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Massachusetts General Hospital

 125 Nashua Street, Suite 540
 Boston, MA 02114
[P] (617) 7262200
[F] (617) 7267661
http://www.massgeneral.org
aahern1@partners.org
Allyson Ahern
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INCORPORATED: 1811
 Printable Profile (Summary / Full)
EIN 04-1564655

LAST UPDATED: 03/25/2016
Organization DBA MGH
Mass General
The General Hospital Corporation
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

Guided by the needs of our patients and their families, we aim to deliver the very best health care in a safe, compassionate environment; to advance that care through research and education; and to improve the health and well-being of the diverse communities we serve.

Mission Statement

Guided by the needs of our patients and their families, we aim to deliver the very best health care in a safe, compassionate environment; to advance that care through research and education; and to improve the health and well-being of the diverse communities we serve.

FinancialsMORE »

Fiscal Year Oct 01, 2014 to Sept 30, 2015
Projected Income $3,300,747,000.00
Projected Expense $3,113,947,000.00

ProgramsMORE »

  • Benson-Henry Institute for Mind Body Medicine
  • First 1000 Days
  • Massachusetts General Hospital Center for Community Health Improvement
  • The HOPES Program at the Massachusetts General Hospital Cancer Center
  • The Red Sox Foundation and Massachusetts General Hospital Home Base Program

Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

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


Overview

Mission Statement

Guided by the needs of our patients and their families, we aim to deliver the very best health care in a safe, compassionate environment; to advance that care through research and education; and to improve the health and well-being of the diverse communities we serve.

Background Statement

Founded in 1811, Mass General is the third oldest general hospital in the United States, and the oldest and largest teaching hospital of Harvard Medical School. Currently ranked as the second best hospital in the country by U.S. News & World Report, Mass General annually admits 48,000 inpatients and handles 1.5 million outpatient visits.  With an annual research budget of $786 million, Mass General conducts the largest hospital-based research program in the country.

 

Mass General is committed to delivering standard-setting medical care, advancing that care through pioneering research and educating future healthcare professionals.

 


Impact Statement

Mass General’s accomplishments during 2014 include the following:

  • MGH was named #2 on the U.S. News & World Report Best Hospitals Honor Roll and was recognized by the American Hospital Association with the inaugural AHA Equity Care Award for efforts to identify and address disparities in care. DiversityInc magazine named the MGH one of the top 10 hospitals for diversity, and our hospital was one of 427 healthcare facilities nationwide to be named a leader in LGBT Healthcare Equality.
  • MGH formally rolled out a comprehensive strategic plan for the next decade. The plan involves such initiatives as a multi-faceted substance use disorders program, the establishment of the MGH Research Institute as a front door for the hospital’s scientific efforts, ongoing work in care redesign and increased focus on population health management.
  • Staff throughout the hospital worked together to plan and prepare in case of infectious disease outbreaks such as Ebola. This included building special areas that could accommodate the needs for isolation, learning how to safely put on and take off personal protective equipment, figuring out ways to safely process samples in the lab as well as ways to transport and dispose of waste materials.

 


Needs Statement

 Mass General's most pressing needs include the following:

  •  Establish an MGH Research Institute to organize wide-ranging research activities and enable larger-scale opportunities. This includes supporting outstanding MGH Research Scholars doing basic, translational and clinical research with five-year awards of $100,000 per year. With limited National Institutes of Health (NIH) funding becoming increasing competitive, there is a great need for philanthropic support of medical research.
  • Transform chronic disease care. Diabetes, obesity, substance use disorders and tobacco use are significant contributors to health burden and costs. A focus on substance use disorders will help reduce the burden of disease in our surrounding communities and help set a national standard in community healthcare.  
  •  Leverage the power of MGH patient data. Robust measurement and evaluation systems are needed for success under new payment models. A central registry will help proactively to manage patients and evaluate clinical outcomes, while the Partners Biobank at MGH will advance medical research to improve health care.
  •  Optimize clinical education across the health professions. Changes in care delivery require a new approach to education that prepares future clinicians to offer efficient, team-based care. 

 


CEO Statement

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Board Chair Statement

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Geographic Area Served

GREATER BOSTON REGION, MA

Based in Boston, Mass General serves patients from throughout Eastern Massachusetts and serves as a community hospital to those in its own backyard, particularly in low-income communities on the north side of Boston. Mass General’s community health centers are located in Charlestown, Chelsea and Revere, MA.

Organization Categories

  1. Health Care - Hospitals
  2. -
  3. -

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

No

Programs

Benson-Henry Institute for Mind Body Medicine

You cannot heal the body without treating the mind. This is particularly true of stress, which has a profound adverse influence on physical and mental health, and on performance at work and in school. People may not be able to control stressful events, but they can learn to control their response to it. In 2006, Mass General established the Benson-Henry Institute for Mind Body Medicine (BHI) to provide clinical and education programs in stress reduction and resiliency enhancement through cognitive skills training, and nutrition and exercise education. Specialized programs are offered for individuals with specific health conditions, or who are managing life situations like infertility, adolescence, and aging. BHI research into the “science behind” its approach has yielded astonishing results. Program participants are able to affect how certain genes are activated, especially those that provoke a number of conditions including the immune response, cardiovascular disease, and cancer.

Budget  $3,200,000.00
Category  Health Care, General/Other Patient & Family Enrichment
Population Served People/Families of People with Health Conditions Adults Children and Youth (0 - 19 years)
Program Short-Term Success 

As a striking example of short-term success, the BHI Cardiac Wellness Program was part of a Center for Medicare and Medicaid Services (CMS) Demonstration project looking at cardiac rehabilitation programs. CMS saw that through the BHI program, a significant number of patients were able to avoid re-hospitalization. Their mortality rate was significantly less than matched controls, and the BHI program saved Medicare between $2,315 and $2,710 per patient. New reimbursement codes for Intensive Cardiac Rehabilitation were created as a direct outcome of this study, meaning that more patients will be able to access the BHI program knowing that their insurance will cover it. Additional measurable successes like this one are on the horizon, if funding can be made available.

Program Long-Term Success 

The BHI bridges clinical medicine and public health. Its services are available to all Mass General patients and staff, and the wider community, particularly, to children in the Boston Public Schools and to older adults in the neighborhoods surrounding Mass General. “In addition, given that the fact the major risk factors for stress-related chronic diseases are behavioral in nature, we believe that BHI resiliency enhancement programs can help prevent illness,” says Greg Fricchione, MD, director of the BHI. Long-term success will be achieved when a) even the nominal program participation cost is accessible to all – current reimbursement levels are relatively low, requiring philanthropy to help to subsidize; and b) mainstream medicine embraces wellness and self-care as an inseparable part of all patient care. BHI, through its research, education, and clinical programs, is well-positioned to lead this change.

Program Success Monitored By 

Clinical programs are monitored by participant self-evaluations; standardized measures of weight, BMI, and psychological state; reduced need for medication such as antihypertensives and anticholinergics; voluntary enrollment in “graduate” programs; and increased physician referrals. Research programs are monitored by acceptance in peer-reviewed publication; impact on clinical practice; and access to continuation funding. Education programs are monitored with standardized student and teacher self-evaluations. In addition, increased visibility of the BHI itself is monitored via media scans; “hits” to the program website, Twitter and Facebook feeds; and by increased print/electronic circulation of the BHI newsletter.

Examples of Program Success 

In three BHI program participants’ words:

  • “I just had my 11th scan and the tumor is stable. The work that I have done at the Benson-Henry Institute has been integral to the success of my treatment plan.” – MGH patient diagnosed with Stage IV lung cancer
  • “These techniques have helped me whenever I’m faced with a challenge or frustrating situation, and I have become more relaxed and free of mind on an everyday basis”— Boston Public Schools student
  • “I learned a ton, and it really has made a difference. Everybody has stress. You can learn to handle it, and it will lead to changes in your body. My cholesterol is way down, and I’m getting off some of my medications. I now eat more, and more variety…I don’t feel deprived, and I’ve lost 13 pounds! And my ability to manage my stress, even in my new fast-paced job with long hours behind the wheel, is amazing.” – Patient in the BHI Cardiac Wellness Program

First 1000 Days

Obesity represents a major threat to public health, results in signi­ficant societal costs and disproportionately affects Black and Hispanic children and women of childbearing age. The First 1000 Days - conception to age 2 - is a crucial period of development and presents a unique window of opportunity to shape lifelong maternal-paternal-child health. The First 1000 Days, a partnership with the Kraft Center for Community Health, aims to work across early-life systems to prevent obesity, promote healthy routines and behaviors and reduce disparities among vulnerable families. Research suggests cross-sector, systems-level, community-based interventions that begin early in life may be most effective at combating obesity and disparities. With the support of clinical and community stakeholders, the First 1000 Days is being implemented in the MGH Chelsea and Revere and DotHouse Health community health centers, where rates of maternal-child obesity are higher than local and national averages.

Budget  $1,437,500.00
Category  Health Care, General/Other Maternal & Infant Care
Population Served Infants to Preschool (under age 5) Minorities Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 

Stakeholder engagement is critical to the success of any systems-level program. First 1000 Days meetings are held monthly and success is measured by attendance at and participation in the meetings.

The First 1000 Days will connect pregnant women and families to resources based on need, such as primary care; the Special Supplemental Nutrition Program for Women, Infants and Children (WIC); and food and housing insecurity organizations. The First 1000 Days believes that basic needs need to be met in order for patients to live a healthy life. Success is measured, for example, as 95% of women who receive care at the health centers being screened for resource needs. All women (100%) who screen positive will receive outreach from a health coach for connection to support services. Screening will take place at the first prenatal visit and rates of screening, need, and follow-up will be tracked.

Program Long-Term Success 

The First 1000 Days aims to:

-- Improve infant weight and growth trajectory

-- Increase the proportion of women gaining adequate weight in pregnancy

-- Decrease maternal postpartum weight retention

-- Improve weight status and behavior change within family units

-- Create sustainable systems-level changes

-- Reduce maternal-child obesity disparities

Success will be measured by stakeholder engagement, and from data collected in the electronic health record and from self-reported behavioral surveys.

Ideally, the First 1000 Days will provide the foundation for a widely disseminated model of obesity prevention for our state’s and nation’s most vulnerable families. The program is positioned to create sustainable systems-level changes to manage obesity and disparities in low-resource settings.

Program Success Monitored By 

-- Electronic health record data will be monitored to measure rates of gestational weight gain, post-partum weight retention, and infant overweight. Changes will be evaluated over time, by population subgroup, and in comparison to health centers without the First 1000 Days program.

-- Self-report behavioral surveys will be collected from mothers and fathers at several points in pregnancy and in the child’s first two years of life. Behavior and behavior change will be evaluated over time and by population subgroup.

-- Stakeholder engagement will be measured by individual and small group interviews and attendance (% of stakeholders attending and consistency of attendance) at meetings

-- Changes in organizational practices from four key health and social service sectors that interface the most with vulnerable mother-infant dyads and their families – training completion rates by health center and provider staff, survey results

Examples of Program Success 

The First 1000 Days has held two Collective Impact meetings since November 2014. Each meeting had nearly 40 attendees from a range of departments and organizations, including Pediatrics; Obstetrics; Community Health; The Fatherhood Project; the Special Supplemental Nutrition Program for Women, Infants and Children (WIC); Home Visiting; and others. To further engage stakeholders, each health center established an Executive Committee that meets monthly. Meetings began in January 2016, with an average of 10-12 attendees at each meeting.

The First 1000 Days will launch to patients in July 2016. Provider training and patient materials, such as printed booklets, posters, text messages, and short educational videos, have been created. A health coach has been hired who will connect patients to community resources based on their needs and perform individual behavior change counseling for maternal-infant pairs at high risk for obesity.


Massachusetts General Hospital Center for Community Health Improvement

The MGH Center for Community Health Improvement (CCHI) collaborates with community partners to achieve measurable improvements in challenging health problems through policy and system change and preventing illness before it starts. CCHI carries out its work in Chelsea, Revere, and Charlestown, where MGH has maintained health care centers for more than 40 years, and among special populations-- Boston youth, seniors, and homeless people. Since 1995, CCHI has partnered with these communities to assess needs and create 43 programs that reduce and prevent substance use disorders, tackle the obesity epidemic by increasing access to healthy food and physical activity, prevent cancers through early detection and screening, intervene in the cycle of violence, generate interest in science and health careers among youth and increase access to care for vulnerable populations such as immigrants and refugees.
Budget  $10,000,000.00
Category  Health Care, General/Other
Population Served Adults Children and Youth (0 - 19 years) Alcohol, Drug, Substance Abusers
Program Short-Term Success  CCHI’s goal to reduce substance use will be achieved by increasing access to services for those with substance use disorders, the use of Narcan, and the number of youth and parents receiving education. CCHI’s goal to improve health, fitness, quality of life and reduce chronic disease risk will be achieved by increasingknowledge about health food and physical activity, and by increasing policies that support making the “healthy choice the easy choice” across diverse populations. CCHI’s goal to improve the healthy development of adolescents and young adults will be achieved by increasing youth participation in MGH CCHI programming and interventions. CCHI’s goal to improve access to comprehensive, quality health care services will be achieved by addressing barriers to accessing and receiving timely, quality health care for all patients and by enrolling patients in need of services to the appropriate program.
Program Long-Term Success  CCHI’s goal to reduce substance use will be achieved by decreasing the percent of youth & adults who binge drink and decreasing the percent of youth prescription drug use. CCHI’s goal to improve health, fitness, quality of life and reduce chronic disease risk will be achieved by increasing by 5% both the fruits and vegetables consumed by adults and youth, and adults and children who meet current federal physical activity guidelines for aerobic physical activity. CCHI’s goal to improve the healthy development of adolescents & young adults will be achieved by achieving 100% college matriculation rate for all students participating in MGH Youth programs. CCHI’s goal to improve access to comprehensive, quality health care services will be achieved by providing a continuum of care across multiple settings to ensure the well being of patients and by decreasing urgent care visits as appropriate.
Program Success Monitored By  CCHI has a robust Evaluation staff of 7 who work in partnerships with the 43 programs we support to measure and evaluate program results every six months. We know our programs are working when the results meet each program’s short-term goals and provide a foundation for achieving the long-term goals. If the results fall short of the goals, we examine the factors that contributed to unexpected results. In addition to data submitted by CCHI programs into the ETO progress-measuring software, the Evaluation Team uses archival data and enrolled patient, hospital admission rate and Longitudinal Medical Record data from MGH. We use graduation data from the Mass. Department of Education and enrollment and academic performance data from individual public schools. The use of Narcan comes from Mass. Department of Public Health data. Youth self report drug and alcohol use through Youth Risk Behavior Survey (YRBS) and Behavioral Risk Factor Surveillance System (BRFSS)results.
Examples of Program Success  Since 1997, the Revere CARES coalition has worked with the community to prevent substance use, especially among youth. Their efforts have led to a decrease of substance use indicators among high school youth, as measured by the Youth Risk Behavior Survey. From 1999-2013 students self reported current use of alcohol decreased by 37.3% and binge drinking decreased by 51.2%. The Charlestown Substance Abuse Coalition (CSAC), formed in 2004 to respond to the heroin and other opioids epidemic, has seen success achieving its goal. Emergency Medical Services responses for heroin overdoses decreased 62% from 2003 to 2010, and drug related deaths decreased 78% between 2003 and 2008. Preliminary evaluation results from a CSAC science-based curriculum in elementary and middle schools indicate that youth are more likely to think through the possible consequences before making a decision about substance use and more likely to say no if someone offers them tobacco, alcohol, or another drug.

The HOPES Program at the Massachusetts General Hospital Cancer Center

The mission of the HOPES Program is to enhance clinical care by providing integrated complementary services that promote wellness and overall quality of life for cancer patients across the continuum of care.

Services include music therapy, art therapy, ear acupuncture, massage therapy, Reiki, yoga, qigong and tai chi. These services can have profound effects for patients, including management of treatment-related pain, nausea, fatigue and mood disorders. Services are provided for free to pediatric and adult patients in both the outpatient and inpatient settings. The HOPES Program is funded entirely through donations.

Mass General Cancer Center is one of the nation’s leading cancer providers, treating more than 17,000 unique patients within 24 disease-specific centers and clinical programs each year. A world-leader in research, the Cancer Center is bridging scientific discovery and clinical care to set the standard for excellence in personalized care for patients and families.

Budget  $250,000.00
Category  Health Care, General/Other Patient & Family Support
Population Served People/Families of People with Cancer People/Families of People with Health Conditions
Program Short-Term Success 

Short-term success is based on patient wellness and quality of life. If a patient feels better after receiving a complementary therapy, the program has been successful. There is increasing data that support integrated therapies as being part of a multi-disciplinary approach for the alleviation of common symptoms such as pain, anxiety and nausea.

Program Long-Term Success 

The HOPES Program is currently in a period of strategic growth. Long-term success will be measured by the HOPES Program’s ability to fulfill its vision: to build and develop programming which will be available for all patients with a diagnosis of cancer in all clinical areas.

The HOPES Program services are provided to patients free of charge so there are no financial barriers to receiving care. To date, the scope of the program has been limited by funding. The program is currently unable to meet demand and reach all patients who could benefit from complementary services. With the Cancer Center’s steadily growing patient volume, the strain to meet demand will continue to increase.

The Mass General Cancer Center strives to raise additional funds to expand the HOPES Program. With an endowment goal of $2 million to create a sustainable base of support for the program, the Cancer Center envisions launching the HOPES Center for Integrated Medicine with greatly expanded capacity.

Program Success Monitored By 

Success will be measured through increased patient satisfaction and provider satisfaction survey data. Qualitative patient reports and Press Ganey scores are key to proving success.

Additionally, the HOPES Program recently launched a research program to further the field of integrated modality research for improving outcomes in the Mass General Cancer Center patient population. Through increased publishing and benchmarking there is an opportunity to position the program for long-term funding and sustainability.

Examples of Program Success 

Testimonials from patients who have received services from the HOPES Program:

“The massages that I have received during my chemotherapy treatments take away any anxiety that I may have and replace that with relaxation and a peaceful feeling. They are very much appreciated and take the edge off my long day of treatment.”

– Patient with ovarian cancer

“After a few days in hospital isolation, this woman walked in and asked if we’d like some music. Within minutes, the room was filled with the music therapist’s beautiful voice and my daughter was dancing and shaking her musical eggs. I sat in the corner with tears in my eyes at such a wonderful sight.”

– Mom of a child with cancer

“I feel extremely blessed to have received the acupuncture treatments that I did. The acupuncturist helped make a very difficult time in my life a little more manageable. I will forever be grateful.”

– Patient with lymphoma


The Red Sox Foundation and Massachusetts General Hospital Home Base Program

In 2009, MGH joined the Red Sox Foundation to create Home Base, a multidisciplinary program for service members, veterans and their families that combines clinical treatment in post-traumatic stress (PTSD) and traumatic brain injury (TBI) – the Invisible Wounds of War – with family counseling support, education, outreach and biomedical research. Home Base was created after the Red Sox World Series victories in 2004 and 2007, when the team visited the Walter Reed Army Medical Center in Washington, DC and saw firsthand the challenges so many of our veterans face as they transition back into civilian life.

MGH serves as the medical leader for Home Base and is the #1 ranked hospital in New England and #2 nationwide as reported by U.S. News & World Report 2013-2014. Home Base operates under the MGH 501(c)(3) tax identification and benefits from the hospital’s expertise in psychiatry, physical medicine and rehabilitation, and its national leadership in medical education and research.

Budget  $5,185,307.00
Category  Health Care, General/Other Health Care, General/Other
Population Served Veterans Families Adults
Program Short-Term Success 

We offer the highest quality assessment, treatment and rehabilitation services to veterans with invisible wounds, and we systematically monitor their personal outcomes, employing widely accepted measures to evaluate health and functioning, including measures of traumatic stress, depression, anxiety, sleep disturbance, fatigue, pain, cognitive functioning, alcohol and drug use, TBI symptoms and quality of life. This year, we aim to serve at least 225 new patients, up 54% from the previous year. We will measure our success by:


· Ensuring that at least 90% of patients report feeling satisfied with their clinical care;

· Demonstrating statistically significant reductions in PTSD symptoms through the 17-item self report measure and for improved quality of life for patients at Home Base through the Quality of Life Enjoyment and Satisfaction Questionnaire; and

· Ensuring that at least 90% of veterans report receiving an appointment within 2 weeks of first contact.

Program Long-Term Success 

Since 2001, roughly 2.5 million men and women have been deployed in support of our nation’s conflicts in Iraq and Afghanistan. Of those who have served, an estimated one in three will experience PTSD and one in five will suffer from TBI. Unfortunately, with less than 50% of veterans seeking care (RAND Report, 2008), most do not receive adequate treatment for post-deployment mental health problems (Seal et al., 2010).

The Home Base Program strives to overcome barriers to mental health services care for veterans who may need treatment for PTSD, TBI and other related issues in order to effectively support the health, well-being and successful reintegration of our nation’s veterans as well as military families. To achieve this, we: 1) Use proven outreach services to connect veterans to evidence-based clinical treatment as well as resiliency programs; 2) Provide family outreach, counseling, and resiliency services; and 3) Provide far-reaching clinical and community education efforts.

 

Program Success Monitored By 

We measure our success in delivering effective clinical care through:


· Retention rates in clinical care from phone intake to at least one in-person clinical evaluation, currently at 91%;

· Patient satisfaction surveys, currently demonstrating that 85% of Home Base patients feel satisfied with their clinical care and feel the program understands their needs as a veteran; and

· Demonstration of statistically significant reductions in PTSD symptoms through the self report measure and for improved quality of life for patients through the Quality of Life Enjoyment and Satisfaction Questionnaire.

For our educational efforts, we utilize pre- & post-participation surveys. Since October 2012, over 3,000 people have attended our community education presentations. Of survey respondents:

· 97% have a better understanding of the symptoms of PTSD and TBI; and

· 97% are more likely to consider how PTSD/TBI may be affecting veterans and their families.

Examples of Program Success 

US News & World Report in 2014 listed MGH as the nation’s #2 Best of the Best hospital with several departments that directly support Home Base ranked near the top of their respective fields, including Psychiatry at #1, Neurology and Neurosurgery at #4, Orthopedics #5 and Rehabilitation at #6. Home Base has been built on the foundation of this remarkable infrastructure. Among our recent accomplishments, Home Base has:


· Provided state of the art, evidence-based clinical services for 600 veterans;

· Engaged and educated more than 5,000 veterans and families across hundreds of outreach events; and

· Provided education on state-of-the-art evidence-based care for returning service members with PTSD, TBI and related conditions through our War Zone web series in collaboration with the National Center for PTSD, educating over 9,000 clinicians (representing all 50 states as well as 10 countries) to improve their care of returning veterans seen in the community.


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Dr. Peter L. Slavin MD
CEO Term Start Jan 2003
CEO Email pslavin@partners.org
CEO Experience

Peter L. Slavin, MD became the President of Massachusetts General Hospital on January 1, 2003. From 1999-2002, he served as Chairman and Chief Executive Officer of the Massachusetts General Physicians Organization, which included over 1,700 physicians and employed nearly 1,000 of them.  

From 1997 to 1999, Slavin served as President of Barnes-Jewish Hospital in St. Louis, Missouri. Before that, he did his training in Internal Medicine at Massachusetts General Hospital from 1984 to 1987 and was Senior Vice President and Chief Medical Officer from 1994 to 1997.

Slavin graduated from Harvard College in 1979, Harvard Medical School in 1984, and Harvard Business School in 1990.

Slavin teaches internal medicine and health care management at Harvard Medical School where he is a Professor of Health Care Policy.

He serves on the Board of the Massachusetts Hospital Association, and is chair of the Association of American Medical Colleges Board. He also serves on the Overseers Board of the Geisel School of Medicine and the Arsenal Healthcare Advisory Board. 

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
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Senior Staff

Name Title Experience/Biography
Deborah Colton Senior Vice President for Strategic Communications --
Mr. Jeff Davis Senior Vice President for Human Resources --
Dr. Jean R. Elrick MD Senior Vice President for Administration --
Dr. Timothy Ferris MD Senior Vice President for Population Management --
James Heffernan Senior Vice President for Finance --
Mr. John R. Higham Esq. Legal Counsel --
John Higham Esq Legal Council --
Dr. Jeanette Ives Erickson RN, DNP Senior Vice President for Patient Care Services and Chief Nurse --
Mr. Tony James Vice President for Network Development --
Dr. Alexandra Kimball MD, MPH Senior Vice President for Practice Improvement and Medical Director --
Ms. Sally Mason Boemer Senior Vice President for Finance and MGH Cancer Center --
Dr. Elizabeth A. Mort MD Senior Vice President for Quality and Patient Safety and Chief Quality Officer --
Dr. Britain W. Nicholson MD Senior Vice President for Medicine and Chief Medical Officer --
Dr. Harry Orf PhD Senior Vice President for Research --
Mr. Gregory J. Pauly Senior Vice President; Chief Operating Officer, Massachusetts General Physicians Organization --
Ms. Ann L. Prestipino Senior Vice President for Surgical and Anesthesia Services and Clinical Business Development --
Joan Quinlan Vice President for Community Health --
Ms. Joy Rosen Vice President for Psychiatry and Community Health Initiatives --
Ms. Joan A. Sapir Senior Vice President --
Dr. David Shahian MD Vice President for Center of Quality and Safety --
Ms. Peggy Slasman Senior Vice President for Public Affairs --
Mr. James E. Thompson Vice President for Development --
Dr. David Torchiana MD Chairman and CEO, Massachusetts General Physicians Organization --
Dr. Debra F. Weinstein MD Vice President for Graduate Medical Education --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
Joint Commission on Accreditation of Healthcare Organizations (JCAHO) - Critical Access Hospital Accreditation 2012

Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 17,849
Number of Part Time Staff 7,145
Number of Volunteers 1,423
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 2,677
Asian American/Pacific Islander: 2,566
Caucasian: 17,008
Hispanic/Latino: 1,985
Native American/American Indian: 34
Other: 405
Other (if specified): Multiple Ethnic Groups and Native Hawaiian/Other Pacific Islander
Gender Female: 17,106
Male: 7,569
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 10
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures No
Nondiscrimination Policy Yes
Whistle Blower Policy No
Document Destruction Policy --
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit --
State Registration --

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Ms. Cathy E. Minehan
Board Chair Company Affiliation Simmons College
Board Chair Term Oct 2011 - Sept 2015
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Dr. Nesli Basgoz M.D. Massachusetts General Hospital Voting
Mr. William Maurice Cowan SVP & COO, ML Strategies LLC/Mintz Levin Voting
Mr. Charles K. Gifford Chairman Emeritus, Bank of America Voting
Mr. John R. Higham Esq. Office of the General Counsel, Partners HealthCare System, Inc. NonVoting
Dr. H. Robert Horvitz Ph.D. Professor of Biology, Massachusetts Institute of Technology Voting
Mr. Jonathan A. Kraft President, The Kraft Group Voting
Mr. Peter K. Markell EVP of Administration & Finance, CFO & Treasurer, Partners HealthCare System, Inc. NonVoting
Mr. Carl J. Martignetti President, Martignetti Companies Voting
Ms. Sally Mason Boemer SVP for Finance, Massachusetts General Hospital NonVoting
Ms. Cathy E. Minehan Dean, School of Management Simmons College Voting
Mr. Gregory J. Pauly Interim President & CEO, Massachusetts General Physicians Organization, Inc. Voting
Ms. Colette A.M. Phillips President & CEO, Colette Phillips Communications, Inc. Voting
Mr. Phillip T. Ragon President and CEO, InterSystems Corporation Voting
Ms. Patricia F. Ribakoff Community Volunteer Voting
Dr. Jerrold F. Rosenbaum M.D. Chief of Psychiatry, Massachusetts General Hospital Voting
Dr. Peter L. Slavin M.D. President, Massachusetts General Hospital Voting
Mr. Barry R. Sloane President & CEO, Century Bank Voting
Mr. Henri A. Termeer Retired Voting
Ms. Dorothy A. Terrell Founder & Managing Partner, First Cap Advisors Voting
Mr. Stephen G. Woodsum Founding Managing Partner, Summit Partners Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 3
Asian American/Pacific Islander: 0
Caucasian: 14
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 5
Male: 12
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 9
Board Meeting Attendance % 63%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 17%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Board Governance
  • Community Outreach / Community Relations
  • Compensation
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Education
  • Finance
  • Nominating
  • Patient Care
  • Personnel
  • Real Estate

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Fiscal Year Oct 01, 2014 to Sept 30, 2015
Projected Income $3,300,747,000.00
Projected Expense $3,113,947,000.00
Form 990s

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

2008 990

Audit Documents

2014 Audited Financials

2013 Audited Financials

2012 Audited Financials

2011 Audited Financials

2011 Audited Financials - MGH Separate

2010 Audited Financials

2009 Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2014 2013 2012
Total Revenue $11,091,388,129 $10,619,215,354 $10,452,560,305
Total Expenses $10,459,998,873 $10,292,631,012 $10,000,987,212

Prior Three Years Revenue Sources

Fiscal Year 2014 2013 2012
Foundation and
Corporation Contributions
-- -- --
Government Contributions $724,671,462 $792,557,488 $799,670,181
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $724,671,462 $792,557,488 $799,670,181
Individual Contributions $1,431,517,418 $1,147,901,719 $1,008,889,591
Indirect Public Support -- -- --
Earned Revenue $7,956,050,517 $7,620,108,541 $7,445,193,237
Investment Income, Net of Losses $482,186,299 $339,968,091 $126,011,468
Membership Dues -- -- --
Special Events $17,608,276 $14,487,186 $15,515,997
Revenue In-Kind -- -- --
Other $479,354,157 $704,192,329 $1,057,279,831

Prior Three Years Expense Allocations

Fiscal Year 2014 2013 2012
Program Expense $9,483,088,661 $9,350,892,801 $9,140,042,377
Administration Expense $922,187,727 $891,826,045 $814,775,676
Fundraising Expense $54,722,485 $49,912,166 $46,169,159
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.06 1.03 1.05
Program Expense/Total Expenses 91% 91% 91%
Fundraising Expense/Contributed Revenue 3% 3% 3%

Prior Three Years Assets and Liabilities

Fiscal Year 2014 2013 2012
Total Assets $14,701,370,735 $13,371,605,172 $12,595,526,775
Current Assets $1,664,748,783 $1,565,164,474 $1,649,163,485
Long-Term Liabilities $3,337,387,134 $2,901,732,034 $2,537,493,707
Current Liabilities $2,652,245,820 $2,253,325,244 $3,148,230,465
Total Net Assets $8,711,737,781 $8,216,547,894 $6,909,802,603

Prior Three Years Top Three Funding Sources

Fiscal Year 2014 2013 2012
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $1,548,000,000.00
Spending Policy Income Only
Percentage(If selected) --
Credit Line Yes
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 --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2014 2013 2012
Current Ratio: Current Assets/Current Liabilities 0.63 0.69 0.52

Long Term Solvency

Fiscal Year 2014 2013 2012
Long-term Liabilities/Total Assets 23% 22% 20%

CEO/Executive Director/Board Comments

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Foundation Comments

Beginning in FY10, as an administrative convenience for Partners HealthCare System Inc. and the Internal Revenue Service, Partners has filed and received a group exemption 501(c)(3) letter, audited financial statements, and Form 990 for its hospitals and affiliates, including Massachusetts General Hospital. This has not changed the tax exemption status of Mass General. The numbers shown in charts and graphs above reflect those of Partners, within which MGH is just one of several hospitals, and are per the IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.
 

Impact

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?

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2. What are your strategies for making this happen?

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

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

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

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