was narrowing to include only children with multiple handicaps and those with severe behavioral disorders. 8
This trend of serving clients with increasingly complicated problems has continued up to the present day, as has Crotchet Mountain’s pride in being on the cutting edge. For example, Don Shumway described a recent case where a three year old with cerebral palsy underwent a revolutionary new surgery to reduce nerve signal overloading. After the surgery, this three year old moved into Crotched Mountain where he received five hours a day of physical therapy. Crotched Mountain also found a bed for the child’s father. After two months, the child walked out with a walker, and Shumway is convinced that the child will soon walk on his own. Without this physical therapy and follow-up care at Crotched Mountain, this child would never walk.
On the other hand, the cost of this intensive treatment at the Crotched Mountain Children’s Hospital is about $800 per day. Medicaid in New Hampshire reimburses at a rate of $380 per day and continues to cut back on its reimbursements. But as Shumway remarked about this child, “this is a business we want to be in.”
After graduating from the University of Massachusetts at Amherst in 1973, Shumway got a job as the Director of a summer camp at the Belchertown State School where he worked with adolescents with multiple disabilities. In 1976, having earned a Master’s Degree in Social Service from Bryn Mawr College, he joined the New Hampshire State Government as the Planning Director for the Development Disabilities Council. In describing his progress through the ranks of this department during the next twenty years, Shumway remarked, “people above me kept quitting.” In 1979, he became the Deputy Director for the Division of Mental Health and Development where he administered an $80 million budget and supervised three institutions employing 2,200 staff people. In 1982, Governor Sununu appointed Shumway to the job of Director of the Division of Mental Health and Development where he served two four year terms and then a third term when he was reappointed by Governor Hugh Gregg, Sununu’s successor.
As director of the Division of Mental Health, Shumway’s entrepreneurial talents came to the fore. He was determined to make New Hampshire’s community based mental health delivery system the finest in the country. He knew that he would need a large budget and he knew that the State of New Hampshire did not have the money. So he convinced Governor Sununu to put a line in the State Budget that fully funded his community based programs and as the source to write “federal funds”. No State had ever received significant federal funds for mental health services, but working with Federal Employees, Shumway uncovered the fact that a couple of hospitals near the Rio Grande had been able to access Medicaid funds for mental health services. With that toehold, Shumway was able to tap Medicaid funds, at first
Ginsburg., p. 31
Tuck School of Business at Dartmouth