Mission StatementMORE »
Brigham and Women’s Hospital is dedicated to:
Brigham and Women’s Hospital is dedicated to:
|Fiscal Year||Oct 01, 2016 to Sept 30, 2017|
For more details regarding the organization's financial information, select the financial tab and review available comments.
Brigham and Women’s Hospital is dedicated to:
BWH continues to build on the legacy of its predecessors. It has been ranked in US News and World Report's Honor Roll of America's best hospitals for 23 consecutive years, and in 2015 ranked 6th. BWH was also recently recognized by the University HealthSystem Consortium (UHC) for being one of five top performing academic medical centers in the country in a special quality and safety benchmarking study.
BWH is always growing – not only measured by its physical plants – but through the countless patients it cares for and serves each year. Annual statistics for BWH include:
Brigham and Women's Hospital aspires to transform the future of healthcare, through science, education and compassionate care, locally and globally.
Support from our generous benefactors has a profound impact on Brigham and Women’s (BWH) ability to care for patients, research new treatments, and educate the next generation of healthcare providers. Unrestricted giving ensures that Brigham and Women’s Hospital continues to achieve excellence in important research, provide clinical services to the needy, and support a broad spectrum of projects in the community. Every day at BWH, great things happen. Physicians and caregivers find better ways to heal, medical professors develop skills, and researchers expand the boundaries of medical possibility.
Gifts to the Fund for Brigham and Women’s Hospital provide flexible financial support that is applied to areas of greatest need, including new staff, the procurement of technologically-advanced equipment, gap funding for important research, medical education programs and community services. Donations to the Fund are considered the most valuable because they can be utilized in areas that benefit our institution and advance its mission the most.
Brigham and Women’s Hospital offers world-renowned care at our main campus in Boston's Longwood Medical Area and at our satellite offices in many greater Boston locations.
Our distributed campus includes:
Brigham and Women’s Hospital is home to one of the most robust biomedical research efforts in the world. With total research funding of $640M, BWH has 3,700 professional and technical staff devoted to research, including over 1,000 Primary Investigators (PIs) and 663 research fellows and post doctoral NIH trainees. The goal of our research is to find new ways to treat the most challenging diseases. Our research arm ensures that BWH remains vibrant, cutting-edge, and always challenging the boundaries of what is possible. Many research projects at BWH later lead to new modalities of treatment, new drugs, and even new policies and procedures. The Biomedical Research Institute provides infrastructure for BWH’s research program, promoting access to resources, information sharing, networking, and the ability to see things from a “big picture” perspective.
|Category||Medical Research, General/Other Medical Research, General/Other|
|Population Served||Adults Infants to Preschool (under age 5)|
|Program Short-Term Success||
The OurGenes, OurHealth, OurCommunity® study is an innovative new project at Brigham and Women’s Hospital that has the potential to lead the future of biomedical research and transform the practice of medicine. OurGenes® will create a state-of-the-art tissue and data bank that will store genetic and health information from thousands of patients at BWH. The goal of this program is to conduct research on causes, prevention and treatment of diseases by taking an all-inclusive approach to healthcare. This means integrating information about clinical conditions with information about all of the factors that impact health, including genetics, environment, lifestyle/ behavioral factors, and family history/personal medical history. This research will help to uncover the links between an individual’s genetics, family history, and environment in the development of disease, and will help bring us one step closer to Preventive Personalized Medicine.
|Program Long-Term Success||
The BRI includes nine disease-focused research centers and five resource-and technology-based programs that develop and support collaborative research initiatives. This infrastructure allows our diverse community of physicians and scientists to communicate more effectively, providing numerous opportunities for them to collaborate on research aimed at curing, treating and preventing human diseases. One notable achievement of the BRI is its Fund to Sustain Research Excellence. The fund provides interim (sometimes called “bridge”) support to investigators while they compete for grants from the National Institutes of Health (NIH). So far, the fund has backed more than 60 BWH scientists with more than $4 million in support to allow these scientists to continue their promising research efforts. The investment has paid off—these investigators have brought in almost $58 million innewfunding from sources including the NIH, foundations, and corporations.
|Program Success Monitored By||
BWH’s substantial commitment to research is measured by the magnitude of our important discoveries, the size and scope of our research portfolio, and our volume of scientific publications. Brigham and Women’s Hospital’s Biomedical Research Institute is governed by the Research Oversight Committee (ROC). The ROC comprises the BRI Executive Committee, BRI Center and Program Co-Chairs, department chairmen or their designees, and elected faculty and post-doc representatives. The ROC was established to foster transparency and accountability in the decision making process for the research enterprise and to plan new strategic initiatives. ROC members attend monthly meetings in order to represent the needs of researchers and to communicate relevant content to the community and help foster awareness of, and participation in, the BRI and its events.
|Examples of Program Success||
A top recipient of research grants from the National Institutes of Health (NIH), with an annual research budget of more than $640 million, BWH is internationally known for its clinical and population-based research studies, including the landmark Nurses Health Study, Physicians Health Studies, and the Women's Health Initiative. In February 2013, the NIH announced a new collaborative initiative to accelerate the search for biomarkers (changes in the body that can be used to predict, diagnose, or monitor a disease) in Parkinson's disease. As part of this program, launched by the National Institute of Neurological Disorders and Stroke (NINDS), BWH neurologist and researcher Clemens Scherzer, MD, was awarded $2.6 million to work on the development of biomarkers and facilitate NINDS-wide access to one of the largest data and biospecimens bank in the world for Parkinson's available at BWH. This NINIDS initiative is highlighted in an editorial in the March issue ofLancet Neurology.
|BWH is dedicated to overcoming health disparities in underserved communities locally, nationally, and globally. The Center for Community Health and Health Equity (CCHHE) coordinates BWH’s efforts in the local community, advancing systems of care, research, and health programs to elevate the health status of the communities we serve, especially in the areas of Mission Hill, Roxbury, Jamaica Plain, Mattapan, and Dorchester. In 2016, CCHHE served more than 7,300 patients members, students and employees in 15 programs. Through community health clinics, BWH works to improve medical care and access. Our Prevention and Access to Care and Treatment (PACT) program assists hundreds of HIV and AIDS patients in the Boston area. Our programs help victims of domestic violence and support breast cancer patients. We advocate on Beacon Hill and in Washington to effect policy change. And we work within the community to provide jobs and training to improve our neighborhoods.
Internationally, the Department of Social Medicine and Heath Inequalities works in underserved areas of the world such as Haiti, the Dominican Republic and Rwanda. Our physicians teach skills and techniques to healthcare workers in these areas, while learning how to work with less, skills that may prove useful in times of crisis.
|Category||Health Care, General/Other Patient Care/Health Care Delivery|
|Population Served||Adults Adolescents Only (13-19 years) Minorities|
|Program Short-Term Success||In Boston, a baby born to a black mother is 3-4 times more likely to die by their first birthday than a baby born to a white mother. To address this disparity, CCHHE developed a comprehensive Birth Equity Initiative (BEI) to correct differences in infant mortality and low birth weight, particularly among infants born to black women. Neighborhoods experiencing the highest disparity rates in Boston are in close proximity to BWH. BWH created the Centering Pregnancy Program to provide health assessment, education, and support in a group setting for women receiving prenatal care at three BWH obstetric sites. The Centering model takes into account the special health, social, and cultural needs of young parents and provides them with culturally competent, supportive, and efficient care. In June of 2012, the Boston Globe profiled some young parents participating in the BEI and their success stories.|
|Program Long-Term Success||The diagnosis and treatment of breast cancer can take a toll on a woman’s emotional, physical, and financial wellbeing. Through our Connecting Hope, Assistance, and Treatment (CHAT) program, BWH provides resources for low-income women (annual income of $25,000 or less) with breast cancer who do not have adequate income or insurance to pay for services related to their breast cancer treatment. Up to $1,200 annually is given to each eligible woman to help with the cost of medication, breast prostheses, bras, wigs, compression sleeves, transportation to treatment, childcare during treatment, denture replacement (if due to bone loss resulting from chemotherapy), dressing changes from hospice care, counseling, and other breast cancer-related expenses. In the absence of the CHAT Program, many participating women would have made the difficult choice between paying for items related to their breast cancer treatment and paying for rent, utilities, food, and other necessities.|
|Program Success Monitored By||BWH, its health centers, and the CCHHE are dedicated to working with community residents and organizations to meet the needs of racially and ethnically diverse and underserved populations of our communities. To ensure progress in meeting established goals, the CCHHE uses evaluation plans and regularly collects data on its community health programs. This data is used to determine program effectiveness and to inform planning and decision-making. It also enables the CCHHE to make an accurate assessment of strengths and accomplishments and to identify opportunities to enhance existing services. In addition, BWH use the framework of the Balanced Scorecard to measure organizational effectiveness and to develop performance improvement efforts designed to eliminate observed care disparities.|
|Examples of Program Success||BWH has implemented community outreach programs to encourage young people in the communities we serve. Our award-winning Student Success Jobs Program is a year-round paid internship program that introduces students from seven Boston public high schools to medical, health, and science professions. The program matches students with mentors in the medical field, provides hands-on work experience at BWH, and enhances students’ interest in health care and higher education. The Project TEACH Program gives younger teens the opportunity to learn about careers in health, science, and medicine through paid summer internships. The Summer Science Academy program for middle school students provides valuable exposure to careers in health and science education through field trips and intensive science instruction. And our Health and Science Club program helps 4th and 5th graders develop scientific inquiry skills through interactive health and science projects led by BWH employee volunteers.|
As one of the nation’s leading teaching hospitals, Brigham and Women’s Hospital is committed to training the healthcare healers and leaders of tomorrow through hands-on experiences that advance leadership, technical facility, and compassionate care. As a major teaching affiliate of Harvard Medical School, BWH has a longstanding tradition of clinical training and educational excellence. We have accredited programs that are among the top-ranked in the country. Today, our residency program is one of the most sought-after anywhere. Each summer, over 350 new MDs come to BWH to learn from the best. In addition, our broad range of accredited clinical and research fellowship programs provide extraordinary opportunities for advanced training. Overall, BWH educates and trains over 850 residents and fellows each year, in more than 15 ACGME residency-training programs and 39 fellowships.
|Category||Education, General/Other Postsecondary Education|
|Program Short-Term Success||
The Martin P. Solomon Medical Education Scholars Program provides internal medicine residents the chance to dream of new ways to improve patient care through clinical research projects. Funded entirely through philanthropy, this program provides seed funding to outstanding medical trainees whose innovative ideas are paving the way to better medical care and healthier communities. In 2012, the residents used the funds to develop a global health curriculum in tropical medicine for primary care residents, develop a health advocacy training curriculum for young men in the Boston area, and study the effects of language literacy on access to and quality of healthcare in Bima, Indonesia.
|Program Long-Term Success||
As Director of the Internal Medicine Residency Program at Brigham and Women’s Hospital for nearly 30 years, Dr. Marshall Wolf trained more than 2,000 physicians. During the 1970s, Dr. Wolf restructured the medical residency program, making it one of the best in the world. Dr. Wolf expanded the traditional internal medicine residency to add a research residency track. He created one of the first primary care residency programs in the nation. He also created a tremendous culture shift. Moving from the more traditional “sink or swim” practice of forcing sleep-deprived residents to go it alone, at the expense of their own well-being and the safety of patients, Wolf paired residents with active mentors, and implemented shift changes to prevent the severe sleep deprivation that may lead to medical errors. In short, Dr. Wolf created a program that is unparalleled in its ability to produce skilled and compassionate physicians.
|Program Success Monitored By||
The Office of Graduate Medical Education at Partners HealthCare provides support, coordination, oversight, and programming to enhance the quality of residency and fellowship education at Partners HealthCare. Accreditation standards for GME involve fulfillment of specific curricular elements and documentation of competence in clearly defined areas. Outside agencies including ACGME, JCAHO, ABMS, state medical boards, CMS, and other groups continually monitor the success of medical education and ensure that standards are consistently met. At Brigham and Women’s Hospital, every program has a written curriculum that incorporates components required by ACGME (for accredited programs) and/or by certifying boards, in order to ensure board eligibility of graduates.
|Examples of Program Success||
BWH is not content to merely to produce good doctors – we want to producephysician leaders—people who will inspire others and advance the healthcare field in the future. Many of our graduates go on to lead hospital and university departments across the country, and are on the vanguard of clinical practice and research. BWH has many wonderful stories of physicians and scientists who trained here and have gone on to distinguished roles in medicine. Our graduates include Jim Kim, MD, the 12th President of the World Bank and former President of Dartmouth College. Another graduate is Paul Farmer, MD, United Nations Secretary-General's Special Adviser for Community-based Medicine and Lessons from Haiti and cofounder of Partners In Health. In fact, BWH’s president, Betsy G. Nabel, MD, is a graduate of our residency program. Before assuming the helm of BWH in 2010, Dr. Nabel served as director of the National Heart, Lung, and Blood Institute at the National Institutes of Health.
|Brigham and Women’s Hospital (BWH) is committed to providing the best patient care, while also pursuing innovative ways to treat patients. Whether we’re developing a new surgical technique or incorporating the latest medical technology, our motivation is to not simply treat patients, but to do everything possible to make them well.|
|Category||Health Care, General/Other Health Care, General/Other|
|Population Served||Adults Aging, Elderly, Senior Citizens Other Health/Disability|
|Program Short-Term Success||
In 2012, BWH opened one of the most advanced hybrid operating rooms (ORs) in the country, which allows our staff to perform high-end diagnostic imaging and multiple surgical or non-surgical interventions for an individual patient without leaving the operating room. Treatment that once took several days or more to complete, (and in multiple operating rooms and diagnostic labs), can now all be done with one visit, in one room. This efficient treatment provides a more comfortable, shorter hospital stay with quicker recovery for patients. Furthermore, this operating environment promotes timely communication and collaboration among specialists, leading to better outcomes.
|Program Long-Term Success||
BWH is recognized as a leader in both patient care and research, with expertise in virtually every specialty of medicine and surgery.The hospital has been ranked on theU.S. News and World Report’sHonor Roll of America’s best hospitals for 20 consecutive years and was also named aBest Place to Work in Healthcare. BWH was recently recognized by the University HealthSystem Consortium (UHC) as one of the five top-performing academic medical centers in the country in a special quality and safety benchmarking study. The hospital is renowned as one of the nation's leading transplant centers, performing heart, lung, kidney, and heart-lung transplant surgery, and most recently received international recognition for its pioneering work in face and hand transplantation.
|Program Success Monitored By||
As a national leader in improving health care quality and safety, BWH has helped to develop industry best practices in safety and quality, including those promoted by the Institute for Healthcare Improvement’s recent two-year5 Million Lives Campaign, a voluntary initiative to protect patients from medical error. BWH has also been recognized as a pioneer developer of a computerized physician order entry system to prevent medication errors, now a nationally accepted safety practice.
Another part of our commitment to improving quality is our pledge to publicly share our performance data and provide clear explanations of what these measures mean. This includes data provided by nationally recognized third-party organizations that measure quality and safety, such as the Joint Commission, Centers for Medicare and Medicaid Services and the Leapfrog Group.
|Examples of Program Success||
In February 2013, our dedicated BWH plastic surgery team—led by Dr. Bohdan Pomahac—performed its fifth face transplant procedure, replacing the facial area of Carmen Blandin Tarleton. Carmen, a 44-year-old mother of two from Thetford, Vermont, was burned with industrial strength lye over 80 percent of her body in a domestic violence attack that took place in 2007. A team of 30 physicians, nurses, anesthesiologists and technicians worked for 15 hours to replace Carmen’s nose, lips, facial skin, facial muscles, nerves, and neck tissue.
|CEO/Executive Director||Dr. Elizabeth G. Nabel M.D.|
|CEO Term Start||Jan 2010|
|CEO Email||[email protected]|
Betsy Nabel has served as president of Harvard-affiliated Brigham and Women’s Health Care (BWHC) since 2010. A cardiologist and distinguished biomedical researcher, Nabel is Professor of Medicine at Harvard Medical School.
Nabel brings a unique perspective to health care based on her experience as a physician, research scientist, academic medicine leader, and wellness advocate. At BWHC, she led development of a comprehensive strategic plan that defines a new model of medicine characterized by seven strategic commitments focused on innovation in care redesign toward population health management, in research and discovery through multiple life sciences collaborations, and in personalized therapies and precision medicine. Initiatives include a new translational research and clinical facility, and a $1 billion campaign to advance innovation, patient care and community health.
Building on her lifelong commitment to improving health through science, in 2015 Nabel was appointed chief health and medical advisor to the National Football League. In this newly created advisory role, Nabel provides strategic input to the NFL’s medical, health and scientific efforts; participates as an ex-officio member on each of the NFL’s medical advisory committees; and identifies areas for the NFL to enhance player safety, care and treatment.
Nabel has a long record of advocacy for health and broadening access to care. As director of the National Heart, Lung, and Blood Institute from 2005-2009, Nabel leveraged the $3 billion research portfolio to establish pioneering scientific programs in genomics, stem cells, and translational research. One of her signature advocacy efforts was the Red Dress Heart Truth campaign, which raises heart awareness in women through unprecedented industry partnerships.
Throughout her career, Nabel has been a champion for global health. At the NHLBI, she established Centers of Excellence in developing countries to combat cardiovascular and lung diseases. At BWHC she helped create a national teaching hospital in Haiti and is advancing training for clinicians in under-resourced countries.
An accomplished physician-scientist, Nabel’s work on the molecular genetics of cardiovascular diseases has produced17 patents and more than 250 scientific publications. Nabel’s scientific contributions in cardiovascular gene transfer have developed molecular and cellular techniques, delineated that the pathophysiology of atherosclerosis and clarified the processes of cell division and growth of vascular smooth muscle cells in blood vessels. Her studies on Hutchinson-Gilford Progeria Syndrome have characterized the vascular smooth muscle cell defect leading to premature heart attack and stroke.
Nabel has been named one of the nation’s top leaders in medicine by Modern Healthcare and Becker’s Hospital Review, and one of Boston’s 50 most powerful people by Boston Magazine. Her honors include the Distinguished Bostonian Award from the Greater Boston Chamber of Commerce, the Kober Medal from the Association of American Physicians, the Champion in Health Care award from the Boston Business Journal, the Willem Einthoven Award from Leiden University in the Netherlands, the Amgen-Scientific Achievement Award, two Distinguished Achievement Awards and the Eugene Braunwald Academic Mentorship Award from the American Heart Association, and six honorary doctorates.
Her colleagues have elected her to the American Academy of the Arts and Sciences, the Institute of Medicine, the Association of American Physicians, the American Society of Clinical Investigation, and she is a Fellow of the American Association for the Advancement of Science. Nabel is currently on the TEDMED Editorial Advisory Board, and previously served on the editorial boards for the New England Journal of Medicine and Science Translational Medicine as well as editor-in-chief of Scientific American Medicine.
A native of St. Paul, Minnesota, Nabel attended Weill Cornell Medical College and completed her internal medicine and cardiology training at Brigham and Women’s Hospital. She and her husband Gary, who is the chief scientific officer for Sanofi, have three children, all of whom are pursuing careers in medicine.
|Co-CEO Term Start||--|
|Dr. Gary Gottlieb M.D.||Mar 2002||Dec 2009|
|Mr. Jeffrey Otten||Jan 1994||Feb 2002|
|Mr. Mark Andersen , MHA, MS||Interim Chief Information Officer, Brigham and Women's Health Care||--|
|Dr. Paul J. Anderson , MD, PHD||Chief Academic Officer, Senior Vice President of Research, Brigham and Women's Health Care|
|Dr. Stanley Ashley M.D.||Chief Medical Officer||--|
|Dr. David W. Bates M.D., MSc.||Chief Quality Officer||--|
|Ms. Julie Celano||Vice President of Human Resources, Brigham and Women's Health Care||--|
|Dr. Jessica Dudley , MD||Chief Medical Officer, Brigham and Women’s Physicians Organization (BWPO) and Vice President of Care Redesign, Brigham and Women's Health Care||--|
|Mr. Richard W. Fernandez , MBA||Senior Vice President of Ambulatory Services, Brigham and Women's Health Care||--|
|Dr. Michael Gustafson , MD, MBA||Chief Operating Officer, Brigham and Women's Faulkner Hospital||--|
|Dr. Allen Kachalia , MD, JD||Chief Quality Officer, Brigham and Women's Hospital||--|
|Ms. Wanda McClain||Vice President of Community Health and Health Equity, Brigham and Women's Hospital||--|
|Mr. David McCready , MBA, MHA||Senior Vice President of Surgical Services and Imaging, Brigham and Women's Hospital||--|
|Ms. Erin McDonough||Senior Vice President, Communications and Public Affairs||--|
|Mr. John Pierro||Senior Vice President of Facilities and Operations, Brigham and Women's Hospital||--|
|Ms. Susan Rapple||Chief Development Officer, Brigham and Women's Health Care||--|
|Ms. Julia Sinclair , MBA, MHA||Senior Vice President of Clinical Services, Brigham and Women's Hospital||--|
|Dr. Allen Smith , MD, MS||President, Brigham and Women’s Physicians Organization (BWPO)||--|
|Dr. Jackie Somerville PhD, RN||Chief Nursing Officer and Senior Vice President||--|
|Mr. Steven Thompson , MBA||Senior Vice President, Chief Business Development Officer||--|
|Dr. Ron Walls , MD, FAAEM, FRCPC||Executive Vice President, Chief Operating Officer, Brigham and Women's Health Care||--|
|Ms. Susan Wheeler , MBA||Interim Chief Financial Officer, Brigham and Women's Health Care||--|
|Ranked #6 on Honor Roll of Best Hospitals||U.S. News & World Report||2015|
|Member of state association of nonprofits?||Yes|
|Name of state association||--|
|External Assessment or Accreditation||Year|
|Number of Full Time Staff||10,887|
|Number of Part Time Staff||4,466|
|Number of Volunteers||663|
|Number of Contract Staff||3,088|
|Staff Retention Rate %||88%|
|Ethnicity||African American/Black: 15
Asian American/Pacific Islander: 10
Native American/American Indian: 1
Other (if specified): --
Not Specified 0
|Organization has Fundraising Plan?||Under Development|
|Organization has Strategic Plan?||Yes|
|Years Strategic Plan Considers||8|
|Management Succession Plan||Yes|
|Business Continuity of Operations Plan||Yes|
|Organization Policies And Procedures||Under Development|
|Whistle Blower Policy||No|
|Document Destruction Policy||--|
|Directors and Officers Insurance Policy||Yes|
|State Charitable Solicitations Permit||Yes|
|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|
|Board Chair||Mr. Scott M Sperling|
|Board Chair Company Affiliation||Thomas H. Lee Partners, L.P.|
|Board Chair Term||Jan 2014 -|
|Board Co-Chair Company Affiliation||--|
|Board Co-Chair Term||-|
|Dr. Stanley W Ashley , MD||Brigham and Women's Hospital||Voting|
|Mr Michael A Bell||Monitor Clipper Partners||NonVoting|
|Mr. Marc N. Casper||Thermofisher Scientific||Voting|
|Ms. Julie C. Chattopadhyay||Partners HealthCare System, Inc.||Voting|
|Ms. Brandon Elizabeth Earp ,MD||Brigham and Women's Faulkner Hospital||Voting|
|Ms. Deborah C. Enos||Neighborhood Health Plan||Voting|
|Ms. Anne Finucane||Bank of America||Voting|
|Ms. Gretchen S Fish||Community Volunteer||NonVoting|
|Mr. Jeffrey A. Golden , MD||Brigham and Women's Hospital||Voting|
|Mr. Albert A. Holman III||Chestnut Partners, Inc.||Voting|
|Ms. Melissa W. Janfaza||Community Volunteer||Voting|
|Mr. Steven M. Kaye||Community Volunteer||Voting|
|Mr. Josh M. Kraft||Boys & Girls Clubs of Boston||Voting|
|Dr. Jeffrey A Leiden , MD, PhD||Vertex Pharmaceuticals||Voting|
|Dr. Joseph Loscalzo M.D.||Brigham and Women's Hospital||Voting|
|Mr. Peter Markell||Partners HealthCare System, Inc.||Voting|
|Mr. G. Marshall Moriarty Esq.||Ropes & Gray||NonVoting|
|Dr. Elizabeth G. Nabel M.D.||Brigham and Women's Hospital||Voting|
|Mr. Mark Nunnelly||Retired||Voting|
|Mr. Michael Reney||Brigham and Women's Hospital||Voting|
|Mr. Eric D. Schlager||The Bullfinch Companies, Inc.||Voting|
|Mr. Gerald Schuster||Continental Wingate Company, Inc.||NonVoting|
|Mr. Scott Schuster||Wingate Healthcare||Voting|
|Mr. Scott M. Sperling||Thomas H. Lee Partners, L.P.||Voting|
|Ms. Tracy Sykes , Esq.||Partners HealthCare System, Inc.||Voting|
|Mr. James Taiclet||American Tower Corporation||Voting|
|Mr. Lanny Thorndike||Century Capital Management||Voting|
|Mr. Neil W. Wallace||General Investment and Development||NonVoting|
|Dr. Ron M. Walls M.D.||Brigham and Women's Hospital||Voting|
|Ms. Gwill York||Lighthouse Capital Partners||Voting|
|Dr. Michael Zinner M.D.||Brigham and Women's Hospital||Voting|
|Ethnicity||African American/Black: 1
Asian American/Pacific Islander: 0
Native American/American Indian: 0
Other (if specified): 0
Not Specified 0
|Board Term Lengths||3|
|Board Term Limits||9|
|Board Meeting Attendance %||--|
|Written Board Selection Criteria||Yes|
|Written Conflict Of Interest Policy||Yes|
|Percentage of Monetary Contributions||100%|
|Percentage of In-Kind Contributions||--|
|Constituency Includes Client Representation||Yes|
|Fiscal Year||Oct 01, 2016 to Sept 30, 2017|
|IRS Letter of Exemption|
|Indirect Public Support||$145,595,000||$144,281,000||$143,213,000|
|Investment Income, Net of Losses||$-66,708,000||$80,777,000||$60,372,000|
|Payments to Affiliates||$223,062,000||$198,211,000||$197,956,000|
|Total Revenue/Total Expenses||0.98||1.07||1.05|
|Program Expense/Total Expenses||88%||89%||88%|
|Fundraising Expense/Contributed Revenue||3%||3%||2%|
|Total Net Assets||$1,710,876,000||$1,983,235,000||$1,843,253,000|
|1st (Source and Amount)||
|2nd (Source and Amount)||
|3rd (Source and Amount)||
|How many months does reserve cover?||--|
|Are you currently in a Capital Campaign?||Yes|
|Capital Campaign Purpose||With a long history of medical firsts, Brigham and Women’s Hospital (BWH) is a clinical, scientific, and academic powerhouse dedicated to delivering life-giving breakthroughs. Discovery and innovation have always been at the heart of what we do—from the compassionate care and groundbreaking treatments that provide new hope for the patients of today, to the pioneering research and extraordinary educational opportunities that promise to improve outcomes for the patients of tomorrow. At BWH, we are finding new ways to predict, prevent, and treat the most challenging diseases of our time while delivering world-class care with a profoundly human touch. With so many breakthroughs within our reach, we know that the time to confront the world’s toughest medical challenges is now. That is why we are embarking on Life.Giving.Breakthroughs.—a $1 billion comprehensive campaign dedicated to sustaining and fueling the quality patient care, innovative training, and life-changing discoveries that will benefit both current and future patients, locally, nationally, and globally.|
|Capital Campaign Dates||Sept 2013 - Sept 2020|
|Capital Campaign Raised-to-Date Amount||$1,040,700,000.00|
|Capital Campaign Anticipated in Next 5 Years?||Yes|
|Current Ratio: Current Assets/Current Liabilities||2.31||2.92||2.88|
|Long-term Liabilities/Total Assets||47%||40%||37%|
|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.
With a long history of medical firsts, Brigham and Women’s Hospital (BWH) is a clinical, scientific, and academic powerhouse dedicated to delivering the highest level of patient care. Discovery and innovation have always been at the heart of what we do—from the compassionate care and groundbreaking treatments that provide new hope for the patients of today, to the pioneering research and extraordinary educational opportunities that promise to improve outcomes for the patients of tomorrow. BWH’s current focuses include:
We maintain an unwavering commitment to delivering high-quality, affordable, and safe care consistently across our distributed campus—providing cutting-edge, patient-centered care for thousands of patients we see every day. To maintain this level of excellence in delivering compassionate and collaborative care, we are taking targeted action to design and implement innovative care models that will enable us to manage patient populations and reduce costs while serving as a model for healthcare centers across the country.
Our medical and support staff are the heartbeat BWH, delivering world-class care with a profoundly human touch that distinguishes BWH as a beacon of transformational healthcare. As major teaching affiliate of Harvard Medical School, BWH is recognized for excellence in clinical training and education. We educate and train more than 800 residents and fellows each year through accredited programs that are among the top-ranked in the country. To sustain our reputation and caliber of the education and training programs we provide, we see broad opportunities to strengthen the infrastructure that will enable us to continue this long-standing tradition in medical excellence, while leveraging opportunities to reengineer medical and health professional education to keep pace with the expected transformations in the healthcare delivery system.
BWH is an international leader in virtually every area of medicine and has been the site of pioneering breakthroughs that have improved lives around the world. As a leading academic medical center that is consistently ranked among the top 10 hospitals in the nation, BWH’s capacity for furthering medical breakthroughs has never been stronger.
Research and innovation are core values of BWH—where science, learning, and clinical care intersect to benefit our patients and their families. The BWH Biomedical Research Institute (BRI) is among the most powerful biomedical research institutes in the world. We are also one of the largest recipients of National Institutes of Health (NIH) funding among independent hospitals in the United States with $640M in total research funding and a dedicated community with more than 1,000 principal investigators, 3700 researchers, and approximately 2,800 professional and technical staff.
In the summer of 2013, BWH broke ground on the site of the Brigham Building for the Future—a 360,000 square foot building designed to facilitate the delivery of outstanding patient care and innovative research for neurologic diseases and musculoskeletal disorders. Scheduled to open in 2016, the Brigham Building for the Future will be a state-of-the art facility that will foster collaborative connections between clinicians and scientists working together to develop new ways to tackle some of the world’s most devastating diseases. In addition to the construction of the Brigham Building for the Future, we are investing in significant capital improvements throughout the distributed BWH campus to fuel more life-giving breakthroughs that will help transform the future of medicine. Projects include the Newborn Intensive Care Unit, Cancer Pavilion, and the main campuses of Brigham and Women’s Hospital and Brigham and Women’s Faulkner Hospital.
BWH has long had great success in research as measured by the number of important discoveries made, the size and scope of our research portfolio, the volume of annual publications and our impact in the medical industry on a global scale.
As a national leader in improving health care quality and safety, we have helped to develop some of the industry’s best practices including influencing hospital standards of Patient Safety. One of our contributions includes the computerized physician order entry (CPOE) to prevent medication errors. The CPOE is now a nationally-accepted safety practice.
BWH is an established training ground for physicians, nurses, and allied health professionals and we continue to attract talented staff, learners and future medical leaders. We have 1,100 trainees in over 140 of the most sought after training programs in the world, and also host Harvard Medical School students in rotations throughout our programs. As our global health services expand, our clinical trainees have rich opportunities to contribute and learn in challenging environments around the world.
BWH has a longstanding commitment to addressing and overcoming healthcare disparities in underserved communities locally, nationally, and globally. Locally, we collaborate with more than 20 community health partners and provide tens of millions of dollars of free care each year to improve the health of our community. We work with local, national and international health organizations, training the next generation of global health leaders and improving the health and lives of people in some of the world’s most underserved locations. BWH seeks to expand efforts that contribute to the improvements in quality of care, provide access to comprehensive care for populations in need, mitigate the social and economic determinants that contribute to poor health outcomes, and expand the evidence base for effective interventions.