Hurricane Frances taunted South Florida for over 36 hours before it came ashore on September 5, 2004. During its delay, Broward General Medical Center’s CEO, Joseph F. Scott was leading a parade of children in paper hats through the hallways. Supporting his staff’s effort to keep dozens of children entertained was an opportunity to boost employee morale during a stressful time, he explained with a chuckle.
More than a charming anecdote, this story exemplifies Scott’s optimistic and hands-on management style. With an eye on accomplishing Broward General Medical Center’s (BGMC) goals, he takes an active role in boosting his staff’s morale, as he sees a direct link between individual employee morale and patient satisfaction. One of his goals for the 716 bed facility is to be in the top ten percent of patient satisfaction in the country. Since his appointment as Chief Executive Officer in 2003, he has raised BGMC’s rating from the 70th percentile to the 87th percentile.
Scott also takes an active role in his community’s civic and charitable organizations. “As the largest regional medical center, we have a responsibility to be visible in the community. I believe it’s a CEO’s job to help support the community’s goals as well as our own.” With a personal contribution of $10,000, he inspired the employees of Broward General to raise more than $100,000 for the United Way.
Scott has been recognized for his volunteer efforts on numerous occasions. Most recently, he was awarded the prestigious Valor Award by the American Diabetes Association in May. The annual award honors community leaders who make a significant contribution to their communities.
Scott noted that these efforts often result in a win-win situation, providing donations and support from the community to BGMC. Scott was instrumental in securing a $1 million donation that allowed the hospital to purchase Digital Mammography, a technology that aids in the early detection of breast cancer. He has also help raise more than $700,000 for the expansion of the children’s cancer center.
His success as a fundraiser and volunteer has also helped keep him on track with the financial responsibility goal of making Broward General less dependent on tax contributions.
When Scott learned that Broward General’s pool of volunteers was 54, he allocated funds to hire a Director of Volunteers. Working with the area high schools, Broward General now has over 750 volunteers that allow teenagers to contribute to their community as well as helps keep costs down, that in turn saves taxpayer dollars.
Another successful program Scott introduced is the Patient Safety Hotline. Employees can pick up any phone and dial S-A-F-E and report anything that might compromise patient safety. In the last three years the hotline has received 300 calls. They have been able to successfully resolve 85 percent of those concerns.
Scott has worked for the North Broward Hospital District for over 21 years. His first job was as the Director of Pharmacy at Coral Springs Medical Center. He believes his experience as a pharmacist has prepared him well for the role of administrator. He understands the challenges the frontline employees are faced with and he knows that it is their efforts that determine the quality of care. “I have over 3,100 employees and each one of them is special. It is important that we recognize them for their effort.” He firmly believes that if his staff is happy then Broward General patients will be too.
Broward General Medical Center is the largest facility in the North Broward Hospital District. BGMC offers a Level I Trauma Center, the Heart Center of Excellence, a liver transplant program, among many other services. He is most proud of Broward General’s surgery center. Since the 480,000 square foot hospital expansion was completed in November, 2005, the center has increased the number of procedures from an average of 750 to 1,100 per month, increasing Broward General’s operating revenue. “Yet more important,” Scott said, “is the quality of the staff. They deliver on the care.”
Hurricane Frances taunted South Florida for over 36 hours before it came ashore on September 5, 2004. During its delay, Broward General Medical Center’s CEO, Joseph F. Scott was leading a parade of children in paper hats through the hallways. Supporting his staff’s effort to keep dozens of children entertained was an opportunity to boost employee morale during a stressful time, he explained with a chuckle. 
