LICH Factbook Prepared by the Cobble Hill Association
Meanwhile, SUNY Downstate was running itself into the ground all on its own.
NYS Comptroller's audit, page 10:
“For the year ended June 30, 2012, the Hospital (including its three component facilities)reported expenses totaling $853.2 million. The Hospitals financial statements showed a
losstotaling $275.8 million for the year
ended December 31, 2011.”LICH is not pulling down Downstate. Downstate is pulling down LICH.NYS Comptroller's audit, page 14:“The Hospital [Downstate] anticipates that the
structural cash deficit excluding LICH
wouldincrease from $71.7 million for the 2011-12 fiscal year to
$92.5 million for the 2013-14 fiscalyear
. The structural cash
deficit for LICH would increase from $0.9 million
for the 2011-12fiscal year
to $72.5 million
for the 2013-14 fiscal year.”
4. At the same time that the SUNY Board of Trustees is trying to close LICHand moaning about the difficulties hospitals face, they are simultaneouslyplanning to open a new hospital elsewhere in Brooklyn.
According to page 4 of SUNY’s February 28, 2013 Power Point presentation, phase three of their Plan, after closing LICH, is to open a new hospital elsewhere.“Phase 3 – Pursue a Brooklyn Solution and Long-Term Sustainability for Downstate MedicalCenterDevelop a plan for creating a Brooklyn hospital consortium, including significant affiliations andpartnerships that will serve to make Downstate Medical School the medical school for hospitalsin Brooklyn. Explore the potential of the consortium to
develop a new hospital for central/northern Brooklyn
5. SUNY Downstate is incompetent. Don't believe us. Take it from the NYSComptroller.
One of the Comptroller's 'Key Findings' was financial mismanagement by SUNY Downstate.
NYS Comptroller's audit, page 1:
“Primary reasons for the Hospitals financial stress include: the costs associated with theacquisition and operation of the LICH and Bay Ridge facilities amidst an already deterioratingfiscal environment; the failure to take timely actions to address emergency health care issuesimpacting the Brooklyn community; and
weak governance and ineffective financialmanagement
6. The NYS Comptroller's previous audit of SUNY Downstate, in 2012, foundwaste, fraud, and abuse.
NYS Comptroller's audit, page 6:
“The report concluded that Downstate had poor procurement practices that led to
and uneconomical vendor selection,
implementation of a multimillion dollar softwaresystem, and
conflicts of interests
between an employee and a vendor.
These deficiencieslikely contributed to the financial distress
at the Hospital.”