Lahey Health System

Lahey Health System

41 Burlington Mall Rd 

Burlington, MA 01805 

Phone: 781.744.5100 




1. Overview

  • Lahey Health System, commonly known as Lahey Health, is an organization based in Burlington, Massachusetts that manages hospitals, physicians and other health services in northeastern Massachusetts. When formed in 2012, the organization was estimated at a value of $1.2 billion. Lahey Health has hospitals in Burlington, Peabody, Beverly, and Gloucester, including Lahey Hospital & Medical Center, Beverly Hospital and Addison Gilbert Hospital.
  • Lahey Health offers nationally-recognized, award-winning hospitals and 1,400 physicians close to home.
  • Serving communities from Boston north to Amesbury and west to Lawrence and Lowell. Lahey Health Behavioral Services provides programs and services, including inpatient and outpatient care, in more than 30 communities.


2. Recent News

  • Newburyport, Mass.-based Anna Jaques Hospital is the third health system to join the proposed merger between Boston-based Beth Israel Deaconess Medical Center and Burlington, Mass.-based Lahey Health, bringing the total number of health systems interested in merging up to five. The board of trustees signed a letter of intent to explore the possibility of joining the proposed merger Monday. (Becker’s, 05.15.17)
  • The CEOs of Boston-based Beth Israel Deaconess Medical Center and Burlington, Mass.-based Lahey Health said their proposed merger would allow them to become active competitors in the state's healthcare market and would help both institutions weather potential legislative changes to national health policy and shrinking reimbursements. Kevin Tabb, MD, CEO of Beth Israel and Howard Grant, MD, JD, CEO of Lahey Health told The Boston Globe the combined health system would "pull patients from other higher-cost competitors and that each percentage point of market share they gain would cut $18 million from state medical spending," according to the report. (Becker’s, 03/23/2017)


3. Executive Team


4. 2017 Strategic Priorities

Priority Area 1: Wellness, Prevention, and Chronic Disease Management 

  • Goal 1: Promote Wellness, Behavior Change, and Engagement In Appropriate Care (physical, mental, emotional, and behavioral health) 
  • Goal 2: Increase Physical Activity and Healthy Eating 
  • Goal 3: Identify Those with Chronic Conditions or at Risk; Screen, and Refer for Counseling/Treatment 
  • Goal 4: Promote Stanford Model Chronic Disease Self-Management Program (for cardiovascular disease, diabetes, cancer, etc.) 
  • Goal 5: Enhance Care Coordination, Counseling, and Referral Services During/After Hospital Discharge 

Priority Area 2: Elder Health

  • Goal 1: Promote General Health and Wellness
  • Goal 2: Improve Access to Care
  • Goal 3: Enhance Access to Health and Wellness Services Through Improved Transportation
  • Goal 4: Improve Chronic Care Management
  • Goal 5: Reduce Falls
  • Goal 6: Enhance Care Coordination, Counseling, and Referral Services During/After Hospital Discharge
  • Goal 7: Enhance Caregiver Support and Reduce Family/Caregiver Stress
  • Goal 8: Decrease Depression and Social Isolation 

Priority Area 3: Behavioral Health (Mental Health and Substance Use) 

  • Goal 1: Promote Outreach, Education, Screening, and Treatment for Those with Mental Health and Substance Use Issues in Clinical and Community-based Settings 
  • Goal 2: Increase Access to Mental Health and Substance Abuse (MH/SA) Services
  • Goal 3: Improve Integration of MH/SA and Primary Care Medical Services
  • Goal 4: Increase Awareness of and Screening for Domestic Violence (DV) Throughout LHMC 

5. Population Characteristics:  Boston-Cambridge-Newton MA-NH  CBSA


6. Payer Mix - 2016


7. Performance Metrics

Top 20 Physician Specialties by Most Medicare Claims, 2016



Average Length of Stay: 4.3 days

Bed Utilization Rate: 71.7%

Adjusted Patient Days: 690,860

# of Discharges: 54,702

# of Medicare Discharges: 21,161

Estimated Annual Outpatient Visits: 1,339,937

Estimated Annual ER Visits: 217,464

Estimated Annual Inpatient Surgeries: 12,156



Total Patient Revenue: $2,877,107,129

Total Inpatient Revenue: $977,969,022

Total Outpatient Revenue: $1,899,138,107

Net Patient Revenue: $1,420,326,494

Net Medicare Revenue: $399,114,218

Net Medicaid Revenue: $116,809,741 


Operating Income: $10,175,463

Net Operating Profit Margin: 0.7%

Other Income: $82,593,327

Net Income: $47,181,422

Net Income Margin: 3.1%

EBITDA: $97,114,913


8. Market Share

Boston-Cambridge-Newton MA-NH  CBSA, by Net Patient Revenue


9. Top IDNs, Boston-Cambridge-Newton MA-NH  CBSA


10. Volume-to-Value Status

Darwin Health measures a health system’s progression from fee-for service to value-based or alternative payment models (APM) on a 10-point scale for six measures. While admittedly subjective, we determine these scores based on multiple interviews with system executives.

  • Quality of vertical integration: the degree to which the health system owns or has high-performing networks of health care delivery channels, such as physician groups, home health agencies and ambulatory surgery centers
  • Technology integration: how integrated the system (hospitals, physicians and other service lines) is on a single EHR platform
  • Payer experience: whether the system has a health plan, how long it has had the health plan, and how many lives under management
  • APM experience: degree of sophistication with ACOs, bundles and other alternative payment models


11. Value-Based Initiatives: ACOs


12. ACO Visual Scorecard

Lahey Clinical Performance Accountable Care Organization MSSP

Darwin’s Visual Scorecard compares this ACO to the mean score for all MSSP model ACOs, by each measure. Each measure is color coded for a quick visual representation of how the ACO is performing relative to its peers.

In 2015, CMS added several new measures, such as Depression Remission at 12 Months (ACO-40). CMS also stopped reporting some metrics, and has changed the way the DM Composite is measured.

Caution is advised when interpreting ACO-9 and ACO-10, which utilize a standardized score. Below 1.0 means the rate of discharge was better than expected, while above 1.0 means the rate of discharge was worse than expected.

A detailed description of CMS’ methodology can be found here:


13. APMs and Value-based Care


14. Population Health Initiatives


15. Affiliations


16. Contact Information


17. Executive Bios

Howard Grant, JD, MD - President and Chief Executive Officer

Howard Grant, JD, MD, is a respected leader, with extensive experience in integrated health care. A physician and lawyer by training, he is renowned for influencing patient safety and superior clinical care at some of the nation’s most preeminent health care institutions, including Geisinger Health System in Danville, PA and Temple University Health System in Philadelphia. For more than two decades he has held leadership roles that caused positive change in clinical improvement, clinical performance, patient safety and the successful integration of clinical operations across multiple hospital organizations. He began his medical career at the Children’s Hospital of Philadelphia, where in addition to serving as a staff physician, he led programs in quality assurance, risk management and utilization management while developing and managing home care programs.

A forward thinker, Dr. Grant came to Lahey Health with a vision to create an integrated health care system that provides the full continuum of services locally; a common sense approach that keeps high quality care in the community. Dr. Grant earned both his medical and law degrees from George Washington University. He also holds a bachelor’s degree in political science from the University of Pennsylvania.


Elizabeth Grant - Senior Vice President and Chief Human Resources Officer

Elizabeth Conrad leads the strategic development and integration of services for human resources across Lahey Health. She has more than 30 years of experience in human resources leadership. Prior to joining Lahey Health, Ms. Conrad served for 10 years as vice president, human resources for the St. Raphael Health Care System in New Haven, Conn., now a part of the Yale New Haven Health System. Ms. Conrad has served as the chief human resources officer in health systems in West Virginia and Portland, Maine. She is a member of the Society for Human Resource Management (SHRM), American Society of Healthcare Human Resources Administration (ASHRA) and WorldatWork (formerly the American Compensation Association).