Gino Santorio Application PackageSantorio Gino R
Last Name First Name Middle Initial
1550 Salvatierra Drive Coral Gables
Home Address City
Florida 33134
State Zip Code
HomeWork
Gino.Santorio@msmc.com
Email Address
(813) 957-8491
Cellular
Miami Beach
Business Address
4300 Alton Road
City
FL
State
33140
Zip Code
Mount Sinai Medical Center
Occupation:Business Name:
President & CEO
Please list your preferences in order of ranking [1] first choice [2] second choice, and [3] third choice. Please note
that only three (3) choices will be observed by the City Clerk’s Office. (Regular Boards of City)
Choice 1:
Choice 2:
Choice 3:
Health Advisory Committee
BOARD AND COMMITTEE
APPLICATION FORM
Note:If applying for the At-Large position of the Historic Preservation Board, please answer the below
questions:
Have you ever resided in one of the City's Historic Districts for at least one year?Yes
No Address in City Historic District submitted.
Professional License
No Professional Licenses Submitted.
Note:If you are seeking appointment to a professional seat (e.g. attorney, architect, etc.), you must attach a copy of
your currently effective corresponding professional license.
Pursuant to City Code section 2-22(4) a, b and c: Members of Agencies, Boards, and Committees shall be
affiliated with the city. This requirement shall be fulfilled in the following ways:
NoResident of the City for a minimum of six (6) months:
Demonstrate an ownership interest in a business established in the City for a minimum of six (6) months:No
AFFILIATION WITH THE CITY OF MIAMI BEACH
a.
● I am resident of:N/A
Or
b.
"Ownership Interest" shall mean the ownership of ten percent (10%) or more (including the ownership of 10%
or more of the outstanding capital stock) in a business.
"Business" shall mean any sole proprietorship, sponsorship, corporation, limited liability company, or other
entity or business association.
c.Full-time employee of such a business (for a minimum of six months); and I am based in an office or
other location of the business that is physically located in Miami Beach (for a minimum of six months):Yes
Notwithstanding the requirements set forth herein, the qualified full-time employee of a business must be
approved by a 4/7th vote of the Mayor and City Commission.
NOTE: Members of Agencies, Boards, and Committees shall be required to demonstrate compliance with the City
affiliation requirements of section 2-22 (4) a and b of the Miami Beach City Code by executing an affidavit,
stipulating that they have met either (or both) of said affiliation requirements. The original affidavit shall be filled
with the Office of the City Clerk prior to being sworn in as a member.
Or
No● Have you ever been convicted of a felony:If yes, please explain in detail:
● Do you currently have a violation(s) of City of Miami Beach codes:No If yes, please explain in detail:
● Do you currently owe the City of Miami Beach any money:No If yes, please explain in detail:
● Are you currently serving on any City Boards or Committees:No If yes, which board?
● Are you presently a registered lobbyist with the City of Miami Beach?No
● I am applying for an appointment because I have special abilities, knowledge and experience. Please list below:
NOTE: IF APPOINTED, YOU WILL BE REQUIRED TO FOLLOW CERTAIN LAWS THAT APPLY TO CITY
BOARD/COMMITTEE MEMBERS. THESE LAWS INCLUDE, BUT ARE NOT LIMITED TO:
o Prohibition from directly or indirectly lobbying city personnel (Miami Beach City Code section 2-459).
o Prohibition from contracting with the city (Miami-Dade County Code section 2-11.1).
o Prohibition from lobbying before board/committee you have served on for period of one year after leaving office
(Miami Beach Code section 2-26)
o Requirement to disclose certain financial interests and gifts (Miami-Dade County Code section 2-11.1).
o Sunshine Law - Florida's Government-in-the-Sunshine Law was enacted in 1967. Today, the Sunshine Law
regarding open government can be found in Chapter 286 of the Florida Statutes. These statutes establish a basic
right of access to most meetings of Boards, Commissions, and other governing bodies of state and local
governmental agencies or authorities.
o Voting conflict - Form 8B is for use by any person serving at the county, city, or other local level of government on
an appointed or elected Board, Council, Commission, Authority, or Committee. It applies equality to members of
advisory and non-advisory bodies who are presented with a voting conflict of interest under Section 112.3143.
Florida Statutes.
● In what organization(s) in the City of Miami Beach do you currently hold membership in?
No Organization Information Submitted.
● List the address of all properties owned or in which you have an interest within the City of Miami Beach:
No Owned Property Information submitted.
If so, which department and title?No● Are you now employed by the City of Miami Beach:
● Pursuant to City Code Section 2-25 (b):
Do you have a parent, spouse, child, brother, or sister who is employed by the City of Miami Beach?No
If "Yes", identify person(s) and department(s):
No relative's information submitted.
BOARD & COMMITTEE FINANCIAL ACKNOWLEDGEMENT STATEMENT
Acknowledgement of fines/suspension for Board/Committee Members for failure to comply with
Miami-Dade County Financial Disclosure Code Section 2-11.1(i)(2)
I understand that no later than July 1, of each year all members of Boards and Committees of the City of Miami
Beach, including those of a purely advisory nature, are required to comply with Miami-Dade County Financial
Disclosure Requirements.
One of the following forms must be filled with the City Clerk of Miami Beach, 1700 Convention Center Drive,
Miami Beach, Florida, no later than 12:00 noon of July 1, of each year:
1. A "Source of Income Statement;" or
2. A "Statement of Financial Interests (Form 1)¹ ;" or
3. A Copy of your latest Federal Income Tax Return.
Failure to file one of these forms, pursuant to the Miami-Dade County Code, may subject the person to a fine of no
more than $500, 60 days in jail, or both.
_____________________________
¹ Members of the Planning Board and Board of Adjustment will be notified directly by the State of Florida, pursuant
to F.S. §112.3145(1)(a), to file a Statement of Financial Interests (Form 1) with the Miami-Dade County Supervisor of
Elections by 12:00 noon, July 1. Planning Board and Board of Adjustment members who file their Form 1 with the
County Supervisor of Elections automatically satisfy the County’s financial disclosure requirement as a Miami Beach
City Board/Committee member and need not file an additional form with the Office of the City Clerk. However,
compliance with the County disclosure requirement does not satisfy the State requirement.
DIVERSITY STATISTICS REPORT
The following information is voluntary and has no bearing on your consideration for appointment. It is being asked to
comply with City diversity reporting requirements.
WhiteRace/Ethnic Categories
What is your race?
No details providedOther Description:
Gender:Male
Are you Spanish/Hispanic/ Latino? Mark the "No" box if not Spanish / Hispanic / Latino.No
Physically Challenged:No
I HEREBY ATTEST TO THE ACCURACY AND TRUTHFULNESS OF THE APPLICATION; AND I HAVE
RECEIVED, READ AND WILL ABIDE BY CHAPTER 2, ARTICLE VII, OF THE MIAMI BEACH CITY CODE,
ENTITLED “STANDARDS OF CONDUCT FOR CITY OFFICERS, EMPLOYEES AND AGENCY MEMBERS AND
ALL OTHER APPLICABLE COUNTY AND/OR STATE LAWS AND STATUTES ACCORDINGLY.”
I Gino Santorio agreed to the following terms on 12/13/2022 1:48:39 PM
Received in the City Clerk's Office by:
Name of Deputy Clerk Control No. Date
Board and Committee Application Checklist: Please ensure you have provided all information before applying or
reapplying to any Board and Committee.
YES
YES
YES
YES
I have answered all questions fully.
I have uploaded a current resume, photograph, and a copy of any applicable professional license.
I have completed and attached the Board & Committee Financial Acknowledgment Statement.
I have completed and attached the Diversity Statistics Report.
If you have any questions, please contact the Office of the City Clerk via email: BC@miamibeachfl.gov or
telephone: 305.673.7411
Note: Florida Statutes 119.071: The role of the Office of the City Clerk is to receive and maintain forms filed as
public records. If your home address, telephone numbers, and/or photograph are exempt from disclosure and you
do not wish your home address, telephone numbers, and/or photograph to be made public, please:
1) Use your office or other address for your mailing address;
2) Use your office or other telephone number for your contact number; and
3) Do not attach a photograph.
GINO R. SANTORIO, FACHE, MPA
1550 Salvatierra Drive Cell Phone: 813.957.8491
Miami, FL 33134 ginosantorio@gmail.com
HOSPITAL EXECUTIVE / TRANSFORMATIONAL LEADER
Successful Turnaround Experience
Powerful Strategic & Tactical Leadership / Double-Digit Growth & Profit Performance
Successful management career in developing employees and improving business operations. Proven record of building
highly functional teams with strong communication and strategic abilities. Lead cross-functional teams to promote
communication, reduce expenses, and increase revenue. Experience building and directing top-performing operations,
consistently successful in improving productivity, quality, customer satisfaction, service-line growth, efficiencies, community
image, processes and more through innovative leadership and customer commitment.
Strong P&L, budgeting and cost management qualifications. Excellent analytical, organizational, leadership, negotiation and
executive skills. Characterized as an outstanding, highly ethical leader with a reputation for achieving substantial results
and continuous improvement.
PROFESSIONAL EXPERIENCE:
Mount Sinai Medical Center, Miami Beach, FL 2021- Present
(Largest private, independent, not-for-profit teaching hospital in South Florida with a Columbia University Affiliation in 5
specialties, 11 locations across Miami-Dade & Monroe Counties including 3 Emergency Centers, more than 4,000 employees
and 700 physicians)
PRESIDENT & CEO 2021-Present
Broward Health, Fort Lauderdale, FL 2017- 2021
Broward County Public Health System
(One of the nation’s 10 largest healthcare systems, five acute care hospitals, Salah Foundation Children’s Hospital, two trauma
centers, 30 outpatient locations, employed physician network, 8,000 employees, over 1,800 affiliated physicians)
PRESIDENT & CEO 2018 to 2021
(EVP & COO 2017 to 2018)
Responsibilities Include:
Responsible for the daily operations of Broward Health, an award-winning, public health system
comprised of 1,579 licensed beds and an operational budget of $1.2 billion. Ensures proper operational
controls and procedures are adhered to across the system, including in the areas of clinical research,
graduate medical education, international services, certified stroke centers, trauma systems, behavioral
health, acute care, outpatient and community-based health services.
• Year One projected savings of $31 million in operational improvements
• FY 19 and 20 carried a $23 million reduction (first reduction in a decade) to the millage rate as a tax
assisted system
• 2.5% improvement year over year in operating margin despite $24 million Medicaid rate reduction
• Oversight of $162 million 3 facility upgrade and expansion project
• Implemented Balanced Score Cards for the system with underlying strategic plans, already leading to
new recognitions as Institutes of Excellence and Leapfrog, Core Measures & Value Based Purchasing
improvements across the system
• Successful Triennial TJC survey for all 5 hospitals in 2018
GINO R. SANTORIO, FACHE, MPA Page 2 of 5
ginosantorio@gmail.com
Jackson Health System, Miami, FL 2011 to 2017
Miami Dade-County Public Health Trust
(2 ,482 B ed Non-Profit, Tertiary care academic health system, 11,000 FTEs, 2,500 Physician Medical Staff, TJC accredited,
consistently ranked by U.S. News & World Report as one of “America’s Best Hospitals” and the #1 Hospital in South Florida)
*System lost $430 million from 2009-2011. Administrative team turned a projected $400 million loss for FY 2012 into an $8.2
million surplus to close FY 2012, a $50 million surplus in FY 2013, and a $65+ million surplus for FY 2014, FY 2015 & FY 2016.
SENIOR VICE PRESIDENT – CHIEF EXECUTIVE OFFICER 2017
Responsibilities Include:
SVP, CEO of Jackson North Medical Center (382 bed acute care facility)
Jackson North Medical Center is a 382 bed academic medical center offering a variety of services,
including 24-hour adult and pediatric emergency care, cardiac care, maternity care, the full spectrum of
inpatient adult and pediatric care, level II NICU, orthopedics, primary stroke center, surgery, and
inpatient/ outpatient rehabilitation. We are also home to specialized centers, including the Endovascular
Program, Fibroid Treatment Center, Weight-Loss Surgery Center, and Women's Pavilion at Jackson North.
VICE PRESIDENT – CHIEF OPERATING OFFICER 2015 to 2017
Responsibilities Include:
VP, COO of Jackson Memorial Hospital (1,493 bed acute care facility)
Imaging, Transplant, Trauma, Taylor Breast Health Center, Transportation, Cath Lab/Special Procedures,
Lab/Pathology, Security, Physician Recruitment, Food and Nutrition Services, University of Miami
Academic Affiliation Operating Agreement, Housekeeping, Retail/Specialty & General Pharmacy, Bio-med
and Plant Operations/Engineering, Graduate Medical Education.
VICE PRESIDENT – CHIEF OPERATING OFFICER 2013 to 2015
Responsibilities Include:
VP, COO for Jackson North Medical Center (382 bed acute care facility)
Pharmacy, Neurology and Neuro Rehab, Bariatric Centers of Excellence, ER, Colorectal Center of
Excellence, PT & OT, Wound Care, Pediatrics, Plant Ops, EVS, Dietary, Radiology, Respiratory Therapy
and Cardiology.
VICE PRESIDENT – AMBULATORY CARE SERVICES & OPERATIONS 2011 to 2013
Responsibilities Include:
Acute care and outpatient operations including 2 University academic affiliation operating agreements
and multiple departmental programs in Fetal Surgery and Maternal Fetal Medicine, OB, Oncology, Medical
Tourism and Domestic Hospitality.
Responsible for a $75+ million budget and over 550 FTEs in two large multi-specialty clinics with over
120,000 visits per year, 7 Primary Care Centers with over 90,000 visits per year, 13 private practices
made up of 60+ physicians, 2 OP diagnostic / cancer centers, and various County health programs.
GINO R. SANTORIO, FACHE, MPA Page 3 of 5
ginosantorio@gmail.com
CORPORATE DIRECTOR – PROJECT MANAGEMENT 2011 (7 months)
Service Line Responsibilities Include:
Project Management Office - Implementing $148 million worth of expense reduction and revenue
enhancement projects as an integral piece of the turn-around of the Jackson Health System.
JACKSON HEALTH SYSTEM ACCOMPLISHMENTS
• Improved MRI utilization by 45% at JMH.
• Increased compliance with ER lab times for received to resulted < 30 minutes from 20% to
80% at JMH.
• Doubled physician professional fee revenue from on average of $500k / month to over $1
million / month on same number of providers.
• Insourced cardiology physicians resulting in a savings of $2.1 million annually and increased
quality metrics (core measures to 100% the first month taking it over and door to balloon
times down from 55 minutes to 39 minutes in the first two months).
• Renegotiated Retinopathy of Prematurity screenings, newborn hearing screenings, maternal fetal
medicine services, fetal surgery and pediatric cardiovascular/thoracic services to save our
Children’s hospital $1.2 million annually.
• Transitioned pediatric oncology to a state of the art out-patient center with an academic
partnership with the University of Miami.
• Led an independent supply chain utilization project that resulted in $2.4 million in system
wide annual savings.
• Dissolved Medical Tourism 501(c)(3) and insourced Department resulting in an expense
reduction of 44% ($2.7 million less) while increasing net revenues by 53% ($12.4
million more).
• Salvaged a pulmonary hypertension clinic being cannibalized by competition by adding resources
resulting in a $1.1 million profit for FY 12.
• Applied and received a $4.6 million LIP grant to transform clinics to a Medical Home Model.
• Reduced wait time to get an appointment from 5 months to 1 week for Primary Care and 7
months to 2.5 months for specialty care in the system through efficiencies and patient
scheduling reprocessing.
• Reduced overtime from 9% to less than 1% cumulatively for all outpatient areas.
• Successfully employed 23 physician providers in FY 2013 (Oct.-Sept.)
• As a result of productivity pushes and revenue cycle enhancements, we identified an additional
34 providers not previously credentialed and have increased total practice group (all
practices combined) volumes by 12% and billable WRVUs by 34% year over year.
• Created partnerships with community clinics to have an additional 125 patient slots per week
opened up for underfunded patients in the community.
• Insourced 2 primary care clinics saving $500k annually.
• Renegotiated agency model (similar to joint venture practices) practice contracts to create $3.5
million in savings annually.
Spring Hill Regional Hospital, Spring Hill, FL 2008 to 2011
(124 Bed For-Profit Acute Care Facility, $21M EBITDA, 425 FTEs, 327 Physician Medical Staff, TJC accredited, Thomson
Reuters Top 100 Hospital.)
CHIEF OPERATING OFFICER 2009 to 2011
Service Line Responsibilities Include:
Imaging, Women’s Center, Physician Practice Management, Cath Lab/Special Procedures, Physical
Therapy, Wound Care & Hyperbaric Medicine, Lab, Marketing, Physician Recruitment, Dietary, ER,
Housekeeping and Plant Operations/Maintenance.
• Achieved an 8.3% growth to prior year in surgical volume.
• Increased Wound Care & HBO volumes by 170% and revenues by 300%.
GINO R. SANTORIO, FACHE, MPA Page 4 of 5
ginosantorio@gmail.com
• Achieved 26% growth in overall OP imaging.
• Ranked in top 10% for OB Services nationally (Health Grades)
• Successfully recruited 6 physician practitioners in 2010 through relocation agreements.
• Acquired a 12 physician practice responsible for over 1,500 yearly admissions.
• Acquired the second busiest outpatient surgery center in the County.
• Improved ER operations of a 33,000 visit, 12 bay + 5 bed Fast Track ER
Decreased Avg. Length of Stay from 03:24 to 02:14.
LWOT/AMA decrease from 2.5% to 1.7%.
• Successful re-syndication of Joint Venture with physicians.
• Joint Commission and CMS C.O.P. successful surveys. Life Safety Survey with No findings.
• Improved productivity to an average of 118% YTD for all direct report departments.
CHIEF FINANCIAL OFFICER / HOSPITAL COMPLIANCE OFFICER 2008 to 2009
Service Line Responsibilities Include:
Health Information Services, Business Office, OP/ER Registration, Management Information Systems,
Case Management/Utilization Review, Materials Management, Communications and Accounting.
• Decreased FTE/Adjusted Occupied Bed from 3.65 January 2008 to 2.99 YTD 2009 (42
FTEs).
• Achieved 103.8% productivity average in all direct reports through tenure.
• Increased operating margin from 24.98% in 2008 to 26.86% in 2009.
• Successful Joint Venture between Spring Hill Regional Hospital and physicians.
• Reduced Medical Records delinquency from 54.0% to 20.0% over a 5 month period.
• Increased upfront cash collection rate for private pay accounts from 4.3% to 68.2%.
• Decreased bad debt by an average of 25.8% per month.
• Implemented a concurrent coding program resulting in a 14.0% increase in overall case mix.
• Cost savings initiatives resulted in an 8.0% decrease in overall operating expenses.
• Improved Compliance and Internal Audit / SOX Scores from 90% and 85% to 100% and 97%
respectively.
• Successful Full Scope CMS Audit for COP as well as Joint Commission Accreditation.
• Gained Certified Stroke Center of Excellence/Chest Pain Center of Excellence Certification.
• Maintained highest level in company (best practice) for reprocessing initiative.
Brooksville Regional Hospital, Brooksville, FL 2008
(120 Bed For-Profit Acute Care Facility, $19M EBITDA, 415 FTEs, 320 Physician Medical Staff, TJC accredited, Thomson
Reuters Top 100 Hospital.)
ASSISTANT CHIEF FINANCIAL OFFICER
Service Line Responsibilities Include:
Management Information Systems, Communications, Accounting and Health Information Management.
• Financial management for facility. Outperformed Budget for the year.
Polk County Board of County Commissioners, Bartow, FL 2006 to 2008
(County Government servicing over 580,000 constituents)
SENIOR MANAGEMENT AND BUDGET ANALYST
• Budgeted for the county with budgets totaling over $358.5 million.
NEWS ANCHOR – PGTV 2007
• Hosted daily segment of ‘Dateline Polk’- a local news/public affairs program
GINO R. SANTORIO, FACHE, MPA Page 5 of 5
ginosantorio@gmail.com
EDUCATION, CERTIFICATIONS & MEMBERSHIPS:
Fellow in the American College of Healthcare Executives (FACHE), 2015-Present
Masters in Public Administration, M.P.A., Fall 2004-2005
Rockefeller College of Public Affairs and Policy, University of Albany – Albany, NY
Ranked #6 Nationally by U.S. News and World Reports
Bachelors in Business Leadership (Magna Cum Laude), 2000-2004
LeMoyne College – Syracuse, NY
Semester abroad, Spring 2003:
Queensland University of Technology – Brisbane, Australia
Recent Awards
2020 South Florida Business Journal Power Leaders
2019 Community Leader in Health Award – Haitian American Chamber of Commerce
2018 Young Business Leader of the Year – Sun Sentinel Next Excalibur Award Winner
2018 Becker’s Hospital Review Rising Star: 90 Healthcare Leaders Under 40
2018 Up & Comer Award Winner – South Florida Business & Wealth Magazine
2018 MLK Icon Award Winner – Southern Christian Leadership Conference
2017 Hype Award Finalist – Greater Miami Chamber of Commerce
Membership
American College of Healthcare Executives (ACHE) – Member and Fellow
American Essential Hospitals – Policy Committee Member
Broward Health ACO – President & Board Member
Broward County League of Cities
Broward Health Accountable Care Organization (ACO) – President and Board Member
Broward Health Foundation – Board Member
Broward Workshop – Healthcare Subcommittee Member and Board Member
CCP - Board Member
Children’s Diagnostic and Treatment Center – Board Member
Greater Fort Lauderdale Alliance – Member
Greater Fort Lauderdale Chamber of Commerce - Member
Florida Medical Association – Board of Governors
Nova Southeastern University Ambassadors – Board Member
Safety Net Hospital Alliance of Florida – Board Member
South Florida Hospital and Healthcare Association – Board Advisor
United Way Worldwide – Contributor
REFERENCES
Available upon request.