Sarasota County Public Hospital Board, at-large Seat 1: Brad Baker

Age: 66

Current occupation: Computer developer and volunteer president of Sarasota Community Housing Trust- Affordable Housing provider.

Resident of Sarasota County: 55 years

Why are you running for election? 

While a student at Pine View School, I spent a year as an intern at each department at the hospital under CEO Jack Floyd. I continued after college to serve on the hospital computer science board. SMH is the largest employer from St. Petersburg to Ft. Myers with almost 11,000 employees. It's one of the region's treasures; health care is so important in Sarasota, and I am glad to be a part of it. I'm fiscally conservative and as an independent director, I serve as a governance watchdog. 

Have you ever run for public office before? If so, for what office?

I ran for  Congress in 1992. I won the first election but lost the runoff by just over 600 votes; I'm an incumbent and currently serve on the Sarasota Memorial Hospital Board. I ran for hospital board four years ago. 

What experience and/or special skills do you have that make you a better candidate than your opponents? 

I took my first company public in Sarasota County many years ago. I've served as chair of the audit committee for three public companies. I was appointed a Trustee of New College by Gov. Rick Scott. I also served as deputy secretary of commerce for the state of Kansas. I've been CEO of several companies and managed large organizations. I've been a proven leader and critical thinker, As executive director of Florida Housing Finance (a Jeb Bush appointment), I was directly involved in bond issues (like the hospital) to promote affordable housing. Understanding these complex financing mechanisms is important. 

What do you see as the top three or four priorities that the hospital board needs to address? And how should those priorities be addressed?

I provide continuity for the major projects on the near horizon. This includes 1) Completion of the North Port Hospital ($450 million); 2) Conversion of our 90 unrelated software systems into a single Epic Software system (an almost $200 million project); 3) Governance issues regarding CEO compensation, capital purchases, and 4) Long term planning for expansion of our facilities to meet the needs of our community. 

On a scale of A to F, with A being excellent, what grade would you give the performance of the current SMH executive team? Why, and what if anything should change in the way SMH leadership operates the SMH system?

B+ Management could be more transparent to the board. The board needs to move more toward long-term thinking and strategy and away from managing. Management needs to provide full information on important issues. 

A faction of Sarasota County citizens contends the hospital should be sold and privatized. What is you position on this and why? 

Absolutely not. Our hospital is not for sale. I was chamber of commerce president in Venice when they sold to Bon Secours. We all know how that worked out as Venice Hospital closed several years later. 

Given that the hospital's revenue would be impacted by the proposed ballot on property taxes, do you have any thoughts on how this potential cut should be managed?

I asked management this specific question at the last board meeting. They have a path that allows use to move forward without a significant impact.