Jean Dorto, R.N., was only 16 years old when she first became a candy striper at a New York hospital. That was the beginning of two careers for Dorto – one as a registered nurse and the second “career” as a volunteer. As a participant in the Memorial Healthcare System H.E.R.O. (Healthcare Employees Reaching Out) program, Dorto racked up more volunteer hours than any other employee for 2007.

“I’m able to bring a little bit of Memorial to lots of different places,” explained Dorto, who is proud to point out that she has been the recipient of the Broward County School Board’s pin for 15 years for working more than 200 volunteer hours. “I started when my daughter was in kindergarten, and she’s in college now.”

Dorto’s school district recently asked her to lead a training program for new volunteers to teach them how to run a meeting and how to be a committee chairperson, but her volunteering extends beyond academics. In any given week, Memorial H.E.R.O.’s log can show Dorto serving as an usher at the Broward Center for the Performing Arts, caring for an injured pelican for the Wild Life Care Center in Ft. Lauderdale or staying up all night as a “foster” parent to puppies for the Humane Society.

“I’m so glad I have the time to give back,” said Dorto. “I’m not one to waste time sitting on the couch.” Her record clearly demonstrates that, showing her volunteer hours also include events like the Memorial Healthcare System Back to School Fair and the Memorial Classic Golf Tournament.

Her next goal is to get her entire Employee Health department at Memorial Regional Hospital to volunteer together at an event. She explained, “It may seem like a small thing to save one bird, care for a puppy or help someone to their seat at the theater, but if we get a lot of people doing little things we can make a big difference.”

Lisa King, Community Volunteer Coordinator, agreed. After six years of managing the H.E.R.O program, she knows that not everyone can dedicate as many volunteer hours as Jean Dorto does. However, King pointed out, that Memorial Healthcare System recognizes volunteerism of all kinds.

“Whether it’s volunteering at hospital sponsored events or out in the community sitting on a non-profit board of directors or as a Girl Scout leader, it doesn’t matter,” King said.

The premise of the H.E.R.Os program is to match employees with volunteer opportunities and projects that meet their interests. It can be a one- time event or an ongoing commitment, according to King. For example, the program recently participated in the “Souper Bowl” – one of the area’s largest food drives. This year, Memorial employees donated more than 13,000 pounds of non-perishable food which were delivered to community food pantries.

As a system, nearly 2,000 employees logged nearly 5,000 volunteer hours in 2007. King said, “While most hospitals have employees who volunteer, we’re especially proud of our formal H.E.R.Os program which makes it easy for our staff to make a difference in the community.”



The gift shop volunteers adorned in pink jackets at Glades General Hospital give their time and dedication because they enjoy helping others. Referred to as the “Pink Ladies,” most are retired and spend time selling merchandise at the hospital’s gift shop. The group, in existence for over 40 years, consists of 14 members who would like to see membership expand.

(l-r) President of the Auxiliary Club, Mary Frances Burke and Mildred Miller.

During their most recent monthly meeting, one of the ladies offered to crochet a beautiful throw in a pattern called “Shifting Sands” (48″ x 64″) to be raffled to benefit Glades Healthcare Foundation, which is leading the fundraising campaign for the construction of a new regional hospital to serve the western Palm Beach County communities bordering Lake Okeechobee. Mildred Miller, a long-term resident of the Glades, created the blanket. The ladies are very excited about selling raffle tickets with a goal to sell over 1,000 at $1 per ticket. The winning raffle ticket will be drawn on May 13th. Raffle tickets will be available for purchase in the gift shop, from any of the Pink Ladies and through Glades General Hospital’s Administration Department.

The “Pink Ladies” volunteers are organized under the auspices of the Glades General Hospital Auxiliary Club, who also welcome men to join. In the past, the Pink Ladies have been responsible for purchasing important pieces of equipment for the hospital such as newborn invasive blood pressure monitor, incubators, copiers, cardiac rehab equipment, and cafeteria tables and chairs. While their main fundraising comes from the gift shop, they also host jewelry sales, book sales, art sales and uniform sales throughout the year. David Zechman, CEO of Glades General remarked, “I am excited about the Pink Ladies future contributions and growth at our new hospital and how important they are to meeting our mission of serving the community.”

The blanket will be displayed in the gift shop until the raffle in May. The new hospital will feature a larger gift shop and the quality and quantity of merchandise will continue to expand as well. “We are excited that the fruits of Mildred’s talents and time will help raise money for our new community hospital,” remarked Auxiliary President Mary Frances Burke; “The afghan is beautiful and is a labor of love representing all the Pink Ladies’ feelings about Glades General.”



South Florida Evaluation and Treatment Center (SFETC) recently celebrated its Ribbon Cutting and Open House festivities to mark the opening of its new, state of the art, 213 bed Forensic psychiatric facility in Florida City, Florida.

SFETC is run in partnership with the Florida Department of Children and Families (DCF) and treats primarily individuals deemed incompetent to proceed to trial or not guilty by reason of insanity.

The main mission of this facility is to provide quality mental health services to patients in order to fulfill our belief that everyone who suffers from a mental illness can recover and eventually lead a full and productive life in the community. These services are provided using the latest technology and treatment models with a comprehensive and multidisciplinary treatment approach that integrates a variety of therapies and services designed to maximize improvement.

(l-r) Dale Frick, Vice President Project Development & Client Relations, GEO Care; Jerome Williams, President Elect, Homestead/Florida City Chamber of Commerce; Gary Thompson, Department of Children & Families; Silvia Quintana, District Program Supervisor, Department of Children & Families; Dr. George Zoley, Chairman, CEO & Founder, The GEO Group; Lee Packer, Hospital Administrator, South Florida Evaluation & Treatment Center; Thomas M. Wierdsman, Senior Vice President, Project Development, The GEO Group; and Jorge Dominicis, Senior Vice President Residential Treatment Services The GEO Group and President GEO Care, Inc.

This project had been in the works for several years. SFETC was originally built as a state run facility near downtown Miami. The State of Florida has asked GEO Care, Inc., Inc. (ASH), to manage and build a new SFETC dedicated to enhancing the already high level of patient care. GEO Care Inc, a subsidiary of The GEO Group based in Boca Raton, Florida, a leading provider of outsourced mental health services to government agencies around the obtained a contract for running the facility in 2006 and also negotiated a partnership with the department for construction of a new building to replace the aging downtown Miami facility. Construction was broken in 2005 with Hensel Phelps Construction Company managing the project. Construction was completed on schedule and facility turned over for operations as anticipated.

The facility has over 20,000 square feet of space with individual private rooms for 238 patients along with dedicated program and classroom space, a state of the art medical infirmary, chapel, library, gymnasium, and a variety of support space.

In keeping with commitments made at its inception, it has continued recruitment of staff and vendors from the surrounding neighborhoods. Emphasis is placed on recruitment of bilingual and multi-cultural staff to serve the diverse needs of the individuals served.

This facility has relationships with local universities and colleges to provide training opportunities, internships and residencies in various mental health professions. A contract with the University of Miami provides clinical consultation, training and educational development of the clinical staff. The facility is also a member of APPIC (Association of Psychology Postdoctoral and Internship Centers).



Leading change and motivating staff is an overwhelming task, especially in the healthcare setting. South Florida Hospital News asked healthcare leaders to share their views of effective leadership.

Larry Coomes
COO
West Boca Medical Center

Keys to being an effective leader: Being available and visible to your staff and physicians. This is the best way to keep your pulse on the organization and puts you in a position where anyone should feel comfortable to approach you at any time.
Be open and honest. It is important to ensure that your team understands not just that a decision was made, but why it was made.
Be reliable. Do you what you say you are going to do and take accountability for your actions – both good and bad. You will gain a lot of respect and instill those values in others.

What techniques do you use to overcome the most common obstacles in change implementation: I like to utilize a collaborative team approach so that everyone has buy-in to the change. It is important from the outset to define the group’s objectives and expected results to help guide that collaborative process.

What are the characteristics of an effective leader: You must be available, open, honest, and reliable.

What communication techniques do you recommend: You can never underestimate the power of face-to-face communication. Rather than shooting someone a note or email, I like to go visit them in their office – that keeps me out in the facility and visible as much as possible.

What were the major influences that contributed to your success as an effective leader: Persistence and assertiveness – strive for continued excellence in everything that you do.

Michele Chulick
Associate Vice President and Executive Director Clinical Operations
University of Miami Health System
University of Miami, Miller School of Medicine

What techniques do you use to overcome the most common obstacles in change implementation: Cultural and organizational change is never easy or quick. I have been involved in leading change in several organizations that were a result of process and organizational reengineering as well as cultural renewal.

The methods or techniques that are used to lead a successful change transition must create a sense of purpose for the organization with a vision that will inspire individuals to be part of the change. Vision is a key ingredient to help direct, align and inspire actions for a large number of people that are involved in organizational change. Because change is so difficult to sustain, the vision and stated goal must be one that people can embrace and believe that they can join.

Additionally, the development of trust is vital. Trust in those that are leading the transformation is essential to gain the support of the team that will be formed to lead the organization through change. With trust and a vision that includes a driving sense of purpose, a powerful team can be formed that will facilitate cultural and organizational change.

What are the characteristics of an effective leader: An effective leader is motivating; An effective leader can inspire others to join the team, working in tandem toward a common goal and vision. An effective leader must be a formidable communicator of the company’s vision and through that communication empower his employees to work together to achieve the stated vision.

What communication techniques do you recommend: I recommend honest, open, and transparent communication. Communication that includes hidden agendas is not credible and does not facilitate development of a team.

Communication needs to take place in everything we do, in our actions, in our words and in our writings. We are an age of email users and email readers. Sometimes the true meaning of our communication is lost in a written email. So I recommend that when possible, we strive to take the time to communicate important events, policies, changes and decisions in person, to reduce the risks of misunderstanding and provide a personal give and take to the interaction. Personal one on one communication can and never should be replaced with email, when the communication is critical to decision making or changes that are to be integrated into the organization.

What were the major influences that contributed to your success as an effective leader: I believe that I am an effective leader because I am an inclusive, rather than an exclusive leader. I empower those that I work with and encourage them to work to their fullest potential. I engage each and every team member to work together to achieve the goals of the organization through open and honest communication. I build a team environment and foster that environment through a results oriented approach to goal achievement. I am very approachable and view that as a quality that fosters openness in the work environment.

In order to be an effective leader, you must have an effective team. I am an effective team builder. The team that works with you and for you is a key ingredient to individual as well as team and organization successes. Team building and the ability to gain the trust of the team are essential.

Communicating the value of trust and the vision for the future must penetrate down through the multiple layers of the organization, and the most effective way to do this is through the team that you build. My success has been a result of the teams that I have built, that have enabled the organizations that I have been associated with to achieve success.

Amy Barry
Vice President and Chief Human Resources Officer
Martin Memorial Health Systems

What techniques do you use to overcome the most common obstacles in change implementation: Facilitate discussions amongst many to find a common linkage between what people are looking for and what an organization requires. Two way communications is critical to making this happen. By educating people honestly on the external and internal issues an organization faces, and listening to ideas, feedback, and concerns, great synergies emerge to bring teams together. Personal face to face communication and visibility is absolutely essential from the time change is being considered all the way through implementation and follow up. You cannot be afraid of discussing change even when you do not know all the answers. Leaders who openly communicate what is known and not known during a potential change process gain more respect and support than those choosing to wait until the decisions have already been made.

What are the characteristics of an effective leader: Passionate, Visionary, Inspirational, Strong Mentor, Good Sense of Humor, Decisive, Compassionate, Authentic, and Committed to doing what is right for the organization and its people.

What communication techniques do you recommend: Nothing can replace face to face communication. All other communication is a supplement to what people see first hand from their leader. In order for people to trust their leader, they have to know their leader, be witness to their leadership on a regular basis, and feel that they are valued for what they do and aligned to being part of something great. In addition, ongoing recognition and responsiveness to the “little things” is the key to getting strong support and performance on the “big things”.

What were the major influences that contributed to your success as an effective leader: I have had great mentors throughout my life and keep on learning. Over the years, I continue to develop my own style that is unique to me. I started in healthcare 18 years ago and have never left the industry based on all the wonderful teachers I have had. We all have direct and indirect influences over peoples. In healthcare, we save lives everyday. It’s a great profession to be part of no matter how hard it can be.

As a life long learner, I continue to grow and learn, trying to give as much as I receive. Being happy is the key to everyone’s success. I find joy in learning from others and having the privilege in leading others to not only do their best, but work with their teams to accomplish things that otherwise would be unattainable without the support and involvement of others.



While HospiceCare is celebrating National Hospice Month of care giving, the measurable difference is in the quality of care in the days’, weeks, and months, patients receive during their passing days. “Caring in Action” exemplifies the high regard we hold for our patients and their family members while building special relationships. Hospice honor’s our healthcare administration, nurses, clinicians, aides, volunteers, chaplains, social workers, and all that provide love and “caring in action” to the community.

When one is faced with a life ending issue, time is of the essence for making any necessary preparations. These uncertainties are not only emotional for patient’s, but loved ones as well. Hospice prides itself not only on the knowledge and expertise to assist their patient’s, but the special moments shared with our clients, our family and our friends to assist in the grieving process.

Patients often reveal the most important issues surrounding life threatening issues are comfort, dignity, and pain management. These issues are only a few of the many services HospiceCare provides their patients. HospiceCare surrounds their patient’s with a complete support staff to address these issues and many others. “Everyone has the right to be cared for in their own home, where they are surrounded by loved ones and their personal mementoes as they live their best quality of life”, stated Susan G. Telli, CEO of HospiceCare of Southeast Florida, Inc.

HospiceCare Volunteer Pamela McNaughton with resident, Barbara.

HospiceCare of Southeast Florida, Inc. (H.C.S.E.) is a not-for-profit organization dedicated to providing physical, emotional and spiritual care to individuals and their families coping with end of life decisions. We strive to offer the maximum comfort and support to our patients and their family while affirming the quality of life even in its most difficult moments.

HospiceCare’s emphasis is on comfort so that client and family may live their remaining time together to the fullest according to their own choices. HospiceCare neither hastens nor postpones death but rather affirms life. Bereavement care to the patient’s family is offered for up to thirteen months following death.

HospiceCare has made some transitions throughout the years that have brought them to a miraculous moment, for many services are offered throughout Southeast Florida.

HospiceCare is a not-for-profit organization dedicated to providing physical, emotional and spiritual care to individuals and their families coping with end of life decisions. Founded in 1981, H.C.S.E. serves Broward, Miami-Dade and Monroe County residents in private homes, nursing homes, assisted living facilities or wherever the patient calls “home”. Bougainvilla, an eight-bed hospice facility in Ft. Lauderdale, provides housing and care to individuals who are not able to remain at home. In addition to patient services, HospiceCare of Southeast Florida, Inc., offers bereavement counseling, programs for children and adolescents and a variety of community outreach and educational programs to the medical community, schools, business groups and organizations. HospiceCare of Southeast Florida, Inc., is licensed by the State of Florida, accredited by the Joint Commission of Accreditation for Health Care Organizations, and is certified by Medicare and Medicaid.

Please join us during National Hospice Month for “Thanks for the Memories”, November 9; and “Season of Remembrance”, a holiday event celebrating those we have loved and lost, November 25.