Share |
Organization DBA --
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

Mission

Serving nearly 300,000 patients annually, Lawrence General Hospital is driven by the mission of delivering comprehensive health care to patients by ensuring access to high-quality care, the latest technologies and caring, personalized treatment.

Mission Statement

Mission

Serving nearly 300,000 patients annually, Lawrence General Hospital is driven by the mission of delivering comprehensive health care to patients by ensuring access to high-quality care, the latest technologies and caring, personalized treatment.


FinancialsMORE »

Fiscal Year Oct 01, 2014 to Sept 30, 2015
Projected Income $216,355,000.00
Projected Expense $209,926,000.00

ProgramsMORE »

  • Community Outreach Program
  • Latina Breast Health Initiative
  • Lawrence Family Residency Program
  • Level II Special Care Nursery
  • LGH's Clinical Features

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

Mission

Serving nearly 300,000 patients annually, Lawrence General Hospital is driven by the mission of delivering comprehensive health care to patients by ensuring access to high-quality care, the latest technologies and caring, personalized treatment.


Background Statement

In 1875, a group of concerned women who were active in Lawrence's churches and who were the wives of the city's prominent businessmen established the Ladies' Union Charitable Society. Their objective was to improve the lives of the city's workers through good works and social assistance. Their initial efforts centered on establishing a "day nursery" to care for sick children whose working mothers could not take care of them during the day.

The nursery opened with considerable demand for its services and that, in turn, encouraged the Society to focus on the larger goal of establishing a hospital in Lawrence. Following an outbreak of scarlet fever in 1877, the group opened an Invalids' Home on Montgomery Street. Subsequently, the Society constructed a three-story brick building on Methuen Street that combined both services in one location and changed the new facility's name from "Home" to "Hospital." Following the construction of an annex to the building in 1886, the name was officially changed to Lawrence General Hospital.

In 1882, the Society established a Training School for Nurses, considered an ambitious program for a community hospital at that time. The Lawrence General School of Nursing provided clinical instruction in nursing until 1977, and its 1,500 alumnae have played a vital role in the Hospital's patient care and in supporting the health of the entire region. Some of the School's graduates continue to serve as clinicians and Hospital administrators today.

In 1899, the need for more expansive facilities was answered when industrialist William A. Russell, founder of the International Paper Company, made a bequest to the Society of his 11-acre Prospect Hill estate, along with the necessary funds to renovate the home for a new Hospital. When construction finished on the site in 1902, Lawrence General had a modern facility that laid the foundation for its role in the health of the community over the next century and beyond.


Impact Statement

  • The highest quality, lowest cost hospital in the Merrimack Valley region
  • The only hospital in New England featuring the ACE Cardiac Cath Accreditation
  • The only Hospital in the region to be clinically affiliated with two of the top tertiary Hospitals in the country, Beth Israel Deaconess Medical Center and Floating Hospital for Children at Tufts Medical Center
  • Only Hospital in the region to be recognized as a Breast Cancer Center of Excellence designation by the American College of Radiology
  • Many new specialist and clinics introduced recently at Lawrence General Hospital, staffed by our clinicians and those from Beth Israel Deaconess, Tufts, Mass General and Floating Hospital for Children
  • First Hospital in Massachusetts to become a Level III Trauma Center, based on guidelines established by the American College of Surgeons
  • Recognized as a "Community Value Five-Star Hospital" - top 20% in the USA.
  • First and only Advanced Life Support unit in the region, providing paramedic first response services since 1987
  • One of the top-rated Cath Labs in the region, with a door-to-balloon time averaging 64 minutes, well under the gold standard of 90 minutes
  • The only Ambient Imaging technology in Massachusetts
  • New 4-Suite Sleep Center with rapid results turnaround like no other centers in the region

In addition, continued collaborative efforts with The Mayor's Health Task Force leveraged our outreach, particularly to address local access to affordable care and cancer prevention with a focus on reducing disparities by increasing access to mammograms. Activities included sponsoring a Women's Night Out and increased outreach by our Breast Health Navigator. Other focus areas included diabetes prevention education at events such as Fiesta de Salud, diabetes support group sessions, and childbirth and parenting education at community sites. The Hospital offered extensive financial counseling, continuing to help people enroll in and maintain health insurance under Massachusetts Health Reform and offered a Health Insurance Fair open to the public staffed with bi-lingual counselors. Trauma prevention efforts included a bike rodeo and car seat fittings at events both on and off campus.

Plans for Future Years

  • To increase cardiac health prevention through our Heart Depot Outreach Program
  • To offer free cancer screenings for the uninsured, with financial counseling available
  • To offer a program to help reduce obesity and associated diabetes in our service area
  • To continue to promote a tobacco free campus and provide smoking cessation services to employees and members of the community
  • To continue our support for local youth through career education programs
  • To continue to extend our childbirth and parenting education "beyond the hospital walls"
  • To offer a more robust health information through our new web site and via a new series of lectures and seminars
  • To enhance our needs assessment and community advisory process

Needs Statement

Lawrence General Hospital pressing needs include:
  
Latina Breast Health
 
Pediatric Center
 
Bariatric Program
 
Patient Assistance Fund (transportation to and from appointments to comply with Dr. discharge plan)
 
Clinician Education Assistance
 
 

CEO Statement

Dear Friends,

While it's true that I'm the head of the Hospital, I think I speak objectively when I say that Lawrence General is an amazing institution with considerable forward momentum. For more than 135 years, our dedicated doctors, nurses and staff have been committed to strengthening our Hospital and our community, and at no time has this been truer than it is today. Collectively, we are driven by a single overriding goal – to make sure that you, your family, friends and neighbors have access to high-quality, high-value care locally, whenever the need arises.

As a former nurse myself, I can attest to the fact that Lawrence General is a "jewel" of an institution with outstanding depth and breadth of clinical capabilities. To get a better sense of all the recent developments at Lawrence General, click here. Beyond these achievements and milestones, we continue to develop and implement new programs and services to provide you with the very best local care possible. Click here to see the current roster of specialists and specialty clinics we have added, many of which feature physicians from our clinical affiliates at Beth Israel Deaconess Medical Center and Floating Hospital for Children at Tufts Medical Center

If you haven't been to Lawrence General Hospital recently, I hope you'll spend time within this site to learn more about our rapidly expanding array of services and capabilities; there truly is no longer any need to travel to Boston for superior health care. During this time of rapid health care transformation, Lawrence General is proud to be recognized as a leader in the field both within our region, and across the state.

We are indeed "So good. So caring. So close.", and with your support, we'll continue to improve Lawrence General each and every day so we can better serve you, your family and the entire Merrimack Valley region. 

Sincerely,


Dianne J. Anderson
President & Chief Executive Officer 

 


Board Chair Statement

--

Geographic Area Served

NORTHEAST REGION, MA

The Hospital’s campus is located in downtown Lawrence, one of the poorest cities in Massachusetts with 24% of residents living below the poverty level. LGH’s service area can best be described as the Merrimack Valley including inner-city Lawrence and Methuen, Haverhill, Andover and North Andover, Massachusetts. LGH's reach extends to individuals living in the Southern New Hampshire area, mostly in the I-93 corridor, up to Derry, New Hampshire. The population of this region is nearly 1 million. 

Organization Categories

  1. Health Care - General 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

Community Outreach Program

Extending well beyond its walls, LGH offers a broad array of Community Outreach activities. Whether it is conducting health screenings, a health insurance enrollment fair for the area’s underserved population, providing our young families with education and a demonstration on how to properly install a car seat and use seat belts to protect their children in a vehicle, or supplying and properly fitting bicycle helmets with local children, LGH is working to positively impact the quality of life of its community’s residents, particularly its most vulnerable citizens. These outreach efforts are a significant element of the hospital’s public face and for many community members serve as the main access point to the hospital. The result of all these efforts is a far-reaching and long-lasting impact on community health.  LGH’s investment in our community helps make a difference in the lives of thousands of our neighbors.


Budget  4,000,000
Category  Health Care, General/Other Public Health
Population Served Hispanic, Latino Heritage Families Poor,Economically Disadvantaged,Indigent
Program Short-Term Success  These programs help protect the vulnerable in our society and touch the lives of those who find themselves contending with a wide array of physical and social issues as a result of economic challenges.
Program Long-Term Success  These efforts will improve the quality of medical care for the majority of our community and will continue to do so for future generations.
Program Success Monitored By  We will monitor success based on the number of individuals attending these free, public events and by tracking the number of patients who visit the hospital for follow-up care.
Examples of Program Success  Lawrence General Hospital has improved the health of Merrimack Valley residents through programs including trauma prevention, heart disease and stroke prevention, diabetes control, cancer prevention and early detection, youth health education and advocacy for a safe and healthy environment.

Latina Breast Health Initiative

TheLatina Breast Health Outreach Initiative at Lawrence Generalwas developed based on research and numerous successful programs that increase access to breast health care by addressing the cultural, language, and economic barriers to breast screenings and breast health education. Working together, LGH and the YWCA of Greater Lawrence developed the project as an effective intervention to achieve breast health equity among medically underserved women. Both organization’s have a track record of serving women’s health needs and have elected to leverage their resources in this new partnership effort. Overall, the project aims to decrease the breast cancer health disparity that currently exists for Hispanic women.

This collaborative effort targets Lawrence’s Hispanic/Latino community, predominantly immigrant women, and women who are under-insured or uninsured. The project will increase awareness and knowledge among Latinos about breast cancer prevention, early detection/screenings, available community resources, and help women navigate follow-up health care services to ensure a continuum of care. All of these goals will ultimately reduce the percentage of late stage diagnosis of breast cancer.

Budget  54,918
Category  Health Care, General/Other Preventive Health
Population Served Hispanic, Latino Heritage Females At-Risk Populations
Program Short-Term Success 

This year alone, the project’s bilingual staff member has provided one-to-one case management to 93 women; 47 have so far obtained mammograms, with another 18 appointments pending. The project has instructed hundreds of women on how to perform their self-breast exams and provided them with breast health education. Additionally, we have provided several Peer Ed “Charlas,” (informal community education sessions), which have proven to be a highly effective means of informing and engaging members of the Latina community, with the ultimate goal of then recruiting them for services. Through these events, staff has reached out to over 300 individuals at these sessions. 

Program Long-Term Success 

LGH is committed to the continued implementation and expansion of its Latina Breast Health Initiative. Its long-term goal is to increase breast cancer survival rates among Latino women in its community by promoting early detection services and reducing barriers to screening and treatment.  LGH believes its partnership with the YWCA is the key to have far-reaching impact. This will not only save lives, but also help to create a culture that values early detection and care to reduce breast cancer deaths among Latinas.

The long-term goals of the program are to increase the number of underserved women who participate in regular screenings and increase the follow-up visits after an abnormal mammogram.  
Program Success Monitored By 

Our experience shows us that it can take up to 18 telephone calls to link a woman who is under or uninsured to mammography services.  It is a time consuming process that often involved not only convincing the client to understand the need for early detection and screening, but who may also require assistance with translation, transportation, or obtaining childcare to be able to attend an appointment.

Examples of Program Success 

The project has increased awareness and knowledge among Latinos about breast cancer prevention, early detection/screenings, available community resources, and help women navigate follow-up health care services to ensure a continuum of care.  

 


Lawrence Family Residency Program

LGH partners with the Greater Lawrence Family Health Center to form the Lawrence Family Residency Program which draws many of the top medical students in the USA to the Merrimack Valley annually. The Residency is an innovative program designed to train physicians to provide high quality, efficient care to underserved patients who come from diverse cultural and linguistic backgrounds. Their training saves scarce Medicaid dollars by ensuring access to primary care in the lowest cost setting. All residents learn to speak Spanish and are well-trained to perform obstetric deliveries as family physicians in high-risk populations.

Developed in 1993, this model program has received national recognition for providing not only superior academic training, but also for the unique cultural experiences the residents gain. LGH serves as the only area teaching hospital hosting residents of the program during their clinical rotations where they perform inpatient care. 

Budget  3,210,286
Category  None of the above
Population Served Adults US& International College Aged (18-26 years)
Program Short-Term Success 

To date, 25% of the nearly 140 residency graduates continue to care for underserved residents of the Greater Lawrence region. Also encouraging, is that over 50% of graduates remain in Massachusetts, 75% work in underserved areas across the country, and over 90% remain in primary care settings.

Program Long-Term Success  The residency program helps residents augment their direct patient care/medical training by building a meaningful connection with our local community. These experiences offer residents an opportunity to learn more about community health indicators, public health services, and the health needs of a community beyond the hospital/clinic environment. Unfortunately, more and more medical students are choosing to pursue a residency in a specialty care where their future earnings will be substantially higher, allowing them to minimize student debt. Consequently there is an over-reliance on more costly specialty care services at the same time that there is significant patient demand for primary care. Although Massachusetts’ teaching hospitals produce large numbers of specialist physicians, the number of primary care slots in residency programs is severely limited. Last year, less than 3% of the nearly 1,200 Massachusetts residency training positions were offered in family medicine.
Program Success Monitored By  Program success is measured by the number of program graduates and by tracking the number of program participants who take positions are primary care physicians who provide quality medical care to underserved populations.
Examples of Program Success 

The Lawrence Family Residency Program has now increased the number of slots available each year from 8 to 10. However, the Residency has experienced a reduction in federal Graduate Medical Education funding along with the elimination of all state funding. The Greater Lawrence Family Health Center and the Hospital continue to advocate with both federal and state administrators and legislators to explore funding options.



Level II Special Care Nursery

Responding to this major health risk for these women and their children, LGH met the demand for high-risk obstetric services and expanded by opening its Level II Special Care Nursery in 1997. Our 10 bed Level II Special Care Nursery provides 24-hour care and is staffed by a neonatologist and specially trained neonatal registered nurses. The Nursery provides medical monitoring and specialized services not routinely available in a traditional community hospital nursery.

Infants treated in LGH’s Special Care Nursery also benefit from LGH’s affiliation with Tufts Medical Center and with Floating Hospital for Children.  These partnerships provide access to specialists in a wide range of pediatric areas.Care and services include: breastfeeding instruction and education, parenting education, grandparent classes, and sibling classes as well as monitoring low-birth weight and jaundice babies, and those with gestational diabetic mothers
 
 
 
Budget  1,542,005
Category  Health Care, General/Other Maternal & Infant Care
Population Served At-Risk Populations Hispanic, Latino Heritage Poor,Economically Disadvantaged,Indigent
Program Short-Term Success 

LGH has met its goal to offer women virtually all that they need for leading edge, quality obstetric care right here, without the added stress and expense of leaving our local community. Also, babies with specialized needs born in Boston hospitals can now be transported to LGH for specialized care after delivery. In 2011, the Special Care Nursery experienced 147 admissions, totaling 1,977 patient days.

Program Long-Term Success 

We will continue to provide around the clock, state-of-the-art, family-centered care and support to babies who need specialized care, and to track the progress outcomes of our discharged babies. Also, the Nursery will be maintained and as demand for neonatal services grows, LGH hopes to expand the nursery with additional beds/cribs in the future.

Program Success Monitored By  The ability to keep sick babies closer to home has had an extremely positive effect on the patients in LGH’s Special Care Nursery. Many parents in the Lawrence area have found relief in having the special care of their newborn close to home and to their families    
Examples of Program Success  The Nursery has been able to link additional services to new mothers during their follow-up visits to the Hospital. Today, in addition to follow-up calls to track the progress of babies who needed specialized care, the activities provide an opportunity to stay connected with the babies and their families to ensure that they receive the necessary follow-up care. 

LGH's Clinical Features

Our Cardiac Catheterization Laboratory provides for both emergency and elective angioplasty. Our affiliation with the CardioVascular Institute of Beth Israel Deaconess Medical Center means that our Cardiac Care services rank amongst the very best in the state.  Our "door to balloon" times average under 65 minutes, with the Gold Standard being 90 minutes.
Our Emergency Center is the one of the busiest in the state. We see more than 70,000 patients annually, yet our triage time averages less than 15 minutes, so we are also one of the most efficient in Massachusetts. 
 Our fully renovated Pediatric Center at Lawrence General Hospital offers a secure, family-friendly environment with new private rooms that make it possible for parents to stay in the room with their child overnight. Through an expansion of our affiliation with the Floating Hospital for Children at Tufts Medical Center in Boston, a team of skilled pediatricians from Floating Hospital are on site at Lawrence General 24x7.
Budget  $193,000,000.00
Category  Health Care, General/Other Ambulatory & Primary Health Care
Population Served At-Risk Populations Hispanic, Latino Heritage Immigrant, Newcomers, Refugees
Program Short-Term Success  Our hospital enjoys many of the highest patient safety and quality ratings in our region.
Program Long-Term Success  Lawrence General's commitment to the health needs of the community is guided by a dedicated and enthusiastic Board of Trustees from our service area, and carried out by 1,800 employees, 500 providers and 200 volunteers.
Program Success Monitored By  The Joint Commission (TJC), formerly the Joint Commission on Accreditation of Healthcare Organizations (JCAHO), accredits over 17,000 health care organizations and programs in the United States and is a leader is promoting patient safety within the health care industry. Health care organizations are subject to 3-year accreditation cycles. The accreditation process begins with an unannounced, rigorous 3-day review of the Hospital's processes and procedures ensuring compliance with all TJC standards for patient safety. Lawrence General Hospital has been licensed and accredited since 1953, and Lawrence General has received the Gold Seal of Approval from The Joint Commission.

Examples of Program Success  Lawrence General's Emergency Center was the first in Massachusetts to earn a Level III Trauma Center designation. Achieving Level III status demonstrates the depth of our clinicians' expertise and level of experience.

The highly respected American College of Radiology has named our hospital a Center of Excellence based on what they term a "dedication to improving women's health by participating in…rigorous quality assurance programs."

Through our new digital imaging center, we provide diagnostic services in a state-of the art environment that's as comfortable as it is advanced.


CEO/Executive Director/Board Comments

Lawrence General is one of the few hospitals in MA with a consistently increasing patient census, a balanced budget and positive margin, increasing quality, and costs being lowered for patients. For example, we have one of the top Cath Labs in MA, but procedures cost $10,000 less than in Boston, sometimes with the same surgeon. Because of this, LGH is now recognized regionally as a model for the future of health care. LGH struggles with over $50,000,000 in immediate capital needs and deferred maintenance in order to become the true and complete regional medical center it aspires to be.

Management


CEO/Executive Director Ms. Dianne J. Anderson RN, MS
CEO Term Start Aug 2009
CEO Email [email protected]
CEO Experience

Dianne J. Anderson

Lawrence General Hospital - Lawrence, Massachusetts

President and Chief Executive Officer                                                        August 2009 – Present

Beth Israel Deaconess Medical Center - Boston, Massachusetts

Sr. Vice President, Clinical Operations                                                        2003 – 2009

Sr. V.P. Patient Care Services & Chief Nursing Officer                              2001 – 2003

Glens Falls Hospital - Glens Falls, New York                                              

V.P. Patient Services & Chief Nursing Officer                                            1995 – 1999

Health Care International Medical Centre - Clydebank, Scotland

Director of Patient Services                                                                        1993 – 1995

The Children’s Hospital Medical Center - Boston, Massachusetts

Director of the Neuroscience Program                                                      1987 – 1993

New England Medical Center - Boston, Massachusetts

Nurse Manager                                                                                            1987 – 1987

Asst. Nurse Leader                                                                                      1980 –1986

Pediatric Medical Surgical/Infectious Disease Unit

Sr. Staff Nurse                                                                                              1979 – 1980

Primary Nurse                                                                                              1978 –1979

EDUCATION:

Master of Science in Nursing Administration - 1988  
Bachelor of Science Cum Laude - 1978
Boston University School of Nursing, Boston, MA

PROFESSIONAL AFFILIATIONS:

Board of Directors  Merrimack Valley Chamber of Commerce

Board of Directors  Merrimack Valley YMCA

Board of Directors Voluntary Hospitals of America Northeast 

Board of Trustees MA Hospital Association

Board of Directors MA Council Community Hospitals

 

 

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

Former CEOs and Terms

Name Start End
Joseph McManus Aug 1989 Sept 2009
Thomas Hennessey Jan 1980 Jan 1989

Senior Staff

Name Title Experience/Biography
Ms. Dianne J. Anderson RN, MS President and Chief Executive Officer --
Mr. Jeffrey Brown Chief Information Officer --
Mr. Daniel Concaugh Senior Vice President, Network and Business Development --
Ms. Theresa Dunn Sievers MS, RN, CPHQ, CPHRM Vice President, Quality and Patient Safety --
Mr. Eduardo Haddad MD President, Lawrence General Hospital Medical Staff --
Mr. Daniel Hale MD Chief Medical Information Officer --
Ms. Elizabeth Hale RN, MS, CENP Chief Nurse and Vice President, Patient Care Services --
Mr. Brian Kozik CHC, CCEP, CHPC Chief Compliance Officer --
Ms. Jill McDonald Halsey APR Chief Marketing and Communications Officer --
Mr. Neil Meehan DO, FACEP Chief Medical Officer --
Mr. Felix Mercado Senior Director, Financial Services and Controller --
Ms. Denise S. Palumbo RN, MSN Executive Vice President and Chief Operating Officer --
Ms. Cynthia Phelan Vice President, Human Resources --
Ms. Deborah J. Wilson Senior Vice President and Chief Financial Officer --
Mr. Nicholas Zaharias Vice President, Philanthropy --

Awards

Award Awarding Organization Year
Award for Excellence for Health Care Web Site Redesign New England Society for Healthcare Communications 2012
Regional Best Nursing Team Runner Up Advance for Nurses 2012
Accredited for high standards in quality and safety The Joint Commission 2011
Breast Imaging Center of Excellence American College of Radiology 2011
Community Value Five-Star Hospital Cleverly & Associates 2011
Approved as Community Cancer Program American College of Surgeons Commission on Cancer 2010
Recertification as Level III Trauma Center American College of Surgeons 2010

Affiliations

Affiliation Year
American Health Care Association (AHCA) 2012
American Heart Association, Inc. 2012
American National Red Cross 2012
Health Resources and Services Administration (HRSA) 2011
-- --
National Medical Association --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

Beth Israel Deaconess Medical Center In September of 2010, LGH and Beth Israel Deaconess Medical Center of Boston formalized a clinical affiliation that had begun in 2009 as a successful partnership in cardiovascular services only. 

Floating Hospital for Children at Tufts Medical Center In the Fall of 2010, LGH formed a clinical affiliation with Floating Hospital for Children at Tufts Medical Center that enables Lawrence General to enhance the quality of the care its offers through our recently renovated Pediatric Center. 

Pentucket Medical  LGH is proud to partner closely with Pentucket Medical (PMA). For more than forty years, Pentucket Medical has delivered extraordinary health care to residents of the Merrimack Valley. 

Greater Lawrence Family Medicine Residency Program & Health Center - LGH is proud to partner with the Greater Lawrence Family Health Center, and support this well-recognized Residency Program, which draws many of the top medical students to the Merrimack Valley each year. 

The Merrimack Valley YMCA - While LGH and The Merrimack Valley YMCA have been working together for decades, in 2010 the two organizations formed a more formal partnership to better serve the health and wellness needs of the region. 

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 646
Number of Part Time Staff 745
Number of Volunteers 226
Number of Contract Staff 280
Staff Retention Rate % 5%

Staff Demographics

Ethnicity African American/Black: 27
Asian American/Pacific Islander: 37
Caucasian: 1,224
Hispanic/Latino: 295
Native American/American Indian: 1
Other: 7
Other (if specified): 1 Native Hawaiian/Pacific Islander
Gender Female: 1,251
Male: 331
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Under Development
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Under Development
Nondiscrimination Policy Under Development
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

--

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. Matthew A. Caffrey Esq.
Board Chair Company Affiliation Attorney, Caffrey and Smith, P.C.
Board Chair Term Oct 2014 - Oct 2017
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Dianne J. Anderson President & CEO, Lawrence General Hospital Voting
Mr. Matthew A. Caffrey Esq. Attorney with Caffrey & Smith, PC Voting
Mr. Richard Choi MD MD Voting
Mr. Christopher H. Colecchi Broadview Ventures Voting
Mr. Dennis A. Conlin President, Conlin's Pharmacy Voting
Ms. Naomi Gardner Executive, Northeast Rehabilitation Hospital Voting
Mr. Robert Gilbert Esq. Community Volunteer Voting
Mr. Eduardo Haddad MD Physician, Riverside Nephrology Voting
Mr. Jonathan G. Isaacson Gem Group Voting
Ms. Cheryl Kingsfield Neal President, Liberty Mutual Individual Life Voting
Mr. Alan L. LeBovidge Retired Financial Planner Voting
Mr. Dana J. Marks CPA Community Volunteer --
Ms. Patricia McGovern Esq. Office of the General Counsel Voting
Mr. Ronald J. Pollina Retired, former CFO at Lawrence Eagle Tribune Pending, Corporation Assistant Treasurer Voting
Ms. Debra Rahman Silberstein Esq. Law Office of Debra Rahmin Silberstein Voting
Mr. Matthew H. Remis Morgan Stanley, financial advisor Voting
Mr. Richard J. Santagati Emeritus retired NonVoting
Ms. Deborah J. Wilson Corporation Assistant Treasurer Voting
Mr. Luis E. Yepez Jr. Executive VP, Mainstream Global 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: 15
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 1
Other (if specified): Syrian
Gender Female: 4
Male: 13
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 4
Board Meeting Attendance % 95%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 11%
Constituency Includes Client Representation Yes

Standing Committees

  • Audit, Compliance and Controls
  • Board Governance
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Facilities
  • Finance

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2013 (%)

Expense Breakdown 2012 (%)

Expense Breakdown 2011 (%)

Fiscal Year Oct 01, 2014 to Sept 30, 2015
Projected Income $216,355,000.00
Projected Expense $209,926,000.00
Form 990s

2013 LGH 990

2012 LGH 990

2011 LGH 990

2010 LGH 990

2009 LGH 990

Audit Documents

2013 LGH Audited Financials

2012 LGH Audited Financials

2011 LGH Audited Financials

2010 LGH Audited Financials

2009 LGH Audited Financials

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2013 2012 2011
Total Revenue $216,355,281 $201,658,297 $190,238,785
Total Expenses $209,926,000 $191,445,459 $185,477,777

Prior Three Years Revenue Sources

Fiscal Year 2013 2012 2011
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $49,498 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- $49,498 --
Individual Contributions $620,359 -- $7,280
Indirect Public Support -- -- --
Earned Revenue $191,452,335 $181,661,666 $184,774,386
Investment Income, Net of Losses $1,183,281 $204,992 $656,000
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind -- -- --
Other $23,099,306 $19,742,141 $4,801,119

Prior Three Years Expense Allocations

Fiscal Year 2013 2012 2011
Program Expense $142,942,724 $137,488,283 $141,263,956
Administration Expense $66,462,198 $53,500,747 $43,886,280
Fundraising Expense $521,078 $456,429 $327,541
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.03 1.05 1.03
Program Expense/Total Expenses 68% 72% 76%
Fundraising Expense/Contributed Revenue 84% 922% 4,499%

Prior Three Years Assets and Liabilities

Fiscal Year 2013 2012 2011
Total Assets $165,634,939 $153,133,306 $138,435,698
Current Assets $71,594,468 $68,143,612 $58,705,147
Long-Term Liabilities $14,716,768 $20,189,197 $23,640,492
Current Liabilities $33,838,369 $23,626,700 $18,155,728
Total Net Assets $117,079,802 $109,317,409 $96,639,478

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 $13,134,000.00
Spending Policy Income Only
Percentage(If selected) --
Credit Line No
Reserve Fund Yes
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? Yes
Capital Campaign Purpose Construction of a New Surgical Building ($56M), addition of Private Patient Rooms and total Clinical Unit Renovations ($17M) and addition of Four Tomosynthesis units (3D mammography) at a cost of $2M in technology. Total Expansion project cost is $75,000,000.
Campaign Goal $13,000,000.00
Capital Campaign Dates Jan 2014 - Jan 2018
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? Yes

Short Term Solvency

Fiscal Year 2013 2012 2011
Current Ratio: Current Assets/Current Liabilities 2.12 2.88 3.23

Long Term Solvency

Fiscal Year 2013 2012 2011
Long-term Liabilities/Total Assets 9% 13% 17%

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.

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?

--

2. What are your strategies for making this happen?

--

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

--

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

--

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

--