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Healing Heart Hospitality House

 15 Paul Place, c/o Carol Lewis
 Whitinsville, MA 01588
[P] (774) 287-5028
[F] --
Nancy Whalen
 Printable Profile (Summary / Full)
EIN 01-0845380

LAST UPDATED: 01/28/2019
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No



Mission StatementMORE »

To provide a suite of services that offers physical, emotional and spiritual support and comfort to the families and friends of hospitalized patients in the greater Worcester area. 

Mission Statement

To provide a suite of services that offers physical, emotional and spiritual support and comfort to the families and friends of hospitalized patients in the greater Worcester area. 

FinancialsMORE »

Fiscal Year Jan 01, 2013 to Dec 31, 2013
Projected Income $6,000.00
Projected Expense $3,500.00

ProgramsMORE »

  • Heartfelt Essentials
  • Stress reduction and caregiving education sessions
  • Worcester Community Resource Guide and Vendor Discount Coupons

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Mission Statement

To provide a suite of services that offers physical, emotional and spiritual support and comfort to the families and friends of hospitalized patients in the greater Worcester area. 

Background Statement

This initiative began over 30 years ago when we learned of a patient's mother who had to travel over two hours each way to visit her seriously ill son in the hospital.  This  woman had  limited  financially means, and faced the added challenge of caring for a mentally disabled daughter.  A hospitality house would have eased her circumstances greatly.  Our board is comprised largely of people who  have worked at medical facilities in Worcester and  personally witnessed the need for a hospitality house.  Since 2007 we have obtained our 501(c)3; established a Board of Directors; hired an attorney;  published our by-laws; met frequently with hospital administrators and physicians; joined  the National Association of Hospital Hospitality Houses; conducted a preliminary feasibility study; explored area real estate, and networked with other executives of hospitality houses and community non-profit organizations.   Both major healthcare provider organizations in our area (UMass Memorial and Worcester Medical Center) are expanding, further increasing the need for a hospitality house.  The costs of travel and lodging represent a financial hardship on many families, especially during these challenging economic times.  The availability of low-cost or complimentary housing would markedly alleviate the stress placed upon families by the hospitalization of  a relative or friend.

Impact Statement

Obtained a grant for monthly caregivers support group.   We offer free educational sessions on ways to cope with the stresses of being a caregiver.  
Partnered with community businesses to offer  assistance with parking, meals and lodging for caregivers of loved ones hospitalized in Worcester area hospitals.
We provide lap blankets, toiletries, snacks and books to the caregivers of  patients traveling more than 30 miles to be with their loved ones in Worcester hospitals.
We became members of the Central Massachusetts Visitor Bureau to provide maps and directory of resources offered in the Worcester area.

    1. Identify property to establish a hospitality house.
    2. Update our website  
    3. Apply for grants
    4. Increase our board and volunteers
    5. Begin our capital campaign

Needs Statement

As a grass-roots organization, we have a working board and will need external support as as our programs expand.  We need volunteers to help obtain discounts from local vendors, coordinate caregiver educational and stress reduction sessions; purchase and distribute essentials to families; help with fundraising events and maintain and update our  data base. Our single greatest financial need is to raise sufficient funds to purchase a property suitable for accommodating visitors (including families) to our area.  However, even small donations can enable the purchase of such amenities as $15.00 parking vouchers, $5.00 cafeteria vouchers; $25.00 basket of essentials that could help families faced with financial hardship . 

CEO Statement

Worcester area hotels charge an average of $135 per night (with the hospital discount).  There are currently only two alternative lodging  venues, and their availability is limited solely to those visiting cancer patients. In comparison, Boston has 15 hospitality houses near its medical facilities.
Worcester has 4 major hospitals within a 5 mile radius that comprise over 1500 inpatient beds.  The city is an enormous referral center for medical-surgical care in central New England. Furthermore, UMass is a Level One trauma facility with a Life Flight Program transporting  in patients from all over Massachusetts and neighboring states.  UMMMC also encompasses an active organ transplantation service, and a Children's Medical Center with over 200 medical and surgical specialists and a 43-bed neonatal Intensive Care Unit.  With the closing  of many of the Commonwealth's psychiatric hospitals, many patients are funneled into the 320-bed Worcester Recovery Center and Hospital.  Our at-risk population is augmented by the more than 30,000 students enrolled in Worcester's colleges and universities.      
A hospitality house provides emotional and physical support to families so they can provide support to the patient.  When a patient is supported by their family, while receiving treatment, the patient's emotional and mental health is much better...which in turn can improve their physical health.  The TV physician Dr. Oz stated he will not do open heart surgery on a patient unless they have a loved one with them.  He has found that patients need a reason to wake up; love and support are critical to their recovery.

Board Chair Statement

When we tell people about our mission, we always receive positive feedback.  Everyone has a story and most everyone can relate to having a loved one in the hospital.  We know patient's families that have suffered because they were going through a medical crisis alone and did not have the resouces to stay at a hotel.  One woman's husband was driving a trailer truck through Worcester and became ill.  She took all her savings and flew from out west to be with her dying husband.  She was an elderly lady in a strange city, all alone, her husband was dying and she didn't have any money to go to a hotel..  Another mother's daughter was attending college in Amherst when she became ill and needed an organ transplant.  The mother lived in Florida and had to borrow money to fly to Worcester to be with her dying daughter.  After many months, the daughter  survived and the mother no longer had to live each day sleeping in
the ICU unit.  Although hospital administration supports our mission, due to cost restraints, they are eliminating personnel and programs..  We struggle to find financial support.  Since the recession, people and businesses are reluctant to give donations. Promises of support were withdrawn when the economy changed.  The irony is that prices of gas have increased, hotel costs have increased, people have lost their jobs and health insurance.  Families need help now more than ever, especially when facing a medical crisis.

Geographic Area Served


Our services are available to any familiy members in the US states and abroad traveling more than 30 miles to be with their loved one while hospitalized in Worcester area hospitals. The major medical centers in Worcester are within a 5 mile radius of each other.  Our plan is to establish a house within 5 to 7 miles of the hospitals. 

Organization Categories

  1. Health Care - Patient & Family Support
  2. Housing, Shelter - Temporary Housing
  3. Health Care - Health Support

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)



Heartfelt Essentials

Care packages are distributed to families to help them get through the day and reduce stress.  While there are cafeterias and restaurants available, families may not want to leave the patient.  The care package would include snacks, magazines & books, and personal care items.
Budget  10,000
Category  Health Care, General/Other Patient & Family Support
Population Served Families People/Families of People with Health Conditions People/Families with of People with Disabilities
Program Short-Term Success 
The care packages will decrease the need to use personal money to purchase food and other necessities.  They will also allow caregivers to spend more time with their hospitalized loved as the packages can be brought directly to the patient's room.
Program Long-Term Success 
We expect 80% to 100% of the families in need to utilize the care packages provided at time of hospitalization.
Program Success Monitored By  The success of our program will be reflected in the survey form given to families receiving the care packages.  Through the survey, families can indicate how and why the packages were beneficial to them.
Examples of Program Success 
Positive evaluation surveys.  Increased donations from families wanting to help others in the same situation.  Positive endorsements of our program.

Stress reduction and caregiving education sessions

It is stressful to have a loved one in the hospital.  The program will conduct sessions on stress reduction and caregiving.  Supporting a loved one can be difficult and often the caregivers do not realize that they are having difficulty coping.  Moreover, families are so focused on the patient, they forget about themselves.  Because they are so involved with the family member's in-hospital medical treatment, they may not give much thought to what happens when the relative is discharged.  Caregiving sessions would help the family prepare to take over their loved one's care and transition them home.
Budget  $7,000.00
Category  Health Care, General/Other Patient & Family Support
Population Served Families People/Families of People with Health Conditions People/Families with of People with Disabilities
Program Short-Term Success 
According to the, studies have shown that 18% of medicare patients are readmitted for medication errors and readmitted within 30 days. Educatiing the caregiver on how to care for the patient may improve the outcome.  Patients are sicker and discharged quicker, so it is important that the caregiver be the patient healthcare advocate. 
Program Long-Term Success 
It is hoped by providing stress reduction sessions and caregiving education, it will reduce the families stress, provide a foundation of support for both the family and patient.  Medication and medical errors can be reduced by educating the caregiver and helping them prepare for the transition home or to another facility.
Program Success Monitored By 
A survey will be given to each family member during the session to insure we are meeting the needs of the caregivers. Sessions will be modified, if necessary, based on the caregivers feedback.
Examples of Program Success 
Attendance will increase, along with increased referrals from physicians and social workers.  Positive evaluations reflecting the benefits of each session.

Worcester Community Resource Guide and Vendor Discount Coupons

Families are eligible for our different programs if they live more than 30 miles from Worcester.   A resource guide would help families navigate the city.  Many times families do not think about themselves when rushing to the hospital to be with their loved one.  A guide will eliminate some of the stress of being in a strange city.  Vendor coupons will be used by families for items such as food, parking and other necessities.  This will cut back their out-of-pocket expenses.
Budget  $1,000.00
Category  Health Care, General/Other Patient & Family Support
Population Served Families People/Families with of People with Disabilities Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 
Within six months, we expect patient utilization of this program to range between 80% to 100%.
Program Long-Term Success 
Our long term goal is to establish a facility for patients' families.  While we are working towards our goal of purchasing and operating a house, we are implementing programs to help families now.  Families need to locate lodging, stores and restaurants and that can add to their stress being in a strange city.  
By providing these two resouces, families stress and expenses will be reduced.
Program Success Monitored By 
Each family to receive these services will be given an survey.  The evaluation of the services by the families will determine the successs of the program.
Examples of Program Success 
We will determine the sucess of our program through positive evaluations from both the families of hospitalized patients and the community  vendors.

CEO/Executive Director/Board Comments

The greatest challenge we face at this time is lack of volunteers.  There are many opportunities to connect with the community and gain their support.  We need people to help administer our programs and increase public awareness.


CEO/Executive Director Mrs. Nancy Ann Whalen
CEO Term Start Jan 2007
CEO Email
CEO Experience

Nancy Whalen has worked at both Hahnemann Hosptial and UMass Medical Center -now merged as UMass Memorial Hospital Center (UMMHC) - for the past 32 years. She currently provides billing, collection and administrative assistance to Family Medicine and Primary Care physicians, staff, and patients at the University Campus and Community offices.   She also works closely with the UMass Student Health and Employee Health Clinics as an advocate resolving billing, insurance, and referral issues.   Previously, she worked in the Occupational Medicine Clinic coordinating physician and patient schedules, contracting with companies for screening exams, occupational exposures, injury reports, billing and collections. She also conducted patient’s spirometry testing in the clinic and on site at local companies.


She has worked with physicians, social service agencies, billing/collection representatives and insurance companies helping patients resolve complex financial concerns. Her years of experience as a financial counselor and patient advocate has given her a thorough understanding of the difficult and often traumatic experiences families face when a loved one is hospitalized.

As members of Massachusetts Nonprofit Network (MNN), National Association of Hospital Hospitality Houses Inc. (NaHHH), and Center for Women Enterprise (CWE), we take full advantage of their workshops, seminars, and technical training courses. The courses that we have taken over the last few years are:


·      What’s Your Impact? Capture Outcomes that Prove You’re Making a Difference w/Ann Budner

·      Social Media 2.0 w/George Wallace

·      Creating Performance Satisfaction w/Dylan Dalton

·      Friend Raising and Fundraising Major Goals For All Non-profits w/ Rick Blain

·      Board Roles to Board Goals w/Jay W. Vogt

·      Leading The Way Conference

·      Designing a Comprehensive Development Strategy w/ Rick Blain



·      Speaking Up and Speaking Well w/Alicia Williams

·      Empowering Women in Business Conference at Nichols College

·      Choosing Your Legal Entity w/Elizabeth Schwartz

·      Budgeting w/ Joel Aronson

·      Build Your Business Website

·      Wednesdays Women & Wine networking

·      QuickBooks w/Ginny Wally



We receive their monthly newsletter and monthly “Ask the Expert” program. As members we are able to avail ourselves of the expertise of  other directors of hospitality homes in operation at any time. We also have the opportunity to participate in the “Ambassadorship Program”. This program gives you first-hand experience living in or near a hospitality house.

Co-CEO Carol Ann Lewis
Co-CEO Term Start Jan 2007
Co-CEO Email
Co-CEO Experience
Carol Lewis spent over 15 years working in programs and offices atUMassMemorialHospital Center (UMMHC). Before coming to the hospital she owned and operated a typing service in Worcester called
Type-It, Inc. At UMMHC she worked for the grant-funded Reproductive Hazards Program, one of the first established in the nation, to provide care for pregnant women who had been exposed to environmental hazards. Working with its director, Dr. Maureen Paul, a leading authority in reproduction and environmental health hazards, she provided advice to patients as to what to do to prevent and reduce occupational and environmental exposures. 


Ms. Lewis was also Coordinator for interns entering UMMHC’s Stress Reduction Program which was founded and directed by noted clinician, Jon Kabat-Zinn, Ph.D. She enrolled interns into the program and found housing for them. She maintained a close rapport with private housing contactors as well as hotels in the area for interns who came from national and international locations. She organized meetings, luncheons, cooked meals for special events and helped to make the interns’ stay more comfortable and rewarding.


As the Assistant to the Director of Volunteer Services at UMMHC, she organized the hiring of volunteers and assisted in placing them in assignments that utilized their talents and skills best. Also as part of her duties she created an attendance chart. This chart was used to keep track of volunteers' actual time donated. At the end of a year’s time these calculations were used to determine the distribution of service awardss at the annual banquet.

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
-- -- --


Award Awarding Organization Year
-- -- --


Affiliation Year
Massachusetts Nonprofit Network 2009
-- --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --


We are members of the National Association of Hospital Hospitality Houses which supports hospitality houses across the nation.  We have  attended their annual conferences, enrolled in their educational sessions and collaborated with other executive members of hospitality houses.  They offer monthly "Ask the Expert" telephone conferences and have a Hospitality House Resource Guide available on line for members. 

CEO/Executive Director/Board Comments


Foundation Comments


Staff Information

Number of Full Time Staff 0
Number of Part Time Staff 0
Number of Volunteers 0
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 0
Male: 0
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures No
Nondiscrimination Policy No
Whistle Blower Policy No
Document Destruction Policy No
Directors and Officers Insurance Policy No
State Charitable Solicitations Permit --
State Registration Exempt

Risk Management Provisions


Reporting and Evaluations

Management Reports to Board? N/A
CEO Formal Evaluation and Frequency N/A N/A
Senior Management Formal Evaluation and Frequency N/A N/A
Non Management Formal Evaluation and Frequency N/A N/A


Board Chair Mrs. Nancy A Whalen
Board Chair Company Affiliation Co-Director
Board Chair Term Jan 2007 -
Board Co-Chair Mrs. Carol Ann Lewis
Board Co-Chair Company Affiliation Co-Director
Board Co-Chair Term Jan 2007 -

Board Members

Name Company Affiliations Status
Ms. Maureen Bonardi Community Volunteer Voting
Mrs. Gina Gaudet Retired Voting
Ms. Shirley Huntington Retired Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Jennifer Davis Carey Ed.D Advisory Board NonVoting
Robert Carey Ph.D Advisory Board NonVoting
David Clive MD Advisory Board NonVoting
Amanda Collette Advisory Board NonVoting
Pastor Bruce Dykstra Advisory Board NonVoting
Rev. Sheree Harrington Advisory Board NonVoting
Beverly Johnson M.Ed. Advisory Board NonVoting
Mr. James S. Jorritsma CPA -- NonVoting
William Arthur Lewis Jr Advisory Board NonVoting
Hiten Mehta Advisory Board NonVoting
Vaishali Mehta Advisory Board NonVoting
Vernay Mitchell-McKnight Ph.D Advisory Board NonVoting
Ann Romano Advisory Board NonVoting
Karen Scharfenberg-Ferrarone Esq Advisory Board NonVoting
Mary Shepard Advisory Board NonVoting
Diane Wick Advisory Board NonVoting

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 0
Caucasian: 5
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 5
Male: 1
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 50%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy No
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No

Standing Committees

  • --

CEO/Executive Director/Board Comments

Our challenge is finding new board members to fill vacancies when an active board member's term has expired.  At this time, we need a working board and need to recruit new board members.    Until vacancies are filled, we have extended the President and Vice President positions until we have a full board.

Foundation Comments



Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Jan 01, 2013 to Dec 31, 2013
Projected Income $6,000.00
Projected Expense $3,500.00
Form 990s --
Audit Documents

2015 Most recent financial documents per organization

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $3,526 $7,964 $4,663
Total Expenses $4,891 $9,034 $7,015

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- $1,000
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $2,264 $5,872 $940
Indirect Public Support $765 $92 $16
Earned Revenue -- -- --
Investment Income, Net of Losses -- -- $0
Membership Dues -- -- --
Special Events $497 -- $26
Revenue In-Kind -- -- --
Other -- $2,001 $2,680

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $3,322 $7,459 $2,587
Administration Expense $557 $940 $1,063
Fundraising Expense $1,012 $635 $2,200
Payments to Affiliates -- -- $1,165
Total Revenue/Total Expenses 0.72 0.88 0.66
Program Expense/Total Expenses 68% 83% 37%
Fundraising Expense/Contributed Revenue 29% 11% 111%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $4,102 $5,467 $6,537
Current Assets $4,102 $5,467 $6,537
Long-Term Liabilities -- -- $0
Current Liabilities -- -- $0
Total Net Assets $4,102 $5,467 $6,537

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy Income Only
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount $12,000.00
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities inf inf inf

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

The challenges facing us as an organization are huge but not insurmountable. We have been so focused on not opening until we actually had funds raised to have a physical house, heightened the challenges set before us in this economy. Since hiring a marketing person we’ve been directed to restructure our action plan. Now we are focused on doing acts of kindness right away for patient’s families like, providing city resource list, discount cards, vouchers for parking, educational sessions and heartfelt essentials to help with personal immediate needs. This will build our reputation as an organization that cares and is helpful at this most critical time.  Our action plan is to have yearly events, capital campaigns, seek grants and other donations through our website, facebook and other venues. The most important project is to develop our Volunteer Board to help accomplish the fore mentioned tasks of Healing Heart Hospitality House.

We see opportunities like Giving Common and our memberships with Massachusetts Nonprofit Network, National Association of Hospital Hospitality Houses, Inc and Center For Women Enterprise strengthening our resolve to accomplish our goal. These organizations keep us networking with other non-profits, educating us with governance and current business practices. The idea of helping and being able to serve these families seem closer than ever.

Foundation Comments

This organization is smaller and as such, is only required to file a 990 N (postcard). Financial data in the charts and graphs above is per the nonprofit.


Other Documents

No Other Documents currently available.


The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.

1. What is your organization aiming to accomplish?


2. What are your strategies for making this happen?


3. What are your organization’s capabilities for doing this?


4. How will your organization know if you are making progress?


5. What have and haven’t you accomplished so far?