HomeMy WebLinkAbout2006-04-11 - City Commission Regular Meeting MinutesCITY OF TAMARAC
REGULAR CITY COMMISSION MEETING
CITY HALL CHAMBERS
TUESDAY APRIL 11, 2006
CALL TO ORDER: Mayor Flansbaum-Talabisco called the regular meeting of the City
Commission to order at 7:00 P.M. on Tuesday, April 11, 2006 in Chambers at Tamarac
City Hall, 7525 NW 88 Avenue, Tamarac, FL.
PRESENT: Mayor Beth Flansbaum-Talabisco, Vice Mayor Edward C. Portner,
Commissioner Patte Atkins -Grad, Commissioner Marc L. Sultanof, and Commissioner
Harry Dressler.
ALSO PRESENT: City Manager Jeffrey L. Miller, Assistant City Attorney Julie Klahr,
and City Clerk Marion Swenson.
PLEDGE OF ALLEGIANCE: Vice Mayor Portner led the pledge of allegiance.
INTRODUCTION
PROCLAMATIONS AND PRESENTATIONS:
a. Presentation of a proclamation by Mayor Flansbaum-Talabisco proclaiming the
week of April 23-29, 2006 as "National Crime Victims' Rights Week". BSO Chief
Dugger accepted and said BSO appreciates the support it has gotten from Tamarac.
REPORTS
2. City Commission: Mayor Flansbaum-Talabisco welcomed everyone and wished
everyone a Happy Easter and Passover.
Vice Mayor Portner said he had no report and acknowledged his niece from California,
Janice Nielson and his wife, Helen Portner who were in the audience.
Commissioner Atkins -Grad said the past two weeks have been exhilarating, as she
visited various city departments. Commissioner Atkins -Grad said she knew Tamarac
was a forward thinking community but never realized how impressive Tamarac is; she
saw so many things at the Water Department and visited the new aquatic center.
Commissioner Atkins -Grad said she also visited the fire stations and our newest station
is state of the art. Commissioner Atkins -Grad spoke of her ride in the BSO patrol car as
an observer, and her tour of the police station and jail. Commissioner Atkins -Grad
thanked the department heads who met with her and said they are a dedicated group of
professionals.
Commissioner Sultanof wished everyone a Happy Easter and Passover. Commissioner
Sultanof said we will again take our commission meetings on the road throughout the
city. Tamarac is very innovative as no other city is doing this. Commissioner Sultanof
April 11, 2006
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said it is difficult for the public to get to other levels of government and city government
is your refuge; the commissioners work for you.
Commissioner Dressler wished everyone a Happy Holiday and said he had no report.
Commissioner Dressler spoke of a report that came across his desk regarding the
decrease in crime in Tamarac and said he is delighted to see this and is very proud of
our BSO Chief.
3. City Attorney: Assistant City Attorney Klahr had no report.
4. City Manager: City Manager Miller reported on expenditures from hurricanes
Rita, Katrina and Wilma and said the City of Tamarac received $5 million in
reimbursements to date. A Hurricane Festival will be held on April 22 from 1:00 p.m. —
4:00 p.m. at Tamarac Park, for the purpose of advising citizens how best to prepare for
the next hurricane season. Several meetings have been held with various Homeowner
Associations; on April 3 at 7:00 p.m. in the Tamarac Community Center and on April 5
at 1:00 p.m. in the Tamarac Community Center. The purpose of these meetings is to
coordinate wellness checks, get people to sign up for Code Red, and coordinate
distribution of food, water and ice if it becomes necessary. Parks and Recreation held
its Twilight concert on April 7 with 350 people in attendance. The next concert is
scheduled for May 12 at the Sports Complex.
PUBLIC PARTICIPATION
5. Ed Abbandando, 8302 NW 100 Terrace spoke about parking issues connected
with the roundabouts on Southgate Boulevard and the fact that he will lose some of his
driveway to the construction. Vice Mayor Portner suggested Mrs. Abbandando speak
with him regarding this matter. City Manager Miller said he spoke with BSO Chief
Dugger and asked him to instruct his officers not to ticket anyone during construction of
the project as well as for some time thereafter; no citizens will be penalized. Public
Works staff has been in the neighborhood to speak to the Homeowner Associations as
well as every property owner who is negatively affected. Adjustments were made in the
plan as much as could be done; the project had already come before the commission
and was approved, funded and engineered. It does not appear we will be able to do
much more at this point. Commissioner Sultanof said the people in question reside in
his district and if Vice Mayor Portner was going to speak with the residents he would like
to be aware of it. Vice Mayor Portner suggested Mrs. Abbandando speak with
Commissioner Sultanof.
Naomi Figel, 10219 NW 83 Street spoke of an e-mail she sent to Mayor Flansbaum-
Talabisco and spoke in opposition to sidewalks and parking as part of the Southgate
Boulevard Linear Park project. Mayor Flansbaum-Talabisco said she met with the
president of the Homeowner Association on Friday and along with Deputy City Manager
Cernech drove the road this afternoon to see all the properties involved. At this point
Mayor Flansbaum-Talabisco said she would be happy to re -read the e-mail and address
all Ms. Figel's questions. Mayor Flansbaum-Talabisco asked Public Works Director
Strain to explain to the Mayor and City Commission what was discussed on Friday and
what accommodations were made. Public Works Director Strain said shortly before the
April 11, 2006
Page 2 of 11
renditions on the two streets were laid out residents had the opportunity to ask
questions. Concerns were a loss of landscaping and driveways. The City looked at
what it could do to mitigate the situation, but because of setbacks we had to go partially
into the neighborhood (25') down the street for facility of the crosswalk. The engineers
will incorporate a wall to mitigate landscaping buffers; the residents had planted
landscaping in the public right-of-way. There are no reports or statistics to back up the
residents' concerns of roundabouts causing more accidents. On the contrary, traffic
circles prevent accidents. The Abbandandos will lose 6' of their driveway, leaving them
with a 30' driveway. The light on Ms. Figel's yard will be relocated and a shield put up
to prevent light from shining into her house. It will cost $20,000 - $30,000 to build the
two walls. To redesign the project at this stage will bring the project to a complete halt.
Parking spaces are strategically spaced along the linear park.
Sharon Spiwak, 10301 NW 83 Street spoke against sidewalks, parking and the
roundabout. Public Works Director Strain said it is not a question of parking spaces but
how the roundabout is configured.
Suzanne Dunn, 8300 NW 100 Terrace said she is grateful for the beautification being
done to the park and said there have been no statistics provided stating the
roundabouts prevent accidents. Ms. Dunn spoke of the different cultures driving in the
neighborhood and spoke against the parking.
CONSENT AGENDA
6. Commissioner Sultanof asked to have Item 6(1) pulled from the consent agenda
for discussion.
Commissioner Sultanof seconded by Commissioner Dressler moved approval of all
items on the consent agenda with the exception of 6(I) which was pulled for discussion.
On roll call Commissioner Sultanof voted "yes", Commissioner Atkins -Grad "yes", Mayor
Flansbaum-Talabisco "yes", Commissioner Dressler "yes", and Vice Mayor Portner
"yes". Motion carried.
a. APPROVE the minutes of the March 21, 2006 Special City Commission meeting.
APPROVED
b. APPROVE the minutes of the March 22, 2006 Regular City Commission
meeting.
APPROVED
C. WAIVING PERMIT AND INSPECTION FEES: (TR10916) Waiving permit and
inspection fees for installation of water conservation devices as a part of South
Florida Water Management District's water savings incentive program.
RESOLUTION NO. R2006-46
d. DISPOSAL OF CERTAIN SURPLUS EQUIPMENT: (TR10919) Declaring certain
equipment and material as surplus and directing that equipment be disposed via
sale through established Internet markets to be selected; or by the means
deemed to be most practicable; placing all proceeds into the appropriate fund
from which the assets were originally purchased.
RESOLUTION NO. R2006-47
April 11, 2006
Page 3 of 11
e. PURCHASE OF A TRAILER MOUNTED PRESSURE CLEANER FOR S
LINES: (TR10932) Approving the purchase of a single axle pressure cleaner
trailer unit from U.S. Jetting, LLC, utilizing Broward County Bid Number
C605181 FF; authorizing an expenditure in an amount not to exceed $29,999.00
for said purpose.
RESOLUTION NO. R2006-48
f. DAVIDSON FIXED INCOME MANAGEMENT — THIRD RENEWAL OPTION:
(TR10933) Exercising the third renewal option to the existing agreement between
the City of Tamarac and Davidson Fixed Income Management, (formerly
Kirkpatrick Pettis Capital Management), for investment advisory services for a
one-year period effective April 14, 2006, through April 14, 2007.
RESOLUTION NO. R2006-49
g. BID AWARD AND AGREEMENT — AKERBLOM CONTRACTING INC. —
PUMP STATIONS 2A AND 18 REHABILITATION PROJECT: (TR10936)
Awarding Bid No. 06-07B to Akerblom Contracting, Inc., and executing an
agreement between the City of Tamarac and Akerblom Contracting, Inc., for an
amount of $459,001.00 for the Pump Stations 2A and 18 Rehabilitation Project;
approving funding for this project from the appropriate Utilities Operational
account; authorizing the appropriate city officials to administer the contract.
RESOLUTION NO. R2006-50
h. AMENDING EXPENDITURE BUDGET AND BUDGET OF ESTIMATED
REVENUES FOR FY06: (TR10938) Amending the expenditure budget for the
fiscal year 2006; amending the budget of estimated revenues for the fiscal year
2006.
RESOLUTION NO. R2006-51
i. GRANT APPLICATION — GENERATOR WITH FUEL TANK AT FIRE STATION
#41: (TR10937) Authorizing the appropriate city officials to submit an application
to the U.S. Department of Homeland Security for Assistance to Firefighter Grant
Program Funds for replacement of the Fire Station 41 generator and fuel tank
with a new generator and fuel tank in the amount of $100,000 providing for a 20
percent cash match of $25,000 in local funds for a total project cost of $125,000
in the event of approval of the application; providing for acceptance of the award
and executing of documents upon approval.
RESOLUTION NO. R2006-52
j. DEDICATED LOCAL FUNDING SOURCE FOR TRANSIT IN SOUTH
FLORIDA: (TR10939) Supporting the South Florida Regional Transportation
Authority's initiative to encourage the State Legislature to legislate a dedicated
local funding source for transit in South Florida, and regional transit projects.
RESOLUTION NO. R2006-53
k. AGREEMENT RENEWAL -- AMERICAN HEART ASSOCIATION: (TR10918)
Executing an agreement between the City of Tamarac and the American Heart
Association allowing the City of Tamarac Fire Rescue Department to be a
training center for the American Heart Association nuns pro tunc to September 1,
2005 through November 1, 2006; providing for automatic renewals.
RESOLUTION NO. R2006-54
1
April 11, 2006
Page 4 of 11
I. OPPOSING NORTH BROWARD HOSPITAL DISTRICT'S CERTIFICATE OF
NEED APPLICATION FOR NEW HOSPITAL: (TR10943) Opposing the North
Broward Hospital District's certificate of need application No. 9920 for a Nova
Southeastern/North Broward Hospital District new hospital; directing the City
Clerk to send a copy of this Resolution to Jeffrey N. Gregg, Chief, Bureau of
Health Facility Regulation, Agency for Health Care Administration.
PULLED FROM CONSENT AGENDA FOR DISCUSSION
END OF CONSENT AGENDA
61. OPPOSING NORTH BROWARD HOSPITAL DISTRICT'S CERTIFICATE OF
NEED APPLICATION FOR NEW HOSPITAL: (TR10943) Opposing the North Broward
Hospital District's certificate of need application No. 9920 for a Nova
Southeastern/North Broward Hospital District new hospital; directing the City Clerk to
send a copy of this Resolution to Jeffrey N. Gregg, Chief, Bureau of Health Facility
Regulation, Agency for Health Care Administration. Commissioner Sultanof disclosed
the fact that he served on the NBHD for 5-6 years as an elected official with no
remuneration. He now serves on University Hospital, but only attends to make sure the
community is under complete observation and he is not a voting member. Assistant
City Attorney Klahr said it does not appear that there is a conflict. City Manager Miller
said at a request from University Hospital and Commissioner Sultanof the resolution
opposing a CON from the NBHD was drafted. NBHD proposed a 144 bed full service
community teaching hospital at NSU at a cost of $200 million. The NBHD is partially
funded with tax dollars from Broward County residents. The Mayor and City
Commission discussed this matter in workshop session on Monday and requested
additional information. Parties from both hospitals are in attendance tonight, as well as
Broward County Commissioner Ilene Lieberman. Assistant City Attorney Klahr read
Temporary Resolution 10943 by title. Commissioner Sultanof seconded by
Commissioner Dressler moved approval.
Jim Cruickshank, President and CEO of University Hospital, 7201 N University Drive,
spoke in opposition to the CON and said there is no benefit to the residents of Broward
County to fund a teaching hospital at a private university.
Charlotte Mather, Vice President of Government Relations for the NBHD, 303 SE 17
Street, Ft. Lauderdale, FL 33315, spoke in favor of the CON. Ms. Mather explained
beds and staff were being transferred from two other hospitals, and there is a need for
these services in the western area of Broward County. Ms. Mather spoke of the $3
million - $4 million that NSU will donate per year for research and academics and there
will be no competition with other hospitals as this hospital will specialize in research and
geriatrics. Ms. Mather said tax funds will not be used to build the facility; tax dollars will
only be used for patient care. The facility will be built with money from tax free
municipal bonds.
Alexander Schaff, Executive Director of Coalition for Quality Healthcare and
Accountability, 3542 Cocoplum Circle, Coconut Creek, FL, spoke in opposition to the
CON.
April 11, 2006
Page 5 of 11
Commissioner Ilene Lieberman, 4809 Woodlands Boulevard, spoke of Vision Broward,
health care and safety, said this would be a major research center in Broward County,
spoke of the great impact to Tamarac from the research center, and compared this
facility to facilities in Massachusetts (Harvard) and South Miami (University of Miami),
and spoke of indigent care.
Commissioner Sultanof said what disturbs him most is that the cost of building the
facility should not rest on the shoulders of individual cities. He has no objection to a
teaching hospital as long as someone else picks up the tab. Commissioner Sultanof
asked where the money would come from, and said it is important to realize that the
property appraiser said $7 million comes off the backs of Tamarac residents.
Commissioner Sultanof said he needs to make sure the people of Tamarac are
protected and we need more data.
Commissioner Dressler said it is hard to comment at this point as there are more
questions to be answered. Commissioner Dressler asked how the project is financed
and who will pay the interest on the bonds. Ms. Mather said she would get more
information for the Mayor and City Commission. Commissioner Dressler said he is
aware of the Harvard and University of Miami hospitals and it appears this is a business
model that is being followed. Commissioner Lieberman agreed there is not enough
information to make a decision tonight but if the Mayor and City Commission send the
resolution to the AHCA based on the testimony of four people it does not do justice to
the project and the Mayor and City Commission's due diligence. Commissioner
Dressler asked if there are time limitations for the commission's comments to get to the
state and Mr. Schaff said the deadline for public comments is April 19"'.
Commissioner Dressler said he is uncomfortable being asked to vote on something
without sufficient information. There are other issues besides financial ones, such as
employment, and he is not clear whether the school would be producing or recruiting
nurses; it is premature to take a position of any kind regardless of the deadline.
Mayor Flansbaum-Talabisco said on a personal note, she spent more time than she
cared to remember at hospitals, and thanked all the medical personnel who did great
jobs in different areas. Mayor Flansbaum-Talabisco said she received a lot of
information today and this is an important decision, and while she realizes this is a time
sensitive issue, there are many unanswered questions, and she needs guidance from
the Assistant City Attorney and City Manager.
Mr. Cruickshank said if the Mayor and City Commission have additional questions and
concerns he urges them not to support the CON but to send a resolution to Tallahassee
and have them put the matter on hold until those questions are answered. The hospital
can reapply in the future after the Mayor and City Commission get the answers to their
questions.
There was discussion regarding treatment of indigent patients.
City Manager Miller said the Mayor and City Commission have heard testimony tonight
and comments are due to the state by April 19t'. The next commission meeting is not
April 11, 2006
Page 6 of 11
until April 26, so tabling the item may not be an option if the Mayor and City
Commission want to get their comments in by the deadline.
Assistant City Attorney Klahr said there is an item before the Mayor and City
Commission and the Mayor and City Commission need to take action on it; either vote it
up or down, defer or table to a time certain. The hospital procedures are regulated by
the Administrative Code and the AHCA is required to follow those procedures.
Assistant City Attorney Klahr said she was not able to tell the Mayor and City
Commission whether they would have additional time after April 19t". They could
indicate their personal comments on the record, but they must take some action on the
item before them.
Commissioner Lieberman said there is not enough information before the Mayor .and
City Commission to either support or oppose the CON. They could put rhetoric in with
the resolution. Commissioner Sultanof spoke of the City of Margate opposing the CON
without additional information.
Assistant City Attorney Klahr said there is a motion on the floor and the Mayor and City
Commission must vote; they can vote to amend or clarify their intent. We do not have
the ability at this time to draft a new resolution with everyone in agreement, but we can
send the resolution with your questions included. Whether or not it will be taken into
consideration, Ms. Klahr said she did not know.
Commissioner Atkins -Grad said she has a lot of respect for Commissioner Lieberman.
Commissioner Atkins -Grad said she is President of Friends For Life, an organization
involving the University of Miami Medical School and the organization raises funds for
the University on a regular basis. The item in front of us is a big concern to Tamarac as
well as the funds we have to put out. It is a tough position to be in and Commissioner
Atkins -Grad said she wants to do the right thing for the residents, but she is not sure at
this time what the right thing is.
Vice Mayor Portner said there is a tremendous amount of information in the packet
given to the Mayor and City Commission. Commissioner Atkins -Grad said it is
wonderful having a teaching hospital. Mayor Flansbaum-Talabisco said either way the
Mayor and City Commission vote, can they weigh in with comments in sending the
resolution forward, and asked if the comments can go with the resolution or do they just
have to vote it up or down? Assistant City Attorney Klahr replied if the commission
chooses to amend the resolution to say they require additional information they can
insert their questions and adopt the resolution as amended. But the information needs
to be identified. Mayor Flansbaum-Talabisco asked Assistant City Attorney Klahr to re-
read the title of the resolution. On roll call Commissioner Sultanof voted "yes",
Commissioner Atkins -Grad "yes", Mayor Flansbaum-Talabisco "yes", Commissioner
Dressler "no", and Vice Mayor Portner "yes'. Motion carried.
Commissioner Sultanof said we need to know more than what we heard and
Commissioner Dressler said the basis for his 'no' vote is insufficient information. In the
future anybody bringing these things before him to vote on will need to bring sufficient
information at that time. (Attached to these minutes are the following documents
April 11, 2006
Page 7 of 11
distributed before and during the meeting: Memorandum from City Manager Miller to
Mayor and City Commission with correspondence from Commissioner Ilene Lieberman
and attachments, and information and brochures from the Coalition for Quality
Healthcare and Accountability and NBHD.)
RESOLUTION NO. R2006-55
REGULAR AGENDA
ORDINANCE — FIRST READING
7. AMENDING CHAPTER 24 OF THE TAMARAC CODE — ARTICLE X,
"WOODLANDS OVERLAY ZONING DISTRICT". SECTION 24-804(3). "MINIMUM
STANDARDS FOR MAINTENANCE OF PREMISES": (TO2114) Motion to adopt
Ordinance on first reading amending Chapter 24 of the City of Tamarac Code of
Ordinances entitled, "Zoning*", Article X, "Woodlands Overlay Zoning District", Section
24-804(3), "Minimum Standards for Maintenance of Premises", to reflect the addition
of the colors white and bronze as approved colors for pool fences (Case No. 7-Z-06);
providing for codification. Assistant City Attorney Klahr read Temporary Ordinance
2114 on first reading by title. Commissioner Sultanof seconded by Vice Mayor Portner
moved approval. On roll call Commissioner Dressler voted "yes", Commissioner
Sultanof "yes", Vice Mayor Portner "yes", Commissioner Atkins -Grad "yes", and Mayor
Flansbaum-Talabisco "yes". Motion carried.
ADOPTED ON FIRST READING APRIL 11, 2006
PUBLIC HEARINGS 7:00 P.M. OR THEREAFTER
8. EVALUATION AND APPRAISAL REPORT FOR THE CITY OF TAMARAC
COMPREHENSIVE PLAN: (TR10931) Motion to approve Resolution adopting the
Evaluation and Appraisal Report for the City of Tamarac Comprehensive Plan; stating
the intent of the Mayor and City Commission of the City of Tamarac to amend the City's
Comprehensive Plan in accordance with the recommendations contained in the report
to the Department of Community Affairs in accordance with Section 163.3191, Florida
Statutes (Case No. 1-MI-06). Assistant City Attorney Klahr read Temporary Resolution
10931 by title. Vice Mayor Portner seconded by Commissioner Sultanof moved
approval. Mayor Flansbaum-Talabisco opened the public hearing and with no one
wishing to speak closed the public hearing. On roll call Mayor Flansbaum-Talabisco
voted "yes", Commissioner Dressler "yes", Commissioner Sultanof "yes", Vice Mayor
Portner "yes", and Commissioner Atkins -Grad "yes". Motion carried.
RESOLUTION NO. R2006-56
RDINANCES -- SECOND READINGS
There were no ordinances for second reading.
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April 11, 2006
Page 8 of 11
QUASI-JUDICIAL HEARINGS
9. DEVELOPMENT ORDER AND NEW DEVELOPMENT SITE PLAN —
TAMARAC CIRCLE: (TR10892) Motion to approve Resolution issuing Development
Order No. 333 and granting New Development Site Plan approval for Tamarac Circle to
allow the construction of four (4) two-story, single-family homes ranging in size from
2,757 square feet to 2,898 square feet with associated driveways, landscaping and
infrastructure improvements, and authorizing the appropriate City officials to accept and
execute a Blanket Public Safety Ingress/Egress Easement with Paul Harry
Benjamin for the Tamarac Circle Project, located approximately 579 feet north of
Commercial Boulevard on the west side of Rock Island Road, specifically Tract "A" of
the "Comrock Plat", according to the Plat thereof as recorded in Plat Book 95, Page 47
of the Public Records of Broward County, Florida; authorizing and directing the City
Clerk to record said agreement in the public records of Broward County, Florida (Case
No. 16-SP-05); providing for conditions of approval. Assistant City Attorney Klahr read
Temporary Resolution 10892 by title. Commissioner Sultanof seconded by
Commissioner Dressler moved approval. Due to the fact that the applicant was not
present Commissioner Dressler seconded by Commissioner Sultanof moved to table
Temporary Resolution 10892 to April 26, 2006 at or after 9:00 a.m. On roll call
Commissioner Atkins -Grad voted "yes", Vice Mayor Portner "yes", Mayor Flansbaum-
Talabisco "yes", Commissioner Sultanof "yes", and Commissioner Dressler "yes".
Motion carried.
ITEM TABLED TO APRIL 26, 2006 AT OR AFTER 9:00 A.M.
10. SPECIAL EXCEPTION — BRUSTER'S OF TAMARAC: (TR10934) Motion to
approve Resolution granting a Special Exception to allow a drive-thru lane in the B-1
(Neighborhood Business District) zoning category for Bruster's of Tamarac located at
8261 West Commercial Boulevard (within the City's NW 57th Street Corridor),
specifically Lot 3, less the south 7 feet thereof, of Block 7 of the "Lyons Commercial
Subdivision" Plat, according to the Plat thereof as recorded in Plat Book 69, Page 42 of
the Public Records of Broward County, Florida (Case No. 18-Z-05); providing for
conditions of approval.
RESOLUTION NO. R2006-57
11. DEVELOPMENT ORDER AND NEW DEVELOPMENT SITE PLAN —
BRUSTER'S OF TAMARAC: (TR10935) Motion to approve Resolution issuing Revised
Development Order No. 198.7 and granting New Development Site Plan approval for
Bruster's of Tamarac to allow the construction of a 1,196 square foot ice cream parlor
consisting of walk-up windows and a drive-thru lane, along with associated landscaping
and parking and authorizing the appropriate city officials to accept and execute a
Blanket Public Safety Ingress/Egress Easement with ELF LLC (Carlos and Christine
Frias) for the Bruster's of Tamarac Project, located at 8261 West Commercial Boulevard
(within the City's NW 57th Street Corridor), specifically Lot 3, less the south 7 feet
thereof, of Block 7 of the "Lyons Commercial Subdivision" Plat, according to the Plat
thereof as recorded in Plat Book 69, page 42 of the Public Records of Broward County,
April 11, 2006
Page 9 of 11
Florida; authorizing and directing the City Clerk to record said agreement in the Public
Records of Broward County, Florida (Case No. 23-SP-05); providing for conditions of
approval.
RESOLUTION NO. R2006-58
Assistant City Attorney Klahr explained Item 10 has new conditions of approval that
were distributed to the Mayor and City Commission prior to the meeting. Assistant City
Attorney Klahr said Items 10 and 11 are companion items and can be heard together
with separate votes on each item. Assistant City Attorney Klahr read Temporary
Resolution 10934 by title. Commissioner Sultanof seconded by Vice Mayor Portner
moved approval.
Assistant City Attorney Klahr read Temporary Resolution 10936 by title. Vice Mayor
Portner seconded by Commissioner Sultanof moved approval. Assistant City Attorney
Klahr swore in staff, applicant and all those who wished to speak on the above matters.
Director of Community Development King gave a presentation and reviewed the
conditions of approval. Commissioner Sultanof confirmed the applicant was in
agreement with the conditions. Commissioner Sultanof questioned motor traffic on the
promenade and Director of Community Development King spoke of ingress and egress
at 57th Street and said this is in Phase 3 of the Main Street project and it is a transition
area from Pine Island Road to 79th; we envision this section of Main Street will take the.
longest to implement. The applicant and staff worked diligently on this project and while
we could not come to terms on all the issues, what is before the Mayor and City
Commission is the best of both worlds. Vice Mayor Portner asked about the franchise
headquarters and Mr. O'Donniley said it is in Bridgewater, PA. Mr. O'Donniley
distributed a photo of a Bruster's Ice Cream shop in another city and expenses incurred
to date by the Frias' (a copy of each are attached hereto and incorporated herein as
part of these minutes). Vice Mayor Portner asked about construction and Mr.
O'Donniley said it would begin as soon as possible. Applicant, Mr. Frias, said the store
should open by the end of the summer. Vice Mayor Portner questioned music outside
the store and the total square footage. Mr. O'Donniley said the total square footage of
1,196 includes the refrigerator areas and there would not be music outside.
Commissioner Atkins -Grad asked what the store would be selling and Mr. Frias said
gelato. Mayor Flansbaum-Talabisco opened the public hearing and with no one wishing
to speak, closed the public hearing.
On roll call for Item 10, Temporary Resolution 10934, Vice Mayor Portner voted "yes",
Commissioner Dressler "yes", Commissioner Atkins -Grad "yes", Mayor Flansbaum-
Talabisco "yes", and Commissioner Sultanof "yes". Motion carried
On roll call for Item 11, Temporary Resolution 10935, Commissioner Sultanof voted
"yes", Commissioner Atkins -Grad "yes", Mayor Flansbaum-Talabisco "yes",
Commissioner Dressler "yes", and Vice Mayor Portner "yes". Motion carried.
END OFQUASI-JUDICIAL HEARINGS
END OF PUBLIC HEARINGS
April 11, 2006
Page 10 of 11
1
1
There being no further business to come before the Mayor and City Commission, Mayor
Flansbaum-Talabisco adjourned the regular meeting of the city commission at 9:20 p.m.
Beth lansbaum-Ta abisco
Mayor
Marion Swenson, CIVIC
City Clerk
April 11, 2006
Page 11 of 11
CITY OF TAMARAC
INTEROFFICE MEMORANDUM
CITY MANAGER'S OFFICE
TO: Mayor and City Commissioners
FROM: Jeffrey L. Miller )
City Manager {r
DATE: APRIL 11, '20�616
RE: TR #109a4$ � Nok-� I§roward
Hospital District's Certificate of
Need Application
In response to your direction at yesterday's City Commission Workshop, we have invited
representatives from the North Broward Hospital District and University Hospital to attend
tonight's City Commission meeting. Both representatives will be prepared to present
information and answer concerns pertaining to TR #10943.
Attached you will find some general information about the Medical Village, the new hospital
facility proposed by the North Broward Hospital District, in partnership with Nova Southeastern
University. These documents and additional information about the proposed facility are
available on the North Broward Hospital District's Website at www.nbad.org.
w/ attachments
CC: Sam Goren, City Attorney
Mike Cernech, Deputy City Manager
Marion Swenson, City Clerk L,-
The North Broward Hospital District (NBHD) continues to move forward with plans to
develop a public hospital in West -Central Broward County. In the meantime, both the NBHD
and Nova Southeastern University (NSU) are working together on a variety of community
outreach events.
On March 12, we held a "Healthy Aging Expo" on the campus of NSU's Health
Professions Division. Many older adults and their loved ones attended this free event which
included aging wellness lectures by -NSU staff, health and wellness screenings, a nutrition class
with a cooking demonstration and raffle prizes. We thank our Media Sponsor WPBT Channel 2
and our Expo Sponsor Blue Cross Blue Shield of Florida for helping us put on such a
spectacular event.
The NBHD and NSU will continue to partner on outreach events such as this to help
raise the overall health status of the community. We firmly believe that the residents of West -
Central Broward deserve a state-of-the-art academic hospital and remain fully committed to
making the Medical Village Hospital at NSU a reality.
NBHD Sweeps Sterling Regional Quality Competition
The medical centers of the NBHD swept the awards for quality improvement initiatives at
the Florida Sterling Council's regional competition on Feb. 1 at the Signature Grand in Davie.
First place winner North Broward Medical Center now will represent Region 6 — which includes
Broward, Dade, Monroe and Palm Beach counties — at Florida Sterling Team Showcase in
Orlando in May.
In the Showcase competition, North Broward Medical Center took the top prize for
creating a process to speed care to patients with minor emergencies. The project, which also
won best organizational impact award, whittled an average of an hour off how long patients
spent waiting at the emergency room. By modifying staffing schedules, redesigning patient
processing, designating a discharge area and adding a computer program to track wait times,
the turnaround time decreased from 153 minutes to 87 minutes. Because of the success of this
project in minor care, it is now being adapted for use in the more acute care area of the
emergency room.
Second place and winner of the best teamwork award went to Broward General Medical
Center for a project that focused on delivering medications to patient care areas more quickly.
The result was happier staff, happier patients, less work for pharmacists and a decrease in
medication supply costs.
In the Storyboard competition, first place went to Imperial Point Medical Center for an
initiative that improved wound care. The goal of the project was to reduce pain and increase
healing time for patients with difficult wounds. The team was able to increase patient comfort
and reduce healing time by two weeks, exceeding the national standards. Imperial Point will
present their winning storyboard in Orlando.
iy
` Coral Springs Medical Center took second place and best research award in the
storyboard competition for their work to reduce bloodstream infections. Motivated by the Joint
f Commission on Accreditation for Healthcare Organizations' goal to reduce healthcare acquired
infections, the team sought a solution to infections caused by catheters. Switching to an
antimicrobial -coated catheter, infections were reduced by more than half.
For the past six years, the Florida Sterling Council has sponsored the state's winning
team at the Association for Quality & Participation National Team Excellence competition. Last
year, a process improvement team from Coral Springs Medical Center won the regional
showcase, the state showcase and represented Florida in the national competition.
NSU Wins an "Excellence in Healthcare" Award from the South Florida Business Journal
NSU's Division of Clinical Operations was the winner of the "Excellence in Community -
Based Program" at the South Florida Business Journal's "Excellence in Healthcare" Awards.
NSU operates 17 different health centers representing 10 different colleges and programs.
NSU provides care for 250,000 patients annually and 33,000 additional community services
and screenings outside of the normal clinical centers and outreach programs. Robert S. Oiler,
D.O. leads the division.
The university has a wide array of services under a rigorous interdisciplinary academic
environment. It provides health care services to the community, while promoting wellness and
health care education and the training of future health care providers.
The services are provided by the colleges and programs in dentistry, osteopathic
medicine, nursing, optometry, pharmacy, speech language and communicative disorders,
hearing and balance, family therapy and conflict resolution, early childhood development at the
Mailman Segal Institute, psychology, occupational and physical therapy, as well as student
medical and counseling centers. Faculty members coordinate all patient care, which ensures
the highest -level treatment.
Dr. Oiler's wife, Ronnie, helps coordinate events called "Raising Healthy Kids" and "A
Day for Children", which offer families fun, health and behavioral screenings, and lecture
programs for health professionals and educators.
CALL TO ACTION
The opposition continues their effort to deny the residents of West -Central Broward a
state-of-the-art public hospital. We need your help. Please take the time to write a letter to
support the project or let us know about community events, meetings or groups who want to
know more about this project. For more information, call 954-355-4986. You can also learn
more about this project on the website at www,themedicalvilla e.or .
The North Broward Hospital District, providing service since 1938, is a nonprofit community health system
offering a full spectrum of healthcare services. The District encompasses more than 35 healthcare facilities
including Broward General Medical Center, North Broward Medical Center, Imperial Point Medical Center,
Coral Springs Medical Center, Weston Regional HealthPark and the Chris Evert Children's Hospital, The
District is a medical safety net for Broward County residents. For more information, please visit
www.browardhealth.org.
Nova Southeastern University (NSU) is the seventh largest independent, not -for -profit institution of higher
education in the United States. It awards associate's, bachelor's, master's, educational specialist, doctoral,
and first -professional degrees in a variety of fields, including: business and entrepreneurship, osteopathy,
dentistry, optometry, nursing, computer and information sciences, law, humanities, education, conflict
resolution, psychology, counseling, and family programs. The university also offers 16 undergraduate majors
through the Farquhar College of Arts and Sciences. The 300-acre main campus is located in Fort Lauderdale,
Florida and is home to the state's largest library facility. Additional NSU student educational centers exist in
Tampa, Orlando, Miami, West Palm Beach, and Jacksonville, Florida, and Las Vegas, Nevada. For more
information, please visit www.nova.edu.
2
FACTSHEET
The Medical Village Hospital at NSU:
While the Agency for Health Care Administration has initially denied granting the
Certificate of Need (CON) for the Medical Village Hospital at NSU, we now move
into the next phase in seeking the CON.
Under Florida Health Care Regulation, the decision made by the Agency for
Health Care Administration is strictly preliminary. A preliminary denial is very
common. Far more applications are turned down than are approved.
We are now moving forward with a second CON that addresses AHCA's
questions regarding the initial plan. This process is expected to take up to a year
during which we will continue to'educate the community about the many benefits
the Medical Village Hospital would bring to Broward County.
To better understand why this next step is needed, it is important to understand
the reasons sited for the preliminary denial.
In essence, the state called the hospital experimental and said it wasn't needed
in Broward County.
"Because the proposed concept is experimental in nature, and therefore
results unknown, the likely results of this experiment can merely be stated
to fall within a range to include at best what the applicant expects, and at
worst, a further dilution of utilization rates in the district and potential
staffing shortages at area facilities," the report stated.
Nothing could be further from the truth.
The CON application proposed to bring Broward County innovative programs
that the state itself has endorsed, including:
• A paperless health care system, with electronic medical records, the future
of all hospitals.
• Evidence based medicine, focused on outcome rather than process.
• A reduction in health care disparities, a priority of Governor Jeb Bush.
• Increased residency opportunities, aimed at keeping more physicians in
Broward.
• Strong community support. The state received 790 letters supporting the
hospital.
• Training more nurses and other critically needed health care
professionals.
The state's prediction of staffing shortages at area facilities is unfounded. In fact,
the Medical Village Hospital will create a pipeline to add 1,000 new opportunities
each year for nursing and allied health students to participate in clinical rotations.
Studies indicate that 50 to 75 percent of students stay in the area upon
completing their clinicals. That translates to a potential of 500 to 750 new nurses,
technicians, specialists, therapists and pharmacists each year for Broward
County hospitals. In light of the continuing statewide nursing shortage, that's a
win -win.
The state's argument against the need for a new hospital was unclear. The
Medical Village Hospital will not change the number of beds in Broward County.
Our plan calls for the transfer of 144 licensed beds from Broward General and
North Broward. But because of recent changes in the CON regulations permitting
the addition of beds without CON review, the report theorizes we'd transfer the
beds then immediately add them back. The state has the option to restrict the
addition of new beds as a provision of the approval but elected not to do so.
In addition, a need clearly exists for a public hospital in West Central Broward.
Establishing the Medical Village Hospital at NSU would bring the first public
hospital to an area currently underserved by a public healthcare system. As the
county's,safety net provider, the District is dedicated to making good care
accessible to all within our service area.
The North Broward Hospital District and Nova Southeastern University believe
the residents of Broward County would benefit from — and deserve — the many
programs and services planned for the Medical Village Hospital. Plans call for:
An Academic Medical Center- As an academic medical center, the
Medical Village Hospital will attract the brightest doctors, specialists,
researchers, residents, fellows, nurses and advanced practice nurses.
Patients will have more medical professionals involved in their care,
,devoting their combined energy to treatment and healing.
• Improved access to ER services in West Central Broward County -
Currently in west central Broward County, there is an overcrowding of
emergency rooms contributing to delays of patients being processed and
admitted or triaged to these hospitals. The Medical Village Hospital will
provide the needed capacity to improve access to emergency services.
Specialized Geriatric Programs - The Center of Excellence for Health
and Aging will fill gaps in the current healthcare delivery system for
Broward County's older adult population. It will include a 12-bed Acute
Care for the Elderly (ACE) Hospital Unit and a formal interdisciplinary
geriatric consultation service.
• Culturally Competent Healthcare - With specifically designed programs
and protocols, a focus on the training of culturally competent healthcare
professionals will improve the quality of care delivered to patients of
minority, racial and ethnic backgrounds who currently experience
disparities in accessing healthcare.
Opportunities to Educate and Train More Doctors for the Community
The North Broward Hospital District will apply for Residency Training
Programs in General Surgery, Internal Medicine and Emergency
Medicine at the Medical Village Hospital. Training in this geographic area
is critical for retention and recruitment of Broward County physicians.
Patient Information Centers and Library Resources - This will assist
patients and caregivers in finding the most authoritative, evidence -based,
best practice information available, whether via the NSU-subscribed
databases and electronic journals, or through the Internet, which will be
available in the patient rooms and from terminals located throughout the
facility.
Hospital Based Dental Services - A Program of Dentistry within a
hospital setting, adjacent to a fully accredited College of Dental Medicine,
is unique to the local area and will make important dental resources
available to residents in west central Broward County where none are
currently available.
Research and Development - Through the combined resources of the
North Broward Hospital District and Nova Southeastern University, the
Center of Excellence for Research and Development will be able to
generate the clinical knowledge and practices that will enhance care. The
research will bring about new medicines, materials and medical devices
as well as develop innovative clinical procedures, protocols and practices.
Center of Excellence for Orthopedic Sports Medicine - Surgeons will
incorporate the most advanced techniques and protocols to treat knee
and shoulder injuries as well as providing cutting edge arthroscopic
procedures in foot and ankle surgery, spine surgery and hand and upper
extremity surgery. It will house a Sports Medicine Institute designed to
treat patients from surrounding universities and local sports teams.
Training in Bioterrorism and Disaster Preparedness - Combining the
North Broward Hospital District's extensive disaster response plans and
dedicated manpower with Nova Southeastern University's Center on
Bioterrorism and Weapons of Mass Destruction will position the Medical
Village Hospital to be a leader in training of community resources and
hospital personnel in bioterrorism and disaster preparedness.
We know the community deserves this hospital and we intend to pursue the
necessary appellate process to bring the first academic medical center to
Broward County.
VISIT OUR WEB SITE
Get the latest news about the Medical Village Hospital. View photos and learn
about events in your area. Visit our Web site at www.themedicalvillage.org to
stay up to date with exciting developments of the Medical Village Hospital at
NSU.
The North Broward Hospital District, providing service for more than 50 years, is
a community health system offering a full spectrum of healthcare services. One
of the five largest public healthcare systems in the country, the District
encompasses more than 30 healthcare facilities including Broward General
Medical Center, North Broward Medical Center, Imperial Point Medical Center,
Coral Springs Medical Center and Chris Evert Children's Hospital. The District is
a medical safety net for Broward County residents. www.browardhealth.org.
Nova Southeastern University (NSU) is the eighth largest independent, not -for -
profit institution of higher education in the United States. It awards associate's,
bachelor's, master's, educational specialist, doctoral, and first -professional
degrees in a variety of fields, including. business and entrepreneurship,
osteopathy, dentistry, optometry, nursing, computer and information sciences,
law, humanities, education, conflict resolution, psychology, counseling, and
family programs. The university also offers 16 undergraduate majors through the
Farquhar College of Arts and Sciences. The 300-acre main campus is located in
Fort Lauderdale, Florida and is home to the state's largest library facility.
Additional NSU student educational centers exist in Tampa, Orlando, Miami,
West Palm Beach, and Jacksonville, Florida, and Las Vegas, Nevada. For more
information, please visit www.nova.edu.
BK`WNARD
- COUNTY
Ilene Lieberman
Commissioner, District 1
e-mail: ilieberman@broward.org
February 17, 2005
Jeffrey N. Gregg, Chief
Bureau of Certificate of Need and Financial Analysis
Agency for Health Care Administration
2727 Mahan Drive, Building 1, Suite 243
Tallahassee FL 32308
Dear Mr. Gregg:
Desiree H. Barnes, Aide
Sharon Kerbis, Admin. Coordinator
954-357-7001
FAX954-357-7295
I am pleased to write in support of the new hospital to be built by Nova Southeastern University and the
North Broward Hospital District.
As a Commissioner on the Broward County Board of Commissioners, the health and well-being of our
residents is a top priority. I am also a graduate of the Nova Southeastern University (NSU) Shepard
Broad Law Center as well as a long time resident of the west -central area of Broward County. Therefore,
I can speak knowledgeably about the needs of our community from both a personal and elected. official
perspective.
NSU will be building one of the most technologically advanced hospitals in the country. It will be a
digitally integrated "smart hospital" and will be a significant component in the education of the students
enrolled in the medical programs at NSU. The development of the hospital in this location will allow the
medical students and residents to apply their academic learning in the practice of medicine in an
enhanced clinical environment and under the supervision of experienced physicians at the hospital.
We have all heard about "medical miracles" and long for them when our loved ones are seriously ill.
But such advances are not really miracles, but are the culmination of continuing cutting edge research
that increases the scientists understanding of human illness and forms the foundation for major medical
advances. NSU envisions developing a research hub in Broward by partnering its research with those of
other institutions. NSU is a leader in technology and is part of the Lambda Rail, a fiber optic network
providing instant data transfer between research universities. The District will also have access to NSU's
technology.
The location of a hospital in the west -central part of our County will greatly benefit the residents of the
area, in particular those who are uninsured or under -insured. Those residents who are eligible to receive
tax assisted care at a North District facility must currently travel east to one of the District's hospitals to
receive the care they need and for which they are qualified.
Board of County Commissioners, 115 South AndrewsAvenue, Room 41.7. Fort Lauderdale, Florida 33301 1801
The North District has been fulfilling their mission of providing for the health care needs of all members
of our community for over 60 years and I support them in their efforts to provide the benefits of a public
hospital to the west -central Broward community.
I am also excited about some of the programs the hospital will be providing such as their focus on
cultural diversity and seniors. Both the Hospital District and NSU already have programs that serve older
adults and by combining their resources, residents will have access to comprehensive services. These
services include not only medical care, but also counseling and help in coping with the challenges they
face as they get older. In addition, both institutions have a strong track record of providing programs
that are culturally sensitive and that focus on diversity. Programs will be implemented at the hospital to
target these diverse populations and assist them in addressing the specific needs of their particular ethnic
group
I strongly encourage you to approve their application for a Certificate of Need for the new hospital at
Nova Southeastern University.
Since ly,
�T
?l1 r
r
Ilene Lieberman
Commissioner, District 1
ILM/ slk
Health Care
South Florida Sun -Sentinel Editorial Board
June 24, 2005
ISSUE: The state rejects a proposal to build a teaching
that would help South Florida.
It's disappointing that the Agency for. Health Care Adm istration has rejected a proposed
teaching hospital that would help train health-care professionals desperately needed in the
region. The project's backers, Nova Southeastern Unive rsily and the North Rroward Hospital
District, should continue their efforts by appealing Aki A's decision.
A sticking point in the $200 million project is AHCA's worry that too many hospital beds -- 45
percent, on average -- aren't regularly used. Given such a high rate, AHCA and the hospital
systems already operating in Droward County, are correct to ask why another hospital is needed.
The answer lies partly in that the NSU and hospital dis rict project fills a need for a teaching
hospital. There aren't enough solid physicians and care ivers as it is, and population growth in
South Florida, and the state for that matter, is going to equire even more well trained doctors
and health-care providers.
In addition, hospital district officials sought to address a overcapacity issue by offering to close
144 beds in its current hospital chain, so the net increase from the facility at the university's
Davie campus would be zero. AHCA is unconvinced, claiming the hospital district might simply
reopen those beds later on. Perhaps the hospital districl can find a way to offer greater
reassurance.
Hopefully, the administrative judge reviewing the app al will better understand that the benefit
in the NSU-NRHD Medical Village, as the project is fled, is its ability to train and prepare
health-care professionals to address growing medical leeds.
Focusing on the prospects for 144 beds, even in the fa a of an offer to transfer them from one
hospital to another, as NBTiD did, seems to miss the p Dint. The public would benefit from an
appellate process that is a bit more open-minded.
ROTTOM LiNE:.The Medical Village's benefit is its
hospital beds should be resolved.
Copyright ® 2005, South F rida Sun-."entinel
ng hospital. The concern over unused
FILE No.126 04/09 '06 21:01 ID:GOVT RELATIONS
1
FAX:9543554774 PAGE 2
• +
ision
W1. " 0 A R D
a communiy
economic dowlop"w# partnership
Agency for Health Care Agency
Tallahassee, FL
Mr. Jeffrey Gregg
Bureau Chief
April 7, 2005
Dear Mr. Gregg,
Please accept this Correspondence as a Letter of Su
Hospital District Medical Village Hospital from the Ex
support the establishment of the proposed Hospital 1
enhance the quality of life of our citizens. This Hosp
and enhance major medical research in Broward Ca
115 South Andrews Avenue, Suite A-540
Fort Lauderdale, Florida 33301
954-357.6155 • FAX 954-357-5674
ort for the proposed North Broward
:utive Board of VisionBROWARD. We
central western Broward County to
al would also stimulate economic growth
nty.
In 2003 and 2004, over 700 leaders from the privato and public sectors in Broward County
came together to create a new economic vision fort a county. This community economic
development -visioning project, known as VisionSRO ARD, led to the creation of a strategic plan
to guide the county through 2020.
As participants of the VisionBROWARD Executive Cor1nmittee,
we can attest to the fact that the
vast majority of the members of VislonBROWARD ag
eed how important the improvement of
health care access and quality was to the critical, Io
g-term viability and prosperity of Broward
County. Based upon this overwhelming, countywide
upport, VisionBROWARD recommendations
included the following policy statements to better ou
health care system:
+ The high quality of life and image of South Florida as a healthy -and safe- place to live,
work, and raise families must be promoted and fostered. This extends to high quality
medical and wellness care and advanced medical and biosciences research facilities.
» The county and its municipalities shall i
public cooperative to coordinate long
mechanisms that address a number of im
+ We must develop or attract a major medical
of Broward County as well as provide additio
and fund a public, private, and quasi -
infrastructure planning and funding
elements including health care.
;earth center that will enhance the image
revenue for the county.
• Broward County 2020 was visualized as a c mmunity with mixed -use town centers that
were linked by a mass transportation netwo , higher education standards that attracted
key biotechnology and business, and a cen er of excellence in health care and marine
biology.
• Government and business partners shout
necessary to improve "quality of life" issu
faculty for Broward County colleges and un
and engineering.
collaborate together to take all steps
and to support attracting and retaining
rsities, especially in the areas of science
♦ FILE No.126 04/09 '06 21:01 ID:GOVT RELATIONS FAX:9543554774 PAGE 3
0
< .r
In making these recommendations we have asked all members of our community to embrace
this vision. This requires a coordinated, effort to improve existing Healthcare opportunities thus
make Broward County a prime destination for new businesses and families. It is because of this
i vision that we are writing to you to voice our strong upport for North Broward Hospital District's
Certificate of Need for the Medical Village Hospital at Nova Southeastern University.
A state of the art hospital integrated into a doctoral research university will provide a new level
of health care for our citizens through the development and delivery of innovative and evidence -
based treatments and medicines. We also hold that the new hospital would enhance the current
research initiatives in Broward as well as attract new complementary biomedical and biotech
businesses to South Florida. The new facility will offer medical research options not currently
available at existing hospitals and clinics.
We the members of the VisionSROWARD Executive
of North Broward Hospital District in its applicatic
hospital with Nova Southeastern University in centr
will create a health care solution that can meet the
of Broward County.
VisionBROWARD Executive Committee
Si cerely,
f
ene Lie an
Lonnie Maier
Commiss' er
Fast Chair
Broward C unty
The Broward A
:ommittee are in full support of the efforts
i for creating a research and acute care
i1 Broward County. We believe this project
jrowing demands of the diverse population
ince
Shaun M. Davis.
Economic Development Chair
The Broward Workshop
RD
couNTr
Ilene Lieberman
Cc nn7i5�iorier, District 1
t rlujil ilieberrriarr7br��+r�ard org
September 9, 2005
Chief Jeffrey Gregg
Bureau of Certificate of Need and Financial Analysis
Agency for Health Care Administration
2727 Mahan Drive, Building 1, Suite 243
Tallahassee, FL 32308
Dear Chief Gregg:
I am writing to express my frustration with your denial of CON #9839, filed by the North
Broward Hospital District, requesting approval for a new hospital to be built on Nova
Southeastern University's (NSU) campus in Davie, Florida.
As a Commissioner on the Broward County Board of Commissioners, I am committed to
the health and well-being of our residents. I 'am also a graduate of the Nova
Southeastern University (NSU) Shepard Broad Law Center as well as a long time
resident of the west -central area of Broward County. Therefore, I can speak
knowledgeably about the needs of our community from both a personal and elected
official perspective.
The Medical Village Hospital at NSU will offer additional training locations for medical
residents, RNs and. other allied health professionals, creating the opportunity for up to
1,000 new nursing and allied health students to participate in clinical rotation. This will
help alleviate the very serious shortage of health care staff in our community. Please
be advised that from 2003 -2004, close to 750 Broward County residents engaged in a
planning charette called Vision Broward. This facility is an important component of the
Health and Safety Task Sub -committee's recommendations for a Healthier Broward
County.
The facility will be also be a digitally integrated "smart hospital" and will be a significant
component in the education of the students enrolled in the medical programs at NSU.
The development of the hospital adjacent to the medical school will allow the medical
students and residents to apply their academic learning in the practice of medicine in an
enhanced clinical environment and under the supervision of experienced physicians at
the hospital.
Board �t C o,,u sty Coninwsioners. 1.15 South Andrews Avenue, Room 417, Port Lauder l,ii,
The location of a hospital in the west -central park of our County will greatly benefit the
residents of the area, in particular those who are in need of public hospital services
because they are uninsured or under -insured. These residents must presently travel
quite a distance east to one of the North District facilities. The District presently
provides 72% of the uncompensated care in their service area; this facility will help them
fulfill their mission of providing care to all of the residents they serve.
The North District has been fulfilling their mission in our community for over 50 years
and I support them in.their efforts to provide the benefits of a public hospital to the west -
central Broward community. I strongly encourage you to approve the North Broward
Hospital District's application for a Certificate of Need for the new hospital at Nova
Southeastern University.
cerely,
Ilene Lieberman
Commissioner, District 1
ILM/dhb
VisionBROWARD Final Report
VisionBROWARD
Final Report of the
Health and Safety Task Force
April--2004
i
a communiiy
economic development paMership
Submitted By; Task Force Co -Chairs
Bob Burton - North Broward Hospital District
George Cann - Alternative Home Health Care
Jim McKinley - McKinley Financial Services, Inc.
B VAID .
NSUS°"A
COUNTY SOUTHEASTERN
123 UNIVERSITY
VisionBROWARD Final Report
6. Healthcare & Safety Taskforce
Executive Summary
Taskforce Members
Many people contributed to this taskforce. All should be thanked. The following members also
contributed to the final preparation of our final policy recommendations:
Steve Stiffler Scott Spages Nancy Thomas
The co-chairs wish to thank these individuals especially for their efforts.
The following people actively participated in our taskforce process and the co-chairs wish to
thank them for their efforts and contributions.
Cyril Blavo, DO
Jim McKinley
Bob Burton
Debbie Mulvihill
Ralph Campbell
Cynthia Peterson
George Cann
Ann Platt
Mario Careaga
Lisa Powell
Mel DiPietro
Nancy Thomas
James Drake
Henry Thompson
Jose Guevarez
Irving Rosenbaum
Kenneth Johnson, DO
Marcia Sherry
Armand Katz, MD
Steve Stiffler
Sylvia Knight
ScottSpages
Shari McCarthney, Esq.
John Werner
We would, also, like to express our thanks and appreciation to Dr. Jack Pinkowski and Devin
Avery for providing invaluable support and for serving as role model "Task Masters."
Process & Research
Over 50 individuals attended one or more taskforce meetings with approximately 25 people
actively participating in the development of the final report. Eight group meetings were held for
the taskforce as a whole. There were numerous other meetings held for smaller working groups.
The co-chairs also met on an ad -hoc basis to review the groups' progress.
Many group members contributed data and research they had conducted for other projects. Data
was also taken from the Broward District Health Plan 2003 — 2006 developed by the Broward
Regional Health Planning Council and approved by the state.
a 11 "WARQ A�k.
INOw
COUNTY NSU
OUTHEAMRV
124 UNIVERS1"TY
VisionBROWARD Final Report
This final report focuses primarily on potential healthcare industry contributions to the future
economic development in Broward County.
Driving Question for the Taskforce
Our taskforce worked to answer one key question in our deliberations:
HOW CAN HEAL THAND SAFETY CONTRIBUTE TO THE
ECONOMIC GROWTH OF BROWARD COUNTY?
When we focused on this question, many other questions regarding healthcare were not
consistent with this charge; such questions as:
• How can we improve the quality of healthcare?
• How can we improve the accessibility of healthcare?
• How can healthcare be improved for the young, the old and the uninsured/under
insured?
One of the greatest challenges for this taskforce was to stay focused on the economic
development purpose and not move into healthcare and safety system reform issues.
VISION STATEMENT
BROWARD COUNTY WILL BE KNOWN AS A HEALTHY AND SAFE PLACE TO
LIVE. FULFILLING THIS VISION WILL HELP BROWARD COUNTY IN
RETAINING EXISTING BUSINESSES, ATTRACTING NEW BUSINESS AND
EXPANDING EXISTING BUSINESSES.
POLICY RECOMMENDATIONS
Our taskforce discussed numerous policy recommendations. Many good ideas were considered
but all the ideas could not be presented. We settled on four policy recommendations.
1. Create The Image And Reality Of Broward County As A Healthy And Safe Place To
Live.
This is our most broad and challenging policy recommendation. Yet if fulfilled, this could be
a major contributor to providing an improved Quality of Life and its promotion would
support broader economic development initiatives. If Broward were able to cultivate the
image of a place where major health related events were held, where the community was
active and focused on health and wellness, and our infrastructure, including our schools,
A NOVA
B COUNTY SOUTHRASTERN
Emmffmv�125 NSUUNIVERSITY
VisionBROWARD Final Report
businesses and public spaces, were supportive of these values, this would be a tremendous
inducement for businesses to locate in Broward County. This recommendation could be
integrated with the Redevelopment and Quality of Life Task Force recommendations if
deemed appropriate.
Key Reasons Supporting Taskforce Recommendation # I
A. Businesses will be attracted to a community that offers the potential for their employees to
enjoy the greatest possible degree of health and safety resulting in improved wellness
measures such as low absenteeism and relatively low insurance claims for
employees/dependents. This action has the potential for lowering corporate costs and
improving profitability.
B. Employees will be attracted to a community that offers them and their dependents the
greatest possible health and safety benefits including worksite, school -based and residential
environments supportive of health and safety.
C. Additional revenue can be generated in Broward County through the staging of
internationally promoted health -related events including sports/fitness competitions and
expositions of health products, medical technology/services/ treatment, and
prevention/wellness.
2. Develop A Self -Funded Community -Based Health Insurance Program.
There are models of such self -funded programs locally and nationally. By self -insuring the
healthcare needs in a not -for -profit model, the benefits could be significant. This model
could eventually provide less costly health insurance coverage for many organizations in
Broward both large and small. There are two key benefits with this model. One, it will
provide a stable source of healthcare coverage in this time when many companies are not
sure they will be able to purchase healthcare coverage from one policy period to the next.
Two, if the program reaches a critical size, the self -funded coverage will cost less to the
participating owners than the existing premiums for similar coverage.
Key Objective of Taskforce Recommendation # 2 and Action Plan
Objective
Control the health coverage cost for businesses (public and private, large and small) and for
citizens of Broward County by utilizing the three profit centers into funds for a public/private
medical alliance.
A. Broward County Commissioners Take the Lead
ARD ~.
COUNTY UQU (U `THEASTERN
126 110 UNIVERSITY
VisionBROWARD Final Report
A committee should be established with both public and private employers and other empowered
organizations to develop a health coverage plan. Representatives from the following
organizations should be invited to participate in this effort:
• Broward County Government;
• The School Board of Broward County;
• All private businesses with 2,000 or more employees in Broward County;
• North Broward Hospital District;
• Memorial Healthcare System;
• The insurance agent/broker community;
• The major chambers of commerce;
• Major labor unions; and,
• Cities with 2,000 or more employees in Broward County.
The Healthcare and- Safety Task Force feels that the Broward County Government should take
the lead and .be the base organization for this endeavor. We believe that public and private
businesses of 2,000 employees or more are the key participants to start this program as these
employers would have more reliable claims information and data needed to formulate accurate
projections. Obviously, with the School Board of Broward County being the largest single
employer in Broward County, this effort can only be more beneficial with their support of this
program. It should be pointed out, however, that, if the School Board doesn't wish to participate,
it would not jeopardize the success of the program.
It is also important to have invitations extended to both public hospital districts as their
contributiop will greatly influence the final outcome. The insurance agent/broker community
and the major chambers of commerce should also be invited to join the initial committee
organization. The major labor unions should also be invited to participate because as the
coverages and benefits are developed, their input would have a great impact on their members
B.. Collection of Data
The committee should collect data from all interested entities from both public and private
employers with over 2,000 employees.
As stated above, the Task Force feels that the recommendation of using employers, both public
and private of 2,000 employees or more, would provide the most accurate claims data and
actuary information needed to establish precise projections for this type of medical plan. The
collection of data is predicted to be a very time consuming and possibly difficult task but the
largest employers can demand this information from insurance companies and receive it in a
much quicker fashion than smaller firms.
C. Develop Coverage and Benefits
BK"ARD OVA
COUNTY MQU SOUTHEASTERN
127 UNIVERSITY
VisionBRQWARD Final Report
The participants of the committee would develop a plan of coverage and benefits including stop
loss to be offered through this health alliance trust.
This will be the most difficult task that the committee will have to undertake -- to develop and
agree on coverages and benefits. There will be several different employers participating and
each employer will have a variety of coverages and benefits on their list of priorities. The
committee will try to establish one common plan with a few variations for the good of all the
participants.
When this type of endeavor has been tried in the past by just a few employers, the goal often gets
lost with personal and individual agendas. It will be important that everyone keeps in mind that
the ultimate goal of this committee will be to establish coverage and benefits that would lead to
an economic benefit for all participants.
D. , Actuary Report
Once the coverage is established, that information, along with all collected data, would be
submitted to a certified actuarial firm for pricing of a self -insured program.
It is a recommendation of the Task Force that a major actuary firm be contracted to do the
actuary report. This actuary report would include the rate breakdown for various benefits and
would include projections on the claims loss using different desired stop loss coverages as well
as establish a premium structure for this type of plan.
E. Establish a Health Alliance Trust
Membership to this trust would be offered to all private and public entities with 2,000 or more
employees that were part of the initial fact-finding effort.
The Task Force recognizes that some of the initial invitees may elect not to join this health
alliance to provide coverages for their employees. In this case, the actuary report, because of the
base group which we recommend be the Broward County Government and any of the other
2,000 plus employers, would still be actuarially sound.
It should be emphasized that the developed coverages and benefits on which the actuary report is
based should not be altered for the first two years.
F. Funding
It would be necessary to identify organizational seed money and initial funding for an actuary
report. Following are the projections that the Task Force feels necessary to establish this
program:
a. Coordinator Consultant.............................................$10,000
B � ARD
SOUTHEASTERN
ourHEAsT1:RN
NSULNIVERSITY
128
VisionBROWARD Final Report
b. Supplies, Miscellaneous Expenses................................2,000
C. Actuary Report...........................................................40,000
Total..........................................................................$52, 000
The Task Force recommends that the Broward County Board of County Commissioners supply
the initial funding for this project and that membership to the health alliance trust be established
at a one-time $1,000 membership fee for the participants of the program.
NOTE:
This Self -funded, Community -based Medical Program would be expanded in future years to
include smaller employers, both public and private. This would lead to an economic benefit for
all Broward County residents and businesses.
KEY CONCLUSIONS REGARDING RECOMMENDATION 42
More government and private entities are moving to self -insured medical plans because the
employer controls the plan. We also believe that services will be better because the vendor
works directly with the employer. Approximately 70% of all workers in the United States are
covered by a self -insured medical plan. Self -funding medical insurance plans offer obvious
advantages over purchasing fully insured plans. Self -funding creates a positive cash flow instead
of pre -paying medical expenses.
A self -funded employer pays claims as they are incurred. Often, there is a 30 to 90 day lag
between incurred date and the date of payment. In addition, the reserves are held by the
employer rather than by the insurance company. When the claims experience is provided by the
carrier, there is no way of actually knowing what these losses are and how they relate to an
individual employer. An example of this is claims experience including capitation, as these are
fees paid regardless of whether or not service was provided to the participants. In self insured
plans, claims are paid by the fee -for -service method.
There are multiple income sources on medical plans and, with a self -insured medical plan, this
income would now be passed on to the Trust. Examples of this are the interest income,
discounts, and rebates. Another area of great savings of a self -insured plan is that a premium tax
would not have to be paid. This would result in approximately 2% of premium. Claims, whether
they are with insured plans or self -funded plans, will be the same. On a large group such as this
alliance that is being proposed consisting of a group of more than 5,000 employees, claims are
very predictable and will not vary from year to year.
With a self -funded medical plan, employers have complete control and they know where their
money is and know what it is being used for. If the medical claims are less than the pre-
determined amount for the year, the employer keeps the money and it is not profit for the
insurance company. The cost savings that go with a self -funded medical plan will come with the
BVP'NARD -�`'l
C3t�%iTY SOUTHEASTERN
129 NSUUNIVERSITY
VisionBROWARD Final Report
reduced cost of the over-all administration of the medical plan as they will be less in most cases
than the insurance company.
3. Develop A Broward County Physicians Malpractice Insurance Program.
This concept would create a new company owned by participating physicians. They would
in effect be joining together to provide insurance for themselves. A member of the taskforce
came to the group having already completed the actuarial studies for this model for Broward
County (see Appendix 1). Currently Broward County is losing many physicians due to the
lack of affordable malpractice insurance. Many other doctors are still practicing but without
any malpractice coverage. This model is already in practice in many areas around the
country, including a group of physicians operating in the Memorial Healthcare System in
Broward County.
Key Objectives of Taskforce Recommendation # 3 and Action Plan
Objectives
A. To provide Broward County residents with piece of mind knowing that every physician is
maintaining insurance.
B. Provide physicians an affordable and stable outlet to purchase insurance.
C. Preserve Broward County as an attractive workplace for physicians.
D. Foster economic growth and uphold economic stability within the healthcare industry.
Supporting Data / Information
A. Palm Medical Group, Inc., Business Plan, A Captive Medical Malpractice Insurance
Program: Appendix 1.
B. Performa Projections for Proposed Captive Summary of Premiums, Losses and Expenses,
Madison Consulting Group, Inc.; www.MadisonV,,.com.
C. Competitive price information for South Florida from the Medical Liability Monitor;
www.Medicalmonitor.com.
D. A summary of the results of a survey of targeted physicians in the Dade, Broward and
Palm Beach Counties; Florida Health Administrators 6499 Powerline Rd. Ft. Lauderdale,
FL 33309.
Reasons
Physicians are leaving the County to practice elsewhere do to the high cost of malpractice
insurance.
B% q'' NA NOVA
;W COUNTY
NSU SOUTHEASTERN130 UNIVERSITY
VisionBROWARD Final Report
A. Physicians are providing medical care to residents without Florida state -mandated
malpractice insurance.
B. Similar insurance companies exist within the county and through out the United States.
Strategies / Actions
Planning and Development
a. Identify and focus objectives for the insurance program, which might include:
• Provide a self-insurance mechanism for Broward County practicing physicians.
• Provide a mechanism through which to pool risk with others.
+ Facilitate access to commercial insurance above self -insured limits.
• Achieve regulatory compliance utilizing a self-insurance methodology.
• Provide coverage for third parties.
b. Determine the type of coverage to be provided:
• Occurrence or claims made.
• Policy limits.
+ Combined or individual policy limits.
• First dollar coverage or deductible.
• Coverage for affiliates of Broward County physicians/physician groups and their
ancillary employees.
• Total or partial pooling.
+ Funding strategy.
o Tail coverage for participants with claims made coverage.
a Limits of insurance required.
Fronted or direct issue program
• Compliance with applicable state law.
If fronted, security requirements of front:
o Letter of credit;
o Escrow account;
a Retrospective premium assessments; and/or,
a Reserve certification.
d. Federal tax issues
• U.S. income taxation.
• Federal excise tax, if offshore.
• Controlled foreign corporation status, if offshore.
• Deductibility of premiums by taxable entities and individuals.
• Treatment of Subpart F income, if offshore.
BI Ann
A% COUNTY � rui
U
SOUTHEASTERN
MMMKMCW�131 L;NIVIMSITY
VisionBROWARD Final Report
-- �� :I li7 - ����IIi1�����1iP119jII��lUplll
e. State regulatory issues
• Avoidance of or compliance with state insurance laws.
• Avoidance of or compliance with state securities laws.
f. Feasibility report
• Consideration of alternative approaches.
• Ability to achieve sponsoring organization's objectives.
• Development of implementation timetable.
2. Formation (120 Days from start to initial operation)
a. Corporate structure of the company
• Stock ownership.
• Board composition.
• Committee structure.
• Participation by other health care providers, if applicable.
• Inclusion of segregated accounts and separate risk pools.
b. Insurance licensure
• Preparation of license application.
• Development of corporate articles and bylaws.
• Development of shareholder agreements, if multiple shareholders.
c. Development of funding strategy
• Review of actuarial report.
• Allocation of funding among participants.
• Treatment of surpluses or deficits in funding.
d. Development of insurance program documents
• Insurance policies (see Appendix 1).
• Reinsurance agreements.
• Depository and investment agreements.
• Risk management/claims service agreements.
• if fronted, security documents.
e. Consideration of operational matters
• Engagement of program manager.
• State and federal securities law considerations, if applicable.
• Selection of auditors.
• Financial reporting implications of program on sponsoring organization.
• Identify distribution channels.
3. Initial Operations
B VARQ NOVA
COUNTY MQU SOUTHEASTERN
l32 UNIVERSITY
VisionBROWARD Final Report
a. Meeting of incorporators
• Initial meeting of directors.
• Execution of insurance program documents.
• Development of corporate policies (see Appendix 1).
• Eligibility (see Appendix 1).
• Underwriting (see Appendix 1).
• Allocation of funding.
• Tail coverage, if claims made.
• Adoption of banking resolutions.
• Development of investment policy.
b. Funding / Funding Sources
• $1,000,000 upfront capital contribution from Broward. County Board of
Commissioners.
• Payment of participation fees for the first two years from a two-tier schedule
respective of medical specialty (see Appendix 1).
• $4,000 for low risk specialties per policy.
• $8,000 for high -risk specialties per policy.
• $40,000 Actuary Report.
$10,000 Coordinator Consultant Fee.
• $5,000 Miscellaneous Expenses.
4. Develop Or Attract A Major Medical Research Center That Will Enhance The Image Of
Broward County As Well As Provide Additional Revenue For The County.
As Palm Beach County will benefit from the Scripps Research Institute, Broward could
benefit as well from a stronger presence in medical research. There are already significant
levels of medical research occurring through Nova Southeastern University's Allied Health
Sciences Division and Florida Atlantic University's new Research Center in concert with the
local healthcare community. These initiatives go largely unnoticed and unknown to the
Broward County Community. Collaborative relationships between. NSU, FAU and the
Scripps initiative are under consideration. These initiatives should be promoted in a more
formalized entity and utilized in the expansion of existing related businesses and attracting
new related complimentary businesses.
Key Reasons Supporting Recommendation #4
A. Broward is developing a significant educational infrastructure. There are a critical
number of facilities co -located in the Davie area: Nova Southeastern University, Broward
Community College and Florida Atlantic University are all adjacent. This is a perfect
environment for a medical research institute to be located.
� 11VARD NOVA
CouNTY NSULNIVERSITYSOUTHEASTERN
133
VisionBROWARD Final Report
B. We are already seeing the benefits, both tangible an intangible that are going to accrue to
the Palm Beach area with the locating of the Scripps Research Institute. Broward can
both develop new business as well as enhance its image in the medical community with
the development of a medical research institute within our county boundaries.
C. Such an institute, besides enhancing our image, would generate new jobs and revenue for
the Broward area. Also, there would be a certain amount of "spin-off' industry created to
support the institution throughout our community. Broward expects to benefit from the
Scripps Institute, which will be located nearly 40 miles away.
D. There is a growing need for medical research.
• Priorities for the National Institutes of Health (NIH).
• Priorities for the pharmaceutical industry, which is a significant source of grant
funding.
• Aging/gerontology with south Florida having such a high.concentration of seniors.
• Dental issues because Nova,already has a growing dental school.
• "Wellness" is also an emerging growing industry, in the United States; health habits
in our country are already starting to cause a decline in the life expectancy of our
youngest generation.
Key Strategies / Actions
A. Form a taskforce representing organizations key to attracting research opportunities
independent of and/or in concert with other research 'institutes such as the Scripps
Research Institute being developed in Palm Beach County. Such organizations should
include:
B.
C.
D.
E.
F.
• Nova Southeastern University.
• Florida Atlantic University.
• North and South Broward Hospital Districts.
• Existing private businesses involved in medical research and development.
• Key pharmaceutical firms.
• Other support businesses.
Identify research initiatives that are already existent in key Broward County
organizations to form a base for attracting other research opportunities.
Define other opportunities for medical research through contacts with NIH,
pharmaceutical firms etc.
Define structure required to support a more formal collaborative institute entity.
Define resources required to support institute development.
Time Frames for Strategy / Actions Implementation
��\I/
B ARD NOVACOUNTY NSUUNIVERSITY
SOUTHEAS'TERN
134
VisionBROWARD Final Report
�'-' ��� il�l�l�rl IIII�Ir�l�llll I�Illlrlll
• Formation of taskforce - 3 months.
• Define organizational structure - 2 months.
• Inventory current research initiatives - 6 months.
• Define other research opportunities - 6 months.
• Define resources required - 3 months.
G. Funding Requirements / Potential Sources of Funding
• Funding sources: Collaborative partners and grant funding sources, i.e.: NIH.
BR*
�D17)
COUNTYtw NOVA
NSUSOUCOUNTYSnurtrFAs�r1:RN
135 UNIV RSIT'Y
VisionBROWARD Final Report
All Appendices Appear in Separate Files in a Supplementary Volume
Appendix 1
Captive Medical Malpractice Insurance Program in Broward County actuarial study
titled `Palm Medial Group, Inc., Business Plan."
Appendix 2
"Healthy People in Healthy Communities: A Community Planning Guide Using Healthy
People 2010." Office of Disease Prevention and Health Promotion, Office of Public Health and
Science, U.S. Department of Health and Human Services.
Appendix 3
"STEPS to Neighborhoods of Wellness Program in Broward County." Broward Regional
Health Planning Council, Inc. Program Announcement 03135 — Steps to a Healthier US.
Appendix 4
"Proof Positive." The Wellness Councils of America Presents a WELCOA Expert
Interview: Proof Positive, Wellness Councils of America, Omaha, NE.
Appendix 5
"Civic Success. Absolute Advantage: November- December 2003."Wellness Councils of
America, Omaha, NE.
Appendix 6
WELCOA Mission: Working Well, Wellness Councils of America, Omaha, NE,
available http://www.welcoa.org/consulttrain/mission_php.
ADr)
w NOVA
COUNTY NSULNIVERSITY
SOUTHEASTERN
13b
V
STOP
STOP
STOP
BETTER FOR BROWARD PLAN
Our five point alternative to the $200 Million dollars that is being borrowed and
spent on an UNNEEDED hospital in Davie, Florida.
1. More Care
Build more Primary Care Clinics (PCC) and expand the clinics that already exist.
Specialists such as dentists, OB-GYN's and dermatologists should be on call at
the PCC's.
2. Less Wait
PCC's should be staffed with more doctors and nurses. The District should also
build a better transportation service so those who are sick can receive
comfortable transportation directly to the clinic or hospital.
3. Community -Building
Any NSU partnership should have our future doctors and nurses go out into the
community and care for neediest among us. Doctors or nurses go out into the
community and check up on those who may be ill but bedridden or
ashamed/afraid to go to the PCC's.
4. Ahead of the Curve
Diseases such as childhood obesity and diabetes are striking the poor at higher
rates. The District should host "Healthy Food Festivals" in the communities to
show residents how to shop and prepare for healthy food.
5. Urban Renewal
A healthier economy depends on a healthy workforce. The money we invest in
the health of our fellow residents will make better returns for our county than an
unneeded hospital.
(0 2006 Coalition for Quality Healthcare & Accountability j
-��0jdCQZC(0(A/)�aU-, C001
COALITION FOR QUALITY HEALTHCARE &
ACCo t1NTABILITY
3542 Cocoplum Circle Coconut Creek, FL 33073 (954) 829-2238
Mission Statement
The Mission of the Coalition for Quality
Healthcare and Accountability is, first and
foremost, to ensure that quality healthcare is
available to those who are indigent. The Coalition
is also committed to ensure that tax dollars used
for indigent healthcare are being used efficiently
by healthcare providers, without waste,
negligence, corruption and malfeasance.
r
Ir
COALITION FOR QtjALITY HEALTHCARE &
ACCOUNTABILIrITY
3542 Cocoplum Circle Coconut Creek, FL 33073 (954) 829-2238
Bad Medicine: Not -So -Fun Facts About the
North Broward Hospital District
In January 2004, while in the midst of staff and budget cuts, the Hospital District's
Board of Commissioners approved of a 48% pay increase for CEO Wil Trower.
Trower became the third highest paid public employee in the State of Florida, behind
Florida State football coach Bobby Bowden and basketball coach Leonard
Hamilton. He also makes more than any public or private hospital CEO in South
Florida. (Sun -Sentinel, 1/24/04)
2. The North Broward Hospital District is an $825 million enterprise, with four
hospitals and $14 million in net income. In comparision, the South Broward
Hospital District is an $835 million enterprise, with four hospitals and $60 million
in net income. However, its CEO Frank Sacco only gets paid $360,000 a year, about
$240,000 less than Wil Trower. (Modern Healthcare, 2/2/04)
3. The Hospital District spends money like it's going out of style. Then it cries pauper
when its Board of Commissioners vote to raise your property taxes. The North
Broward Hospital District now charges the maximum rate $2.50 per $1,000.00 in
assessed property value. (Sun -Sentinel, 7/22/04)
4. From 2001-2003, the Hospital District has spent:
MILLIONS OF DOLLARS in no -bid contracts, which if the District had sought
bids, the costs of those contracts to the taxpayer would decrease
(Sun -Sentinel, 11/18/04)
MILLIONS OF DOLLARS in bad loans
(Sun -Sentinel, 3/28/02)
$1.25 million in hotel and banquet hall expenses at resorts like the Breakers, the Four
Seasons and the Ritz Carlton.$109,000 on brunches, parties and golf outings
(New Times, 2/ 12/2004)
$250,000 given to local chambers of commerce and other organization
(New Times, 2/1.2/2004)
$18,1.86.50 paid to Muvico for 3,637 movie tickets for its employees
(New Times, 2/12/2004)
T
T
COALITION FOR QUALITY HEALTHCARE &
ACCOUNTABILITY
3542 Cocoplum Circle Coconut Creek, FL 33073 (954) 829-2238
5. In November, 2004, the NBHD awarded a $16 million no -bid contract to Dr.
Steven Scott to supply physicians and nurses to the District. They did this
knowing that Dr. Scott ran his last company into BANKRUPTCY. Further, if
they had opened the process up for bids, the District would have saved
Broward taxpayers AT LEAST TWO MILLION DOLLARS.
(Sun- Sentinel, 11/18/04)
6. The North Broward Hospital District has consistently raised property taxes for
Broward residents, but had failed to pay its own property taxes, totaling over
$13 million.
(New Times, 8/26/04)
7. A cardiologist at the District, Dr. Michael Chizner, gets paid $1 million a year
and has a clause in his contract that says he WILL TREAT NON -
INDIGENT PATIENTS ONLY. They waste a million dollars on someone
who will never treat the very people the District is bound to protect. Sad. Very
sad.
(New Times, 8/26/04)
8. In June, 2004, the North Broward Hospital District agreed to pay $16.5
MILLION to subsidize the Miami Dolphins and Florida Marlins sports
medicine programs — giving money to rich athletes that shouldgo towards
healthcare for the poor.
In the midst of budget and staff cuts, the Hospital District will pay the
Dolphins and Marlins team doctor, Dr. Daniel Kanell, and his partner an
annual salary of $665,000 each.
The District claims that it needs to raise taxes in order to cover, what it claims
to be, $200 million in indigent healthcare. Yet, it always seems to come up with
the cash to make very bad business deals and engage in the worse kind of
cronyism since Tammany Hall.
CQHA
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Hospital District
PTA
BGMC
NBMC
IPMC
CSMC
WRHP
SIB•
Allergy and Immunology
Alternative Medicine
•
•
Audiology
Behavioral Health
Electroconvulsive Therapy
Emotional Wellness Support Group
Inpatient Unit
Outpatient Counseling Services
Best Choice Plus (Provider Network)
Brain Attack (Stroke)
Cancer
Adult Hematology/Oncology
Pediatric Hematology/Oncology
Cancer Center(s), ACOS approved
Cancer Data Centers
Cancer Support Groups
Chemotherapy
•
•
Comprehensive Breast Center
Clinical Research Trials
H. Lee Moffitt Cancer Center & Research
Institute Affiliation
•
•
•
Palliative Care Program 'separate units
•"
•"
Hospice •separate units
•'
•'
Surgical Oncology
Radiation Therapy
Genetic Testing
Cardiology
0
0•
Anticoagulation Clinic
Cardiac Data Center
CHF Clinic (Congestive Heart Failure)
Cardiovascular Intensive Care Unit and
Open Heart Unit
Cardiovascular Research
Cardiac Arrhythmia Management
Coronary Angioplasty
Cardiac Catheterization
0
•
•
Cardiac Fitness Center
Cardiac Rehabilitation
•
Chest Pain Center (Emergency Dept.)
Echocardiogram
•
•
•
•
EKG/electrocardiograms
Electrophysiology
EMG-electromyogrom
NCV-Nerve conduction velocity
EP-Evoke Potentials, visual,
auditory, somatosensory
ENG-electronystagmus
24-Hour Halter Monitor
Outpatient Cardiac Testing
•
•
•
Case Management/Social Service
Clinical Trials and Research
•
AIDS, Cardiac, Neuro, Oncology,
Pediatrics, Pediatric Oncology, Trauma
Coronary Care Unit
Dental
0
•
Diabetes
0
0
•
0
0
•
Diabetes Center
•
•
Diabetic Screening
Diabetic Teaching
•
•
•
•
•
•
Diagnostic Ultrasound
Dialysis (inpatient)
•
•
•
•
Digital Vascular Imaging
Discharge Planning
•
•
•
•
•
Emergency Care (24 hours) Adult
Pediatric separate units
•"
•
•"
Endocrinology
Family Practice Physician Residency Training
&
0
•
Gastroenterology
Gynecology
a
•
0
a
•
•
Healthcare for the Homeless
Healing Arts
Health Promotion
Adult Fitness
•
•
•
•
Cardiovascular Health Programs
Cardiovascular Lecture Series
Cholesterol/Lipid Management
Dance/Exercise 'off site
•
••
•
•
Executive Health
Health & Fitness Programs
•
•
•
•
Health Lectures
Mall Walking Programs
•
•
•
Nutrition/Diet
•
•
•
•
•
Post -natal Exercise
0
•
Prenatal Exercise
Senior Fitness
•
•
•
•
S.T.A.R. (Free Senior Program)
•
•
•
Senior Outreach Program
•
•
•
Smoking Cessation
0
•
•
Speakers Bureau
•
•
•
•
Stress Management
Weight Control & Management
•
•
•
Heart Center of Excellence
Hematology
•
•
Home Infusion Therapy Services
BGMC
NBMC
IPMC
CSMC
WRHP
AMB•
SERV.
Pediatric (continued)
Trauma
Video Electroencephalography
Vision Screening
Pediatric Specialties & Subspecialities
General Pediatrics
Adolescent Medicine
Allergy & Immunology
Anesthesia
Audiology
Cardiology
Critical Care
Dentistry
Echocardiography
Emergency Medicine
Endocrinology
Epilepsy
Family Medicine
Gastroenterology
Genetics
Gynecology & Obstetrics
Hematology/Oncology
Hospice
Hospitalists
Infectious Disease
Internal Medicine
Neonatology
Nephrology
Neurology
Neurosurgery
Ophthalmology
Oral/Maxilofacial Surgery
Orthopedics
Otolaryngology (ENT)
Pain Management
Perinotology
Pharmacology
Physiatry
Psychiatry
Psychology
Pulmonology
Radiation Therapy
Radiology
Rheumatokx3Y
Sleep Disorder
Sports Medicine
Surgery
Trauma
•i e i 11
Urology
Children's Diagnostic & Treatment
Center Services (CDTC)
Evaluations
Home -based Intervention Programs
Primary Care Services
Dental Clinic
Clinical Trials & Research
Neuropsychological Evaluations
Comprehensive Family AIDS Project
Emergency Assistance
•
Peripheral Vascular Imaging
Pharmacy
Primary Health Care - Adult and Pediatric
Disease State Management
Progressive Cardiac Care Unit
Pulmonary Medicine
Pulmonary Function Testing
Pulmonary Rehabilitation
•
Pulmonary Fitness
Radiology
Body Scan
Bone Densitometry
Cardiac Calcium Scoring
Computerized Tomography (CT)
Lung Scan
Magnetic Resonance Imaging (MRI) -open
•
•
•'
Virtual Colonoscopy
Recreational Therapy
Rehabilitative Services
Back Treatment
Back Treatment/Back School
Inpatient Unit
Lymphedema Management
Occupational Therapy
Functional Capacity Evaluations
Hand Rehabilitation Therapy
Pediatric Outpatient Therapy
Speech Therapy
Hanen Language Groups
Pre-school Language Groups
•
Wound Care
Reimplantation Services
•
Research Institute
Respiratory Therapy
•
•
Rheumatology
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tt
19
The North Broward Hospital District & Nova Southeastern University
are pleased to announce plans to open a world -class,
state-of-the-art 150-bed acute care hospital to be known as
The Medical Village at NSU.
The Medical Village at NSU is the Next Step ...
... in a successful, decade -long relationship between one of the
nation's top 10 largest public hospital systems and the nation's
eighth largest independent, not -for -profit university.
... in providing residents of west central Broward County with
greater access to the District's healthcare safety net. (The
population is projected to grow more than 20 percent by 2013.)
... in assuring continual improvements in healthcare services to
Broward County through a unique collaboration of District
resources with state-of-the-art technology, biomedical research
and medical programs that could only be found in an academic
hospital environment.
... in promoting innovative and effective ways to deliver healthcare
services to a culturally diverse population.
... in providing new and better opportunities for the education of the
next generation of doctors and other healthcare professionals to
serve the community.
... toward creating the high-tech "smart" hospital of the future —
providing a broader range of high quality services and care for
patients improving follow-up and continuity of care resources.
The next step is the
Medical Village at NSU.
M2514/0105
l Y'
Y �
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1lI1 Iftn+al' �Mtx 4� (y
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.-•mas - e f,,,�."=..�
El North Broward Hospital DistrictVy Nova Southeastern University'
se complacen en anunciar sus planes para abrir un hospital de nivel
mundial, de ultimo generacion, con 150 camas para el cuidado
agudo, que sera conocido Como "the medical village" en NSU.
"The Medical Village" en NSU es el proximo paso ...
en una exitosa relaci6n de una decada entre uno de los 10 sistemas
de hospitales publicos mas grandes del pals, y la octava universidad
entre las universidades independientes, mas grandes, no lucrativas
de la nation.
... para proveer a mas de 1 mill6n de residentes del oeste y centro del
condado de Broward un mayor acceso a la red de seguridad de
cuidados de la salud del Distrito. (Para el ano 2013 se proyecta que
el aumento de la poblaci6n supere el 20 par ciento).
... para asegurar mejoras continual en los servicios para el cuidado
de la salud en el condado de Broward, mediante una colaboraci6n
unica de los recursos del Distrito con tecnologia de ultima
generacion, investigation biomedica y programas medicos que solo
se podrian encontrar en un ambiente de hospital academico.
... para promover maneras innovadoras y efectivas de proveer
servicios para el cuidado de la salud a una comunidad culturalmente
diversa.
... para proveer mas y mejores oportunidades para la education de
la pr6xima generacion de medicos y otros profesionales de la salud
para servir a la comunidad.
... hacia la creation del hospital "inteligente" de alto tecnologia del
futuro — proporcionando una gama ma's amplia de servicios de alto
calidad y atenci6n a los pacientes, mejorando el seguimiento y la
continuidad de los recursos de cuidados.
M2528/0105
Name:
Nombre:
Address:
WA
FL Zip:
Direction:
Ciudad:
El proximo paso es el
Medical Village en NSU.
FL Codigo postal:
E-mail address Direction correo electr6nico:
The North Broward Hospital District & Nova Southeastern University
are pleased to announce plans to open a world -class,
state-of-the-art 150-bed acute care hospital to be known as
The Medical Village at NSU.
The Medical Village at NSU is the Next Step ...
in a successful, decade -long relationship between one of the
nation's top 10 largest public hospital systems and the nation's
eighth largest independent, not -for -profit university.
... in providing residents of west central Broward County with
greater access to the District's healthcare safety net. (The
population is projected to grow more than 20 percent by 2013.)
... in assuring continual improvements in healthcare services to
Broward County through a unique collaboration of District
resources with state-of-the-art technology, biomedical research
and medical programs that could only be found in an academic
hospital environment.
in promoting innovative and effective ways to deliver healthcare
services to a culturally diverse population.
... in providing new and better opportunities for the education of the
next generation of doctors and other healthcare professionals to
serve the community.
... toward creating the high-tech "smart" hospital of the future —
providing a broader range of high quality services and care for
patients improving follow-up and continuity of care resources.
The next step is the
Medical Village at NSU.
M2514/0105
H
El North Broward Hospital District y Nova Southeastern University'
se complacen en anunciar sus planes para abrir un hospital de nivel
mundial, de ultima generation, con 150 camas para el cuidado
agudo, que sera conocido como "the medical village" en NSU.
"The Medical Village" en NSU es el proximo paso ...
en una exitosa relation de una decada entre uno de los 10 sistemas
de hospitales publicos mas grandes del pais, y la octava universidad
entre las universidades independientes, mas grandes, no lucrativas
de la nation.
... para proveer a mbs de 1 mill6n de residentes del oeste y centro del
condado de Broward un mayor acceso a la red de seguridad de
cuidados de la salud del Distrito. (Para el ano 2013 se proyecta que
el aumento de la poblaci6n supere el 20 por ciento).
... para asegurar mejoras continuos en los servicios para el cuidado
de la salud en el condado de Broward, mediante una colaboraci6n
unica de los recursos del Distrito con tecnologia de ultima
generation, investigation biomedica y programas medicos que solo
se podrian encontrar en un ambiente de hospital academico.
para promover maneras innovadoras y efectivas de proveer
servicios para el cuidado de la salud a una comunidad culturalmente
diversa.
... para proveer mas y mejores oportunidacles para la educaci6n de
la pr6xima generocidn de medicos y otros profesionales de la salud
para servir a la comunidad.
... hacia la creation del hospital "inteligente" de alta tecnologia del
futuro — proporcionando una gama ma's amplia de servicios de alta
calidad y atenci6n a los pacientes, mejorando el seguimiento y la
continuidad de los recursos de cuidados.
M2528/0105
Name:
Nombre:
Address:
City:
FL Zip:
Direccion:
weRA
El proximo paso es el
Medical Village en NSU.
FL Codigo postal:
E-mail address Direccion correo electronico:
J`
1k^Ir
North Broward
Hospital District
Charlotte Mather
Vice President/Government Relations/Public Affairs
954-355-5180 • Cell: 954-257-8810 • Fax: 954-355-4774
cmather@nbad.org
303 S.E. 17th St., 5th Mr., Ft. Lauderdale, FL 33316
MA
:\ \
Bruster's Incured Expenses
!Costs
44 331.00
.Engineering
Rework site plan
16 260.00
Re rint dots for resubmit
$2,000.00
Land Mortgage
24 909.00
Site plan review
3 000.00
Spec. Exception review
2 000.00
Soil test
$1,150.00
Guaranteed Rev. to City
659.40
Lawn maintenance
450.00
Fire flow test
300.00
Water/Sewer
$117.001
..
........::::.:........... ... .