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Deadline for MACRA Approaching“Pick Your Pace” Is Not Exactly a Reprieve from Compliance


Last month, Centers for Medicare and Medicaid Services Acting Administrator Andy Slavitt announced some fl exibility as providers prepare to transition to payment reform under the Medicare Access and CHIP Reauthorization Act (MACRA).

Still set to start Jan. 1, 2017, CMS has now given eligible physicians and other clini-cians four options to comply with new require-ments as the reimbursement system continues to move toward a value-based model that emphasizes quality care. Under the proposed rule, which was released in April, CMS set up two tracks within MACRA – Merit-based Incentive Payment System (MIPS) and Ad-vanced Alternative Payment Models (APMs).

Ingrid Lund, practice manager in

Research for Advisory Board, said the announce-ment from Slavitt really off ers three options for re-porting under MIPS, with the fourth option being participation in an APM as previously outlined.

While there are two MACRA tracks, Lund noted, “One of the most common misper-ceptions I’ve heard is there is a choice … 92 percent of clinicians will fall into MIPS be-cause the criteria for risk is very stringent for the APM track.”

The vast majority of providers, there-fore, will have three options to consider next

year. The fi rst option is the most fl exible, and Lund said it off ers a “nice reprieve” for those who didn’t feel ready to go with their report-ing. “The idea is that you can essentially test the program,” she explained, adding submit-ting “some data” would allow providers to avoid a negative payment adjustment. Lund added that she hoped the fi nal rule would off er more clarity as to how much data quali-fi es as “some” for reporting purposes.

Under the second option, Lund said you could submit data for a partial year. “You won’t get penalized, and you may even get rewarded,” she said of the announcement that practices could still qualify for a small positive payment adjustment with this choice.

Ingrid Lund

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BY P.L. JETER

As a youngster in blustery Brook-lyn, NY, Lawrence Halperin, MD, fondly recalls dinner table conversation, when his dentist dad told stories of help-ing people in pain.

“It kind of stuck with me that he was doing things that were good for people and that’s probably where the idea of doing the same started when I was 11 or 12,” recalled Halperin.

By his early teens, Halperin has set-tled on medicine. “I knew that I wasn’t an honors guy in history or English,” he said. “I was already a science geek.”

Where to study college was the only lingering question. He received cor-respondence from Tulane University in New Orleans that encouraged him to apply for an academic scholarship to cover half the costs. “I applied and said wow, if I get it, I’m going there,” he recalled. “I still remember telling my mother that New Orleans looked like a huge adventure and Tulane was a good school.”

Halperin didn’t receive a scholar-ship, but was sold on Tulane. He un-wittingly started a family tradition. A generation later, two daughters would attend Tulane. Ironically, both would receive scholarships.

The cultural diff erences from New York to the Deep South were striking.

“New Orleans was certainly a party town, but if you want to go to medi-cal school, you have to hold the party till you’re done,” he said, chuckling. “It’s the only place in the country that had booze available 24/7 with drive-through liquor stores. That’s what col-lege students notice.”

Halperin also fell in love in the Crescent City, ultimately marrying a girl from Orlando, where they’d later raise a family.

Around the time he turned 21, Halperin was exposed to surgical work that cinched his desire to pursue the specialty. “I got to scrub in with some surgeons and assist them and only a surgeon would sort of get this, but once I had been in the operating room and saw how it works, I knew I wanted to be a surgeon,” he said.

Concerning how specialized he wanted to be, he noticed that orthope-

dic surgeons seemed the happiest. “It’s hard. It’s a lot of work. And requires a great deal of study, but most orthope-dic surgeons make their patients happy. And had good results,” he said.

Halperin explains he was especially drawn to the anatomy of the hand. “It’s not only the bones. The intricacies of the way the tendons interact and the way the fi ngers delicately move to close and grip. There’s nerves that intricately go to diff erent places: one nerve sup-plies one muscle, one goes to another and it contributes to the function of the hand. It is a very delicate and complex little thing. I just found it fascinating.”

Despite potential distractions, Hal-perin earned a biological chemistry degree magna cum laude, and returned closer to home to earn a medical de-gree from the State University of New York (SUNY) Downstate Medical Cen-ter. His general surgeon internship and residency in orthopedic surgery were completed at the SUNY Health Sci-ence Center and Kings County Hospi-tal Center in Brooklyn. He landed his fi rst job at Orlando Orthopedic Center, and hasn’t left. “I’ve been here 26 years, and in the same house, too,” he said.

In fact, Halperin was so busy practicing medicine and raising three children; he didn’t have much time to pursue getting involved in organized medicine.

“A friend then asked me to run for a position on the Orange County Medi-cal Society Board – somebody who was already on the board. We talked about it and I did that (successfully) and while I was on the board, I was ‘fairly vocal,’” he said.

Fraser Cobb, then president of the Florida Orthopaedic Society asked Hal-perin to run for a position on the Amer-ican Academy of Orthopedic Surgeons (AAOS) Board of Councilors. Winning that seat led to Board of Directors posts for Florida Orthopaedic Society, and Florida Medical Association Political Action Committee. He joined the Or-lando Regional Orthopaedic Medical Economic Outcomes Committee.

With the AAOS being one of the strongest lobbying organizations on Capitol Hill, Halperin, who served on a congressional healthcare advisory panel, has become a nationally-recog-nized voice on top political and business issues in medicine.

“I get exposed to a lot of things community guys don’t regularly see. I participate in national surgical safety summits, orthopedic quality institutes, I served on their Council on Education and that’s an interesting thing because the way education is delivered to doc-tors is changing,” Halperin said.

In his work with the Academy and the Association together, he has been involved with regulators trying to smooth the delivery of regulations as they come out to help physicians prac-tice medicine.

“We were very instrumental in lob-bying to get rid of SGR,” he said, not-ing that “The law they replaced it with is a tough one as well. They want to rate docs on quality, but they haven’t fi g-ured out how to defi ne quality yet, and they want to bonus docs who give bet-ter quality work but they have to take it from the guys who do poor quality so we have to get graded on a sliding scale.”

For now, Halperin is excited about being in the mix and is still “fairly vocal” speaking up for physicians as the landscape of healthcare continues its rapid change.

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REPRINTS: If you would like to order a reprint of a Medical News article in a PDF format or request an additional copy of an issue, please email: [email protected] for information.


BY P.L. JETER

If Marni Jameson-Carey could clone herself, there’s no telling how the ener-getic, multi-talented business leader could change the world. In the two years since the former Orlando Sentinel senior health-care reporter took the lead of the national association while in its infancy, she’s grown AID to more than 1,000 members in 27 states and made an impact on Capi-tol Hill.

It’s no surprise that Jameson-Carey started school at the age of four, before kindergartens were ubiquitous or gradu-ated from high school at 17. The daughter of a Marine fi ghter pilot and fi fth-gener-ation Californian, and a Scotland-born Army nurse who met in Okinawa during World War II, Jameson-Carey moved to France at the age of three months when the family was transferred abroad.

When she was four, the family landed in California. Because she was mixing French with English, her school nurse mom enrolled her in kindergarten to “straighten me out,” joked Jameson-Carey. After starting college at Cal State Fullerton with an eye toward law school, Jameson-Carey had an “a-ha” moment of pursuing journalism instead. “I looked up the fi ve top journalism schools in the U.S. and the University of Kansas also had a

magazine journalism sequence that satis-fi ed my need to have things look pretty,” she recalled.

However, her fi rst job after college wasn’t with a newspaper “because the pages would end up lining birdcages,” she noted. Instead, she joined Northridge Hospital Medical Center in Los Ange-les as associate public relations director, and took over the health system’s com-munity magazine. When doctors began approaching her on the side for public relations work, she moonlighted until hospital administrators found out. They weren’t happy. “It was extra publicity for the hospital they didn’t have to pay for,” she noted. “Go fi gure!”

So she decided to work for the doc-tors instead of the administrators. (I don’t want it to look like I got fi red.)

At the age of 22, Jameson-Carey opened a public relations fi rm that ulti-mately consisted of representing the major hospital players in Los Angeles except Northridge, and had fi ve employees be-fore she sold the fi rm 10 years later. Dur-ing that decade, the multi-tasker earned an MFA in creative writing at Vermont College, taught writing at UCLA, and had two babies.

She branched into magazine writing for Reader’s Digest, Woman’s Day, Family Cir-cle, Prevention, and Shape publications. She

also started a home improvement and life-style column with the Orange County Regis-ter, a pocket-money job that bloomed into a nationally syndicated column, which she still writes weekly and that appears in 30 papers nationwide; three books on home design, including one on downsizing the family home, and another in the series due next year. One book is in its eighth print-ing, and is an Amazon bestseller.

After selling the marketing fi rm, the Los Angeles Times asked her if she would do health reporting for the paper since she knew a lot about the healthcare land-scape in the region. She happily did so as long as she could work from home. Soon, Jameson-Carey was covering the hospi-tals she’d represented from home, work she continued when the family relocated to Denver, Colo. “Nobody noticed,” she said. After the New Year in 2011, her marriage winding down, Jameson-Carey asked her editor if she knew of any full-time journalism jobs with Tribune Media. The Orlando Sentinel had an opening for a senior healthcare reporter. With her oldest daughter off to college in Texas, Jameson-Carey and her youngest daughter relo-cated to Central Florida.

Two years into the role, Tom Thomas, a CPA in Winter Park, called her with a request: attend the organizing meeting of a trade association represent-

ing independent physicians. Jameson-Carey had reported extensively on the fl urry of physician practices being sold to courting hospitals and healthcare systems. The trend had weakened the voice of in-dependent doctors, who’d shared their concerns with Thomas and his partner, Carol Zurcher, CPA.

At the inaugural meeting in April 2013, some 100 independent physicians ponied up $1,000 each in seed money to establish the Association of Independent Doctors (AID). Jameson-Carey’s story made front-page news the next day and the story was picked up by news services around the country. Sixteen months later, Jameson-Carey received another call from Thomas. AID had a presence in a handful of states, and he and co-founder Zurcher needed help to grow the organization be-yond their part-time means.

“I was really in a pickle because I loved my job at the Sentinel. But I also saw a chance to pull together all the business elements of my past – running a market-ing fi rm, and reporting on complicated is-sues to consumers – while also making a diff erence and championing a cause that might impact America,” she said. Since joining AID as executive director in Sep-tember 2013, Jameson-Carey has traveled the country sharing AID’s message, while appreciative doctors tell her, “Marni, you’re watering the desert.”

Drawing on her attorney bent, Jame-son-Carey has also gotten involved in legal cases trying to block hospital and health-care system mergers that could lead to monopolies and higher healthcare costs. According to Becker’s Hospital Review, the number of hospital acquisitions in 2015 grew by 18 percent from the previous year, and by 70 percent since 2010.

“Last summer, we saw movement going on in Pennsylvania, where Her-shey Penn State Medical Center and Pin-nacleHealth Systems were merging,” said Jameson-Carey. “I wrote an editorial say-ing this was a bad idea; the community should stop it. I pointed out the FTC was trying to block it.”

The editorial letter ran in several Pennsylvania newspapers and caught the eye of the Federal Trade Commission’s


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BY P. L. JETER

Few folks realize that approximately one of six patients is seen by a physician of Indian descent in Central Florida. And their collective impact continues advancing.

Since its founding, the Central Florida Association of Physicians from the Indian Subcontinent (CAPI) has grown to more than 600 members representing India, Pakistan, Bangladesh and Sri Lanka and is practicing medicine in Brevard, Lake, Marion, Orange, Osceola, Seminole and Volusia counties.

CAPI has become one of the largest ethnic healthcare organizations in Florida, and is well-connected with chapters state-wide – Fort Lauderdale, Jacksonville, Mel-bourne, Port St. Lucie and the Tampa Bay area – and nationwide.

With the mission of medical and den-tal professionals pooling resources to make a positive diff erence in the community, CAPI was originally established in the early 1980s as a result of a pivotal business trip to Washington, DC. Gopal Basisht, MD, an Orlando rheumatologist, Mohan Saoji, MDS, a dentist from Casselberry, along

with three other dentists, traveled to the nation’s capital to open dialogues to form a national organization representing doc-tors and dentists of Indian origin. The grass roots movement resulted in the establish-ment of American Association of Physi-cians of Indian origin (AAPI).

In Central Florida, Saoji and Dinesh Das, MD, an Orlando internal medicine specialist, organized the local chapter with the help of urologist Ravi Jahagirdar, MD, cardiologist Sunil Kakkar, MD, general sur-geon Syed Malik, MD, hand surgeon Vi-kram Mehta, MD, otolaryngologist Muni Padman, MD, Jai Prakash, DDS, a Deland dentist, Basisht and Aziz.

At the local chapter’s inaugural meet-ing at Darbar, a prestigious Indian restau-rant in Orlando, more than 70 doctors and dentists unanimously agreed on the need for an organized body. However, it took two meetings to come up with a name everyone could agree on: Association of Physicians and Dentists from South Asia, or APDSA. The name would change to Doctors of South Asia (DOSA) before members ulti-mately agreed on CAPI.

Das served as the fi rst president, with Jahagirdar as secretary and Saoji as trea-surer for a one-time, two-year appointment. By the end of the fi rst term, the Orlando chapter had produced bylaws and ap-pointed a private accounting fi rm via Al-tamonte Springs CPA Zuber Mansori.

Saoji’s daughters, Mili and Sima, manned the APDSA registration desk at CAPI’s early meetings. “They were never shy to call and ask members to become life members,” said Saoiji. “We had 100 life members to start.”

CAPI has thrice hosted the annual convention for the national parent organi-zation, AAPI – in 2002, 2009 and 2015. Nearly 2,000 members attended the most recent convention (AAPI’s 33rd), which had a budget of nearly $2 million. Jahagirdar presided over AAPI, and Saoji served as convention chair in 2015.

Keynote speakers included U.S. Sur-geon General Vivek Murthy and 2014 Nobel Peace Prize Laureate Kailash Saty-arthi. At 37, Murthy, an internal medicine specialist from Miami, made history as the youngest appointed U.S. Surgeon General and the fi rst of Indian descent. Satyarthi, an electrical engineer by training, and youth activist who founded Save the Childhood Movement and Global March against Child Labour, is the seventh Indian presented the prestigious international award.

Last year’s AAPI national convention boosted Orlando’s economy by roughly $10 million.

Among CAPI’s signature community outreach projects: health fairs held every April and September to provide aff ordable services to the uninsured and underinsured population. Even though they are held at In-

dian temples, the health fairs are open to the public. Blood draws are organized a week prior to the event, with a mixture of primary care providers and specialists discussing re-sults and other medical conditions with pa-tients. CAPI has also organized childhood obesity programs directed to middle school students in the Orlando metro area.

Other community outreach projects have resulted in the following donations:

• In 2013, $30,000 to the University of Central Florida College of Medicine.

• In 2014, $70,000 to the Florida Hospital Foundation and $20,000 to A Gift for Teaching (AGFT).

• In 2015, $56,000 to the Orlando Health Foundation.

• Earlier this year, CAPI donated $15,000 to the One Orlando Fund for Pulse victims.

CAPI has also collaborated on spe-cial projects with the Orlando Magic, Boy Scouts of America, and AGFT. The Or-lando chapter has also provided countless CME programs to area physicians.

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When the housing market started its decline in 2007, many realtors scram-bled to maintain new listings. Within a year, most everyone had lost signifi cant value in their homes, and the majority of homeowners who had purchased in the previous 5 years were now locked into homes they could not sell. Over the next few years, homeowners were struggling to avoid foreclosure or locked into homes that they couldn’t afford to leave.

Lidya Gongage saw a third option. Recently retired as a FedEx delivery driver at the age of 58, Lidya saw new opportunities in the decline of the housing market. She sought to provide top notch, full service property man-agement so beleaguered homeowners could earn revenue from their homes, freeing them to move out. She formed Kumba Realty and Property Manage-ment as a full service management company, so homeowners and investors could concentrate on their own lives and leave their homes in the hands of a professional who would handle their property like it was their own. After 10 years, she has helped hundreds of owners and investors earn income from their homes and helped them to sell once the market recovered. She now manages over 250 homes, a handful of commercial units, and several com-munity associations.

When Orlando’s Medical City was in its infancy and the Lake Nona Com-munity wasn’t even on the map, Lidya had already been working in the area for years. She knew the amazing potential this area would realize one day.

Seeing the need to organize and empower business owners in the area, Lidya turned to her network of associates and friends working to help organize the businesses in the area into a Chamber of Com-merce. Founding the Lake Nona Re-gional Chamber of Commerce in 2012 to help others tap into the promise of business in one of the fastest growing and most unique areas in the Southeast United States.

As she begins her next decade in property management and her 5th year as a board member for the Chamber, Lidya is excited to see the growth and promise of Lake Nona’s Medical City. With medical professionals coming to the area, the USTA locating its headquarters here, and the sports and training facilities moving in, she has promoted the area to her investors. As the creator of the area’s premiere annual charitable event, Taste of Nona, Lidya is currently working on the 4th annual event to be held on November 12th, 2016 at the Courtyard Orlando - Lake Nona, right in the heart of Medical City. For info on tickets and becoming a contributor, please visit www.lakenonacc.org.

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head of litigation. He asked Jameson-Carey to write an amicus brief on behalf of AID. “I told him I wasn’t a lawyer; I was a journalist. He said he thought that would be refreshing,” she recalled. Soon after, he rang again, asking her to write another amicus brief on another hospital merger case in northern Illinois.

While busy with her new role, Jame-son-Carey carved out time in February to wed attorney Doug Carey, a widower with three children and associate manag-ing counsel for the Travelers law offi ce in Baldwin Park. On their fi rst dates, they compared commonalities. “I wanted to be a lawyer because my dad said I was good at arguing, but I turned up my nose because the classes look boring,” she laughed. “Ironically, Doug earned a journalism degree and was writing for a newspaper in Pittsburgh when he realized that’s not the way he wanted to spend his life. He enrolled in law school there and has been practicing law in Orlando for nearly 30 years.”

Their newly blended family has be-come somewhat of a “Brady Bunch,” she joked, with fi ve children and three grand-children living in Arizona, Texas, Cali-fornia and Florida. Of Jameson-Carey’s daughters, Paige Roth, 23, is studying for her master’s degree in biology and health policy at Rice University, and Ma-rissa Roth, 21, is a rising senior studying neurobiology and psychology at Stanford University.

Back to AID, Jameson-Carey pointed out the association’s fi rst conference will be held next month. (See box for more de-tails.) “It’s for non-members, too. We have a fabulous line-up of nationally renowned speakers. We’ll have six CME credits available. It’s a big milestone for us.”

AID’s mission has furthered its goals: prevent hospitals from buying medical groups, educate consumers about the benefi ts of seeing an independent doctor, increase cost transparency in healthcare, enforce antitrust laws, inform lawmakers of the need to protect independent phy-sicians, stop non-profi t hospitals’ abuse of the tax-exempt status, and work with insurance companies to pay independent doctors and employed doctors the same fee for the same service. To accomplish these goals, earlier this year AID added an administrative assistant and more re-cently, a full-time intern from UCF pur-suing a master’s degree in health services administration.

Jameson-Carey would like to develop chapters in more states as membership grows. “Forty members in one state is an ideal number. Then I can go to their lawmakers, their media, and have a much bigger voice,” she said. “If I can expand and get the resources behind me to make a diff erence in every state, that’s really how we’re going to turn this ship around.”

HEALTHCARELEADERMarni Jameson-Carey, continued from page 4


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“The third option is MIPS as usual for the full calendar year,” Lund noted. She added that while CMS heard from providers who were concerned over the complexity and short timeframe for imple-mentation, offi cials also heard from those who were well prepared and not pleased at the prospect of a delay. Those who opt to have their fi rst performance period begin Jan. 1 might qualify for a “modest positive payment adjustment,” according to Slavitt.

No matter what option is chosen Lund said, “2017 is still the year you will be eval-uated on for 2019 payments. We’re not expecting a full-on delay in the fi nal rule.”

The fi nal rule, which is anticipated to come out by Nov. 1 at the latest, should fi ll in details to allow providers to more fully evaluate the three MIPS options. “I think the big looming question is how will these fl exible options work to make this budget neutral?” Lund asked.

She noted the law sets MIPS up as rev-enue neutral. Eligible clinicians who don’t report in 2017 were to receive a 4 percent payment penalty in 2019. Those who re-ported and scored in the top decile, were to receive a 4 percent or higher bonus. With the new reporting fl exibility, she said it re-mains to be seen how bonuses will play out when payment changes go into eff ect.

While Lund said most of the prac-tices with which she works are prepared and “absolutely engaging on the topic of MACRA,” she also recognized the level of readiness varies widely across the country. “Certainly there are a lot of legitimate con-cerns about what MACRA will do for solo or small practices,” she said. Lund added there is a $100 million fund to help support small practices as they prepare to meet the new reporting requirements. “It’s an open question about whether that (amount) is adequate,” she noted.

For those struggling to get up to speed, Lund said, “Quality is absolutely where you start your eff orts.” She added that MIPS has four scoring sections, and the quality perfor-mance category, which replaces the Physi-cian Quality Reporting System, accounts for 50 percent of the composite score. “It’s where you probably have the most work to do … and where you have the most oppor-tunity,” she added.

The balance of the score comes from Advancing Care Information (25 percent), Clinical Practice Improvement Activities (15 percent), and Resource Use (10 percent). The Advancing Care Information category is what was formerly known as Meaning-ful Use. Clinical Practice Improvement of-fers more than 90 activities from which to choose. Lund suggested looking for areas where you are already collecting data that align with the new requirements.

The score for Resource Use is based on claims and volume suffi ciency. In addi-tion to being the smallest percentage of the composite score, Lund said it also might be the hardest area to actually control. “I would only recommend tackling it once you feel you have the other categories well in hand,” she advised. “It’s the category I expect to be the most ignored because of its low weight-ing and because it’s hard to control. That said, I think it’s got a lot of opportunity. It could separate the cream of the crop.”

While providers and industry associa-tions have expressed relief over the “pick your pace” options from CMS, Lund said the partial reprieve is only temporary. The expectation is 2018 will roll out with full re-porting requirements for all.

“The fl exible options are not a reason to sit on the sidelines,” Lund cautioned. “The one option, which has sort of been left unsaid, is that if you don’t report at all, you can be penal-ized.” Ready or not, MACRA is almost here.

Deadline for MACRA, continued from page 1

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ditions was 1.8, with the three most com-mon being diabetes (46.8 percent), obesity or overweight (71.3 percent) and cardio-vascular and peripheral vascular disease (51.3).

In the US venous leg ulcers (VLUs) have been estimated to cause the loss of 2 million work days and result in treatment costs of ap-proximately $3 billion per year. The statistics in the diabetic foot ulcer (DFU) population are much grimmer. Approximately, 26 mil-lion people, comprising 8.3 percent of the US population are estimated to have diabetes. In 2010 alone, there were 2 million new cases of diabetes diagnosed. Of the U.S. diabetic population, it is estimated that 15 percent will develop DFUs in their lifetime. Arm-strong and colleagues reported the 5-year mortality rates for patients with neuropathic and ischemic DFUs and diabetes-related am-putations compared with other conditions, including several common types of cancer, using data gathered from multiple sources. By 5 years, 45 percent to 55 percent of pa-tients with neuropathic and ischemic DFUs, respectively, will die. These common compli-cations of diabetes have higher mortality rates than many common cancers.

Wound healing is known to occur in

four overlapping phases; hemostasis, in-fl ammation, proliferation and remodeling, and usually is complete in approximately 28 days, with the remodeling phase lasting up to 2 years. In acute wound healing, wounds move through these phases unimpaired and without incident resulting in wound closure. In chronicity, the wound has become stalled, usually in the infl ammatory phase for a va-riety of reasons; bacteria, poor blood fl ow/oxygenation, repeated trauma, or co-mor-bid conditions and/or the drugs required to treat them. In retrospective studies assessing time to healing in large groups of patients, those patients with DFUs who were not at least 50 percent closed by 4 weeks were un-likely to heal by 12 weeks, and those with VLUs who were not 40 percent closed by 4 weeks were unlikely to heal by 24 weeks.

A critical component to healing chronic wounds is in preparing them to heal. Wound bed preparation is the platform on which wound healing pathways are built and in-cludes wound debridement, management of bacterial bioburden, management of wound exudate and the creation of a moist wound bed, and attention to the wound edge. The more rapidly this is accomplished, the

Importance of Preparation, continued from page 1



An Administrator’s Unique View Through the Patient Lens

BY NINA TALLEY,Assist. Director, Health Innovators Community

Health Innovators’ Resident Health-care Executive, Beth Rudloff, has the unique experience of being both a cancer survivor, and a cancer center adminis-trator. Beth spent nearly 30 years as an administrator at Orlando Health, before ending her time with the company after a 4-year stint as the COO for the UF Health Cancer Center Orlando Health. After receiving her cancer diagnosis in the summer of 2013, just months after receiv-ing a normal mammogram, she continued her work as COO, utilizing her experi-ence as a patient at the Cancer Center to fuel ideas for process innovation.

“One of the things that’s important to me – I was treated phenomenally well during my treatment – is that everyone gets that level of treatment. A lot of what I do now is work with the team to talk about how we can make this an even bet-ter experience for the patient. The hardest time is when you think you have cancer but you don’t know what the treatment is going to be. We have really tried to shorten that time frame tremendously,” Beth said in an interview last year with Orange Appeal, a digital publication.

Because of her new perspective as a patient, Beth worked hard to implement a faster appointment turnaround policy. You can now get a next day appointment for an exam at the UF Health Cancer Center

Orlando Health, instead of waiting days. Although Beth persevered and

worked through her cancer diagnosis to survivorship, shenow finds herself faced with chronic fatigue, a side effect of her treatment. Reluctantly, Beth stepped down from her position at Orlando Health in early 2016.

“Due to my debilitating fatigue after (my) breast cancer treatment, that phase of my life is over. I can no longer run cancer center operations, participate as an ex-ecutive in a large healthcare organization, stay late to greet the night shift and come in early to strategize with the oncologists. Although I battle with my energy level and get frustrated with what I can and can’t ac-complish in a day, I am beginning to ac-cept where I am. I am free from cancer, which is truly a blessing and that blessing was given to me by the team I worked be-side for years. And because of this gift, I have also been given the opportunity to look at my career – and my life – differ-ently. So forever the innovator, I am in the process of innovating my own career.”

Beth joined the Health Innovators team about 5 months ago, providing qual-ity healthcare innovation content pub-lished through our blog, and guidance to our community on service line integration inside of hospital systems. Make sure to check outmore of Beth’s story and insights at www.beatrixhealthcare.com, or at our blog at healthinnovators.info

BY KELLI MURRAY, Founder, MedSpeaks

As you may have heard, the Univer-sity of Central Florida has chosen to part-ner with Nashville based HCA Healthcare to build the first academic teaching hospi-tal in Lake Nona.

This exciting and long overdue venture will create a proposed 580+ residencies.

So why exactly are teaching hospitals so critical for emerging innovations? The stark reality is that startup companies fail at an astounding rate, in part, because of severe barriers to entry in obtaining access to hospital resources, where real life testing and refinement of solutions can be made to address the complex needs of clinicians.

Academic centers often offer emerg-ing technology companies access to criti-cal resourcessuch as data, clinical and technical expertise and mentorship across the continuum of product development through the go to market continuum. For Central Florida healthcare entrepreneurs, this is one of the most ground breaking op-portunities to happen this decade.

We recently had the honor of speak-ing with one of the world’s foremost ex-perts on Surgical Robotics, Dipen Parekh,

MD. Dr. Parekh gave personal insight into how to begin innovating inside of the healthcare industry.

“If you look at most of the surgical medical innovations, these did not hap-pen to the layperson sitting in Starbucks thinking of ideas. This happened because this person was somehow affiliated with healthcare. If you really want to make an impact on healthcare technology, you have to be in healthcare. That doesn’t mean you work in it full time, but that you have reasonable access to health-care. Through your connections, find out if youcan be an observer, visit and view procedures in a clinic, their workflow, an operating room. In academic practice it’s even more simple; go to the website see the spectrum ofwork in this field that a lot of us are doing. Send us an email. Come and visit us. Talk to us. We open our doors to the operating room and clinic. Come and see what we are doing.”

If you’d like to lend a mentoring hand to our local startup community, please email your contact information and innovation areas of interests to [email protected]

MedSpeaks ™ is an engagement focused organization created to showcase the most exciting events, experts, and healthcare developments within our region. Our strength isin our community network of Health Innovators as well as our platform for promoting/facilitating medical events and expertise. Our engagement model has enabled us to converge over 1,300 healthcare professionals, clinicians, entrepreneurs, and technology enthusiasts to fuse ideas on the problems and solutions facing healthcare.

Why Academic Hospitals are Vital to Health Innovation

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sooner the wound can proceed on a healing trajectory. The two most common wound types seen in outpatient wound centers are DFUs and VLUs illustrating the importance of early intervention with an evidence based pathway designed to move patients to a healing trajectory as quickly as possible.

The management of chronic wounds provided in a wound center enables the care to be provided in a patient-centered

environment taking into consideration the certainty of an accurate diagnosis, attention to pain, quality of life, the ability to continue working, acquisition of supplies, and the utilization of technologies such as advanced dressings, negative pressure wound therapy, hyperbaric oxygen, cellular and tissue based products and growth factors at the appropri-ate time to accelerate wound healing. The importance of using these advanced tech-

nologies at the right time for the right patient will enhance earlier healing while ensuring cost effectiveness of the care.

Dot Weir has practiced wound care for the past 36 years, and is actively involved in speaking and teaching nationally and internationally, and has published several book chapters and journal articles. She was on the founding board and is past-president of the Association for the Advancement of Wound Care and is the co-chair of the Symposium on Advanced Wound Care. She practices part-time at the Wound Healing Center of Orlando Health Central Hospital in Ocoee.

Importance of Preparation, continued from page 8


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