Tonya Young- Henley, MD PAGE 3 PHYSICIAN SPOTLIGHT PRINTED ON RECYCLED PAPER June 2016 >> $5 ONLINE: ORLANDO MEDICAL NEWS.COM ON ROUNDS BY LYNNE JETER As 700-ish Cen- tral Florida VIPs were celebrating economic growth in Orange County at the annual James B. Greene awards din- ner the evening of May 17, news broke that Sanford Burn- ham Prebys Medical Discovery Institute at Lake Nona (SBP at Lake Nona), the original anchor in Medical City, would leave Orlando. On the heels of that disturbing announcement, a potential partner for SBP quickly emerged: the University of Florida (UF). “Don’t be surprised with how fast UF moved on this,” said a local healthcare leader who re- quested anonym- ity. “They’re quite keen on expanding in Central Florida, and UF has been working with SBP for some time now.” Even folks usu- ally in the know don’t understand exactly what hap- pened to upset SBP executives. “We only got one day’s warning ahead of the media reports,” said Cissy Proctor, executive director of the Florida Department of Economic Growth. SBP employees received about the same length warning. Surprise, Attendees! Sanford Burnham has Left the Building Economic Developers Deal with Aftermath: UF a Potential Partner BY DANIEL CASCIATO The Orlando region could soon be home to two new memory care centers by the end of the year. Bris- tol Senior Living, which operates several memory care facilities designed for residents with Alzheimer’s disease, dementia, and other cognitive impairments, in St. Peters- burg, Fla., Georgia and Tennessee, has been exploring the Orlando area for some time now, according to Prem R. Shah, MD, founder and CEO of the organization. “We see Florida as having a big need for these types of facilities,” he said. “Orlando, Tampa and Naples are great places for people to retire and many are coming here to retire in record numbers. Also, in Orlando you have a diverse popula- tion of races, religion and other cultures. The common misconception is that Alzheimer’s disease and dementia mainly affect the Caucasian population and just men or just women. But it can affect anyone.” Dr. Shah noted that most assisted living facilities often offer a memory care wing or a separate space for people who are living with memory care diseases. This is where Bristol Senior Living distinguishes itself. The residents in a Bristol facility are typically those who have memory loss due to normal aging, Alzheimer’s Disease, or other forms of dementia. PRST STD U.S. POSTAGE PAID FRANKLIN, TN PERMIT NO.318 Second National IT Trends in Healthcare Study Released In the little more than 15 months between Peak 10’s first and second rounds of research into healthcare information technology trends, a lot has changed. From evolving CIO roles and added emphasis on data analytics to increased cloud adoption and growing concerns over interoperability and security, HIT departments are being asked to rapidly adapt to the industry’s shifting landscape ... 4 Central Florida Health Alliance Cancer Programs Receive Byers Oncology Award The Leesburg Regional Medical Center and The Villages Regional Hospital, part of the Central Florida Health Alliance, were recently awarded the Jean Byers Award for Excellence in Cancer Registration from the Florida Cancer Data System for 2015 ... 6 PROUDLY SERVING CENTRAL FLORIDA (CONTINUED ON PAGE 12) Myth If my husband receives hospice care, then I won’t be able to care for him at home. Fact Hospice is not a place, but a philosophy of care. The majority of hospice care takes place in the home, where the person can be surrounded by family and familiar settings. halifaxhealth.org/hospice | 800.272.2717 Memory Care Provider Eyeing Orlando Market Facilities are Geared Entirely for Memory Care (CONTINUED ON PAGE 10) Dr. Prem R. Shah
Transcript
Tonya Young-Henley, MD
PAGE 3
PHYSICIAN SPOTLIGHT
PRINTED ON RECYCLED PAPER
June 2016 >> $5
ONLINE:ORLANDOMEDICALNEWS.COM
ON ROUNDSBy LyNNE JETER
As 700-ish Cen-tral Florida VIPs were celebrating economic growth in Orange County at the annual James B. Greene awards din-ner the evening of May 17, news broke that Sanford Burn-ham Prebys Medical Discovery Institute at Lake Nona (SBP at Lake Nona), the original anchor in Medical City, would leave Orlando. On the heels of that disturbing announcement, a potential partner for SBP quickly emerged: the University of Florida (UF).
“Don’t be surprised with how fast UF moved on this,” said
a local healthcare leader who re-quested anonym-ity. “They’re quite keen on expanding in Central Florida, and UF has been working with SBP for some time now.”
Even folks usu-ally in the know don’t understand exactly what hap-pened to upset SBP executives.
“We only got one day’s warning ahead of the media reports,” said Cissy Proctor, executive director of the Florida Department of Economic Growth. SBP employees received about the same length warning.
Surprise, Attendees! Sanford Burnham has Left the Building Economic Developers Deal with Aftermath: UF a Potential Partner
By DANIEL CASCIATO
The Orlando region could soon be home to two new memory care centers by the end of the year. Bris-tol Senior Living, which operates several memory care facilities designed for residents with Alzheimer’s disease, dementia, and other cognitive impairments, in St. Peters-burg, Fla., Georgia and Tennessee, has been exploring the Orlando area for some time now, according to Prem R. Shah, MD, founder and CEO of the organization.
“We see Florida as having a big need for these types of facilities,” he said. “Orlando, Tampa and Naples are great places for people to retire and many are coming here to retire in record
numbers. Also, in Orlando you have a diverse popula-tion of races, religion and other cultures. The common misconception is that Alzheimer’s disease and dementia mainly affect the Caucasian population and just men or just women. But it can affect anyone.”
Dr. Shah noted that most assisted living facilities often offer a memory care wing or a separate space for people who are living with memory care diseases. This is where Bristol Senior Living distinguishes itself. The residents in a Bristol facility are typically those who have memory loss due to normal aging, Alzheimer’s Disease,
or other forms of dementia.
PRST STDU.S. POSTAGE
PAIDFRANKLIN, TN
PERMIT NO.318
Second National IT Trends in Healthcare Study ReleasedIn the little more than 15 months between Peak 10’s fi rst and second rounds of research into healthcare information technology trends, a lot has changed. From evolving CIO roles and added emphasis on data analytics to increased cloud adoption and growing concerns over interoperability and security, HIT departments are being asked to rapidly adapt to the industry’s shifting landscape ... 4
Central Florida Health Alliance Cancer Programs Receive Byers Oncology AwardThe Leesburg Regional Medical Center and The Villages Regional Hospital, part of the Central Florida Health Alliance, were recently awarded the Jean Byers Award for Excellence in Cancer Registration from the Florida Cancer Data System for 2015 ... 6
PROUDLY SERVING CENTRAL FLORIDA
(CONTINUED ON PAGE 12)
Myth If my husband receives hospice care, then I won’t be able to care for him at home.
FactHospice is not a place, but a philosophy of care. The majority of hospice care takes place in the home, where the person can
be surrounded by family and familiar settings.
MythFactHospice is not a place, but a philosophy of care. The majority
halifaxhealth.org/hospice | 800.272.2717
Memory Care Provider Eyeing Orlando MarketFacilities are Geared Entirely for Memory Care
(CONTINUED ON PAGE 10)
Dr. Prem R. Shah
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‘Total Care’ Approach Energizes Geriatric PracticeYoung-Henley’s Passion for Others Stretches Back to Missionary Childhood
By LUCy SCHULTZE
In the weeks after she opened her ge-riatric medicine practice in Fern Park with JSA Medical Group, Tonya Young-Hen-ley, MD, found herself treating fall injuries in one patient after another.
One had tripped at home. Another had fallen at the grocery store. But her practice was able to go beyond just treat-ing those patients, by booking an eight-week fall-prevention course for seniors at the community center adjoining her clinic.
“This truly is total care,” said Young-Henley, who joined JSA in September 2015 and opened the Fern Park practice three months later. “We are able to iden-tify the needs in the community and re-spond in a more proactive way — to serve not just our patients, but also the broader community.”
It’s that approach that’s given Young-Henley new energy after some two de-cades of practicing in the Orlando area. Her clinic’s adjacent community center hosts yoga sessions, exercise classes and even line dancing events. It also provides a space for physician talks, such as a recent one by a local podiatrist on foot care for diabetics.
“The programs we offer are free and open to the community,” Young-Henley said. “We even have some current patients who are professional writers and teachers, and we allow them to come in and offer a class. It’s truly an amazing tool that JSA has put into this clinic.”
The clinic’s services include disease management for geriatric patients with very complex issues. When even monthly visits with Young-Henley are not enough to keep a patient’s issues in check, nurses will call the patient as often as once a week for issues like uncontrolled heart disease or diabetes. The clinic also works with a local pharmacist to help low-income patients get access to the medicines they need.
“JSA believes their clinics should be physician-run but geared toward the community and its needs,” Young-Hen-ley said. “The novelty of what they are putting together is exciting to me. When you’ve been practicing for a long time, it’s easy to feel stagnant. But this is an oppor-tunity to start something from the ground up and actually be part of the community. It’s been amazing to see how the patients respond and tell us what their needs are.”
For Young-Henley, the clinic’s work also connects with a deeply rooted convic-tion.
“I believe that no matter how poor you are, you deserve good medicine,” she said. “That’s exactly the kind of care I’ve been allowed to give with the resources we have here.”
Young-Henley’s passion for medicine as mission stems from her childhood. Raised by Adventist missionaries, she lived in East Africa from age 6 to age 10. Her mother
taught math at the college in Arusha, Tan-zania, while her father, a pastor, traveled the area ministering to local communities.
“I was just traveling around with them, seeing the country and getting to know the people,” she said. “During that time, Idi Amin was in power, so there were always a lot of guns around and the situations around border crossings were scary. I understand that now; as a kid, you didn’t realize how dangerous it was.”
While the family was in Africa, Young-Henley’s mother fell ill and was admitted to the closest hospital, in Nai-robi, Kenya. The family rushed back to the United States. Her mother was ulti-mately diagnosed with lupus and under-went a kidney transplant at the UF Health Transplant Center in Gainesville.
The experience of witnessing her mother’s treatment piqued Young-Hen-ley’s own interest in medicine. She finished high school at Forrest Lake Academy in Apopka, and went on to complete the pre-med curriculum at Oakwood University in Huntsville, Ala. She attended the Uni-versity of Florida College of Medicine, fol-lowed by a residency at Florida Hospital.
After her training, Young-Henley spent 15 years with Family Physicians Group, where she transitioned into geri-atric medicine and continued to round in the hospital setting.
In her current practice, Young-Hen-ley relishes the opportunity to spend more time with her patients and focus exclu-sively on the senior population.
“They allow you more time with each
patient, because they realize the patients’ issues are more complex,” she said. “From the time they come in the door and are greeted, we’re really focused on under-standing everything that’s going on with their health. We have a lab here to draw their bloodwork, and we’ve been able to catch issues simply through something they mention to the MA while getting their blood drawn.”
Young-Henley also gives talks on top-ics like diabetes at other community loca-tions.
“Even though a lot of these seniors have medical care, it’s different when you talk to them outside of a medical of-fice,” she said. “They bring you all these questions they’ve never been able to get answered, and we always end up talking about things beyond the topic I’m there to address. It’s a chance to really hear about their needs.”
Beyond the local community, Young-Henley has traveled for mission trips to Mexico and Jamaica. She is slated to return to Africa this month for a mission trip to serve the Masai people in Nairobi, Kenya.
Joining her on the trip are her three children: Robert III, 16, Taimane, 14, and Brenden, 11.
“I’m trying to bring them up with to show the same love and desire to help people,” she said.
Young-Henley is married to Robert Henley Jr., a robotics teacher. In addition to spending time with her family, she en-joys fishing, hiking, canoeing and spend-ing time on the Florida beaches.
PhysicianSpotlight
Dr. Tonya Young-Henley
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By CINDy SANDERS
In the little more than 15 months be-tween Peak 10’s fi rst and second rounds of research into healthcare information tech-nology trends, a lot has changed. From evolving CIO roles and added emphasis on data analytics to increased cloud adoption and growing concerns over interoperability and security, HIT departments are being asked to rapidly adapt to the industry’s shift-ing landscape.
Peak 10 – a national information tech-nology infrastructure solutions provider with data centers and sales offi ces in 14 major metropolitan areas including Or-lando – surveyed HIT decision makers from across the United States in March 2016 for the Second National IT Trends in Health-care Study, which was released last month. After receiving online surveys from 157 re-spondents in more than 40 states, a series of in-depth, one-on-one qualitative phone in-terviews was conducted with a subset of the participants. Peak 10’s latest report follows the company’s research into current mar-ket conditions and HIT trends conducted in late 2014 that resulted in the inaugural study being published in the fi rst quarter of 2015.
“We saw some big differences versus the last time,” noted Christina Kyriazi, product marketing and analytics manager for Peak 10 and lead author and researcher for the re-port. “One of the biggest was the cloud adoption trend,” she continued.
Kyriazi said there was signficant change from fourth quarter 2014 to fi rst quarter 2016 in attitudes and adoption of colo-cated and Infrastructure as a Service (IaaS)
environments. While most re-spondents still heavily rely on in-house technology infrastruc-ture delivery models, there was a marked increase in IaaS re-liance. Across three categories – production, development and testing, and disaster recov-ery – each saw a decrease for in-house utilization and an in-crease in IaaS. Kyriazi said the shift resulted in a 50 percent in-crease in IaaS adoption and an average increase of 33 percent in Software as a Service (SaaS) adoption.
“There’s been quite a few strides in public clouds, as well as hosted private clouds, in making them more secure so I think people have gained confi dence,” she said. Kyriazi added that many healthcare providers have incrementally tested cloud-based services and evaluated outcomes. With positive results, organizations have become more willing to take advantage of cloud-based effi ciencies, although some level of unease still lingers.
No matter where it’s stored, Kyriazi noted, “When you talk to healthcare pro-fessionals, the number one concern that comes up with data is security.” In fact, she added, there were numerous comments from survey respondents that security and compliance worries have been responsible for more than a few sleepless nights with ransomware emerging as a particular con-cern. When asked to evaluate their own or-ganization’s security program, the average grade was a B-, with only 11 percent of re-spondents giving themselves an A. Not sur-prisingly, encryption services (28 percent),
security assessments (25 percent), and ad-vanced malware protection (25 percent) led the way in additional investments planned in the next 12-24 months.
“The number two issue, which kept coming up, was the interoperability of sys-tems,” she continued. “Fifty-three percent of the IT decision makers told us they use two or more EHR providers.” And a full 25 percent of respondents are dealing with three or more providers. Kyriazi added the picture only gets more complicated when factoring in all the different devices and programs used by clinical providers and ad-ministrative personnel. “With all these dis-parate systems, they are having a hard time
integrating them.”Kyriazi said another
striking change is the evolu-tion of the chief information officer within a hospital or health system. “The role of the healthcare CIO has changed drastically even in the last cou-ple of years,” she said. “All of a sudden, the CIO’s role has shifted to a very strategic one.”
Kyriazi pointed out help-ing an organization meet the triple aim of improved effi cien-cies, quality of care, and pa-tient experience calls for a very different skill set from what was previously required of CIOs. That shift, she added, could be one of the drivers behind the growing trend in outsourcing some day-to-day functions to managed services providers. By turning to an outside com-pany for IaaS and monitoring, Kyriazi said CIOs can “focus their IT teams to become more strategic to gain that competi-
tive edge in the marketplace.”Part of that competitive advantage is
effectively utilizing big data. The survey revealed 66 percent of respondents created new IT roles in the last 24 months. “The number one role that came up was analyt-ics, followed closely by number two, secu-rity. I was expecting to see that be fi rst,” Kyriazi noted.
Considering increased complexity and demands, 67 percent of the organizations represented in the study anticipate increas-ing IT budgets from 2016 to 2018. Another 24 percent anticipated staying the same, 6 percent expected to decrease budgets, and 3 percent were unsure.
Other interesting points included 77 percent of respondents saying they currently have, or plan to implement, a telemedicine program, and 85 percent said they have a patient portal to help improve the patient experience and act as a competitive differ-entiator to drive business.
“The big picture is the healthcare in-dustry is rapidly changing, and these IT leaders have to adapt to it,” Kyriazi con-cluded.
Second National IT Trends in Healthcare Study Released
Christina Kyriazi
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16-CANCER-01988
By KIM RANDOLPH MSN, FNP-BC
Where once a diagnosis of cancer meant despair and hopelessness for pa-tients stricken with the disease, thanks to tremendous advances in medicine and on-going research around the world, survival is no longer just a dream for many, but an expected outcome.
On June 5, the world honors those who have fought, and stand in living tribute to the growing list of successes in the battle against cancer. The 29th an-nual National Cancer Survivors Day is also intended to help recently diagnosed individuals understand that cancer can be beaten with help and inspiration from their doctors, nurses, caregivers, families and friends … and with a solid plan for meeting the challenges head-on.
According to the Centers for Disease Control and Prevention, more than 14 million American cancer survivors are liv-ing longer after diagnosis thanks in large part to advances in early detection and treatment. In fact, the CDC reports that two out of every three people with cancer are expected to live at least five years after diagnosis and the earlier the detection, the greater the likelihood for survival well be-yond five years.
Validating the more promising out-look was a study done by the American Cancer Society and the National Cancer Institute in 2012 which revealed that 15 percent of survivors – as of the study date – had been diagnosed 20 or more years prior.
In a November 2015 report, the CDC projected the number of cancer sur-vivors in the U.S. will swell to about 24 million by 2025. A testament to modern medicine’s greater understanding of how to combat the disease and the ever-im-proving diagnostic and treatment methods being deployed on a daily basis.
Funding, of course, is critical to keep-ing cancer research on an upward tra-jectory. Continued appropriations from government – and significant private support – are leading to more and better treatment options and may push survivor-ship numbers beyond the CDC’s rosy out-look in the years ahead.
However, we all have within our-selves an innate ability that can provide a significant complement to the medica-tions and therapies we offer as health-care providers. A positive attitude and a strong will to beat cancer can help sup-port favorable patient outcomes for long-term survival.
Legendary UCLA hall-of-fame bas-ketball coach John Wooden had a famous saying that applies here: Failing to plan, is planning to fail. His message is applicable, not just in sports, but to life, and certainly it is apropos for cancer survivors.
It is essential for survivors to have a plan. Sadly, many do not, and it is a dis-tressing reality that a patient without a plan has a gap in their treatment regimen that may have negative consequences.
A survivor with a plan is empow-ered with knowledge regarding what therapies and tests are needed and at what intervals. No two patients are ex-actly alike, so each survivor should have a customized medical plan that provides a proverbial roadmap for sharing infor-mation and scheduling treatments rela-tive to their own condition(s) with their doctors so that the best care possible can be rendered.
I tell patients to stick with a plan – even after active treatment for their can-cers may have concluded – and know that their plan should encompass all of their healthcare providers. Cancer sur-vivors often become accustomed to the care given in treatment of their respective cancers and many believe they can forego their primary care physicians.
Not true! Primary care is still very important to
managing all of the patient’s needs and to control chronic conditions that may or may not be related to cancer. A patient may be-come so focused on overcoming their can-cer they ignore other vital diagnostic tests like mammograms, colonoscopies, prostate exams, routine physicals, etc.
Key takeaways for survivors:• Know who you need to see, when
you need to see them, what tests you need and when, and what medica-tions you need to take and for what duration for long-term health and quality of life.
• Have a comprehensive plan to help assure you stay on track.
• Combine quality medical care across multiple disciplines, a posi-tive “can do” attitude and a clear plan to get well and stay well.
Moving Toward Expected OutcomeA Cancer Survivor with a Plan, Plans to Win
Kim Randolph, MSN, FNP-BC, works in the Survivorship Department at Cancer Treatment Centers of America where she cares for patients with a range of conditions. She is board-certified by the American Academy of Nurse Practitioners and the American Nurses Credentialing Center. She is trained in Advanced Cardiac Life Support and is a member of the American Academy of Nurse Practitioners.
6 > JUNE 2016 o r l a n d o m e d i c a l n e w s . c o m
By DANIEL CASCIATO
The Leesburg Regional Medical Center and The Villages Regional Hos-pital, part of the Central Florida Health Alliance, were recently awarded the Jean Byers Award for Excellence in Cancer Registration from the Florida Cancer Data System for 2015. This award ac-knowledges the quality, timeliness and completeness in the way cancer data is reported to the statewide cancer regis-try. The award is given in honor of Jean Anne Byers, who passed away in 1996 following a long career dedicated to pro-moting oncology research and education in Florida.
“We were honored to be among the select few institutions in the region chosen to receive the Jean Byers Award,” said Don Hen-derson, President and CEO of Central Florida Health. “Our cancer registry staff is responsi-ble for this achievement and deserve to be recognized. The regis-try is staffed with cancer registrars who have met stringent standards of training, testing and continuing education. We
have Certified Tumor Registrars who compile timely, accurate, and complete cancer information to report to the reg-istry.”
The Central Florida Health cancer program offers quality patient care at Leesburg Regional Medical Center and The Villages Regional Hospital through various cancer-related programs with prevention, early-diagnosis, pretreatment evaluation, staging, optimal treatment and rehabilitation, surveillance for recur-rent disease, support services and end-of-life care. It also offers inpatient oncology units, weekly Tumor Board meetings at-tended by physicians, nurses serving as cancer navigators to provide resources and consultation for any patient and their family, and an active cancer registry that contributes to national data.
“I am very proud of the care we offer to patients who are diagnosed with cancer,” said Henderson. “Through our partnership with Florida Cancer Spe-cialists, a dedicated inpatient cancer treatment unit at both hospitals, and the guidance of our compassionate nurse navigators, patients at CFH hospitals can be reassured they will continue to receive the best of care during this difficult time for them and their family.”
The program is accredited with commendation by the Commission on Cancer as a network cancer program. A full range of state-of-the-art medical ser-vices are offered to the community close to home, along with a multidisciplinary team approach to patient care, noted Beth Jernigan RN, MSN, OCN, CTR, Cancer Program Director of Central Florida Health.
“We take pride in our team ap-proach to case finding, data abstracting and reporting timeliness, which results in such a positive outcome for Central Florida Health,” Jernigan said. “We are pleased to receive the Jean Byers Oncol-ogy Award for both hospitals as it ensures the cancer registry data is reported to the Florida Cancer Data System in a timely manner with complete information in accordance with state and national stan-dards.”
The cancer registry collects cancer data and reports it to the statewide can-cer registry where it is analyzed for new cancer cases, extent of disease, screen-ing tests, treatment, survival and cancer deaths. Essentially, the cancer registry team is committed to keeping our com-munity healthy by accurately tracking the health of our cancer patients, noted
Henderson. “The cancer data that they collect
can be used to look for trends over time, to find cancer patterns in certain regions or groups of people, as well as to show whether screening and other prevention measures are making a difference,” he said. “A cancer registry is a key part of cancer prevention and control efforts.”
In 2016, Central Florida Health was again granted a three-year accredita-tion with commendation by the Ameri-can College of Surgeons’ Commission on Cancer. To be accredited, a hospital must have an oversight body that meets quarterly, hold multidisciplinary tumor board cancer conferences that meet regu-larly to review existing cancer cases, have quality improvement measures in place, and participate in community outreach.
“We work closely with our local physicians who support our cancer pro-gram,” said Jernigan. “This collabora-tive effort ensures patients that they are getting the highest quality of cancer care available.”
For more information, visit www.centralfloridahealth.org.
Central Florida Health Alliance Cancer Programs Receive Byers Oncology Award
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By SEAN LINDAHL
Workplace Improvement initiatives continue to be a priority regardless of the nature of business. As a small veteran owned business, I am faced with many of the same concerns that loom over all busi-nesses today, regardless of the industry. There is a concern of how to qualify, train, mentor and retain personnel to fill vacan-cies that will be left by the retirement of current employees, the relocation or job shifts of some, or the necessary turnover of employees with inadequate skills, training, or work habits.
The National Association for Work-place Improvement’s (NAWI), goal is to work with their members in spearheading and coordinating the link between busi-ness and educational facilities in order to insure that a new supply of top qual-ity educated and trained individuals are prepared to enter the manufacturing and technical workforce.
In the area of medical and healthcare related professionals, that same concern for maintaining a consistent pool of quali-fied talent has been projected by the Al-liance of Health Reform. In their April 2011 publication, they shared the results and the specifics of the medical profes-sion’s future employee needs. The conclu-sions of their exhaustive research into the current and future critical supply shortage of needed healthcare personnel are alarm-ing. Recognizing the talent drain and mo-bilizing programs to attract and promote adequate replacements is part of the sup-ply side solution.
And, it is estimated that over the next several years the 78 million currently em-ployed baby boomers will be retiring. The Gen X’ers to replace them is a population estimated at only 44 million. The fact is
the current pool of available personnel is dwindling. Knowing that future demands will be increasing while the supply of avail-able talent is decreasing will require active intuitive initiatives by business leadership to avert the effects of this looming short-age. As demand becomes greater and the human supply is lessened, the options for available good talent are greatly dimin-ished. Perhaps the goal of attracting and retaining good talent must be even more of a priority.
An alternative resource to re-address may be to revisit the basics of good man-agement techniques. Techniques that encourage the current staff to extend their work life by the options presented, changes implemented, and dividends of-fered. Perhaps this focus on employee retention efforts may better assist in bridg-ing the gap between today’s diminishing talent pool and tomorrow’s needs.
Yes, I realize these basics have made their rounds through past years. But often, after the directive to implement is passed, their underlying purpose is for-gotten or neglected due to the throng of daily pressures and responding to other regulatory demands. However, accord-ing to recent reported employee satisfac-tion surveys, overall employee satisfaction is down to 45 percent. Among employees in the 25–34 age group satisfaction is 35.7 percent. Maybe a review of the basics is timely.
This recent study affirms that Freder-ick Herzberg’s list of Dissatisfiers and Moti-vators is still a valid concept for evaluating employee job satisfaction.
Human Resource experts agree these reminders should be revisited to aid in the retention of your current employee talent. Remember, just knowing the buzz words or adding a consultant does not change
the workplace.
List of Dissatisfiers:Company policies and administra-
tion, Supervision, Working conditions, Interpersonal relations, Salary, Status, Job security, Co-workers, and Personal life
List of Motivators:Recognition for accomplishments,
Achievement, Advancement, Growth, Responsibility, Creative and challenging work
A few management reminders:Management by walking around
works and is effective because employees see upper management in their work area. If added with encouraging words, it does wonders to demonstrate, “What you are doing is important.”
Management shows up when things are not going well. Just as important is to be seen when things are going well.
Reminding and retraining the super-visory staff of the impact they have by the words they speak and the actions to take. According to exit interviews the vast ma-jority of employees do not leave the job or the company but, they leave the managers and supervisors who made staying next to impossible.
An understanding of the expectations within a framework that allows participa-tion and input. Looking at the current staff as a unit of production instead of a customer or team member robs people of their identity and diminishes their desire to tap into what has been described as “discretionary energy”. They may think, “I could give more, but if this is all you want from me, this is all you will get.”
Provide changes in the work environ-ment that will influence health and job
satisfaction and reduce absentee rates. Often small changes that are important and initiated by employees are greater that those that come from outside con-sultants. Things such as fully functioning air handlers and lighting, appropriate and functional furnishings, updated technolo-gies, health club memberships, and the availability of nutritional advisors.
Some basic but thoughtfully and carefully implemented employee recog-nition delivered from sincere supervisory personnel is invaluable. Plaques are nice but sincere words of appreciation spoken outside of the official program are more impactful. Catch and reward employees for doing the right thing as it happens.
Give them the forum to tell their story of why they chose their profession. Re-membering why they chose and programs that give them opportunities to tell their story helps remind them of the difference they are making in the lives around them. Newsletters can offer this opportunity.
Douglas McGregor and his Theory X – Theory Y is still a means to understand how management often makes assump-tions about employees that either help or hinder employee motivation. Theory X – Employees must be coerced to perform; Theory Y -Employees like work and can exercise self-direction. Managers who lean toward Theory X will negatively im-pact employee retention.
The most effective employee reten-tion is spawned by leadership that dem-onstrates an attitude of appreciation for all people and recognizes their unique personality. They can blend that contri-bution into a vibrant and effective service delivery team.
Workplace Improvement 10178 Million Baby Boomers are Retiring Soon, Where Will Your Workers Come From?
Sean Lindahl, President of B&L Office Solutions, was actively engaged in a variety of business settings before starting B&L in 2007. From their Casselberry, Florida corporate office they serve the greater Orlando area.
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Understanding that there are four distinct and unique personality styles will allow you to improve communication with both your patients and employees. It is proven that when people feel under-stood, they are more motivated to take ac-tion, whether that be to continue as your customer or become a more productive employee.
So what are the four personality styles (DiSC) and how can I work better with them?
“D” styles can be described as domi-nant people who enjoy a challenge. They want to call the shots and not the type to take a back seat to others. D’s are ef-ficient, competent and result oriented. They will partake in small talk but to a small degree. When working with D’s, get to the point quickly and stick to facts not feelings. If a decision has not been made yet or a process has been stalled, explain why so they do not think you or your of-fice team is incompetent. Change does not intimidate or worry D’s.
You can identify a D due to their direct approach. They are extroverts by nature (aka: better talkers than listeners).
“I” styles are influential, social but-terflies with a ton of enthusiasm and work very well with others. When work-ing with an I, remember that they thrive on personal recognition, so be generous with sincere praise. Also, do your best to take time to get excited with them be-fore rushing into task or process mode. Change does not intimidate or worry i’s, just be sure to be enthusiastic when ex-plaining it.
You can identify an i due to their friendly approach. They are extroverts by nature (aka: better talkers than listeners).
“S” styles are steady, stable and sup-portive and therefore work well with oth-ers. They are very relationship oriented and desire warm and sincere relation-ships. They also do not want to upset any-one. When working with an S, be sure they do not get taken advantage of as they tend to not say “no” to others. For cus-tomers, make sure they understand what they are purchasing and give them an out or another option. Overselling them now will lose a return visit. Change intimi-dates and worries S styles as they desire stability. If there is a change in office or insurance process, explain why and be pa-tient helping them through the change as they will come around.
You can identify a S due to their friendly approach. They are introverts by nature (aka: better listeners than talkers).
“C” styles exemplify consciousness and enjoy a challenge. C’s are very task and schedule oriented and are great risk managers. Unlike the I style, C’s take much longer to develop friendships so do not take offense to this as they are focused on the task at hand. When working with a C style, remember that their focus is ac-curacy, therefore they require a lot of data to make a decision or to accept an office procedural change.
You can identify a C due to their direct approach. They are introverts by nature (aka: better listeners than talkers).
Leading a business requires under-
standing of different personality styles and the common communication mishaps that often exist between them. Morphing your communication style towards each personality will take some time to adjust to however employee and customer re-tention is a huge return on investment. Change begins with you!
“Our facilities are entirely geared towards these memory care patients,” Dr. Shah said. “We don’t have an area for independent people and then another area for people living with Alzheimer’s disease and dementia. We’re not just housing people—we are focused on making their lives better.”
By not mixing the two populations of independent and dependent patients, Bristol can focus on one set of patients solely.
“We are really trying to improve the quality of life, not just take care of them, but give a good quality-of-life with activi-ties, with stimulation and then just good quality care,” said Dr. Shah.
It should not come as a surprise to anyone who knows Dr. Shah that he
would end up in this business. After all, he grew up in the hospitality industry. His parents are founders of the Tampa, Fla.-based Liberty Group, a hotel invest-ment, development, and management company which oversees hotels through-out the country. He also enjoyed doing charity work in his parents’ hometown in India, where his father had opened an eye hospital.
During medical school, Dr. Shah interned for a psychiatrist near Atlanta and saw many patients who had memory care issues. This, along with his family’s background in hospitality, sparked his in-terest to open memory care centers.
“It’s in my DNA to have a family business and to be hospitable towards others,” Dr. Shah said. “My parents had
done that their entire lives. I wanted to be hospitable and focus on memory care issues because unfortunately there is still no cure for these diseases. For me that’s a real important reason to why I went into this business. There’s no cure for the dis-ease so ultimately it’s about having com-passion for this population.”
Instead of building new facilities from the ground up, Dr. Shah and his team will convert old nursing homes or assisted living facilities—properties that were in distressed or closed due to licens-ing issues or violations.
“As a company, we try to focus on residents or patients who cannot always afford that level of care because many times it’s very cost prohibitive and ex-pensive,” he said. “People in the com-munity have a perception that memory care facilities are very expensive and they don’t have the resources. Our goal is to also make our facilities affordable for families so we can care of their loved ones.”
Since healthcare is moving more towards becoming more simplified and more patient-oriented, Bristol facilities work closely with medical professionals. Instead of disrupting the daily lives of the patient, everybody from the primary doctor to the psychiatrist to pharmacist, comes to the Bristol facility to treat pa-tients.
“Everybody, from my internal team to the outside healthcare professionals, is involved and is on the same page,” Dr. Shah explained. “They know what is going on with the patient and we really try to focus on patient-centered care. The patient is usually with us their en-tire life. So we are able to monitor them a lot better than in previous years.”
For more information, visit www.bristolseniorliving.com.
Understanding Personality Styles is Essential for Communication Within Your Practice
Wendy Sellers is the Managing Partner of BlackRain Partners, a business consulting firm focusing on organization’s people, processes and profit. Wendy holds both SHRM-SCP and SPHR certifications in the HR Industry as well as a Masters in Health Care Administration and Masters in Human Resources.
BlackRain Partners LLC. has coached hundreds of professionals of companies to become more effective leaders by improving productivity of their people, increasing retention of both employees and clients and positively affecting the bottom line. She can be reached at [email protected]
Memory Care Provider Eyeing Orlando, continued from page 1
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Some have speculated that perhaps Gov. Rick Scott’s recent line-item veto of state allocations for SBP hastened deci-sion-makers’ call to leave Central Florida.
“We’re going to continue to talk to Sanford Burnham,” Scott told reporters at a May 20 press conference.
Several economic developers are miffed that SBP plans to leave the area, especially after receiving $373 million in economic incentives in 2006, a move cham-pioned by then Gov. Jeb Bush to diversify Orlando’s tourism-reliant economy into a rich biomedical research and development cluster near the city’s relatively low-fare in-ternational airport. To locate in Lake Nona Medical City, economic developers pre-sented SBP with the region’s largest incen-tive package to date – $300 million from Florida, $40 million from Orange County, and $33 million from Orlando.
Hindsight’s 20-20Heather Fagan, spokesperson for Or-
lando Mayor Buddy Dyer, told WUSF News: “It’s easy to look back and ask ques-tions.”
Leaders of the San Jolla, Calif.-based research giant have said they’ll leave be-hind the institute, which cost $32.7 million to build and employed 262 as of last year, according to Orange County reports. Employee wages average nearly $65,000, mostly to competitively recruit research-ers of metabolic diseases, such as diabetes. That wage is some 30 percent higher than
the median wage of Orange County resi-dents.
SBP’s initial employee count called for more than 300. As it stands, the in-centive package represents roughly $1.4 million per employee. A lingering ques-tion remains about the number of relo-cated employees possibly returning to California. In particular, onlookers are waiting to see whether recently recruited world-renowned scientist Douglas Le-wandowski, PhD, and three members of his research team from University of Il-linois at Chicago College of Medicine will remain.
SBP’s economic incentives were also part of the state’s plan to lure other major players to Lake Nona Medical City, which now harbors Nemours Children’s Hospi-tal, Veterans Affairs Hospital, University of Central Florida College of Medicine, UF Research & Academic Center, and Guide-Well UST Global Innovation Center. All built within the last decade, the newbies represent billions in construction and pro-vide employment for an estimated 5,000.
“Sanford Burnham fulfilled” its role as “the catalyst that allowed us to grow Med City into what it is,” said Dyer, a member of the original recruiting team for SBP.
Ironically, SBP and UF are cobbling together an expedited proposal that re-quires the approval of the same people caught off-guard by SBP’s announce-ment: Florida, Orange County, Orlando
and Lake Nona Land Company. UF also needs approval of the plan from their Board of Trustees and State Board of Governors.
Too tall an order? “As I understand, this proposed new
collaborative partnership would maximize the benefit to Medical City and the entire Central Florida region as we work to be-come a leader in bio-medical research and development,” said Orange County Mayor Teresa Jacobs.
If UF takes over the Lake Nona facil-ity, it would need to go through a part-nership in the UF CTSI (Clinical and Translational Science Institute), supported in part by National Institutes of Health (NIH) grants. Established in 2008 to expe-dite health research, UF expanded its col-laboration with Florida State University (FSU) as a community research partner in 2015.
UF has been growing its presence in Orlando in significant ways. Several years ago, UF Health partnered with Or-lando Health when M.D. Anderson was removed as sponsor of its cancer center. Recently, UF Health Cancer Center-Or-lando Health began treating patients with proton therapy. On May 23, Orlando Health and UF opened a new cancer treatment facility in Lake Mary. A collab-oration with SBP would expand on UF’s established research imprint in Lake Nona Medical City.
Surprise, Attendees! continued from page 1
By DANIEL CASCIATO
This past spring, Orlando Health opened The Marjorie and Leonard Williams Center for Proton Therapy, bringing state-of-the-art cancer treatment options to cancer patients. The center, the first to offer proton therapy treatments in Central Florida, is the third proton ther-apy center in the state of Florida. Currently there are 23 proton therapy centers in the country and 67 worldwide. The center, named in memory of Marjorie Williams, a patient at UF Health Cancer Center - Orlando Health who passed away in September of 2015 following a courageous battle with cancer, treats can-cers of the brain, spine, prostate, lung, breast, gastrointestinal tract, head and neck as well as pediatric cancers, according to Naren Ramakrishna, MD, PhD, Director of the Proton Therapy for the UF Health Cancer Center at Orlando Health.
“The development of this new center is about making proton therapy more acces-sible,” said Dr. Ramak-rishna. “Proton therapy is a revolutionary treat-ment option and it’s ex-citing that we can now offer this to all of our patients.”
Proton therapy is a form of radiation therapy that uses proton beams to treat selected tumors in adult and pediatric pa-tients. It precisely targets tumors while li-miting the dosage of radiation to adjacent organs. As a result, this type of therapy can potentially limit side effects in all pa-tients, and reduce the effect on growth in pediatric patients. On average, patients undergoing proton therapy receive be-tween 25 and 30 treatments over four to six weeks.
The new center is located along Orange Avenue between Orlando Re-gional Medical Center and UF Health Cancer Center - Orlando Health. The 15,000-square-foot facility, which took four years to build, consists of three floors—two above ground and one under-ground—to accommodate the MEVION S250 superconducting synchrocyclotron proton accelerator, an advanced compact proton therapy system. The MEVION system at Orlando Health is the 5th sys-tem of its kind operating nationwide and one of only 10 currently planned for the United States and Europe, noted Dr. Ra-makrishna.
Discussions to bring proton therapy to Central Florida began a decade ago, when there were only a handful of proton
therapy systems around the world. They were known to be massive —the size of a football field—and expensive, costing nearly $300 million. As one of the most advanced radiation oncology depart-ments nationally, the UF Health Cancer
Center - Orlando Health were known as leaders in imaging radiation oncology treatment.
“Some of the leaders at our institu-tion wanted to bring more advanced technology to our cancer center,” said Dr.
Ramakrishna. “They had their eyes on a proton therapy com-pany, Mevion Medical Systems, formerly called Still River Sys-tems, that had developed a high-tech, cancer-blasting technology that would be more accessible to providers. Their idea would decrease the size of the proton therapy unit and decrease the cost. They were very insightful that this would be something that would work for us in buck-ets.”
While it took a number of years to get FDA clearance, the company’s idea resulted in the MEVION S250 which requires a much smaller footprint than in the past. The system comprises a superconducting synchrocyclo-tron that fires protons at energies
up to 250 MeV to blast cancers. Its more compact design has lowered the cost for cancer centers—about $25 million to $35 million range for the unit.
More information can be found at www.orlandohealth.com.
Orlando Health Opens New Proton Therapy CenterState-of-the-Art Cancer Treatment Available
The Marjorie and Leonard Williams Center for Proton Therapy sits on the Orlando Health campus, just south of downtown Orlando. The center is located along Orange Avenue between Orlando Regional Medical Center and UF Health Cancer Center - Orlando Health.
Dr. Naren Ramakrishna
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GrandRoundsUF Health Cancer Center Expands into North Seminole County
Cancer patients living in north Seminole County and the Lake Mary community now have more options available to them for receiving cancer care. UF Health Cancer Center - Orlando Health has opened a new collaborative cancer center located along Rinehart Road in Lake Mary. The 12,000 square foot cancer treatment facility will offer medical on-cology services including chemotherapy, infusion services and oncology appointments giving patients local access to the cancer center specialists, vast resources, leading-edge treatments and ongoing medical trials. Radiation oncology services will begin later this summer.
Community leaders with the Seminole County Regional Chamber of Commerce as well as Lake Mary Mayor David Mealor joined oncologists, clinicians and team members for the ceremonial ribbon cutting.
The practice will be staffed by UF Health Cancer Center-Orlando Health oncologists and an advanced nursing team, providing comprehensive cancer care. The Center will be located on Rinehart Road in Lake Mary.
From left, Karen Frenier, President, South Seminole Hospital, Kendra Harris, MD, Radiation Oncologist, UF Health Can-cer Center - Orlando Health, Asad Sheikh, MD, Medical Oncologist, UF Health Cancer Center - Orlando Health, Mark Roh, MD, President, UF Health Cancer Center - Orlando Health, Jason Brodeur, President, Seminole County Regional Chamber of Commerce, David Mealor, Mayor of Lake Mary and Jo Ann Lucarelli, Lake Mary Commissioner.
Dr. William Felix to Head USA Basketball Medical Delegation to 2016 Olympic Games
Lake Nona’s own Dr. William Felix is headed to Rio! As a medical consultant for the National Basket-ball Association, he will lead the medical logistics team for USA Basketball in preparation for and during the 2016 Olympic Games. As part of his duties, Dr. Felix will travel to Rio prior to the Games to explore and vet a variety of medical facilities and EMS services to provide services to USA Basketball play-ers in case of injury during their time in Brazil.
Dr. Felix is a board-certified physi-cian focusing on the treatment of sports injuries as well as acute and chronic injury care for patients of all ages. He is one of only 125 physicians in the United States board certified in both sports and emer-gency medicine.
Dr. Felix completed a Fellowship at Duke University School of Medicine’s prestigious sports medicine program and went on to serve as a team physician at Rollins College at Winter Park, FL.
Since 2010, he has served as the Medical Director Global Games Clini-cal Consultant for the NBA during local and national events, including the 2012 Olympic Games in London. He is also a medical consultant for CNN and is fluent in English, Spanish and Portuguese.
Dr. Phillips, Inc. Unveils New Senior Living and Healthcare Campus
With construction now underway, Dr. Phillips, Inc. unveiled much-anticipated details about its Spring Lake Health and Living Campus on 26 acres in the heart of the Dr. Phillips neighborhood.
The $75 million Spring Lake Health and Living Campus takes a holistic ap-proach to health care and senior living that is rare not only in Florida but across the nation. Dr. Phillips, Inc. is partnering with industry leaders Orlando Health and Harbor Retirement Associates (HRA) on this project, which combines a 60,000-square-foot medical office build-ing on the same campus as a 180-unit se-nior housing complex. A three-level park-ing garage will be adjacent to the health pavilion.
The state-of-the-art senior commu-nity at Spring Lake will feature the tanta-lizing Chef’s Fare dining program, which provides a wealth of choices tailored to each individual’s preferences. It also will offer HRA’s signature Life Enrichment Program, designed to provide social, de-votional, fitness and recreational oppor-tunities that have a positive influence on residents.
This integrated approach carries over to the design of the Orlando Health Medical Pavilion at Spring Lake, which will have offices for both primary care physicians and specialists from Physician
Associates and Orlando Health Physi-cians Group, two of the area’s most com-prehensive practices. Experts in internal medicine, orthopedics, geriatrics, oncol-ogy and cardiology will be located in the three-story medical pavilion at 7243 Della Drive. On-site imaging and diagnostic centers, a pharmacy and a café reinforce the integrated experience patients can expect when the area’s first community health pavilion opens.
Dr. Phillips, Inc. selected Brasfield & Gorrie as the general contractor for the Spring Lake campus. Orlando Health also chose Brasfield & Gorrie as the contrac-tor for the interior build out of the medi-cal offices, which will open in 2017. HRA expects the first housing units to be avail-able in 2018.
Florida Hospital Opens Clinic for Heart Failure Patients to Improve Care, Reduce Readmissions
Florida Hospital announces the opening of the Heart Success Center, a multidisciplinary practice for heart fail-ure patients designed to improve care, reduce hospital readmissions and lower health care costs.
The Heart Success Center is located in the Florida Hospital Orlando Medi-cal Plaza Building, 2501 N. Orange Ave., Suite 542.
Dr. William Felix
14 > JUNE 2016 o r l a n d o m e d i c a l n e w s . c o m
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GrandRounds
Construction Now Complete at The Villages® Regional Hospital’s Inpatient Acute Rehabilitation Hospital
The Villages® Regional Hospital commemorated the completion of its TVRH Reha-bilitation Hospital, which is located on the fifth floor of the hospital’s new North Tower. The 20-bed facility will officially open July 1, 2016.
TVRH Rehabilitation Hospital will provide acute care for patients who suffer from conditions including but not limited to strokes, spinal cord injuries, amputations, brain injuries, major multiple trauma, hip fractures, neurological disorders and knee or hip replacements.
The facility includes private patient rooms, a state-of-the-art physical therapy gym and communal dining hall. Patients will receive around-the-clock care, occupational therapy, speech pathology, social services and case management, neuropsychology and more.
The completion of the TVRH Rehabilitation Hospital marks the end of a $59 million expansion project that started in 2013.
College of Medicine Announces New Emergency Medicine Residency
The University of Central Florida Col-lege of Medicine has a new Emergency Medicine residency program that will be-gin in July 2016 and is seeking immediate applicants.
UCF is beginning its resident recruit-ment process immediately for Emergency Medicine residents and plans to start sev-eral residents this summer, building to a full complement of 21 trainees in its three-year program.
Residency interviews will be offered competitively to all qualified medical school graduates, thus adding additional opportunities for UCF medical school graduates who wish to do their residency training in Orlando as well as other stu-dents from medical schools across Flori-da, the nation and the world. Residency training slots have become increasingly competitive as the U.S. builds more medi-cal schools.
UCF received word that the national Accreditation Council for Graduate Medi-cal Education (ACGME) had approved its residency program. The medical school’s first residency program in Internal Medi-cine is conducted through a partnership with Osceola Regional Medical Center and the Orlando VA Medical Center and will be training 54 residents by July 2016.
Family Health Care of Central Florida to Join JSA Medical Group
DaVita HealthCare Partners, a lead-ing independent medical group in the United States and leading global provider
of kidney care services, announced that it entered into a definitive agreement to ac-quire Family Health Care of Central Flori-da, a highly reputable primary care group serving the Orlando metro area for more than 30 years. The transaction is expected to close in the near future. Financial terms were not disclosed.
Under the terms of the acquisition,
Family Health Care of Central Florida will join DaVita’s JSA Medical Group, a lead-ing provider of primary care services in Central Florida. JSA Medical Group lo-cations take a “Total Care” approach to health care in which primary care provid-ers, specialists and professional team-mates work as a coordinated team to manage all aspects of patients’ care.
o r l a n d o m e d i c a l n e w s . c o m JUNE 2016 > 15
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