In fact, during all of 2003 virtually every program operated close to capacity and as a result revenues grew by over $2 million.
Management at Crotched Mountain had also worked hard to control expenses. They had slashed their use of expensive contract services and did more things in-house. They had reduced the administrative and support staff by 30 people, including some of the highest paid administrators. They had also done some creative things like adding new apartments in some of the existing buildings. Then instead of adding new clients they had simply moved people around so that there were fewer people in each of the residences. The result was happier clients with more personal space and a significant savings in staffing costs because the new configurations allowed for a different staffing pattern.
But as Shumway and Lussier looked at the numbers, they knew that they needed to do more. What else could they do without impacting the quality of care? Further increases in revenues were likely to be in small increments and difficult to achieve, especially in the face of cutbacks at the State and Federal level. Similarly, holding the line on costs would be difficult, and cutting expenses might affect the quality of care or put them out of compliance with State or Federal regulations which specified things like minimum client/staff ratios. What Crotched Mountain needed to do was reinvent itself and come up with a different way of operating. Incremental changes were not the answer.
The Founding of the Crotched Mountain1 Facility
The story of Crotched Mountain begins with a man named Harry Gregg2, who was a classic New England Industrialist and Philanthropist. The Gregg family owned and operated several businesses including a wholesale grocery business, a grain dealership, and a lumber business. In addition to managing these businesses, Gregg devoted considerable time to civic and philanthropic work near his home in New Hampshire. He was particularly concerned about children from poor families, and began to arrange for youngsters from Nashua to get out of the city and stay with hosts families during summer vacations.
In 1936, Harry Gregg and Dr. Ezra Jones, the first orthopedic doctor in New Hampshire, founded the New Hampshire Society for Crippled Children. Here is an example of the kind of thing the Society funded, taken from their 1937 records:
“Crawford C., Lisbon, 9 years of age, infantile paralysis affecting one leg. Authorized: Transportation to Shriners’ Hospital. D i a n e G , G o n i c , 1 2 , o s t e o m y e l i t i s b o t h t i b i a . A u t h o r i z e d : O p e r a t i o n , c a r e a t h o s p i t a l , X r a y o f knee in follow-ups, etc.” 3
Much of the material in this section come from the book, Crotched Mountain Foundation: A History, by Philip E. Ginsburg,
Harry Gregg is the father of Hugh Gregg (the former governor of New Hampshire) and the grandfather of Judd Gregg, the current Senator from New Hampshire.
Crotched Mountain Foundation: A History, by Philip E. Ginsburg, p. 4.
Tuck School of Business at Dartmouth