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Spaulding Hospital for Continuing Medical Care Cambridge

 1575 Cambridge St
 Cambridge, MA 02138
[P] (617) 876 x 4344
[F] --
www.spauldingrehab.org
[email protected]
Joanne Fucile
INCORPORATED: 2010
 Printable Profile (Summary / Full)
EIN 27-0273715

LAST UPDATED: 10/03/2014
Organization DBA --
Former Names Youville Hospital (2009)
Holy Ghost Hospital (1970)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

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Mission StatementMORE »

Spaulding Hospital for Continuing Medical Care Cambridge is part of the Spaulding Rehabilitation Network, and shares a mission to improve health and quality of life for people experiencing injury, illness, or disability.

Mission Statement

Spaulding Hospital for Continuing Medical Care Cambridge is part of the Spaulding Rehabilitation Network, and shares a mission to improve health and quality of life for people experiencing injury, illness, or disability.

FinancialsMORE »

Fiscal Year Oct 01, 2013 to Sept 30, 2014
Projected Income $74,396,997.00
Projected Expense $74,397,546.00

ProgramsMORE »

  • Disorders of Consciousness
  • Oncology
  • Ventilator Program

Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

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


Overview

Mission Statement

Spaulding Hospital for Continuing Medical Care Cambridge is part of the Spaulding Rehabilitation Network, and shares a mission to improve health and quality of life for people experiencing injury, illness, or disability.

Background Statement

Spaulding Cambridge began its life as Holy Ghost Hospital, founded by the Sisters of Charity of Montreal (the Grey Nuns) in 1895.  In 1970 the name changed to Youville Hospital in honor of its founder, Margeurite D'Youville, the first Canadian to be canonized as a saint. As part of the Spaulding Network, Spaulding Cambridge is a 180-bed long-term acute care (LTAC) specialty hospital. The hospital is unique in its ability to meet the often complex needs of patients and their families through medical and rehabilitative care. On-site clinical expertise and innovative technologies enable us to care for patients with multiple medical problems.

Impact Statement

Spaulding Cambridge, a long-term acute care hospital and an affiliate of the Spaulding Rehabilitation Network, has launched exciting new programs over the past year to meet the needs of the community and provide high quality care to people with complex medical conditions.  An example is the Disorders of Consciousness program, which is part of a major research study to discover ways to bring people out of a persistent vegitative or minimally conscious state.  Dr. Joseph Giacino has received significant national attention for this work.  Spaulding Cambridge is caring for these patients and providing significant support to their families.  This year also saw the launch of the National Running Center which is focused on prevention and treatment of running-related injuries, as well as research into the causes of running injuries. The hospital also continues to offer high quality care to patients with cancer in partnership with Mass General Hospital and Brigham and Women's Hospital, patients with ventilators, and patients with multiple medical needs.
 
Goals for the coming year include continued high quality patient care, incorporation of new therapeutic services, and an increase in availability of adaptive equipment. 
 

Needs Statement

Spaulding Cambridge is hoping to incorporate more therapeutic recreation and is seeking funds to support adding a patient-family library, entertainment area, and more equipment and space.  Therapeutic recreation is an important part of the recovery process.  The hospital plans to better utilize its interior courtyard space through incorporating more accessible furnishings.  Spaulding Cambridge is also seeking funds to increase access to adaptive equipment to help patients when they leave the hospital. 

CEO Statement

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Board Chair Statement

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Geographic Area Served

GREATER BOSTON REGION, MA
STATEWIDE
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Organization Categories

  1. Health Care - Reproductive Health Care
  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

Disorders of Consciousness

 The Spaulding Rehabilitation Network Disorders of Consciousness (DOC) Program provides a continuum of care specifically designed for individuals with severe acquired brain injury who have yet to regain the ability to follow instructions, communicate reliably or perform basic self-care activities. The program has assessment protocols to determine level of consciousness and to establish a prognosis. The program also prevents secondary complications such as infection or skin breakdown. 

The DOC program is part of a research study at Spaulding Cambridge’s sister hospital, Spaulding Boston, which is using novel evaluation and treatment techniques to rouse patients from a minimally conscious state. The program uses medications and assistive technologies to maximize arousal, alertness, and response consistency. Staff also provides education, support, and informational resources to patients, family, and other personnel.

 

Budget  $200,000.00
Category  Health Care, General/Other Rehabilitation Services
Population Served General/Unspecified Adults People/Families with of People with Disabilities
Program Short-Term Success 
Individuals over the age of 18 who have sustained severe brain injury of high medical complexity (including those who require ventilator support) and have not yet fully regained consciousness are eligible for admission to the DoC Program at SHC. The DoC Program at Spaulding Boston serves persons with acquired brain injury who no longer require a ventilator, have regained signs of consciousness (i.e., emerged from coma and the vegetative state) and are over the age of 16.
Program Long-Term Success 
Long-term success of the program is being measured through a research study on the impact of specific interventions with this population.
Program Success Monitored By 
Assessment, rehabilitation planning and service delivery are carried out with a systematic approach in which standardized assessment and treatment protocols are performed within a pre-defined timeframe. Progress is monitored weekly using a standardized battery of physical, cognitive, linguistic, motor and functional outcome measures designed specifically for persons with DOC. Clinical benchmarks derived from published research are used to guide decision-making regarding changes in treatment and discharge to the next level of care.
Examples of Program Success 

Results of a randomized trial confirm that treatment with amantadine can accelerate functional recovery among patients in vegetative or minimally conscious states after a traumatic brain injury (TBI).

Compared with placebo, amantadine effectively accelerated the pace of recovery of cognitively mediated behaviors, such as recognition of objects or verbalization, activities that form the foundation for functional independence, the researchers report. At week 4, more patients in the amantadine than the placebo group had recovery of all 6 behaviors.

"I do think this is going to influence practice," lead author Joseph T. Giacino, PhD, from the Department of Physical Medicine and Rehabilitation, Spaulding Rehabilitation Hospital, Harvard Medical School, Boston, Massachusetts, told Medscape Medical News. "This is first time we have convincing evidence in a Class I study, for any treatment — at all — for brain injury."


Oncology

 SHC’s Oncology Rehabilitation program has a 30 bed capacity and serves more than 500 patients, over age 18, annually from a variety of acute care facilities within Boston area and beyond.  The unit incorporates rehabilitation with primary medical and specialty care to meet the needs of cancer patients. Patients benefit from the expertise of physicians and other clinical professionals. Specialty treatment includes chemotherapy, blood product replacement, infusion therapy, pain management, treatment of radiation-related symptoms, nutrition and wound management. Patients served include: those with a hematological or cancer diagnosis, complications from cancer, recovery from cancer-related surgery requiring hospital-level care, and/or a functional disability significant enough to require inpatient rehabilitation. Patients must have a motivation to work toward recovery and the ability to participate in an active rehabilitation program.

 

Budget  $100,000.00
Category  Health Care, General/Other Rehabilitation Services
Population Served General/Unspecified People/Families of People with Cancer
Program Short-Term Success 
The short-term success will be determined by patient outcomes at time of discharge.
Program Long-Term Success 
The program's long-term success will be determined by patient-family satisfaction and clinical outcomes based on treatment goals.
Program Success Monitored By 
Program success will be monitored by patient-family satisfaction surveys, chart review, and clinician information
Examples of Program Success 

It had been months since Ewa had felt “herself.” On April 14 Ewa went to the emergency room with a high fever, and after extensive testing she was diagnosed with Stage 3 breast cancer and a blood cot. Some of her doctors thought she would never go home, others thought she would be reliant on oxygen for the rest of her life. Ewa started making strides in her recovery and was transferred to Spaulding Hospital Cambridge.

Still on oxygen, when she arrived she was so weak she could not even sit up unaided. Every bit of progress required tremendous effort. The day she took 12 steps, with the help of parallel bars, was a breakthrough, as was the day she went up one step of a staircase in preparation for the 17 that waited for her at home.

Ewa credits Monica, her physical therapist, for helping her to find the strength to recover. “She always made me go that little bit farther,” Ewa says. “The day I got up that step I cried—because it was hard, but also because I knew I was making progress.”



Ventilator Program

Spaulding Hospital Cambridge's Ventilator Weaning Rehabilitation program offers comprehensive and expert services for patients requiring ventilator care and that are in the process of being weaned. The program provides patients with a full spectrum of on-site services along with daily pulmonary and intensivist consultation from Brigham and Women's Pulmonary and Critical Care Division.
Individual care plans are made to meet specific patient and family needs. Within 24-hours of admission, each patient receives a thorough evaluation that may include testing of pulmonary function, blood gases, nocturnal oxygenation and telemetry monitoring.
 
In addition, the hospital has a special program for patients with ALS who want to return home but will continue to need a ventilator.  Patients and caregivers are supported through the transition to home with the ventilator, ensuring that patients with ALS don't need to remain in the hospital.
Budget  $200,000.00
Category  Health Care, General/Other Rehabilitation Services
Population Served People/Families with of People with Disabilities
Program Short-Term Success 
Short-term success is measured by patient-family satisfaction and patient clinical outcomes.
Program Long-Term Success 
The long-term success of the program is measured by patient outcomes and patient-family satisfaction.  Clinical outcomes are measured against the goals determined at admission.  Clinical outcomes will vary based on diagnosis.
Program Success Monitored By 
Success is measured by chart review and patient-family satisfaction scores.
Examples of Program Success 

In early August 2012, Charlie was bitten by a mosquito. One week later, on vacation, he began to feel ill. He does not remember much of what happened after that.

Charlie had contracted West Nile virus with both encephalitis and polio-like symptoms. He was admitted to the hospital where he slipped into a coma for eight days. Charlie woke up in the intensive care unit. He was almost totally paralyzed including his diaphragm, making it difficult to breathe properly. He needed life support, had a tracheostomy tube inserted and was placed on a ventilator.

Weeks later when he was stable, Charlie was transferred to Spaulding Hospital Cambridge for the next part of his recovery. While his progress was slow, his nurses and therapists worked with him to sit for extended periods and regain strength in his arms and legs. In the spring, Charlie began to make amazing progress. Charlie committed to a rigorous plan and by the end of that week he was standing for the first time in eight months.


CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Maureen Banks
CEO Term Start Oct 2007
CEO Email [email protected]
CEO Experience  Maureen Banks is the President of Spaulding Hospital Cambridge, Spaulding Hospital Cape Cod,Spaulding Hospital NorthShore, and Chief Operating Officer of Spaulding Rehab Hospitaland the Spaulding Rehab Network. She has an extensive and varied background in nursing and healthcare leadership throughout Massachusetts,Connecticut,Virginia and New Hampshire. Ms. Banks has held senior administrative positions in academic medical centers, home care and community hospitals. She has consistently held facility appointments in both graduate and undergraduate programs.

Ms. Banks has been active throughout her career in professional organizations. At the state level she has served in several capacities for the Organization of Nurse Leaders, including President. Ms. Banks also held many varied positions as a volunteer with community organizations. Currently, she is a board member of ACCESO, a humanitarian organization building bridges between the people of Cuba and the United States; a member of the Women Business Leaders, and on the AHA Board of Directors for Governance for Long-Term Care and Rehabilitation.

Ms. Banks received her MBA and Advanced Certificate in Health Administration from Southern New Hampshire University as a Commonwealth Fellowship recipient. Her undergraduate degree is from Boston College and she holds a master’s degree from the Universityof Connecticut. As a nurse, Ms. Banks’ clinical focus has been oncology and hospice care. She is a diplomate in the American College of Healthcare Executive and certified as Advanced Nursing Executive from ANCC.

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
Mr. John Campbell Chief Information Officer --
Ms. Joanne Fucile Vice President for Operations --
Mr. Oz Mondejar Vice President for Human Resources --
Mr. Steven Patrick Vice President for Development --
Ms. Mary Shaugnessy Chief Financial Officer --
Mr. David E. Storto President, Partners Continuing Care Network --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

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 345
Number of Part Time Staff 149
Number of Volunteers 0
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 216
Asian American/Pacific Islander: 83
Caucasian: 425
Hispanic/Latino: 53
Native American/American Indian: 0
Other: 3
Other (if specified): --
Gender Female: 564
Male: 216
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? No
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Under Development
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
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 Mr. Scott Schoen
Board Chair Company Affiliation Thomas H. Lee Partners
Board Chair Term July 2012 - June 2014
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Adam Bendtsen Young Professionals Group Representative NonVoting
Dr. Aneesh Bhim Singham MD MGH Voting
Mr. Tedy L. Bruschi Community Volunteer Voting
Mr. Eugene Clapp Penobscot Investment Management Voting
Mr. Paul Cushing Office of the General Counsel, Partners HealthCare Voting
Mr. Marcus Hughes Community Volunteer NonVoting
Mr. Andre C. Jasse Esq. Community Volunteer Voting
Mr. Wendell J. Knox Community Volunteer Voting
Mr. Stan J. Lukowski Eastern Bank Voting
Ms. Ann Merrifield Community Volunteer Voting
Mr. Barry Mills Bowdoin College Voting
Mr. Michael J. Muehe Community Volunteer Voting
Ms. Paula Ness Spears Health Advances Voting
Mrs. Karl Reimer Community Volunteer NonVoting
Ms. Joan A. Sapir MGH Voting
Mr. Scott Schoen Thomas H. Lee Partners Voting
Ms. Mary Shaugnessy CFO, Partners Continuing Care Network Voting
Mrs. Norton Q. Sloan Community Volunteer Voting
Mrs. Helen Spaulding Community Volunteer NonVoting
Mr. Josiah Spaulding Jr. Citi Performing Arts Voting
Mr. David E. Storto President, Partners Continuing Care Network Voting
Mr. John Woodward Esq. Community Volunteer NonVoting
Dr. John Wright MD Brigham and Women's Hospital Voting
Dr. Ross Zafonte DO Spaulding Rehabilitation Hospital 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: 0
Asian American/Pacific Islander: 0
Caucasian: 0
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 16
Other (if specified): --
Gender Female: 3
Male: 13
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
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

Standing Committees

  • Board Governance
  • Building
  • Finance
  • Patient Care

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions -- -- --
Indirect Public Support -- -- --
Earned Revenue $70,940,000 $67,914,000 $65,805,000
Investment Income, Net of Losses $15,000 $5,000 $8,000
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $245,000 $730,000 $522,000

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $63,595,000 $61,153,000 $58,309,000
Administration Expense $8,410,000 $8,122,000 $7,183,000
Fundraising Expense -- -- --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.99 0.99 1.01
Program Expense/Total Expenses 88% 88% 89%
Fundraising Expense/Contributed Revenue 0% 0% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $43,760,000 $41,810,000 $42,597,000
Current Assets $11,744,000 $11,404,000 $14,491,000
Long-Term Liabilities $3,131,000 $742,000 $1,996,000
Current Liabilities $6,077,000 $6,545,000 $5,456,000
Total Net Assets $34,552,000 $34,523,000 $35,145,000

Prior Three Years Top Three Funding Sources

Fiscal Year 2013 2012 2011
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line No
Reserve Fund No
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? --

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 1.93 1.74 2.66

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 7% 2% 5%

CEO/Executive Director/Board Comments

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Foundation Comments

This organization is a part of Partners Healthcare. The financial data provided in the charts and graphs for the previous three years reflects this hospital's own operations, while the posted audits and 990s reflect the operations of all of Partners Healthcare. Please contact the nonprofit for additional details.

Documents


Other Documents

No Other Documents currently 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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