Broward Health Medical Center, located in Fort Lauderdale, is a leading hospital offering comprehensive medical services and advanced specialty care for all ages. As the flagship hospital for Broward Health, this 716-bed facility is home to virtually every medical specialty, including a Level I Trauma Center and the Salah Foundation Children's Hospital. Broward Health Medical Center is committed to providing exceptional care with extraordinary compassion, striving for everyday excellence in a healing environment. With a team of over 1,800 nationally recognized doctors and 8,000 dedicated healthcare professionals, Broward Health Medical Center has proudly served the community for more than 85 years.
| Hospital Name | Broward Health Medical Center |
|---|---|
| Facility ID | 100039 |
| Address | 1600 S ANDREWS AVE |
|---|---|
| City/Town | Fort Lauderdale |
| State | FL |
| ZIP Code | 33316 |
| County/Parish | BROWARD |
| Health System | Broward Health |
|---|---|
| Health System Website Domain | browardhealth.org |
| Recently Joined Health System (Past 4 Years) | No |
| Health System Total Hospitals | 4 |
|---|---|
| Health System Total Beds | 1536 |
| Health System Hospital Locations | Florida |
| Hospital Type | Acute Care Hospitals |
|---|---|
| Hospital Ownership | Government - Hospital District or Authority |
| Ownership Details | Broward Health |
| Emergency Services | Yes |
Has been named the new chief executive officer of Broward Health Medical Center. [8] He brings more than 30 years of healthcare experience, mostly served in South Florida. [8] Linares most recently served as president and CEO of Touro Infirmary, a 360-bed hospital that's part of LCMC Health in New Orleans, La. [8]
Has been named chief operating officer (COO) at Broward Health Medical Center. [4, 9] Thoman began her career in healthcare as a registered nurse and has two decades of experience in healthcare administration. [4, 9] Most recently she served as COO for Good Samaritan Medical Center in West Palm Beach. [4, 9] Her prior experience includes chief nursing officer (CNO), then COO at Palmetto General Hospital in Hialeah. [4, 9] Michele also held the positions of system CNO and COO at Naples Community Healthcare System in Naples. [4, 9] Thoman holds a Master of Business Administration in Executive Healthcare from Baldwin Wallace College and a Bachelor of Science in Nursing from the University of Akron. [4, 9]
Has been named chief medical officer (CMO) at Broward Health Medical Center. [4, 9] A cardiologist by training, Dr. Martinez has more than 24 years of experience in the healthcare in South Florida. [4, 9] He most recently served as an occupational health physician at Baptist Health and previously held the position of CMO at HCA Healthcare. [4, 9] Dr. Martinez is an assistant professor of internal medicine and course director of cardiovascular and respiratory systems at Florida International University. [4, 9] Dr. Martinez earned his doctorate at Ponce School of Medicine in Puerto Rico and holds a Master of Business Administration in Healthcare from Florida International University, a Master of Arts in Theology Studies from St. Vincent De Paul Regional Seminary in Boynton Beach and a Master of Science in Bioethics from St. Thomas University in Miami Gardens. [4, 9]
An orthopedic surgeon, was elected chief of staff for Broward Health Medical Center. [2, 11]
| Allopathic Residency Program | Yes |
|---|---|
| Dental Residency Program | No |
| Osteopathic Residency Program | Yes |
| Other Residency Programs | No |
| Pediatric Residency Program | No |
| Licensed Beds | 723 |
|---|
| FTE Employees on Payroll | 2926.22 |
|---|---|
| FTE Interns & Residents | 156.85 |
| Inpatient Days (Title V) | NA |
|---|---|
| Inpatient Days (Title XVIII) | 15186 |
| Inpatient Days (Title XIX) | 19391 |
| Total Inpatient Days | 140716 |
| Bed Count | 572 |
| Available Bed Days | 208780 |
| Discharges (Title V) | NA |
| Discharges (Title XVIII) | 2572 |
| Discharges (Title XIX) | 3267 |
| Total Discharges | 20978 |
| Inpatient Days (Title V; Adults & Peds) | NA |
|---|---|
| Inpatient Days (Title XVIII; Adults & Peds) | 10867 |
| Inpatient Days (Title XIX; Adults & Peds) | 6708 |
| Total Inpatient Days (Adults & Peds) | 79120 |
| Bed Count (Adults & Peds) | 339 |
| Available Bed Days (Adults & Peds) | 123735 |
| Discharges (Title V; Adults & Peds) | NA |
| Discharges (Title XVIII; Adults & Peds) | 2572 |
| Discharges (Title XIX; Adults & Peds) | 3267 |
| Total Discharges (Adults & Peds) | 20978 |
| Care Quality Stengths | Hospital has an average ER wait time. Patients are seen and treated on average in 2-3 hours. Hospital does an exceptional job of ensuring patients at the hospital do not get infections |
|---|---|
| Care Quality Concerns | Low overall patient satisfaction. Patients report that the care team can be slow at times in meeting their needs. Hospital does not do a good job of treating conditions like heart failure so that patients don't have to come back to the hospital. |
| Nurse Communication – Star Rating | |
|---|---|
| Doctor Communication – Star Rating | |
| Staff Responsiveness – Star Rating | |
| Communication About Medicines – Star Rating | |
| Discharge Information – Star Rating | |
| Care Transition – Star Rating | |
| Cleanliness – Star Rating | |
| Quietness – Star Rating | |
| Overall Hospital Rating – Star Rating | |
| Recommend Hospital – Star Rating |
| Percent of Patients Who Definitely Recommend the Hospital | 63% |
|---|
| Mortality Group – Rate of Complications for Hip/Knee Replacement Patients | |
|---|---|
| Mortality Group – Death Rate for Heart Attack Patients | No Different Than National Average |
| Mortality Group – Death Rate for CABG Surgery Patients | No Different Than National Average |
| Mortality Group – Death Rate for COPD Patients | No Different Than National Average |
| Mortality Group – Death Rate for Heart Failure Patients | No Different Than National Average |
| Mortality Group – Death Rate for Pneumonia Patients | Better Than National Average |
| Mortality Group – Death Rate for Stroke Patients | No Different Than National Average |
| Mortality Group – Pressure Ulcer Rate | No Different Than National Average |
| Mortality Group – Death Rate Among Surgical Inpatients With Serious Treatable Complications | No Different Than National Average |
| Mortality Group – Iatrogenic Pneumothorax Rate | No Different Than National Average |
| Mortality Group – In-Hospital Fall with Hip Fracture Rate | |
| Mortality Group – Postoperative Hemorrhage or Hematoma Rate | No Different Than National Average |
| Mortality Group – Postoperative Acute Kidney Injury Requiring Dialysis Rate | No Different Than National Average |
| Mortality Group – Postoperative Respiratory Failure Rate | No Different Than National Average |
| Mortality Group – Perioperative Pulmonary Embolism or Deep Vein Thrombosis Rate | Worse Than National Average |
| Mortality Group – Postoperative Sepsis Rate | No Different Than National Average |
| Mortality Group – Postoperative Wound Dehiscence Rate | No Different Than National Average |
| Mortality Group – Abdominopelvic Accidental Puncture or Laceration Rate | No Different Than National Average |
| Mortality Group – CMS Medicare PSI 90: Patient Safety and Adverse Events Composite | No Different Than National Average |
| Timely and Effective Care: Average (Median) Time in the Emergency Department Before Leaving (Lower Is Better) | 179 |
|---|
| Readmission Score Hospital Return Days for Heart Attack Patients | -1.3 |
|---|---|
| Readmission Score Hospital Return Days for Heart Failure Patients | 50.1 |
| Readmission Score Hospital Return Days for Pneumonia Patients | -14 |
| Readmission Score Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | 12.5 |
| Readmission Score Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | 9.1 |
| Readmission Score Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | 5.8 |
| Readmission Score Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | 1.2 |
| Readmission Score Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | 13.8 |
| Readmission Score Rate of Readmission for CABG | 10.7 |
| Readmission Score Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | 18.5 |
| Readmission Score Heart Failure (HF) 30-Day Readmission Rate | 20.4 |
| Readmission Score Rate of Readmission After Hip/Knee Replacement | Not Available |
| Readmission Score Rate of Readmission After Discharge From Hospital (Hospital-Wide) | 15.3 |
| Readmission Score Pneumonia (PN) 30-Day Readmission Rate | 16 |
| Readmission Group Hospital Return Days for Heart Attack Patients | Average Days per 100 Discharges |
| Readmission Group Hospital Return Days for Heart Failure Patients | More Days Than Average per 100 Discharges |
| Readmission Group Hospital Return Days for Pneumonia Patients | Average Days per 100 Discharges |
| Readmission Group Rate of Unplanned Hospital Visits After Colonoscopy (per 1,000 Colonoscopies) | No Different Than the National Rate |
| Readmission Group Rate of Inpatient Admissions for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Rate of Emergency Department (ED) Visits for Patients Receiving Outpatient Chemotherapy | No Different Than the National Rate |
| Readmission Group Ratio of Unplanned Hospital Visits After Hospital Outpatient Surgery | No Different than expected |
| Readmission Group Acute Myocardial Infarction (AMI) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission for CABG | No Different Than the National Rate |
| Readmission Group Rate of Readmission for Chronic Obstructive Pulmonary Disease (COPD) Patients | No Different Than the National Rate |
| Readmission Group Heart Failure (HF) 30-Day Readmission Rate | No Different Than the National Rate |
| Readmission Group Rate of Readmission After Hip/Knee Replacement | Number of Cases Too Small |
| Readmission Group Rate of Readmission After Discharge From Hospital (Hospital-Wide) | No Different Than the National Rate |
| Readmission Group Pneumonia (PN) 30-Day Readmission Rate | No Different Than the National Rate |
| CLABSI SIR (Standardized Infection Ratio) | 0.324 |
|---|---|
| CAUTI SIR (Standardized Infection Ratio) | 0.280 |
| SSI SIR (Standardized Infection Ratio) | 0.799 |
| CDI SIR (Standardized Infection Ratio) | 0.178 |
| MRSA SIR (Standardized Infection Ratio) | 0.880 |
| Fiscal Year Begin | Jul 01, 2022 |
|---|---|
| Fiscal Year End | Jun 30, 2023 |
| Charity Care Cost | $32,104 |
|---|---|
| Bad Debt Expense | $156,804 |
| Uncompensated Care Cost | $63,699 |
| Total Uncompensated Care | $134,482 |
| Total Salaries | $219,274 |
|---|---|
| Overhead Expenses (Non-Salary) | $408,588 |
| Depreciation Expense | $5,062 |
| Total Operating Costs | $558,233 |
| Inpatient Charges | $1,764,792 |
|---|---|
| Outpatient Charges | $1,020,111 |
| Total Patient Charges | $2,784,903 |
| Core Wage Costs | $30,918 |
|---|---|
| Wage Costs (RHC/FQHC) | |
| Adjusted Salaries | $219,273 |
| Contract Labor (Patient Care) | $45,034 |
| Wage Costs (Part A Teaching) | |
| Wage Costs (Interns & Residents) | $2,018 |
| Cash & Bank Balances | $8 |
|---|---|
| Short-Term Investments | |
| Notes Receivable | |
| Accounts Receivable | $212,072 |
| Allowance for Doubtful Accounts | $-121,023 |
| Inventory | $16,595 |
| Prepaid Expenses | |
| Other Current Assets | $9,923 |
| Total Current Assets | $117,575 |
| Land Value | $4,603 |
|---|---|
| Land Improvements Value | $2,138 |
| Building Value | $330,622 |
| Leasehold Improvements | |
| Fixed Equipment Value | $9,591 |
| Major Movable Equipment | $179,060 |
| Minor Depreciable Equipment | |
| Health IT Assets | |
| Total Fixed Assets | $179,797 |
| Long-Term Investments | $15,216 |
|---|---|
| Other Assets | $11,720,428 |
| Total Other Assets | $11,735,644 |
| Total Assets | $12,033,015 |
| Accounts Payable | $100,396 |
|---|---|
| Salaries & Wages Payable | $21,829 |
| Payroll Taxes Payable | |
| Short-Term Debt | |
| Deferred Revenue | |
| Other Current Liabilities | $10,961,280 |
| Total Current Liabilities | $11,083,505 |
| Mortgage Debt | $129,911 |
|---|---|
| Long-Term Notes Payable | $2,784 |
| Unsecured Loans | $1,340 |
| Other Long-Term Liabilities | $14,259 |
| Total Long-Term Liabilities | $148,294 |
| Total Liabilities | $11,231,800 |
| General Fund Balance | $801,216 |
|---|---|
| Total Fund Balances | $801,216 |
| Total Liabilities & Equity | $12,033,015 |
| DRG (Non-Outlier) | |
|---|---|
| DRG (Pre-Oct 1) | $8,010 |
| DRG (Post-Oct 1) | $24,054 |
| Outlier Payments | |
| DSH Adjustment | $3,528 |
| Eligible DSH % | $0 |
| Simulated MC Payments | $44,775 |
| Total IME Payments | $2,533 |
| Inpatient Revenue | $1,764,658 |
|---|---|
| Outpatient Revenue | $1,020,245 |
| Total Patient Revenue | $2,784,903 |
| Contractual Allowances & Discounts | $2,254,583 |
| Net Patient Revenue | $530,320 |
| Total Operating Expenses | $627,862 |
| Net Service Income | $-97,542 |
| Other Income | $109,082 |
| Total Income | $11,541 |
| Other Expenses | |
| Net Income | $11,541 |
| Cost-to-Charge Ratio | $0 |
|---|---|
| Net Medicaid Revenue | $84,714 |
| Medicaid Charges | $793,203 |
| Net CHIP Revenue | $265 |
| CHIP Charges | $2,815 |
| EHR | Epic |
|---|---|
| EHR Version | EpicCare Inpatient (not Community Connect) |
| EHR is Changing | Yes--In Process of Replacing |
| ERP | Infor |
|---|---|
| ERP Version | Cloudsuite |
| EHR is Changing | Yes--In Process of Replacing |