Business Lexington November 9, 2012

SMILEY PETE

PUBLISHING

NOV. 9, 2012 VOLUME 8, ISSUE 23

www.bizlex.com

$2.25

A PA R T N E R I N P R O G R E S S

Transplanting talent

Focus: Health Care

COORDINATED CARE IN TIMES OF TRAUMA

Bingham McCutchen move illustrates challenges of employee relocation

Recycling used paper into new inspiration PAGE 9

KentuckyOne Health to boost heart and vascular institute PAGE 18

By Nicholas R. Coomer CONTRIBUTING WRITER

W

hen jobs are added to a city’s economy, it is a great benefit to the city and its residents.

Lexington recently welcomed Bingham McCutchen after the company announced its plan to relocate to Lexington, bringing 250 jobs to the local economy. Not only are they adding jobs, but they are also relocating employees to the Lexington area.

Lynn Carroll, chief human resources officer at Bingham, is leading an employee relocation initiative to bring skilled workers to Lexington and establish the firm’s global services center. So what is Lexington really getting?

First, an employee relocation initiative is no easy initiative to implement. It takes a real commitment between the employer

The University of Louisville Autism Center PAGE 22

SEE BINGHAM PAGE 7 4

HIGHER ED MATTERS First-generation students see increase in college opportunities

By Jane S. Shropshire COLUMNIST: HIGHER ED MATTERS

PHOTO FURNISHED

F

BY SUSAN BANIAK | BUSINESS LEXINGTON

I

f trauma were a disease, it would qualify as the most devastating in the nation, and in Kentucky. It’s the biggest killer of young people, and although life-saving precautions such as the use of seatbelts and helmets can make a tremendous difference in outcomes, there is no hope for a comprehensive cure. But there is always opportunity for improved care, according to University of Kentucky Chandler Hospital trauma surgeon Dr. Andrew W. Bernard, and the state of Kentucky has taken a great leap in that regard with the development of its first official statewide coordinated trauma system.

SEE TRAUMA PAGE 17 4

ayette County Public Schools (FCPS) and the University of Kentucky’s College of Education are warming up to new options as they develop plans together for the new STEAM Academy, slated to open in fall of 2013.

School district officials participating in the College of Education’s Next Generation Leadership Academy, meant to develop innovation zones within schools, wanted to encourage more students to prepare for and enroll in higher education, particularly students who might be the first generation from their family to attend college. They looked at models of “early college” programs and determined that Lexington was ripe for a new opportunity.

STEAM Academy The new STEAM Academy will emphasize science, technology, engineering and mathematics (STEM) with an added arts component; the schoolwork will be selfpaced, determined by each student’s ability and motivation. As early as junior year in high school, STEAM students could be SEE FCPS PAGE 10 4

INSIDE

POINTS OF INTEREST: TRAUMA IN THE E.R. PAGE 3 • BRIEFS PAGE 4 • WHO’S WHO IN LEXINGTON PAGE 6 • PAUL SANDERS’ BOOK REVIEWS PAGE 8 BLUE GRASS COMMUNITY FOUNDATION HELPS CHANNEL GENEROSITY PAGE 11 • MOVING BEYOND THE CATS VS. CARDS MENTALITY PAGE 12 PROTECTING PATIENT DATA PAGE 21 • BIZLISTS: HOSPITALS & PHYSICIAN GROUPS PAGES 25-26 • PARTING THOUGHTS PAGES 28-29 • LEADS PAGE 26

Three levels of aging care offered at The Willows at Hamburg PAGE 23

POINTSOFINTEREST Trauma in Kentucky’s emergency departments Traumatic injuries were responsible for 302,889 emergency department (ED) visits for Kentucky residents in 2011, or 16 percent of all ED visits for Kentucky residents in Kentucky ED facilities, according to the Kentucky Inpatient and Emergency Department Traumatic Injury Data Report released by the Kentucky Injury Prevention and Research Center. The following are some details of the data specifically related to trauma injuries provided in that annual report.

52.8% OF EMERGENCY ROOM VISITS INVOLVE MALE PATIENTS.

45%

OF EMERGENCY ROOM PATIENTS ARE 10 TO 34 YEARS OF AGE.

Trauma-prone counties Fayette County recorded 16,678 ED visits in 2011, or 553 visits per 10,000 residents. That’s slightly below Kentucky’s overall rate of traumatic injury ED visits in 2011, which was 693 visits per 10,000 Kentucky residents. Some Kentucky counties experienced almost double the statewide rate..

Kentucky counties with the highest rates of traumatic injury ED visits:

Grant

Clay NUMBER OF ED VISITS

NUMBER OF ED VISITS

2,493

3,147

RATE PER 10,000 RESIDENTS

RATE PER 10,000 RESIDENTS

1,355

1,268

Johnson

Breathitt

NUMBER OF ED VISITS

NUMBER OF ED VISITS

2,911

1,683

RATE PER 10,000 RESIDENTS

RATE PER 10,000 RESIDENTS

1,244

1,216

Carroll

Owsley

NUMBER OF ED VISITS

NUMBER OF ED VISITS

1,321

572

RATE PER 10,000 RESIDENTS

RATE PER 10,000 RESIDENTS

1,199

1,187

Who pays the bill?

More than one in five ED visits are classified as either self-paid or charity, indicating that the patient had no health insurance.

business meetings rehearsal dinners wedding receptions sporting events family gatherings client development holiday parties employee appreciation dinners

Traumatic injury ED visits by payer and total charges, 2011 PRIMARY PAYER SOURCE BILLED FOR THE ED VISIT

NUMBER OF ED VISITS

% OF THE TOTAL ED VISITS

AMOUNT BILLED

Auto Insurance

3,070

1.01

$9,519,251

CHAMPUS*

2,940

0.97

$3,854,347

Commercial Insurance

97,051

32.03

$168,261,308

Medicaid/Passport

77,165

25.48

$98,700,949

Medicare

39,613

13.08

$79,375,846

Other

361

0.12

$833,063

Self Pay and Charity

68,247

22.53

$108,186,040

Workers Compensation

14,442

4.77

$20,643,366

Total

302,889

100.00

$489,374,168

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* CHAMPUS: Civilian Health and Medical Program of the Uniformed Services Source: 2011 Kentucky Inpatient and Emergency Department Traumatic Injury Data Report, Kentucky Injury Prevention and Research Center.

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Business Lexington • November 9, 2012

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About this time last year, we were really anxious — and nervous. A lot of work, and years of envisioning, had gone into the first GoodGiving Guide Challenge, and everything, somehow, had come together. We at Smiley Pete Publishing, in a partnership with Blue Grass Community Foundation, had done our part, and now it was time for our readers, and the Lexington community as a whole, to log on and show up.

Would they do it? Would the site crash?

Maybe you can understand our trepidation.

Then the first day of the campaign rolled around, the site went live, and the generosity came pouring in. By the end of the first day, the campaign had raised more than $25,000 for area nonprofits, and a round of back-patting and congratulations went through the office. After it was all said and done, more than 1,500 donors contributed more than $204,000 in support of 58 Lexington organizations — eclipsing our original goal of a mere $100,000.

runs from Nov. 1 to Dec. 31. We hope many of you will take the time to log on and donate, and please remember to check the website www.goodgivingguide.net for a list of all sorts of matching grant challenges and other awards that the nonprofits can be eligible for.

Between now and the end of the campaign, this magazine will be pulling out interesting information as it unfolds to share with our readers — as a way of keeping the campaign fresh, and to remind readers that they should get in on the action.

Study: 81 percent say no to expansion into Bluegrass farmland At a time when many cities its size are struggling, Lexington is enjoying relatively steady, moderate growth. Employers are locating here, or are in the process of sizing up the community’s assets with relocation in mind. Among the most attractive is Lexington’s relationship with its verdant surroundings. And therein lies the irony: the same thing that makes Lexington so alluring is also threatened by the very growth it attracts.

If you didn’t donate last year, we understand how guilty you are probably feeling right now. Fortunately, you have a chance to redeem yourself this year, and there are even more charities and nonprofits from which to choose, and even more incentives to encourage you to donate.

In March, the Fayette Alliance, a coalition of citizens focused on sustainable growth and thoughtful land use, commissioned The Matrix Group to conduct an independent, objective survey to gauge the views of Lexington residents on the growth issues and challenges confronting their city.

This year we are campaigning for 68 central Kentucky nonprofit organizations, not only from Fayette County, but also Bourbon, Clark, Jessamine, Madison, Scott and Woodford counties. The organizations included in this year’s guide have met the high organizational standards required by our partners at Blue Grass Community Foundation.

According to the Matrix study, the community’s top three most compelling issues are, in order: land-use and growth; economic issues; and government spending.

Seventy-six percent of those polled agreed with the statement: “Lexington can become the model for sustainable growth by creating a dynamic city that is balanced with and connected to our unique, productive Bluegrass farmland.” And 81 percent said they would not vote for a political candidate who supports the expansion of the city’s Urban Services Area to accommodate development of surrounding farmland.

These nonprofits committed to transparency, accountability and best practices, so you can be assured that the donations you make will be responsibly managed to benefit the causes you choose to support.

The 2012 GoodGiving Guide goal is to raise more than $400,000 for the participating nonprofits. All money donated goes directly to the nonprofits without any administrative costs.

However, raising money for these organizations isn’t the only facet of this campaign and its accompanying guide (inserted in this magazine). That’s very important, of course, but the goal of the campaign also is to encourage people who do not regularly give to make a donation, while especially trying to engage the 35-and-younger crowd, and to educate our readers about the wide variety of services our area nonprofits provide.

The 2012 GoodGiving Guide Challenge

Business Lexington • November 9, 2012

The full study is available on the Fayette Alliance website at http://fayettealliance.com.

Second Global Entrepreneur Week is Nov. 12-18 Seven days of innovation celebration and entrepreneurial inspiration is coming to Lexington Nov. 12-18. Lexington Global Entrepreneurship Week (GEW) will feature a formal kickoff event and new start-up recognition Monday morning; business model generation and marketing and branding workshops; Stand Up for Your Small Business Pitch Competition; Geeks Night Out; Start-Up Weekend and much more.

Lexington GEW is part of a worldwide celebration of innovators and job creators who launch startups that bring ideas to life, drive economic growth and expand human welfare. During one week each November, more than 120 countries worldwide host events designed to help aspiring entrepreneurs spot opportunities, take risks, solve problems, build connections, and more.

The event is presented by the Lexington Venture Club at the Hyatt Regency, 410 West High Street (Regency Ballroom). Advance registration by credit card only is required, and seating is limited. The cost is $35, and interested participants can register at www.lexlvc.eventbrite.com.

UK exploring alternative options for alternative energy crop

Five years ago, University of Kentucky Cooperative Extension Service agents and forage specialists began working with northeastern Kentucky farmers on a project to produce switchgrass for biomass. Now they are jointly exploring other possibilities for the native, warm-season grass.

“The advantage of switchgrass over other biomass crops is that it is a dual purpose crop that can be used for grazing or hay, in addition to biomass,” said Ray Smith, forage extension specialist in the UK College of Agriculture.

With funding from the Kentucky Agricultural Development Fund, Smith, UK hay specialist Tom Keene and 20 farmers within a 60-mile radius of Maysville, Ky., spent four years determining the biomass potential of switchgrass. Since that research project has ended and Kentucky does not have any mandates that require renewable fuels to be used in energy production, producers are uncertain about the demand for the forage as a biomass crop.

“Native, warm-season grasses are often seen as lower quality forages, but when harvested or grazed at the correct stage, switchgrass can provide quality forage, especially during hot, dry summers,” Smith said. “Switchgrass stands are an excellent small-animal habitat, and the presence of small animals is often an indicator of overall ecosystem health. It also has the potential for carbon sequestration.”

David Appelman, Bracken County agricultural and natural resources extension agent, believes the forage is well suited to the area’s rolling terrain and has been a beneficial crop for the producers in his county who have grown it for biomass production and forage.

“We don’t have the topography here to produce row crops, such as corn and soybeans, used to make ethanol and biodiesel,” Appelman said. “Switchgrass works well because our land is better suited to growing forages, and our farmers have the knowledge, experience and equipment to grow this crop.”

Lyndall Harned, Boyd County agriculture and natural resources extension agent, noted, “We’re going to need a combination of alternative energies in the future, but the attractiveness of perennial switchgrass is that its stand can last for 20 years.”

THE GRAMMAR GOURMET All Together Now: It’s Not Alright We’ve all heard people bark the phrase, “Alright, already!” And we know, generally, that this means they want someone to discontinue an annoying behavior.

Most annoying to many grammarians is the common misuse of the three “al” siblings: alright, already, and altogether.

What is all right? And what is all wrong?

Let’s start with alright. Contrary to what your spell-check may tell you, the word alright does not exist in standard English. If you want to use it (as I’m about to), alright. But be aware that it is an alternative, and technically incorrect, spelling of the phrase “all right.”

The phrase “all right” has multiple meanings. If something is agreeable or acceptable to you, you could say, “It’s all right with me.”

You could feel all right (healthy) or do an all-right job (mediocre). And if you wanted to emphasize a point, you might use the phrase this way: “It’s pouring, all right.”

Unlike the alright/all right duo, all together and altogether are both standard English. But they’re not synonymous. Altogether is an adverb meaning utterly or completely. “It’s altogether shocking that anyone would use alright.”

All together, on the other hand, is a phrase meaning “in a group.”

The third “al” words -- already and all ready -- are distinctly different from each other. Already is an adverb meaning “earlier than the expected time” or “before now.” For example, if you persisted in using alright, I might say: “I already told you that alright is not OK.” In contrast, the phrase “all ready” means, simply, “totally ready.” So, having read this column, are you now all ready for your grammar test?

Neil Chethik, aka the Grammar Gourmet, is executive director at the Carnegie Center for Literacy and Learning (www.carnegieliteracy.org) and author of FatherLoss and VoiceMale. The Carnegie Center offers writing classes and seminars for businesses and individuals. Contact Neil at neil@carnegiecenterlex.org or (859) 254-4175.

– BY KATIE PRATT

Business Lexington • November 9, 2012

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WHO’SWHO EMPLOYMENT AND AWARDS IN OUR COMMUNITY

New Hires & Promotions AMR Management Services has welcomed several new employees in recent months. Chris Heiss became a full-time employee of the company, working as a developer on website and graphic design and internal technology support. Susan Frank, Jessica Whitehead and Rachel Gates have joined the team full-time as records coordinators in the member records department. Meghan Ray joined the AMR team as project coordinator for the National Association of State Chief Information Officers and the Dairy Calf & Heifer Association.

Samantha Wenger has joined AMR as a project associate, and Shelly Chadee has been promoted to a full-time position as a project associate.

Dinsmore has announced two additions to its Lexington office.

Kristeena Johnson has joined the firm’s litigation department and environmental practice group.

Patrick Schach has also joined the firm’s litigation department. Prior to joining the firm, Schach clerked for Judge Van Tatenhove of the U.S.

JOHNSON

SCHACH

COKER

BROWN

HALE

District Court for the Eastern District of Kentucky.

Greg Coker has joined Delta Natural Gas as director of external relations. Coker has previously served in similar roles with BellSouth and Atmos Energy and is a former commissioner of the Kentucky Public Service Commission.

Retirement Mike Brown, veteran sales consultant and recent training manager, will retire after 38 years with the Don Jacobs organization.

Brown’s retirement plans include spending time with his family, continuing his volunteer work and traveling.

Kudos Jean R. Hale, chairman, president and CEO of Community Trust Bancorp, Inc., was formally recognized in October by American Banker magazine as one of the nation’s “25 Most Powerful Women in Banking.”

Group CJ recently received the

WHO’S WHO FOR YOU?

TO SUBMIT YOUR WHO’S WHO NEWS EMAIL A PRESS RELEASE AND PHOTO TO INFO@BIZLEX.COM

highest honor at the annual Kentucky Tourism Industry Association’s “Traverse Awards for Excellence in Tourism Marketing.”

Best of Show was awarded to Group CJ for the pocket-sized local dining

guide produced on behalf of the Lexington Convention and Visitors Bureau. Titled “Beyond Grits,” the guide was created to raise awareness of the growing, world-class culinary scene in the Bluegrass.

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Business Lexington • November 9, 2012

IT’S IMPORTANT FOR THEM TO SEE FIRSTHAND WHY BINGHAM’S CHOICE OF LEXINGTON IS SO COMPELLING FROM A BUSINESS AND QUALITY-OF-LIFE PERSPECTIVE.” LYNN CARROLL, CHIEF HUMAN RESOURCES OFFICER AT BINGHAM

Bingham CONTINUED FROM PAGE 1

and employees for the policy to be successful. Many issues have to be addressed in order for it to work smoothly.

Relocating employees is very expensive, and it is even more expensive when the relocation fails. Buying and selling houses, paying moving expenses, familiarizing a family with a new location, finding jobs for spouses of dual-earner households and many other matters need to be addressed before relocation can take place.

There are emotional costs, too.

Employees have to uproot their lives and start over in a new place where the only thing familiar to them is their jobs. They will have to learn about a new area as they search for a home and places to continue their hobbies. Some will have to sell their homes, which can be a daunting process on its own, and find ways to stay in touch with family and friends left behind. The employer will invest time, energy and resources in reassuring these employees that they will like the new location and benefit from the relocation.

There are many reasons why an employee would choose to relocate. With few jobs in a highly competitive market, many employees would prefer to relocate with their employer and thus keep their existing job versus re-entering the job market. Moreover, when a company wants to relocate an employee, that company is investing in that employee and showing a strong commitment to him or her.

“Relocation is a significant work-life decision,” said Carroll, and Bingham “will respect and support each employee’s decision by either assisting them with their relocation or by helping them find the next position of their choice.”

Employee relocations are good for employers, too. The lack of skilled workers in today’s market is a good motivator for employers to latch onto the skilled workers they already have. With Bingham relocating their skilled workers, they’re starting off their new location with dedicated employees who know how Bingham operates and how they expect things to get done. They know the ins and outs of the company and will be able to assist new employees so they can learn and become a part of Bingham’s culture at a faster rate.

The first step in the relocation program is visiting the new location. Bingham is currently providing trips to Lexington for each employee and a guest. If the employee doesn’t like the new location after the first visit, they’re probably not going to relocate.

Knowing this early in the process saves the company from losing money because of an unsuccessful relocation. Carroll explained, “It’s important for them to see firsthand why Bingham’s choice of Lexington is so compelling from a business and quality-of-life perspective.” After the employee and family are sold on the location, the rest of the program is a matter of logistics.

The employee relocation initiative must be customized to fit each individual employee. Every employee will have different needs. Some will have houses to sell or leases to break. Some will be

moving alone, while others will be bringing families. They will also be bringing different goods, including vehicles, collectibles, and pets. Companies vary in terms of the relocation expenses they will cover. Some companies limit the number of trips reimbursed, and others place a total weight limit on movable goods. In the event of selling a home, some companies, for example, provide a third-party relocation company or even a bonus to the employee if the house sells within a certain period of time.

After relocation is complete, it is important to make sure the employee and

family settle into the new location. The quicker they settle in, the sooner the employee can be engaged and productive at work. A major step in this process for Bingham was partnering with Commerce Lexington. In doing so, explained Carroll, they created “an ambassador program to pair employees with members of the Lexington community who have similar interests, to help their employees and their families successfully integrate into the community.”

An additional benefit is assistance to spouses with their own job searches. With so many dual-earner families today, an

important part of the transition will be ensuring that spouses find jobs. According to Nicole Outhwaite of Crown Relocations, relocated spouses acclimate better to their new surroundings when they continue to work than if they do not.

So what is Lexington really getting?

We’re getting 250 jobs, additional skilled workers and another innovative employer willing to invest in its employees. Welcome to our community, Bingham McCutchen.

Nick Coomer B.A. is a research assistant at the University of Kentucky’s Institute for Workplace Innovation (Iwin).

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Business Lexington • November 9, 2012

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BUSINESS BOOK REVIEWS

Gas up your enthusiasm with this focused business parable

A

traditional parable tends to illustrate a single principle by telling a short tale. Contemporary business parables are often not content with describing only one. In his bestselling book, The Energy Bus: 10 Rules to Fuel Your Life, Work, and Team with Positive Energy, Jon Gordon gives us two complete handfuls of insight, striving to provide as much guidance as can PAUL fit into a thin volume.

SANDERS Perhaps with all our multi-tasking, BUSINESS BOOK REVIEWS stress-filled ways, Gordon feels he should give us all he can while he has our attention. Remarkably, this little book does just that— providing us with both principles and inspiration that many other more extensive business books fail to do.

The story begins as an all-too-common tale: Middle-aged man in mid-life crisis mode is failing at work, facing divorce, neglectful of his health, ignoring his children and even stereotypically yelling at the family dog.

When rushing to an early-morning meeting, he is greeted in his driveway by a flat tire.

His stress increases.

Our hero, George, faces another humiliation: He has to take the bus. But once on board, a talkative and insightful driver greets

him and introduces him to an interesting group of passengers.

When it turns out that George’s flat tire probably prevented him from driving a vehicle without adequate brakes, he finds himself relegated to riding the bus for two weeks while his car is repaired.

During that time, he is taught 10 rules that will change his life, including saving both his job and marriage. These rules of the road are: 1. You’re the driver of your bus.

2. Desire, vision and focus move your bus in the right direction.

3. Fuel your ride with positive energy.

(Negative energy is friction.)

4. Invite people on your bus and share your vision for the road ahead.

5. Don’t waste your energy on those who don’t get on your bus.

6. Post a sign that says “no energy vampires allowed” on your bus (get rid of the malcontents).

7. Enthusiasm attracts more passengers and energizes them for the ride.

8. Love your passengers by giving them your time, listening, recognition and service; work to bring out the best in them.

9. Drive with purpose.

10. Have fun and enjoy the ride.

“The Energy Bus” is given its name by the sage driver who makes it her mission to energize everyone who comes on her bus.

Her goal is to help energy-drained individuals, or “Dimmers,” like George and give them a boost.

Positive energy is like a muscle, George

learns. The more you use it, the stronger it gets. Repetition is key, and the more focus placed on positive energy, the more it becomes a natural state.

George begins to think about his own personal habits and what hard choices might be required to create and maintain energy.

Within ten days, he has learned the rules that will change his life.

With such a simplistic story line, The Energy Bus could easily fall into cliché. But the author steers clear of such potholes. The lessons presented are based on making conscious choices about how to react to everyday problems.

He also admits the challenge of making change, avoiding an easy, happily-ever-after ending. When, for example, George determines to turn things around in his life, he meets with resistance and negativity. Change begins with a conscious choice but doesn’t end there.

Positive energy, the driver tells George, is “high-octane fuel for the ride of your life, while negative energy causes sludge to accumulate in your energy pipeline.” Vision and focus help you to turn the bus in the direction you want to go. The ultimate rule of positive energy, George learns, is that “your positive energy and vision must be greater than anyone’s and everyone’s negativity.

Your certainty must be greater than everyone’s doubt.” With this information, George faces the reality that there are people who don’t want him to succeed because it makes them see their own weaknesses and failures.

Once he has mastered these personal

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Business Lexington • November 9, 2012

insights, George turns to developing his leadership skills. In the chapter titled “Love Your Passengers,” the author suggests that the best way to enhance performance and productivity is by “loving” your passengers.

In this context, that includes listening, serving and bring out the best in them.

The Energy Bus is a quick read and a drive-by review of principles that can enhance both personal and business life. As the driver tells George, “Have fun and enjoy the ride.” This little parable provides some positive fuel to do just that.

THE ENERGY BUS: 10 RULES TO FUEL YOUR LIFE, WORK, AND TEAM WITH POSITIVE ENERGY JON GORDON WILEY, 2007

EOP employees inspect a batch of sketchbooks made from their recycled architectural renderings and other documents.

PHOTO FURNISHED

Recycling used paper into new inspiration EOP Architects transforms scrapped renderings into sketchbooks for local students

By Celeste Lewis CONTRIBUTING WRITER: THE ARTS

M

aybe you’ve received a few too many disapproving looks from your eco-savvy kids when you tried to toss a plastic water bottle in the trash. Maybe you finally bought a set of cloth bags to replace the paper-or-plastic debate when checking out with groceries.

It’s safe to say most of us have embraced recycling in some fashion — most of the time. However, when we really look around, there is probably a lot more we can do to green up, especially around the workplace.

It is easy to get caught up in deadlines and workload at the office. Eco-friendly habits fall by the wayside, and no kids are watching you like you just commissioned your own garbage barge to be dumped directly into the nearest ocean.

This workplace waste was very much on the mind of architect Chris Fredi with EOP Architects, an award-winning firm based in Lexington. The very nature of design requires a great deal of drawing and printing, and that translates into a lot of paper use.

After seeing stacks of printed design and construction documents and details tossed in the recycler at the end of a project, Fredi began to wonder if all that paper could have a second life. One side of the paper contained a variety of design content that was very visually interesting, and the other side was blank, so it seemed perfect for use as journals and sketchbooks. Fredi’s brainchild caught the attention of principal partner Paul Ochenkowski.

“We always recycle our old paper,” said Ochenkowski. “We knew there had to be another use for it. We always look for ways to make a positive impact in the community, and that’s when we hit on the idea of upcycling the paper into student sketch pads.”

EOP partners and staff got excited about making the books and started brainstorming uses for them. They approached Lynn Imaging to be a partner in the creation of the books, and they agreed to cut, assemble and bind the books at no charge.

The result is a bound journal/sketchbook, perfect for thoughts, memories, homework or sketching and drawing. Each pad contains about 100 sheets of the recycled paper with one side blank and the other side bearing an array of designs and drawings from EOP projects such as color renderings, hand sketches and floor plans.

Next was the question of how to get the journals into the hands of those who most need them. EOP Marketing Director Mark Henderson Thompson contacted the Fayette County Public Schools system and

PHOTO FURNISHED

The journals are put to use by students at Bryan Station High School.

Business Lexington • November 9, 2012

came up with a plan to give the journals to high-school students. The students use them for every kind of need.

“We also hope the exposure to the design drawings on one side of the pages will be intriguing to the students and maybe inspire them to be interested in a career in architecture or engineering,” said Thompson.

The students and teachers have greeted the donation enthusiastically.

“This innovative gesture from EOP will go a long way toward helping our graphic design and drafting students understand the real-world applications to what they are learning in class,” said Tresine Logsdon, energy and sustainability curriculum coordinator for the FCPS. The books are being used by students in classes such as graphic design, IT engineering and art, just to name a few.

Thompson said EOP would like to see more architecture firms come on board with the program and expand the distribution of the books to more students at more schools.

“We are hoping to grow this program,” explained Thompson. “Our firm has really enjoyed the experience of creating the books and seeing the students receive them. You can see their interest right away.”

EOP is working with local chapters of the American Institute of Architects to spread the word and start similar programs.

“We would really like this to become a revolution of sorts,” added Fredi. “We hope kids and everyone in the city, state and county start thinking about unconventional ways to use materials. Recycling in only one option.”

9

FCPS CONTINUED FROM PAGE 1

taking courses at UK and accumulating college credits. Some students will graduate with plenty of UK credits, others with none, and most somewhere in between. The mastery system will dictate their speed of progress, rather than seat time. Internship experiences will be incorporated; FCPS high schools already offer experience-based education programs, from which students have benefited greatly.

Linda France, director of Next Generation Learning partnerships at UK’s College of Education, explained, “All efforts are to help students make the transition from high school into college and career.

Students from across Fayette County, from all different demographics, will apply to be a part of the STEAM Academy. We know that there will be a diversity of preparation, a lot of diversity within the school. Some students may move through the program faster than others. Every student will have some kind of technology device to connect to resources and to opportunities outside PHOTO ILLUSTRATION the school walls and outside the state to engage in learning at a much deeper level.”

That’s the big picture. Many details remain to be ironed out, including selection of a principal and teaching staff.

Students will apply as eighth-graders for entry into the four-year program.

Selection will take place by application and then lottery. The application will emphasize interest and commitment, not academic credentials. Beginning in ninth grade, students would be in a school next to the UK campus, hopefully near the College of Education. UK College of Education Dean

Mary John O’Hair underscored her “commitment to have the STEAM Academy students close to campus,” to facilitate a close partnership.

“We should be giving students choices and personalized learning opportunities,” O’Hair said, “And we hope this work will have ripple effects across Kentucky and nationally.”

Opportunity Middle College Another early college opportunity was established four years ago by FCPS. Opportunity Middle College (OMC) operates in partnership with Bluegrass Community and Technical College and is sited on BCTC’s Leestown campus. Students complete high-school work as well as BCTC courses, and they have access to courses on BCTC’s Leestown and Cooper campuses. Students are encouraged to pursue dual-credit courses such as English 101, which fulfills high school and college requirements simultaneously. They’re also encouraged to follow their interests and take courses in other departments.

OMC Principal Frank LaBoone indicates that the program has met with success: roughly 85 percent of students enrolled have achieved higher grade point averages in OMC than they had at their home high schools.

LaBoone said. “One of the things that we see with students is that increase in the confidence level, that ‘I can really be successful in college.’ Most of our students are lower income and first generation, and might have been thinking they couldn’t even go to college. Now they think, ‘I can do this. I am smart and can achieve at these high levels.’” Indeed, 95 percent of OMC participants have completed the program’s requirements and graduated from their high

schools, with 90 percent planning to continue college studies.

While enrolled at OMC, students have collected more than 1,600 college credit hours, not including summer school terms or this current semester, and the majority of grades received have been As or Bs. LaBoone cited the financial value of 1,600 credit hours: $225,000 worth of free education for low-income students.

“This is a program that will have longrange impacts on our students and our district, especially that population of underrepresented students whom our district serves,” LaBoone said. “The economic impact that this program provides for them from FCPS, BCTC and grant funding makes it financially feasible for students. They figure out that there are ways to go to college that are affordable.”

Similarities and differences Jack Hayes, FCPS director of student achievement support, reflecting on the two programs, said that although both programs offer opportunities for early college coursework, “The main difference is that STEAM Academy will be very focused on STEM, and we add arts in there, too. In OMC, they go through a traditional high school curriculum and then begin taking courses at BCTC.” Hayes said that, “OMC looks like high school and college; STEAM looks like career and college.”

Along with high expectations, each program provides academic support to ensure students don’t get in over their heads.

According to Hayes, teachers and advisors focus their work with students on “soft skills,” which include study skills, understanding how to work independently and seeking help from teachers and professors.

Both programs are designed to help first-generation students see that collegelevel work is indeed doable.

College for more students Bard College at Simon’s Rock, in Massachusetts, has offered college to high school-aged students since 1966, recognizing that each student is different, and some are ready for college earlier than others. Leslie Davidson, dean of the College at Simon’s Rock, commented on the opportunities offered to Fayette County high-school students.

“I think it’s really exciting, and one of the things that I feel most optimistic about is the responsiveness of each model in its own ways to the needs of each student,” Davidson said.

She sees an advantage to enrolling students in ninth grade and offering serious preparation to enable success when the college work starts.

She emphasized the importance of structure and of treating the students as adults while understanding and forgiving when they don’t always act like adults.

The addition of a second early-college program to opportunities available for Fayette County high-school students was best described by Opportunity Middle College’s LaBoone, who sees it as “a winwin, because there are so many students within the school system with different needs, desires and interests that the more programs that we have to serve them, the better.”

Jane S. Shropshire guides students and families through the college search process and is Business Lexington’s Higher Ed. Matters columnist. Contact her at Jshrop@att.net.

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Business Lexington • November 9, 2012

Channeling your generosity Blue Grass Community Foundation connects people with worthy local causes

By Dan Dickson CONTRIBUTING WRITER

O

fficials at Blue Grass Community Foundation can blow out 45 birthday candles this year — quite an accomplishment.

The foundation, in its own marketing words, “is where people go to give — of their passion, money and ideas — to enhance the quality of life in our region.”

“For several decades we were a modest, volunteer-led effort with no professional staff. That’s changed over the last 15 years,” said Lisa Adkins, president and CEO of the foundation. “A lot has happened in the last three years, with the foundation’s assets growing from $30 million to more than $55 million today.”

Adkins said the tax-exempt, nonprofit foundation, one of nearly 700 such community foundations across the country, was created in 1967 by a small group of local business leaders. They felt that people who loved the Bluegrass region should have a simple way to give back to it.

Benefactors large and small can be part of this public charity by establishing their own funds or endowments. “We have 320 individual funds. People with a charitable dream or operation come to us. We help them turn a charitable idea into charitable action. We organize their giving into really effective vehicles,” explained Adkins.

That could mean someone whose passion is basic and emergency-oriented, like helping to offer food and shelter for the poor. Or it could be an interest in animal welfare or horticulture, or any cause people imagine and care about.

“You need all those things flourishing to have a really vibrant, dynamic, thriving community,” said Adkins.

Last year, 2011, was the highest year for grant dollars distributed by BGCF. Roughly $3.14 million in grants were made to support needs in 31 Kentucky counties.

“The real beauty of it is that [the money] doesn’t go to just 10 causes but to hundreds.

We really help charitable givers connect,” Adkins said.

Adkins describes this region as a diverse giving community. She wants charitable giving to be simple, organized and accessible.

A bit surprisingly, Adkins also feels that philanthropically, the area is undercapitalized, with vast untapped potential.

“There are people who give nothing who could give a little and other people and businesses with great capacity whom we haven’t yet engaged,” she said.

The Urban Institute, a Washington, D.C., think tank, conducted philanthropy analysis and estimated that 46 percent of Kentuckians gave $25 or more to various nonprofits in 2011.

“That means 54 percent didn’t even give $25,” said Adkins. “When I talk about untapped potential, that’s what I mean.”

Adkins believes those who gave at least $25 could give a little more, and the 54 percent who gave nothing could start giving something.

“We want to make charitable giving engaging, acceptable, rewarding and even fun,” she said.

Ryan Koch is executive director of Seedleaf, a nonprofit recipient of funds managed by BGCF. “Our mission is to nourish communities by growing, cooking, sharing and recycling food,” said Koch.

Since 2007, Seedleaf has started 16 community gardens in Lexington. Many are located in “food deserts,” areas of Lexington, primarily in the north and east ends of the city, where there are no grocery stores for

people to buy nutritious foods such as fruits and vegetables. Seedleaf teaches people to grow, harvest and cook healthier food.

The other eight gardens are market gardens where produce is raised for sale to help support the programs.

Koch, with a graduate counseling degree from Asbury Theological Seminary, credits BGCF with helping Seedleaf to access the community contributions it needs to continue its work.

“They’re a wonderful partner, helping us build relationships with funders. They’ve also helped us access online giving. Everything I read says that online giving is the next big wave and the thing we need to get

ready for,” said Koch.

The second annual GoodGiving Guide Challenge, a partnership between BGCF and Smiley Pete Publishing, which produces Business Lexington, is underway. It continues through Dec. 31. In 2011, the challenge provided 58 participating nonprofits with more than $110,000 in donations from the community. This year, 68 nonprofits have signed up.

To coincide with its 45th anniversary, BGCF is putting up $45,000 in matching endowment funds for the nonprofits to access and win during the challenge. Portraits of all 68 nonprofits are available so the public can learn more about the work they do.

Another new feature at BGCF is charity gift cards. The Giving Card program uses cards that are similar to retail gift cards and can be redeemed to benefit a local charity.

They come in denominations of $25, $50 or $100.

To continue its 45th birthday theme, BGCF will randomly give away a handful of charity gift cards with giving amounts of $45 or $450 already on them.

Adkins said the sky’s the limit for BGCF. “Good things happen in a giving community, and whether your love is Bluegrass preservation or the renaissance of downtown Lexington, philanthropy is an important part of making a community great.”

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Business Lexington • November 9, 2012

11

MOVING BEYOND THE CATS VS. CARDS MENTALITY

Louisville and Lexington must cooperate to be competitive in today’s marketplace

By Erik A. Carlson BUSINESS LEXINGTON

I

n the week leading up to University of Kentucky’s Final Four victory over the University of Louisville earlier this year, a fight between a fan of the Cats and the Cards at a Georgetown dialysis clinic made national news, bringing to light what many in the region already knew: When you grow up in Lexington, it is an article of faith that you’re not supposed to like Louisville.

That, according to Bill Lear, managing director of the Lexington and Louisville law firm Stoll Keenon Ogden, has no place outside of arenas and stadiums.

“We’re part of the same region, and we’re going to get a lot more done if we act like it than if we let old petty rivalries — even if they’re in the DNA — get in the way,” he added.

Ted Smith, Louisville’s director of economic growth and innovation, echoed Lear’s thoughts. “The days of playing small-ball, zero-sum economic development are coming to an end. Having two business leaders opting to public service sends a message to the business community that common sense, not political nostalgia, guide our actions and the path forward,” Smith said about the Bluegrass Economic Advancement Movement (BEAM) championed by the two cities’ mayors, themselves both former CEOs. Fortunately for the future of the cities’

relationship, Smith, who has a track record as an entrepreneur himself, said he’s not seen the rivalry distract from business.

“I have never seen [it] come into play in any way other than in good-natured ribbing.

All of the boards I serve on have both alum groups on them, so there is plenty of blue right here in Louisville,” he said.

In fact it was at the 2010 matchup between the Cats and the Cards when then mayors-elect Jim Gray and Greg Fischer hatched the plan for the cities to find a way to work together. But, Gray said, having an element of competition has made for better success, in his experience.

“I grew up in a family business with five brothers. Six of us all together — most of us working in the business, and we never kidded ourselves thinking there wasn’t competition involved,” Gray said about his experience with his family’s construction company, which grew into an international presence.

“That’s just the nature of a family; there’s competition, but there’s also cooperation and collaboration. If you’re competing, you’re also working together,” he said.

Nowhere is that more true, according to Lear, than in North Carolina, another state where basketball rivalries run hot.

“As fierce as the UK-UofL rivalry is, it can’t be any more fierce than the UNCDuke rivalry. And frankly, the UNC-NC State rivalry is darn near as virulent. What’s one

of the most important economic development engines that’s been developed — at least in the Southeast — in the last 50 years?

The Research Triangle, which is — drum roll — UNC, Duke and NC State,” Lear said about the 7,000-acre research park that, as of this year, is the home of 170 companies and 39,000 employees.

“We’re not competing [with each other] anymore. We’re in a global marketplace, and if you’re sitting in Singapore and you’re looking over here, there’s no difference between Lexington and Louisville, or Cincinnati for that matter. We’re part of the region, so in the eyes of the world … little

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differences like 80 miles are nothing,” Lear said.

In that spirit, Fischer has directed grant money that Lexington sought but Louisville was awarded toward the joint BEAM project.

There’s even a desk in Gray’s office that is used by some of Fischer’s staff to work on the project.

Louisville’s Smith agrees.

“When prospective relocating businesses look around the country, our combined relevance helps us both make the short list,” he said.

Attitudes like that will be needed moving into the future, Lear said.

“Unfriendly, negative rivalries don’t help anybody,” Lear said, but he also knows there are people who will hold fast to their ties.

“There are people in this town that’ll get mad hearing me say that. “ And to them, he says: “Get over it. Honestly, get over it.”

“We’re part of the same state, and if you look at the lengths that have been developed, especially in the last 20 years, every major bank has significant operations in both places. An awful lot of the utilities have operations in both places. Every major law firm has operations in both places. Every major hospital chain is there,” Lear said. “If you think you’ve got to dislike everybody in Louisville, then you’re talking about some of your employees and colleagues, and that just doesn’t fit.”

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Business Lexington • November 9, 2012

Facebook changes may impact social media marketing efforts

By Natalie Voss CONTRIBUTING WRITER

S

ince Facebook became a publicly traded company in May, and subsequently failed to skyrocket on the stock market, there has been a lot of buzz among media members and public-relations professionals about the effects monetization could have on the site. One of the most recent uproars was a rumor that the social-networking giant, which has now reached more than 1 billion users, had begun restricting the visibility of posts made by pages (businesses, entertainers, non-profits, etc., as opposed to personal profiles) to a given percentage of users who had “liked” their page.

In reality, explained Joel Eckman, IT director at PM Advertising and Globalsites.net, Facebook has changed its structure for pages in recent weeks, incorporating both a “subscribe” button next to the “like” button, and an option to “add a page to interest lists.” “Liking” a page appears to show a user’s support for it, but also limits or halts posts from that page from bombarding users’ homepages, especially if the page posts frequently. Additionally “subscribing” to a page seems to remove this limitation, allowing all posts to appear on a user’s homepage in real time. “[We’ve found] the ability to reach out just by making a post has diminished quite a bit — because, we assume, almost no one has subscribed,” said Eckman.

Since the subscribe option did not receive a lot of buzz or explanation from Facebook when it was first introduced, many users may not be aware that they aren’t seeing updates from pages they have “liked” but not subscribed to, and Eckman suspects, many businesses may be unaware they aren’t reaching their full audience.

There’s the catch — in addition to creating ads, Facebook now allows pages to pay to promote specific content to a targeted audience, essentially overriding the problem of posts only reaching those users who have hit the subscribe button.

Actually, said Eckman, page administrators can create a plan promoting posts to any demographic they choose based on Facebook’s new controls, including age, gender, location, degree of connection with the page, and even interests and activities. It’s a little unclear how some information such as “interests” is collected, however.

“There’s a lot that they hold close to the vest — if it’s too clear how to be number one on everyone’s newsfeed, then everyone would do it,” Eckman said.

He hopes that the new controls will allow some of his clients to better target their content, but he has had trouble interesting most of them in trying the new venture since the social network’s previous generations of targeted advertising proved less effective for them than Google ads, which target users already searching for similar products or services.

Nicholasville-based Web developer and marketing consultant Marti McGinnis said that for marketers at smaller businesses and nonprofits who are uninterested in spending money to promote on Facebook, this new model could prove problematic.

“I know many small organizations that have put all their marketing efforts into the

Facebook empire who now are in a bit of a tizzy and feeling the squeeze financially from the new rules,” said McGinnis. “For my nonprofit clients, this poses some serious challenges, though I have always encouraged everyone to maintain their own non-Facebook content via other Web media in the event this free service became a paid one — which now it’s becoming.”

One page managed by McGinnis was created as an online identity for Iota McHippus, McGinnis’ miniature horse, recently certified as a therapy animal. McGin-

nis noted that the page saw a 90 percent drop in traffic after the changes but has been steadily climbing since.

“As far as steering people to my page, what I did right after Facebook made these changes was I posted some awesome pictures on my wall and invited people to share them with their friends. All this sharing helped bump the post up in people's feeds and gave my link more star power, I think,” McGinnis said. “By extension, I think my algorithms are a little weightier then others who don't inspire such activity.

I could be wrong. For me, this is almost all a guessing game. Since then my ‘Daily Insights’ have been climbing up to their regular levels.”

In the end, experts agree that the changes to pages don’t spell the end for businesses or social media professionals, but it is important to explore them. Users can monitor current traffic levels by monitoring the Insights tab at the top of pages they manage, and they can also investigate ad options under the Build Audience drop-down.

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Kentucky’s Equine Industry: The Next Generation Dixie Hayes: academic coordinator, North American Racing Academy

By Natalie Voss CONTRIBUTING WRITER

D

ixie Hayes is the academic coordinator and instructor at the North American Racing Academy (NARA), where she teaches and develops the curriculum of the Horseman’s Pathway, which is the study option focused on hands-on care of Thoroughbreds. She grew up on the racetrack and received a bachelor’s degree in equine management from Midway HAYES College. Hayes has experience both on the track as a trainer and on the farm as a manager.

From your perspective as someone who’s had a lot of hands-on experience with horses, what are some of the biggest problems in the industry?

As a whole, what I’d like to see from the industry is better marketing to the public.

We try to get the general public more interested in the industry, and one of the major things we see is that these horses have such short careers that people can’t really grab onto them. Zenyatta had a career of two to three years, and people kind of caught on to that … but they really latch onto the people. You always see it in the Derby; they have stories that go along with the horses and the people surrounding them, and people grab on to that.

A perfect example is Funny Cide [winner of the 2003 Kentucky Derby and Preak-

14

ness, and a serious contender for the Triple Crown]. People really related to Sackatoga Stable. They were just a group of regular guys, and I think that’s something the industry is lacking — that ability to market to the general public, so there’s an interest outside of people like us who got into it for the love of horses. While they may like horses, they’re not going to get involved unless you give them something to become attached to.

It’s frustrating, too, how lax the regulations are, that we have people in the industry without a foundation of education they can build on, from a science standpoint and a management standpoint. [Beyond passing an exam to become licensed, there are no formal education requirements of trainers.] They’re not going to be vets, but they need to know the internal workings of the horse and how their decisions affect that horse long term.

I guess the other big one is working with other major organizations like U.S. Equestrian Federation, U.S. Equestrian Association, U.S. Dressage Federation to help the second-career Thoroughbreds. I think that’s great, and we need more working together from the Thoroughbred industry with those organizations.

If you were the racing czar, and you could do or change anything you wanted, how would you attack the marketing problem in particular?

I think the problem there is that you want to make sure the industry is put in a good spotlight, and there are so many people in this industry who truly do love horses.

They’re here for the right reasons. But we need to utilize more social media, and we need to market more on a general public basis to give them something to attach to. I keep going back to that, but what is it that we can give them to help? Maybe a documentary on one of these kids [at NARA]. We have a girl here from the Netherlands; she moved here to pursue her dream of being a jockey.

We’ve got a young lady who came here to be a jockey, that was all she ever wanted to do, and she got on her first racehorse and froze. She was scared to death. For her that was really traumatic, but then doors opened.

She’s now the barn foreman for Graham Motion, and they won the Kentucky Derby in 2011 with Animal Kingdom. Maybe something like that to help people see these kids and the struggles they go through … that might hit home with them. And it’s not just the famous jockeys and the trainers that are compelling, it’s the grooms and the everyday people in the industry. That’s why I like seeing people like Sackatoga Stable come out with a win in the Derby against CEOs. What do you think about racing’s future, particularly in Kentucky?

I think that [hopefully] we’re on the right track with the funding with the instant racing [now instituted at Kentucky Downs, which has created higher contributions to breeders’ funds and purses as a result] where we’ll have more funding and better purses, and we can bring people back to racing in Kentucky.

Business Lexington • November 9, 2012

I think that we’re always going to be a stronghold for the breeding and sales industry. With Keeneland and Fasig Tipton here, there’s not much chance that we’re going to lose that, but racing has definitely taken a big hit.

Turfway Park, Ellis Park, those are tracks that when I was a kid, they were always full.

[Turfway recently announced a cancellation of its stakes races for the upcoming season due to lack of funding, and both are now struggling to offer purse money to owners.]

Keeneland and Churchill Downs will always be a big stronghold … I don’t know.

It’s a little bit scary to wonder what’s going to happen with racing. I think we’re going to become more of a European-style system, with short race meets the way we do at Keeneland. But what do we do to save the small-time tracks in the industry … and the small-time guy working in the industry?

We’re seeing some upward swing at the Keeneland sales, and I think that’s due to the fact we’ve had fewer foals, but it’s a doubleedged sword. While it brings up the prices, it’s cutting out a lot of those small-time guys.

I’m a big fan of syndicates, and I know that’s hard for people, because you have 2030 people owning a share of a horse … I think syndicates are a great way to get people in, because people always have that dream of owning a Major League Baseball team or something, and getting on national TV, and this is their chance. I really think syndicates will help the industry a lot, and give people a good experience and not take advantage of them.

Promoting the equine industry, one tweet at a time

By Nicole Russo CONTRIBUTING WRITER

T

horoughbred racing is an intricate sport that has long daunted would-be fans or participants in terms of the level of knowledge required to follow along.

Many of the biggest stars in the sport are now working to combat that perception by making use of free tools that boost their visibility, accessibility and ability to engage with the public.

Social media platforms such as Facebook and Twitter have enjoyed rapid growth in recent years, and the racing industry is not immune. Many racetracks, farms and connections such as owners, trainers and jockeys use the tools to reach out to the public, providing a unique behind-the-scenes glimpse into the business.

“I’ve seen a lot more chatter between casual fans and industry professionals, especially on media like Twitter,” Penelope Miller, social media manager for the National Thoroughbred Racing Association, said.

“You get a lot of insight — with owners and trainers tweeting or posting pictures on Facebook — into the day-to-day life in the training barn, a lot of what goes into taking care of these horses as a living. People can see that they’re not just taken care of on a random Saturday; there’s a lot of care and hard work that goes into it.”

The unprecedented levels of accessibility can allow fans to make a more personal bond with a horse or its connections. During champion Uncle Mo’s racing career, the colt’s official Facebook page was followed by more than 8,000 fans, many of whom sent personal messages about how they began following racing because of the colt or were inspired by him.

“We’d have people writing about how he brightened up their day because they had been in the hospital,” said Kelly Wietsma, president of Equisponse, a leading marketing and public-relations firm that has provided its services to many prominent personalities in the racing industry.

Wietsma encouraged jockey Rosie Napravnik, who earlier this year became the first female rider to win the Kentucky Oaks, to launch a Twitter account because of the opportunity to connect with fans.

“Whether you’re a little girl who aspires to be a jockey or a huge fan of one of the horses that she rides, it’s being in touch in a way you’ve never been able to with the athletes,” Wietsma said. “And that’s true of an MLB player or a football player — it applies to all sports.”

One prominent racing entity making use of Twitter as a breaking-news format is Zayat Stables, whose grade I winning colt Paynter has been battling illness for several months.

Rather than issuing press releases, Ahmed Zayat and his son, Justin, have taken to their personal Twitter accounts to post updates on the colt and to answer fans’ questions.

“We are doing this for his fans,” Justin Zayat wrote in one update.

The Zayats posted detailed updates on a near-daily basis from the time Paynter initially developed a fever in July, to a battle with colitis and laminitis, to surgery in early October, and to his release for continued recovery.

“The Zayats’ saga with Paynter this summer and their absolute transparency on how the horse is coping with his various illnesses and their willingness to talk to the public — it’s an unbelievable amount of accessibility and clarity to those who otherwise wouldn’t have that advantage,” Miller said.

The impact of social media in racing was perhaps never more visible than when I’ll Have Another, winner of the Kentucky Derby

and Preakness Stakes, arrived in New York for his attempt to become the first Triple Crown winner since Affirmed in 1978. He made the bid in a changed media landscape.

When Big Brown captured the first two legs of the series in 2008, Twitter, still in its nascent stages, had 3 million registered users. In May 2012, that number had swelled to more than 500 million.

After the Derby victory, I’ll Have Another’s team contacted Wietsma for public relations support.

“I tell all my clients, ‘You think it’s crazy once you win the Derby; wait until you’ve won the Preakness,’” Wietsma said. “The media frenzy escalates to the Today Show fighting over you with Good Morning America. It goes through the roof. ... If you have the only horse in the world capable of winning the Triple Crown [in a given year], if you have that, then you have the world on you.

You could have a full-time person just managing nothing but Facebook and Twitter.

That’s the kind of following.”

Trainer Doug O’Neill’s team had already established an official Twitter account for I’ll Have Another prior to the Derby and continued to post updates and messages to fans throughout the Triple Crown run. O’Neill and jockey Mario Gutierrez were also active on the platform.

The run came to an end when the colt was scratched from the Belmont Stakes with a tendon injury the morning before the race, and the Twitter account, which has over 7,700 followers, has been largely silent since the colt traveled to Japan, where he will enter stud next year. However, the torch has been passed. The team currently maintains an account for stakes-winning juvenile Know More.

“To me, it’s the biggest tool that we in the industry have to help grow the sport and engage new fans,” Miller said. “You can go one-on-one with people who may have a passing interest in the sport and really are able to draw them into the world that is Thoroughbred racing.”

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A sampling of prominent racing personalities on Twitter: Trainers Bob Baffert (midnightlute) Christophe Clement (@clementstable) Gary Contressa (@GaryContessa) Graham Motion (@GrahamMotion) Tom Proctor (@TProctorRacing) Owners/Farms Adena Springs (@AdenaSprings) Juddmonte Farms (@JuddmonteFarms) Lane’s End (@LanesEndFarms) Team Valor International (@TeamValor) Three Chimneys Farm (@Three_Chimneys) WinStar Farm (@WinStarFarm) Zayat Stables (@ZayatStables) Jockeys Joe Bravo (@bravoace) Julien Leparoux (@JulienLeparoux) Rajiv Maragh (@RajivMaragh) Rosie Napravnik (@Rosie_Napravnik) Joe Talamo (@JoeTalamo) Horses Know More (@TheKnowMore) Mucho Macho Man (@muchomachoman) Shanghai Bobby (@ShanghaiBobby10) Industry organizations America’s Best Racing (@ABRLive) The Jockey Club (@TheJockeyClub)

Business Lexington • November 9, 2012

15

Focus: Health Care

UK HealthCare looks to grow as major regional player The state health-care giant wants to do more specialized, high-end care to become a leading regional referral center

By Dan Dickson CONTRIBUTING WRITER

U

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niversity of Kentucky HealthCare is becoming a major medical destination for Kentuckians and also for people living on our borders who need everything from kidney and liver transplants to heart and lung procedures — and everything in between.

And UK doesn’t want to stop there; it intends to become one of the leading integrated academic medical centers in the United States.

UK has made strides since 2004. At that time, the health-care system was seeing a steady decline in clinical activity and was losing relevance in the Kentucky marketplace.

“The College of Medicine was losing faculty, and the hospital was losing market share. It was slipping,” said Dr. Michael Karpf, executive vice president for Health Affairs. “(Former UK president) Lee Todd understood that if the university was to become a major research institution, the academic medical center needed to be at the forefront of that.”

Karpf was hired in October 2003 to correct deficiencies. He thought there was poor communication between the medical faculty, hospital administrators and the dean. “My job was to get them all together and get them to the same place with a common vision,” he recalled.

MOST PEOPLE WANT TO STAY CLOSE TO HOME FOR CARE. IT’S APPROPRIATE TO KEEP LOW-ACUITY PATIENTS IN LOWERCOST FACILITIES.” BILL LEAR, STOLL KEENON OGDEN, MANAGING DIRECTOR

A 2004 strategic plan was formed. It called for UK to grow in more complex subspecialty care, including organ transplantation, advanced neurosciences, advanced surgery and cardiovascular services.

Why tackle “the hard stuff,” as Karpf refers to it?

“Because if we didn’t do it, it wouldn’t be available to half of Kentucky,” he explained.

Another part of the strategic plan called for more regional partnerships by taking UK HealthCare out into the region to augment specialty services provided by health-care systems and hospitals like Appalachian Regional Healthcare, St. Clair Regional Medical Center in Morehead, Ky., and Rockcastle Regional Hospital in Mount Vernon, Ky. “Most people want to stay close to home for care. It’s appropriate to keep low-acuity patients in lower-cost facilities,” said Karpf.

“Those providers are smaller than us, but are still major economic engines in their own counties.”

This plan helps smaller hospitals stay solvent while expanding their offerings

Business Lexington • November 9, 2012

through UK. The third component of the strategic plan was more emphasis on efficiency, quality and patient safety.

The next strategic plan, 2010-2015, called for UK HealthCare to expand even farther out, to more of West Virginia, southern Ohio and eastern Tennessee.

“We’re convinced that in the next 10 years, the country will have 40-75 regional medical referral centers that do all the highend stuff,” said Karpf.

A referral center is where patients at smaller hospitals or clinics are sent to handle their major heart, lung, kidney and liver issues.

“Folks that just dabble at it will get out of the business,” predicted Karpf. “Those who do it, must do it well.”

Karpf produced a map of the region that showed other health-care referral centers such as Cleveland Clinic, Ohio State University, Vanderbilt University and Indiana University.

“If we can’t supply these services (for liver transplants, brain tumors, bone-marrow transplants, etc.), these centers will cannibalize our Kentucky patient base,” he said.

“Those patients will have to go farther away, or they’re not going to get the services.”

UK wants to get a reasonable portion of the patients in a geographic area of 7-8 million people.

The financial investment has been enormous. From FY 2004 to FY 2012, UK HealthCare estimates it invested nearly $1.4 billion for building construction, equipment and program support.

“Three-hundred and fifty million dollars of that came from bonds that we’ll pay off.

Some came from profits (revenues in excess of expenses), and some from an expanded hospital budget,” said Karpf.

UK HealthCare seems on its way to reaching its goals. Fantastic growth is seen in the number of patient discharges in fiscal years 2004-2012. They went up from 19,098 per year to 34,453, or more than 80 percent.

Local market share nearly doubled in that timeframe.

“We brought in more patients locally and regionally. Many kids were leaving because pediatrics wasn’t strong enough. We made it stronger, and they stayed,” Karpf said.

According to UK, it is dominant in cancer care (Markey Cancer Center), it has doubled its market share in cardiovascular care in eight years, and it wins the most market share in all neuroscience cases by a two-toone margin. UK also has 73 percent market share in trauma care and 71 percent in pediatric care.

“Our focus is to do the stuff the ‘big boys’ do, because no one else (here) will do it if we don’t,” Karpf suggested.

The Counsel of Teaching Hospitals (COTH) ranked UK HealthCare 40th in the nation in discharge benchmarking in 2010.

That’s up from 85th place nine years ago.

Number one is New York-Presbyterian Hospital, rated one of the most comprehensive university hospitals in the world. And while UK HealthCare may never reach the size and status of that New York City hospital, UK would be quite pleased to be the dominant health-care provider in its own region of the country.

Focus: Health Care CONTINUED FROM PAGE 1

During a trauma and emergency medicine symposium held at the Crowne Plaza Lexington in October, 10 hospitals were recognized as participants in the new Kentucky Trauma System. Bernard, who serves as chair of the State Trauma Advisory Committee, considers the new system to be the most significant advancement in the health of Kentuckians in the past 20 years.

“Trauma is the No. 1 cause of death in young Kentuckians under the age of 45.

And we know that trauma not only causes deaths, but trauma costs our society more lost productive life years than cancer and cardiovascular disease combined,” Bernard said. “The system will reduce mortality, it will reduce deaths and it will improve outcomes, once it’s matured. It’s still pretty young.”

The new system establishes a network of four levels of trauma centers, based on the services that each center provides.

Level I trauma centers, which include UK Chandler Hospital and Kentucky Children’s Hospital in Lexington along with University of Louisville Hospital and Kosair Children’s Hospital in Louisville, Ky., provide the greatest extent of trauma care services.

Level IV trauma centers offer high-quality initial care locally with efficient transfer to a higher level of trauma care as necessary.

Level I, II and III trauma center designations are verified by the American College of Surgeons (ACS) Committee on Trauma based on the resources available at those centers, and the State Trauma Advisory Committee has established its own criteria for the Kentucky system’s Level IV centers.

In addition to the Level I centers listed above, the following Kentucky trauma centers have been recognized as part of the statewide system: Ephraim McDowell Regional Medical Center in Danville, Ky. (Level III); Taylor Regional Medical Center in Campbellsville, Ky. (Level III); Ephraim McDowell Fort Logan Hospital in Stanford, Ky. (Level IV); James B. Haggin Memorial Hospital in Harrodsburg, Ky. (Level IV); Livingston Hospital in Salem, Ky. (Level IV); and Marcum & Wallace Hospital in Irvine, Ky. (Level IV).

Kentucky lags behind many other states in the establishment of a statewide trauma system, which Bernard likened to the business plan of any successful company.

“You wouldn’t run a business without a business plan, so why would we do trauma without a plan?” Bernard said. “The trauma system legislation has simply established a plan, if you will, for how we are going to do trauma care in this state.”

In March 2008, the Kentucky legislature passed House Bill 371, which established the initial framework for the new system and encouraged the establishment of trauma centers and the drafting of written transport protocols for EMS providers to use in determining patient transfers. The new system will also offer better and more standardized education for providers ranging from paramedics to hospital administrators.

Bernard said that in addition to improving the coordinated response to trauma care in the state, he sees many opportunities for improvement in emergency care, particularly for acutely ill children and older patients.

Dr. Mary Fallat, professor of surgery at the University of Louisville and surgeon in chief at Kosair Children’s Hospital, has worked toward the establishment of the

statewide trauma system for more than a decade. Also, through a grant funded by the Health Resources and Services Administration on behalf of the Kentucky Board of Emergency Medical Services, Fallett has been working to assess and improve the readiness of the state’s emergency departments to take care of children.

Currently, the only two verified pediatric trauma centers in Kentucky are UK Children’s Hospital and Kosair Children’s Hospital, Fallat said. All of the trauma centers in the new statewide system have to at least be capable of stabilizing and transferring a pediatric patient, in addition to having transfer agreements in place with a higher level of care to get patients transferred more expeditiously.

“Part of the future of this grant is to try to develop a tiered emergency system for children in the state, where we understand, just like trauma systems, where there are competent emergency departments to take care of children,” Fallat said.

Bernard said he would like to see more Kentucky community hospitals becoming Level IV centers, which means that the facility has been externally audited to verify that it meets the criteria and the established threshold for performance, and Bernard hopes to see a few more Level III centers as well.

“You don’t have a surgeon there [at a Level IV center]; that’s OK,” Bernard said. “If you turn up at a Level IV trauma center, they are going to know when you don’t belong there, which is just about as valuable as

bringing all the resources to bear.”

As an example, Bernard pointed out that while Marcum & Wallace Hospital was establishing its qualification as a Level IV trauma center, it was able to cut its ER length of stay by 75 percent for patients who required referral to a Level I center.

Bernard said there are many examples of great and well-established trauma care in the state, but the new system will help to improve the consistency of that care across Kentucky and ultimately, to get “the right patient to the right place at the right time.”

“Before, we had islands of excellence in a sea of unpredictability,” Bernard said.

“The system is going to establish standard work for how we do trauma care in the state, and ultimately, that will save lives.”

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Business Lexington • November 9, 2012

17

Focus: Health Care

KentuckyOne Health to boost heart and vascular institute PHOTO FURNSHED

The newly formed health-care giant will tackle Kentucky’s worst health problems

By Dan Dickson CONTRIBUTING WRITER

T

he state’s new health-care giant, KentuckyOne Health, has announced it will invest an additional $30 million in its Heart and Vascular Institute. That comes on top of the $100 million the system says was already committed in that area across the state over the past 10 years.

“Kentucky ranks among the highest in the incidence of coronary, lung, valvular heart and peripheral vascular disease, as well as in smoking and obesity. The list goes on and on,” said Dr. Robert Salley, executive director of cardiovascular services in the Lexington market for KentuckyOne Health.

Last January, the Saint Joseph Health System and Jewish Hospital & St. Mary’s HealthCare came together to form KentuckyOne Health. Salley has been at Saint Joseph since 1996.

“We have to bring to the people of Kentucky the very best cardiac and vascular care we can provide. That will take resources. We must stay on the cutting edge of many of these technologies,” added Salley. “We have the opportunity to be the point of the spear in the Lexington and central and eastern Kentucky market. We can do that with the influx of money and resources.”

The KentuckyOne Health system includes hospitals, clinics, specialty institutes,

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home health agencies, satellite primary care centers and physician groups. It encompasses more than 80 locations, 2,500 staff physicians and more than 13,000 employees across Kentucky and southern Indiana.

KentuckyOne’s five-county Lexington market has three principal hospitals, including Saint Joseph Main and Saint Joseph East, both in Lexington; and Saint Joseph Jessamine in Nicholasville. In addition, there are smaller Saint Joseph hospitals in the Kentucky cities of London, Mount Sterling and Berea. A branch of the Saint Joseph Heart Institute also has opened in Berea.

John Smithhisler, market leader of Lexington and president of Saint Joseph Hospital, took over his duties in late July.

“From the short time that I have been here, it has become quite clear that cardiovascular service lines at Saint Joseph are exceptional, not only in Kentucky but also within Catholic Health Initiatives and KentuckyOne Health. It shows we should continue to support this service line and be a leader,” Smithhisler explained.

Saint Joseph has been the market leader in cardiovascular services, easily surpassing the market shares of Central Baptist Hospital and University of Kentucky HealthCare.

However, UK HealthCare has poured millions of dollars into its cardiovascular service line, more than doubling its market share

since 2004, according to UK officials. Could a rivalry be building?

“I think they are chasing us,” Smithhisler quickly countered. “We’ve been the leader for quite a while. I think the question to them is why they would spend all of the money they are spending when there is already a nationally known heart program [here].”

Jeff Murphy, regional director of marketing, communications and public relations at Saint Joseph Health System, elaborated on the leadership role Saint Joseph has enjoyed over the decades.

“If you look back at all of our firsts in heart care, they range from doing the first heart catheterization in 1954 and the first open-heart surgery in central Kentucky in 1959 to Dr. Salley doing the beating heart procedures and Dr. Michael Sekela doing the first minimally invasive DiVinci heart surgery in the state. There is a long list,” said Murphy.

How KentuckyOne’s additional funding for cardiovascular care will be spent has yet to be determined.

“What we’ll do is sit down with clinical leaders in the heart program and begin strategizing how that money would be best used on such things as technology, services and operating room suites,” said Smithhisler.

Smithhisler said the same is true for the timeline for completion of these goals.

“We must be prudent in how we spend the money and recognize that health care is

Business Lexington • November 9, 2012

changing and be prepared for how it will be different with the Affordable Care Act. It will take a dialogue,” he said.

The Lexington market leader added that the additional financial commitment gives KentuckyOne Health the opportunity to outreach to smaller communities and to provide mechanisms to those patients, perhaps in a preventative or post-acute care manner.

“We will also expand services through virtual care clinics and telemedicine where communities may not have access to primary care or much access to it,” said Murphy.

“There will be partnerships, expanded services and access.”

When asked what impact the Affordable Care Act will have on his company’s business.

Smithhisler said he believes most major healthcare companies and institutions are moving forward with the provisions of the act.

“I believe that health care will be changing for both economic and political reasons,” he said.

Salley said the issue most important to him as a clinician is that physicians, hospitals, clinics and various caregivers who work for patients day to day will be held to a higher quality standard. “We welcome that.

Quality is the bullseye that we strive for,” he said. “If we can still maintain quality in an era of declining resources, then we will have accomplished a great deal for our constituents here in Kentucky.”

Focus: Health Care

Kentucky Health Benefit Exchange: What will it mean for small businesses?

By Lisa English Hinkle and Molly Nicol Lewis GUEST WRITERS

T

ravelocity for health insurance. That is how Executive Director Carrie Banahan and Deputy Director Bill Nold of the Office of Kentucky Health Benefit Exchange describe the developing Kentucky exchange.

Historically, small businesses have struggled to provide quality, affordable health insurance for their employees. According to the U.S. Department of Labor’s Bureau of Labor Statistics, this problem persists. In fact, March 2012 data indicates that access to employer-provided benefits was significantly greater in medium and large businesses (500 employees or more) than in small businesses (100 employees or less), with health benefits available to only 57 percent of small-business employees as compared to 89 percent of employees in larger businesses. A “primary beneficiary” of the exchange could be small businesses.

The Affordable Care Act (ACA) introduced Health Benefit Exchanges to create a competitive marketplace for individuals and employees of small businesses to shop for health insurance based on price and quality.

Banahan and Nold expect Kentucky’s exchange to improve access to health insurance for Kentucky small businesses and their employees, while also saving employers time and money.

By federal mandate, all state exchanges must have a Small-Business Health Options Program (SHOP) to provide health-insurance options to eligible small businesses. Small businesses may elect to purchase coverage through SHOP if the business has less than 50 employees and elects to offer coverage to all full-time employees. When a small business elects to provide coverage through SHOP, its employees will be able to choose from at least four plans offered by insurance companies, as well as plans that are offered through the Federal Exchange, according to Banahan.

Without access to the exchange, small businesses will typically provide employees with only one option for coverage. Tax credits will be available to small businesses that provide coverage through the exchange.

Small-group employers will not be required to offer health insurance to employees under ACA, but Banahan and Nold believe that the exchange will offer convenience and the value of comparison shopping for businesses that elect to offer coverage. The Exchange will be operational on Jan. 1, 2014, but enrollment will open in October 2013. The exchange will also offer individuals the opportunity to shop for coverage.

and devices; laboratory services; preventive wellness services and chronic disease management; and pediatric services, including oral and vision care. By excluding plans that do not provide basic coverage from participation in the exchange, the exchange will assure that uniform basic benefits are offered.

On Oct. 1, 2012, Kentucky recommended that the Anthem Preferred Provider Organization Plan, the largest small-group plan currently offered in Kentucky, serve as the benchmark plan for the exchange. This recommendation has been submitted to the Department for Health and Human Services for approval. If approved, this plan will serve as a model for all other plans participating in the Exchange.

Medical underwriting will be eliminated As part of the 2014 Small-Group Insurance Reforms, the health status of individuals in a group can no longer be considered, and medical underwriting will be eliminated.

This means that small employer groups may be rated only on community rating requirements (geographic location, age and smoking status) and not on individual health status. These community rating requirements are expected to change the premium structure of the marketplace, causing premiums for younger “healthy” groups to increase and premiums for older “less healthy” groups to experience decreased premiums.

Administrative burdens will be eased Banahan and Nold expect SHOP to ease burdens on small business by performing the administrative function for small-group plans. For example, the exchange will collect premium payments for the small business and deliver payments to the plans covering its employees.

SHOP will also facilitate plan enrollment through the virtual marketplace. Once an employer chooses the exchange plan(s) for his/her employees, the search engine will provide employees with Health Care Quality Ratings and network provider information to educate employees on available coverage options before they choose the best plan for their needs and the needs of their families.

Premiums will be subsidized The federal government will provide subsidies to assist qualifying Kentuckians with the cost of health insurance coverage.

A small business may qualify for a tax credit if it has fewer than 25 full-time employees for a taxable year, the average annual wage of the group is less than $50,000, and the business pays at least 50 percent of premiums for each employee. For example, a print shop with 10 employees, paying $250,000 in wages (or $25,000 per employee) and $70,000 in employee health-care costs, would receive a 2012 tax credit of $24,500 (35 percent credit) and a 2014 tax credit of

$35,000 (50 percent credit). These tax credits will help businesses cover the costs of employee health-insurance premiums.

Establishing a state-based exchange is a tremendous project undertaken by the commonwealth. Just under $60 million in funding will be directed to developing the exchange, including the development of the information technology support system necessary for its implementation, operational planning, technical design, architecture of the system, and integration with Medicaid and sustainability. Funding will also be used to launch a robust marketing effort to educate Kentuckians about the exchange. Banahan and Nold agree that education about the benefits of the ACA’s impact on Kentucky’s small businesses will be important and have a positive impact on those businesses that may purchase health insurance through the exchange.

Lisa English Hinkle is a partner of McBrayer, McGinnis, Leslie & Kirkland, PLLC, and Molly Nicol Lewis is an associate of the firm. Both concentrate their practice areas in health-care law and are located in the firm’s Lexington office. To reach them, send email to lhinkle@mmlk.com or mlewis@mmlk.com, or call (859) 231-8780.

This article is intended as a summary of newly enacted federal law PHOTO and does not FURNSHED constitute legal advice.

Benefits for the exchange include the following:

Plans will be vetted The ACA mandates that all plans offered on the exchange cover Essential Health Benefits (EHBs), which are a comprehensive package of items and services specified by federal regulation. EHBs include the following 10 categories: ambulatory patient services; emergency services; hospitalization; maternity and newborn care; mental health and substance use disorder services, including behavioral health treatment; prescription drugs; rehabilitative and habilitative services

Business Lexington • November 9, 2012

19

Focus: Health Care

FIT FOR BUSINESS

Some warning signs are best read with your nose.

By Kathie Stamps COLUMNIST: INDEPENDENT BUSINESS

W

hen you’re self-employed, the boss doesn’t like it when you call in sick. Staying healthy is vitally important, yet some of us file it in the “assumption” category, instead of making a conscious effort to include it in a written action plan. How does health affect the efficacy of your work? Four Lexington entrepreneurs share their stories of workplace wellness.

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Stacey Ashley, my partner in the Reading Room, a program we offer, is very health conscious. Initially, she shamed some of us to be more conscious of what we were eating and how much we were exercising, simply from leading by example. This has contributed to several of us really changing our eating habits, by increasing our protein intake and reducing HUDSON the number of carbs we eat.

Because we work with children, it’s important that we have a high energy level. We have a large number of students who are easily distracted. We can keep them more easily engaged when we feel good and are full of energy. That is hard to do if we feel sluggish and rundown. Some of us have completely eliminated carbonated beverages, which has resulted in the increase of water. Personally, this has changed what I am doing at home with my children. My 14year-old daughter and I have changed our eating habits and have lost a combined 55 pounds since May. It truly has been a lifestyle change.

I find that a combination of exercise, regular chiropractic adjustments and getting plenty of sleep help me feel my best. I attend classes at Kentucky Fit Club a minimum of three times a week to stay active. At the beginning of each month, I sit down and put my workouts on my calendar so I don’t schedule appointments that TOOMBS conflict with them. I’m getting certified to teach a hip-hop dance class there, because I’ve found that any time I teach others, I become better myself.

The chiropractic care and sleep help my body rest and keep itself regulated, which is just as important as staying active.

My job can be physical at times, and I’m on

Business Lexington • November 9, 2012

the go a lot. I don’t just stand back and bark orders; I move furniture, hang artwork, load and unload items, all of which requires me to be healthy and strong. If I were unhealthy and missing work regularly, I wouldn’t have business at all.

Andre Regard Owner and attorney Regard Law Group PLLC, www.regardlaw.com Number of employees: 3 I do not have a program other than going to the YMCA and biking. My employees all work out on their own. I think the best I do is let my employees work out at the gym whenever they want to. I do give time off to go to the gym.

Those who work out perform better.

REGARD

Ramon and Arwen Careaga President and office manager Blue Lotus Health & Acupuncture, LLC www.bluelotushealth.com Number of employees: none yet

Our workplace wellness is our “office stress reduction” program. It is done in a community-style acupuncture; that is, in zero-gravity chairs and using only arms, legs and ears. It is very convenient, albeit more limited in this case, to stress reduction.

I [Ramon] am also able to teach tai-chi seminars R. CAREAGA and meditation classes for the same general purpose of wellness, longevity and stress reduction. I use all of Chinese medicine to stay healthy myself. Health care is seriously draining on every modality from surgeon and doctor, to veteriA. CAREAGA narians and nurses, to chiropractors and acupuncturists. So I use meditation, twice-weekly acupuncture, take herbs, drink more tea and less coffee, and try to moderate the amount of stress-compensation foods with healthy foods.

I don’t judge people for their diets, unless paid to, and I don’t claim to have a perfect diet. But I do try to use balance in food, volume and time of day for eating. I also recommend, for the most part, that people these days try to do less. Everyone wants to multitask, but actually this is very bad for the qi [energy]. The distraction level and the anxiety it produces is not good. When I get anxious about work or money or anything related, I try to have faith, deep breathe and remember that no hard worker in this world has ever starved, so it can always be worse — even if it could be better.

Kathie Stamps posts grammar tips at www.facebook.com/GrammarTips.

Focus: Health Care

Keeping patient data protected in a malicious world

By Herman Thomas GUEST WRITER

H

ealth-care practices all over the United States are making the transition to electronic health records (EHRs). While EHRs deliver many benefits to physicians, nurses, staff and patients, they also open up health-care organizations to new threats — many of them virtual in nature.

Data security breaches are becoming increasingly common, as malicious individuals and groups are seeking patient information.

Earlier this year, hackers from eastern Europe were able to break into servers at the Utah Department of Health to steal social security numbers and other personal and medical information from 780,000 people. The breach was ultimately blamed on a weak password.

In Washington, D.C., Howard University Hospital in the spring suffered from not one breach, but two. First, a laptop containing patient information — including social security numbers — was stolen from a hospital contractor’s car, putting more than 34,000 patients at risk. Then, a hospital employee was accused of stealing patients’ names, addresses and Medicare identification numbers to sell.

The Utah Department of Health and Howard University are just two examples of data breaches this year, but this is happening more often than many people know, and in cities all over the country. The truth is that medical records are valued higher on the black market than credit card numbers, and health-care organizations need to take the proper precautions to protect against these threats when they design their networks.

When keeping electronic health records for patients, care must be taken to consider a few compliance standards to which every health-care organization is held.

Provisions of the Health Insurance Portability and Accountability Act (HIPAA) set standards for the security and privacy of health records. The HITECH Act broadens the privacy and security protections set forth under HIPAA by increasing the penalties for non-compliance, thus further enforcing HIPAA rules. And PCI Compliance — the Payment Card Industry Data Security Standard — is relevant to the processing of creditcard payments. Under this standard, all merchants, including health-care organizations, are required to handle credit-card data within a secure environment. Failure to maintain data compliance under these three standards can result in fines of up to $1.5 million.

The most common types of threats plaguing the security of health-care organization networks include managing mobile devices, securing embedded devices and understanding the human factor associated with the EHR transition.

All industries are reacting to the explosive growth of mobile devices. In the case of health-care organizations, this increase, coupled with the steps you need to take to protect them, can put personal data at risk of malware infection. Additionally, managing embedded devices, such as X-ray machines, can be a challenge because they require VPN connectivity to vendors for maintenance, yet can expose patient data if not properly protected.

There can also be trouble associated with moving too quickly from paper to electronic records. Although it is required, many employees simply aren’t accustomed to thinking about information security.

Finally, malware propagation through lack of network access control, conservative acceptable use, intrusion prevention and network security monitoring are all issues that result in stolen patient information, and all instances that can be prevented.

When protecting sensitive data at healthcare organizations, there is a role for everyone. Following these steps will help keep networks secure and patient information safe:

Set network access controls Health-care providers that allow mobile devices to be used in the professional setting must apply stringent network access controls to those devices. Such controls include VPN connectivity and endpoint protection, which requires each computing device on a network to comply with certain standards before network access is granted.

Use zoning to reduce potential issues Network administrators should work with security engineers to establish absolute minimum restrictions to embedded devices on a needs basis. For example, if a vendor needs access to an X-ray machine for regular maintenance, that machine should be placed in a zone established for device access of that type, then built as the sole member of a VPN that is remotely accessible by only the vendor.

Educate everyone on security

From the top-down, security must be positioned and reinforced regularly as a priority. Consistent education around patient records, examples of breaches and how they are carried out, training around common activities that threaten security, training around reducing the potential for social engineering and careful design of electronics records storage and movement is key in protecting the transition from paper to the ether.

At the end of the day, it really boils down to malware. All of the other problems are symptoms of a malware encroachment.

If mobile devices controlled by the organization, desktop devices, servers, devices with embedded access and anything else that is publicly facing aren’t adequately restricted from an access perspective, protected with leading technologies, scanned and cleaned regularly, and monitored with IDS/IPS technology, then nothing a business does will provide any protection.

As health-care organizations work toward the 2015 EHR deadline, they must take this change head on and begin preparing through an assessment of their network infrastructure, as well as the security solutions they have — or will have — in place.

Any upgrades or changes required need to be considered now, before it is too late.

Herman Thomas is director of sales in Lexington for Windstream, a provider of advanced communications and managed solutions.

PHOTO FURNSHED

Business Lexington • November 9, 2012

21

Focus: Health Care

PHOTO FURNISHED

UofL Autism Center taps noted child psychiatry expert as interim director

By Marc Jennings CONTRIBUTING WRITER

D

r. Peter Tanguay, a celebrated expert in the field of child and adolescent psychiatry who helped develop the Dustin Hoffman character for the film Rain Man, has been named interim director of the University of Louisville Autism Center at Kosair Charities.

Tanguay’s research has focused on autism and Asperger’s syndrome, a higher functioning condition on the autism spectrum. From 1975 to 1985, he was director of the Child Psychiatry Clinical Research Center at UCLA, where he developed practical ways for teachers and clinicians to become experts in the diagnosis, unTANGUAY derstanding and treatment of persons within the autism spectrum.

A major hurdle parents have encountered, according to Tanguay, has been finding someone who can conduct an evaluation, provide a diagnosis and explain why the diagnosis is appropriate.

“I personally believe that the ultimately successful systems for providing services to persons with autism have to be in the schools,” Tanguay said. “Of course, we have to help the schools be able to provide those services, because many of the teachers are not very familiar with autism or Asperger’s, or how you would deal with it.”

Kentucky House Bill 159, passed in

22

2010, changed some requirements for coverage of autism spectrum disorder (ASD), including the addition of applied behavioral analysis services. The mandate applies to health-care policies written in Kentucky and sold or renewed on or after these dates.

Autism was first identified by psychiatrist and physician Leo Kanner in 1943. A year later, Hans Asperger described persons who appeared to have similar problems but to a milder degree. The condition has been on the rise in the United States. The federal Centers for Disease Control (CDC) estimates that about 1 in 88 children has been identified with ASD. This most recent CDC estimate represents a 23 percent increase since 2009, and a 78 percent increase since 2007.

It was not clear whether these significant increases represent soaring incidence or vast improvements in diagnosis.

The condition is often marked by communication and social difficulties, and those characteristics often challenge autistic children in social settings.

“Social communication refers to specific behaviors in which complex cognitive and emotional information is communicated through facial expression, emotional gesture, the prosodic melody of speech, and through knowledge of the social rules of communication — pragmatics,” he explained in an interview on Storknet.com. “The latter include what has been called a ‘theory of mind’ — knowledge that others have thoughts and feelings different from our own that can be ascertained and used to enhance our inter-

personal relationships.”

Tanguay said other children may not understand and mistakenly think an autistic child is being willfully unresponsive, obtuse or negative.

“I think when people begin to understand, when other children begin to understand where these kids are coming from, it helps a great deal,” he said.

Hearing for the first time that your child has been diagnosed as autistic is a profound, life-altering experience. Jerry Grasso, Lexmark’s vice president of corporate communications, and his wife, Kim, were living in Atlanta when they were informed of their son’s diagnosis. He recalled that with the news, his world seemed to turn gray.

“When any parent has dreams and aspirations for their children and you get a crushing diagnosis like autism you kind of walk through a fog for awhile,” Grasso said.

The Grassos’ son, Demetrius, now 12, has gravitated to the Special Olympics swim team in Lexington, and this has created a focus, as well as a support network of likeminded parents for his mom and dad.

“My career has continued to be fulfilling and has continued to rise, but it’s not as if we didn’t have our own train wrecks in this,” Grasso said. “My wife never intended not going back to work. In fact, we had long conversations about her career and when would be the best time to have kids so she could re-enter the workforce and be in an executive-level position herself. Of course, with Demetrius’ condition, that all went out

Business Lexington • November 9, 2012

the window. So she’s now at the University of Kentucky, studying special needs education. Because of the experience she’s going through, she feels that she can help other parents. So that’s the adaptability in our marriage, right there.”

Grasso advised, “There are a couple of rules that a working parent with a special needs child needs to know. One, do not sacrifice a workout or anything like that, because you need to relieve the pressure.

Everybody’s job, especially in this economy, is hard. There are a lot of pressures with the job, and then you have the pressures with the special-needs child. So if you do Pilates on Tuesdays, find a way to keep doing that.

Also, be very clear and very honest with your employer about what your needs are and what the requirements of those needs are. You’ll find, I think, that most employers — if you communicate with them openly and honestly — will do whatever it takes.”

Grasso said his employer, Lexmark, “has been fantastic about it.”

Tanguay said there are now many helpful behavioral approaches for children with autism. And with higher functioning autism, he suggests not getting hung up on what the child can’t do.

“Find out what the child can do, and help him be successful using that approach,” he said.

Tanguay said autistic people can have considerable talents in very specific areas, such as mathematics or spatial relationships.

One such character was the fictional Raymond, the autistic savant portrayed in film by Dustin Hoffman. Tanguay, then with the UCLA Neuropsychiatric Institute, said he got a call one day in the mid-1970s from an PHOTO FURNSHED assistant producer who had a script for a movie about a lovable mentally challenged person, and because Tanguay worked in the area of developmental disabilities and mental retardation, he wanted him to look at it.

Tanguay and a colleague reviewed the script and told the filmmaker they didn’t think much of the story because it portrayed the Raymond character too broadly as “mentally retarded,” when the nature of his behavior was clearly and specifically that of an autistic person.

The project went through many writers over several years, but a script finally emerged.

“It was said that the movie Rain Man did more to help people with autism be understood in the community than all the professionals put together,” Tanguay said.

Tanguay is a retired Spafford Ackerly Endowed Professor of Child and Adolescent Psychiatry-Emeritus in the Department of Psychiatry and Behavioral Sciences at the University of Louisville School of Medicine.

The autism center that he will now oversee is a relatively new institution, he said, although elements of it have existed for about 15 years. It bundles together the resources of the Kentucky Autism Training Center, a state-sponsored organization that trains teachers and works with parent groups; the university’s clinical center, where evaluation and diagnostic services take place; and a research center that will look at the extent to which these various elements correctly carry out their goals, he said.

A University of Louisville Autism Center brochure lists workshops and technology resources as among services available to clients and their families. And Tanguay said he hopes to collaborate with other groups and institutions in the commonwealth, such as the University of Kentucky.

Tom Martin contributed to this article.

Focus: Health Care

Three levels of aging care offered at The Willows at Hamburg

By Abby Laub CONTRIBUTING WRITER

T

hanks to a newly opened health center, seniors in Kentucky have access to three different levels of care in one facility.

The Willows at Hamburg, operated by Louisville-based Trilogy Health Services, offers assisted living, skilled nursing services and memory care all in a centralized location on Old Rosebud Road near the Hamburg shopping center in Lexington. The business model is a new one for the area, said The Willows Executive Director Robert Hollins.

“The business model is geared toward offering all three levels of care, starting with assisted living,” he said. “That is pretty much our business model for most of the Trilogy homes. There are some that even offer independent living condominiums ... That does pretty much follow the trend of what consumers now need and desire. They don’t like to be relocated. They don’t want to start out at independent living at one location and then move to another location.”

That edge, he said, is what will help The Willows be competitive with the race to accommodate aging baby boomers and changing health-care laws.

The Willows at Hamburg is the first of Trilogy’s locations but the sixth in Kentucky.

There are 73 Trilogy locations nationwide (in Kentucky, Indiana, Ohio, Michigan and Illinois). A second Lexington campus is also in the works because the demand is there, particularly for the tri-level approach, Hollins said.

The approach doesn’t necessarily save senior citizens a lot of money, but it saves a great deal of stress and readjustment woes.

Another unique approach taken at The Willows, Hollins said, is the increased level of resident satisfaction. Fresh flowers and linen coverings don the dining room tables, and all meals are chef prepared.

“All of our meals are following a concept of restaurant-style dining,” he said.

“When you do give up living independently in your home, that’s a big sacrifice, so you want to focus on things that are still important, like the quality of the food and the experience living in this new environment. We do a lot above and beyond most competitors in dining services.”

The Willows at Hamburg also allows for one family night a month, allowing family members to come dine at no additional cost to the residents.

Also, The Willows has a family call program, where each resident is assigned a management team leader who contacts family members at least monthly to find out any concerns and get feedback both ways.

Customer satisfaction surveys are done twice per year. Hollins said industry standard is once per year. He also stressed the grueling employee-selection process.

“You can come here and live — you couldn’t ask for a nicer atmosphere — but if the employees don’t give good customer service, then that defeats the purpose,” he said. “The company firmly believes that employees who come into contact with residents the most are the most important employees.”

The Willows at Hamburg has been taking reservation deposits since March and expects to be filled up before too long. Hollins noted

PHOTO BY ABBY LAUB

The Willows at Hamburg Executive Director Robert Hollins

PHOTO BY ABBY LAUB

One of the several “town squares” inside the facility.

Business Lexington • November 9, 2012

increased demand from an aging population.

Community Services Representative Susan Parker said when the skilled living facility was built, The Willows was told it was the first new skilled-living facility in Lexington in 20 years. It shares the main building with The Residence, and The Legacy, a specialized memory care neighborhood, is housed next door.

All of the rooms are furnished, but residents also are welcome to bring their own furniture. The Willows at Hamburg also offers activities to seniors in the community who are not residents.

A horse theme is carried out in the facility and each “neighborhood” is named after a famous Kentucky horse farm, Parker pointed out.

The Willows at Citation is scheduled to open in the second half of 2013 and will include 54 accommodations in its health-care center (skilled living), and 36 in its assistedliving residence.

The Willows at Hamburg features 54 health-center accommodations and 40 assisted-living accommodations. The Legacy at The Willows, the specialized memory care neighborhood, will accommodate 35 residents.

In the face of worrisome economic climates, changing health-care laws and a FURNSHED quickly aging population, PHOTO Trilogy Health Services President/CEO Randy Bufford said regardless of what it looks like, the need for quality senior-health services will continue to grow due to our population’s increased aging.

“The needs and expectations of consumers continues to change, and through listening to your customers and responding to their feedback, you can continue to grow to meet their future needs,” he said. “Reimbursement and regulatory changes can pose challenges, however our approach has always been to proactively plan for these changes to ensure that our quality of care and scope of services delivered to our resident is not impacted. We frequently discuss continuous improvement and how we can adapt to the regulatory and reimbursement changes and stay committed to our mission statement of compassionate customer service.”

Bufford added, “We believe many features of the Affordable Care Act will be consumer friendly for seniors and employees alike. The trends towards consumerism will be favorable to customer-centric organizations like Trilogy.”

Slowing consumer health-care spending, though, has displayed itself to Trilogy.

“We have, too, experienced softness, and we find people [not] wanting to make decisions to move to assisted living until a crisis occurs — more of a reactive versus a proactive stance,” Bufford said. “Offering a variety of service levels as well as a full continuum of care has allowed Trilogy to continue to grow during this spending slowdown. We remain confident that with the aging boomers, there is a demand for senior-living services, and this sector will continue to grow.”

Kentucky’s locations for expansion were selected for a variety of reasons. He credited demand, proximity to hospitals, current and future demographics in the area, current senior-living providers in the area and proximity to other Trilogy communities.

23

Focus: Health Care

Restorative works ST. JOSEPH HOSPITAL EAST INVESTS IN THE HEALING POWER OF LOCAL ART

By Celeste Lewis CONTRIBUTING WRITER

S

PHOTO BY ABBY LAUB

At top, Dr. Don Goodin and Dr. Jessica Moss of the St. Joseph East cancer center stand in front of Spring Cleaning, a work by artist Darrell Ishmael. Bottom, a piece by artist Elizabeth Foley.

24

everal hospitals in the Bluegrass are embracing the healing power of art and are integrating beautiful, soothing artwork created by local gifted and talented artists into their interiors.

Recently at St. Joseph Hospital East, newly installed art is bringing health and healing to a lot of patients. Dr. Don Goodin, an oncologist at the hospital, encouraged it to try this healing-arts approach in a big way and found great support for the idea.

“St. Joseph’s has always placed a high priority on art throughout the hospital,” said Diane Boyer, director of major gifts for the St. Joseph Foundation. “Dr. Goodin came with a lot of fresh ideas on how we could add art to our health care mission.”

Boyer described the process of selecting and purchasing the art, which is funded through private donations, as intense.

“We wanted everything to be just right with color, subject matter and placement,” Boyer said.

They put out a call for artists through LexArts. Boyer credited Nathan Zamarron, LexArts community arts manager, for bringing “governance and guidance” to the process and aiding in what could have been an overwhelming task.

“We asked the artists to submit things that would be calming and contemplative,” Boyer added.

She went on to explain that the doctors had a great deal of input in the selection process. Dr. Goodin and Dr. Jessica Moss, also an oncologist, were part of the committee that selected the art.

Business Lexington • November 9, 2012

“They knew from research, for instance, that the color purple is effective as a nausea preventative — an important thing in cancer treatment. We all learned so much,” Boyer said.

“Artwork in the cancer center is fundamentally important in the treatment of a patient’s mind, body and spirit. Everyone in the cancer center is so proud and energized by this project,” said Goodin. “More importantly, we are grateful, and certainly our patients and their families are as well.”

In addition to being some comfort for waiting families, the healing power of art is widely researched and touted as a significant tool in the health and healing of patients.

Well-placed art throughout a medical facility can promote healing and reduce anxiety for both patients and loved ones significantly and additionally makes local artists proud partners in such an honorable endeavor.

Dan Neil Barnes, a Lexington stainedglass artist, has artwork in other St. Joseph facilities as well as St. Joseph East. He knows firsthand what it means to patients and families to be surrounded by art at a hospital.

“I do a lot of art shows, and I bet I have had 50 people recognize my work from the hospital and stop to tell me how much my piece helped them through a tough time,” he explained.

Barnes lost his mother to ovarian cancer three years ago.

“If my work can bring some relief or comfort to patients or their families and also to the amazing medical caregivers who are in a tough field, then I feel real good about that,” he said.

BizList For questions please contact: Sharon Lee Metz sharon@bizlex.com

Hospitals Regional Facilities Ranked by Total Number of Licensed Beds 2011

Facility Name Address Phone Website

Total Licensed Beds *

Average Daily Census ** (ADC)

Average Length of Stay (ALOS)

Occupancy Percentage

Admissions

Top Hospital Official

Corporate Affiliation

Current Rank

Previous Rank

1

1

University of Kentucky Albert B. Chandler Hospital 800 Rose St., N100 Lexington, KY 40536 (859) 323-5126 www.ukhealthcare.uky.edu

569

439

6.3

77.1%

24,951

Richard Lofgren

Commonwealth of KY

2

2

Saint Joseph Hospital (1) 1 Saint Joseph Dr. Lexington, KY 40504 (859) 313-1000 www.sjhlex.org

453

238

4.9

52.5%

17,178

Ruth Brinkely

KentuckyOne Health

3

3

Central Baptist Hospital 1740 Nicholasville Rd. Lexington, KY 40503 (859) 260-6100 www.centralbap.com

383

232

4.7

60.5%

17,694

William G. Sisson

Baptist Healthcare System, Inc.

4

4

Eastern State 627 W. Fourth St. Lexington, KY 40508 859-246-7000 www.bluegrass.org

323

141

21

43.7%

2,441

Michael Daniluk

Commonwealth of KY

5

5

UK HealthCare Good Samaritan Hospital 310 S. Limestone St. Lexington, KY 40508 (859) 226-7000 www.samaritanhospital.com

222

108

5.0

48.7%

8,206

Richard Lofgren

Commonwealth of KY

6

6

Ephraim McDowell Regional Medical Center 21 South Third St. Danville, KY 40422 (859) 239-1000 www.emrmc.org

197

88

4.5

44.4%

7,129

Vicki Darnell

Ephraim McDowell Regional Medical Center, Inc.

7

7

Frankfort Regional Medical Center 299 Kings Daughters Dr. Frankfort, KY 40601 (502) 875-5240 www.frankfortregional.com

173

44

3.6

25.2%

3,863

Chip Peal

Frankfort Hospital, Inc.

8

8

Saint Joseph East 150 North Eagle Creek Dr. Lexington, KY 40509 (859) 967-5000 www.sjhlex.com

152

84

3.7

55.1%

9,030

Ruth W. Brinkley

KentuckyOne Health

9

9

Cardinal Hill Rehabilitation Hospital 2050 Versailles Rd. Lexington, KY 40504 859-254-5701 www.cardinalhill.org

145

89

17

74%

2,172

Gary Payne (President & CEO)

KY Easter Seal Society

10

10

Pattie A. Clay Regional Medical Center 1107 Eastern Bypass Richmond, KY 40475 (859) 623-3131 www.pattieaclay.org

105

36

3.6

34.4%

4,230

Robert Hudson

Pattie A. Clay Infirmary Association, Inc.

11

11

Ridge Behavioral Health System 3050 Rio Dosa Dr. Lexington, KY 40509 859-269-2325 www.ridgebhs.com

90

73

10.5

81.5%

2,549

Nina Eisner

WND

12

12

Clark Regional Medical Center 1107 West Lexington Ave. Winchester, KY 40397 (859) 745-3500 www.clarkregional.org

75

23

3.2

30%

2,757

Joe Koch

LifePoint

12

12 TIE

Georgetown Community Hospital 1140 Lexington Rd. Georgetown, KY 40324 (502) 868-1100 www.georgetowncommunityhospital.com

75

16

3.0

21.1%

1,980

Jerry Dooley

Georgetown Community, Inc.

14

14

Saint Joseph Mount Sterling 50 Sterling Ave. Mt. Sterling, KY 40353 (859) 498-1220 www.satinjosephhealthcare.org

63

23

4.1

37.3%

2,077

Ruth W. Brinkley

KentuckyOne Health

15

15

Harrison Memorial Hospital 1210 Kentucky Highway 36 East Cynthiana, KY 41031 (859) 234-2300 www.harrisonmemhosp.cpm

61

16

3.4

26.8%

1,802

Sheila Currans

Harrison Memorial Hospital, Inc.

16

16

Bourbon Community Hospital 9 Linville Dr. Paris, KY 40361 (859) 987-3600 www.bourbonhospital.com

58

25

4.9

43.9%

1,878

Joe Koch

LifePoint

17

17

Shriners Hospital for Children 1900 Richmond Rd. Lexington, KY 40502 (859) 266-2101 www.shrinershq.com/hospitals/lexington

50

3

4.5

5.2%

224

Tony Lewgood

Shriners Hospital for Children

18

18

25

13

3.7

51.2%

1,234

Greg Gerard

KentuckyOne Health

TIE

TIE

Saint Joseph Berea 305 Estill St. Berea, KY 40403 (859) 986-3151 www.saintjosephhealthcare.org

18

18 TIE

The James B. Haggin Memorial Hospital 464 Linden Ave. Harrodsburg, KY 40330 (859)734-5441 www.hagginhosp.org

25

10

5.0

39.4%

717

Vicki Reed

The James B. Haggin Memorial Hospital Inc.

TIE

TIE

TIE

TIE

Source: 2011 Kentucky Annual Hospital Utilization and Services Report from January 1 to December 31, 2011, published September 2012. Hospital websites and individual hospital representatives.

Footnotes: * Licensed Acute and Psych Beds ** Rehab Beds Key: ADC = Average Daily Census, ALOS = Average Length of Stay, NPR = Not Previously Ranked or Information Not provided by deadline, WND = Would Not Disclose, Footnote (1) Merger with Jewish Hospital and St. Mary's Healthcare - January 1, 2012 = KentuckyOne Health. Please follow this link https://secure.datajoe.com/url/?u1L4uLSI if you want to be added to our database.

Business Lexington • November 9, 2012

25

BizList For questions please contact: Sharon Lee Metz sharon@bizlex.com

Current Previous Rank Rank

Physician Groups Regional Groups Ranked by Number of Physicians on Staff

Physician Group Address Phone Website

Physicians in Local Offices

Other Local Staff

Patient Office Visits in 2011

Specialties

Practice President

Practice Administrator

Founded

Number of Local Practice Locations

Practice Owners

1

1

Lexington Clinic, PSC 1221 S. Broadway Lexington, KY 40504 859-258-4000 www.lexingtonclinic.com

165

1,248

568,516

Allergy/Asthma,Audiology, Behavioral Health, Cardiology, Dermatology, Endocrinology, Family Medicine, Gastroenterology, Gynecology, Hematology, Internal Medicine, Neurology, Neurosurgery, Obstetrics, Oncology, Pathology, Pediatrics, Physical Therapy, Podiatry, Pulmonary Diseases, Radiology, Rheumatology, Sleep Disorders, Sports Medicine, Urology

Stephen C. Umansky, M.D. President, Board of Directors

Andrew H. Henderson, M.D., CEO

1920

18

Physician Owned

2

2

Kentucky Surgery Center 240 Fountain Ct. Lexington, KY 40519 859-278-1460

80

90

10,000+ surgeries performed

Multi-specialty Outpatient Surgery Center

Dorothy Clark, M.D., President

Joan Zarth, Business Director, Glenda Satterly, Administrator Director

1986

1

Physician Owned

3

3

Baptist Physicians Lexington, Inc. 4071 Tates Creek Centre Dr., Ste. 202 Lexington, KY 40517 859-260-4390 www.baptistphysiciansLexington.com

75

207

149,963

Cardiology, Cardiothoracic Surgery, Convenient Care, Family Medicine, GYN-Oncology, Internal Medicine, Mammography, Medical Onocology, Neurointervention, Neurology, Pediatics, Pulmanary and Critical Care, Urgent Care

William G. Sisson

Susan Mobley, Vice President

2006

39

Baptist Healthcare System

4

4

Commonwealth Urology Associates * 2444 Harrodsburg Rd. Lexington, KY 40504 859-258-6950 www.commonwealthurology.com

19

NA

NA

General Urology, Surgical Urology, Adults and Children

Eric Ruby, M.D.

Craig Gillispie

1927

9

Physician Owned

5

NPR

Bluegrass Orthopaedics & Hand Care 3480 Yorkshire Medical Park Lexington, KY 40509 859-263-5140 www.bluegrassortho.com

10

80

45,692

Total Orthopaedic care: Bluegrass Orthopaedics provides comprehensive orthopaedic care for people suffering from musculoskeletal disorders. Onsite physical therapy, MRI & outpatient surgery facility

Harry Lockstadt, M.D.

Chris Moore, CEO

1986

1

Harry Lockstadt, Gregory D’Angelo, Veronica Vasicek, John Balthrop, William O’Neill, J. Martin Favetto, Jason S. Harrod, Wallace L. Huff, Jr.

6

Family Practice Associates of Lexington 1775 Alysheba Way, Ste. 201 Lexington, KY 40509 859-278-5007 www.fpalex.com

10

3

NA

Family Practice, Internal Medicine/Pediatrics, Marriage and Family Therapy

NA

Susan Miller, R.N., FACMPE

1983

1

NA

6

Lexington Infectious Disease Consultants, PSC Bluegrass Travel Clinic 1720 Nicholasville Rd., Ste. 602 Lexington, KY 40503 859-277-4005 www.lexidc.com

10

45

NA

Infectious Disease

Mark Dougherty, M.D.

Marianne Brian

1990

1

NA

8

Dermatology Associates of Kentucky, PSC 250 Fountain Ct. Lexington, KY 40509 859-263-4444 www.daklex.com

8

100

56,000

General Dermatology, Mohs (Micrographic Surgery for Skin Cancer), Dermatopathology, Cosmetic Dermatology

Laurie Massa, M.D.

Joy Hayes

1951

3

Physician Owned

8

5

Women’s Care Center 1720 Nicholasville Rd., 4th Floor Lexington, KY 40503 859-278-0363 www.womenscarecenter.com

8

55

47,000

Obstetrics, Gynecology

Bradley B. Youkilis, M.D.

Bryan Stadig

1971

1

W. David Hager, M.D.; Reva D. Tackett, M.D.; Bradley B. Youkilis, M.D.; B. Blake Bradley, M.D.; John D. Looff, M.D.; J. Mike Guiler, M.D.; Thomas J. Duncan, M.D.; Jon H. Voss, M.D.

10

NPR

Bluegrass Dermatology 3475 Richmond Rd. Lexington, KY 40509 859-296-4400 www.mohs.com

5

25

18,761

MOHS, Cosmetic Surgery, Skin Rejuvention

NA

Cara Netherton, Practice Manager

1996

1

John Buker, M.D.

11

Commonwealth Eye Surgery 2353 Alexandria Dr., Ste. 350 Lexington, KY., 40504 859-224-2655 www.commonwealtheyes.com

5

45

10,000

Ophthalmology, Optometry, LASIK and Cataract Surgery

Lance S. Ferguson, M.D.

Jenny Lackey, COE

1988

1

NA

Commonwealth Orthopedic Surgeons, PSC 125 E. Maxwell St., Ste.200 Lexington, KY 40508 859-253-0124 www.commonwealtheorthopaedic.net

5

14

14,912

General Orthopedics, Sports Medicine, Hand Surgery

Ronald C. Burgess, M.D.

Don Lamb

1949

1

Jerold N. Friesen, M.D.; Philip F. Corbert, M.D.; Ronald C. Burgess, M.D.; Scott A. Riley, M.D.’ J. Steven Shockey

Kentucky Ear, Nose and Throat, Head and Neck Surgeons 1720 Nicholasville Rd., Ste. 500 Lexington, KY 40503 859-278-1114 www.kyent.org

5

1

NA

Otolaryngology, Allergies, Hearing and Balance Disorders

Kenneth Tad Hughes, M.D.

Stephen Randolph, CPA

1989

2

Keith Alexander, M.D.; Greg Osetinsky, M.D.; Kenneth Tad Hughes, M.D.; Bert Laureano, M.D.; Ray Van Metre, M.D.

13

Allergy & Asthma Physicians of Central Kentucky 166 Pasadena Dr., Ste.150 Lexington, KY 40503 859-276-1452 www.kysneezers.com

4

12

5,800

Asthma, Allergies, Immunology

John S. Hill, M.D.

Yolonda Brown, MHA, Practice Manager

1953

1

NA

14

Dermatology Consultants 1401 Harrodsburg Rd., Ste. C-415 Lexington, KY 40504 (859) 977-0141 www.dermconsultants.com

4

38

10,000

General Dermatology, Cosmetic Dermatology, Surgical Dermatology, Mohs Micrographic Skin Cancer Surgery, Dermatopathology

Joseph P. Bark, M.D.

Peggy Blair Richards, Administrator

1976

3

Joseph P. Bark, M.D.; Erika N. Music, M.D.

9

Retina Associates of Kentucky 120 N. Eagle Creek Rd., Ste. 500 Lexington, KY 40509 859-263-3900 www.retinaky.com

4

NA

NA

Diseases of the Retina and Vitreous

William J. Woods, M.D.

Maryanne Inman

1977

10

William J. Woods, M.D.; Rick Isnerhagen, M.D.; Thomas Stone, M.D.; John Kitchens, M.D.

TIE

5 TIE

5 TIE

8

TIE

TIE

TIE

TIE

TIE

10 TIE

10 TIE

10 TIE

14

TIE

9 TIE

11 TIE

TIE

14 TIE

14 TIE

TIE

Source: Information was obtained from listed physicians groups with 4 or more physicians on staff, their web sites and representatives. Others may have been eligible but did not respond to requested information.

Please visit, http://secure.datajoe.com/url/?x1L11KWz4, if you want to be added to our new database. Footnote: * Commonwealth Urology Associates are part of Lexington Clinic.

Key: NA = Not Available at time of publication or Not Applicable, WND = Would Not Disclose, NPR = Not Previously Ranked

26

Business Lexington • November 9, 2012

PARTINGTHOUGHTS

Chuck Creacy Publisher Chris Eddie Publisher Tom Martin Editor in Chief Susan Baniak Features Editor

Failure to compromise is dangerous, weak and maybe even lazy

By Tom Martin BUSINESS LEXINGTON

N

ative son Henry Clay, who made a name for himself achieving solutions through the art of compromise, must be rolling in his grave these days.

In this technologically isolating world, we as a people have become so sharply divided by forces that stand to gain by pitting us against one another that we seem to be losing touch with empathy, a human trait fundamental to the core philosophies of all of the world’s major religions, and essential to creating and sustaining the interpersonal connections that produce solutions to the problems that vex us.

Our polarized political culture and a deliberately partisan and increasingly less inquisitive media seem to have given up on the difficult work of getting into another’s shoes for a look at differing views of life, discovering and attempting to understand the contexts that inform their positions on things that matter to us all.

Its been striking in recent weeks to hear a theme emerge from conversations with a couple of Lexington business owners, a rabbi, a banker, an artist, a minister, a professor, a retiree — even a politician — each moved to express in his or her own way and without prompting that we have lost our ability and perhaps our will to work for compromise on complex issues. Each of these individuals expressed the same concern: that this failure or outright refusal to recognize spectrums of views is the single most important obstacle to overcoming or solving the most pressing challenges of our times.

Interestingly, the OpEd “Investing in Kentucky’s Future” appearing on the following page was written completely independent of this commentary — yet, note the opening quotation.

For many pressing and difficult issues confronting us on local, state and federal levels, little in the way of solutions resulting from good-faith bargaining seems evident these days.

28

The question is: Why? I think it’s because we have a culture in which we no longer can expect our leaders to show us how compromise is accomplished — to lead by example. If anything, it’s become the norm to refuse to do the hard work of searching for common ground.

Yet, flexibility, adaptability and compro-

or political agendas.

Regardless of the truism that nothing in life is ever absolute or certain, we see a legislative culture that routinely stakes out hardened, unforgiving positions on very serious issues that impact us all — none of which is, in truth, black-and-white simple.

A case in point: Unless Congress acts before this New Year’s Eve, we will, under

mise are nearly always the leadership qualities that produce results that are acceptable to majorities, allowing us to move on.

We seem to now have leaders who make every effort to secure their own particular sets of interests while going all out to ensure that those with opposing views and/or interests are undermined to the point of near incapacitation. When is the last time you heard a campaigning candidate invite his or her opponents to come to the table and work out differences?

These thought leaders are pervasive in our lives. They are our elected officials, media personalities, editorial boards, cause advocates and even businesses with social

the Budget Control Act of 2011, ring in 2013 with a cocktail of deep and widespread spending cuts blended with momentous tax hikes. By most accounts, this is expected to extract some $600 billion from the U.S. economy. Yet, as of this writing, there are no indications of any serious negotiations in search of compromise among leaders of a lame-duck Congress and the White House, or their staffs.

As a Reuters analysis states, “The United States runs the risk of a recession far deeper than many investors and policymakers may think if lawmakers fail to avert looming tax hikes and cuts to public spending.”

Fear of plunging over this “fiscal cliff”

Business Lexington • November 9, 2012

has established a persistent reluctance among the owners of businesses large and small, right here in Lexington, to risk capital on expansion and growth. In many cases, it’s had a paralyzing effect on jobs creation just when that’s needed most.

Interview after interview reveals business leaders practicing great caution against engaging in levels of risk that would otherwise, in a more encouraging atmosphere, be considered acceptable. It is why recovery from the Great Recession and renewed economic growth have been slow in coming.

The election is behind us, and now we’re sorting through its outcomes and implications. It’s a good time to visit those you’ve elected with some reasonable expectations.

The litmus test, we believe, should be a willingness and an ability to collaborate across political barriers, producing results with built-in measures of success. We need to actually witness this. We need to see that our elected representatives can get along with each other, at least to an extent that gets things done.

Compromise itself is not an end, but a means to achieve an end: to move forward with an action. Its role is to allow decisions to be made and implemented. That’s how things have been done in our system. It’s how we have, until lately, managed to maintain a free and ordered civilized society that moves ahead as one people.

It’s really pretty simple. Always has been. To get what you want, you have to give a little. Refusal to budge — as we have witnessed on Capitol Hill — brings little in meaningful returns.

The experience of recent years reveals a disturbing incapacity to recognize that this country was founded on the notion of diversity as a commonality: empathy as the pathway to compassion.

The community, state or national leader who is the first to make it once again fashionable to engage in the tough work of seeking and achieving compromise will win our highest respect and regard.

Investing in Kentucky’s Future

By Susan G. Zepeda, Ph.D. GUEST COMMENTARY

W

inston Churchill famously said that “courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen.” At the Foundation for a Healthy Kentucky, we believe that it will take courage from concerned citizens, local leaders and elected officials to achieve our mission of addressing the unmet health-care needs of Kentuckians.

And we believe that before we can “stand up and speak,” we first need to listen to the views of the people around us.

Recently, foundation representatives traveled around the commonwealth, asking the public what we should do next to advance our mission. This listening tour became the cornerstone of our new strategic plan and will shape our work for the next five years. Overwhelmingly, people across the state told us we needed to work with kids. Regardless of whether they had young children or grandchildren, Kentuckians viewed the health of the next generation as the highest priority.

We listened. And now we are launching a new strategic initiative at the Foundation called “Investing in Kentucky’s Future.” A request for proposals (RFP) has been issued.

Communities interested in being considered for this work have until Friday, Nov. 16, to submit a letter of intent. The complete Investing in Kentucky’s Future RFP, along with a list of frequently asked questions, is available online at the foundation’s website. The address is: http://www.healthy-ky.org.

In the coming years, we will dedicate significant resources to help Kentucky communities adopt innovative strategies to keep kids healthy, to share skills and build capacity in local coalitions to address health risks, and to inform local leaders about policies that impact the health of children. This place-based initiative engages communities in developing a shared understanding of factors that place their school-age children at future risk for chronic diseases such as cancer, diabetes,

heart disease, mental illness and substance abuse as these young people move into adulthood.

Troublingly, chronic diseases occur at higher rates in Kentucky than in surrounding states. By starting early and modifying policy and physical environments, the communities funded by this initiative should see increases in school participation, reductions in risk behaviors and improved health status over the five years of the initiative. But we’re not through listening.

Children are influenced by their schools, their communities, their peers, and most importantly — their parents. If you want to understand children’s needs, you need to consider these diverse influences.

If you want to improve children’s health, you need to listen to the real experts: moms and dads. The Kentucky Parent Survey was an effort to “sit down and listen” to what moms and dads had to say.

This year, more than 1,000 parents and guardians of children under 18 were interviewed by telephone as part of the firstever Kentucky Parent Survey, which was funded by the Foundation for a Healthy Kentucky.

The Kentucky Parent Survey assessed the views of parents, stepparents, grandparents, foster parents and other legal guardians about health issues that impact children in our state. The interviews were conducted by the Center for Survey Research at the University of Virginia, where researchers carefully reviewed the data to ensure that it was an accurate reflection of the views of all Kentuckians.

The foundation has released the first results from the Kentucky Parent Survey to the public, which focused on school policies and practices. Next to their homes, school is where children spend most of their time, and health and school performance are closely linked. Healthy children are better able to focus on their studies and learn at school. In turn, research shows that academic success can help children maintain their health into adulthood. So if you are

going to address children’s health, you have to talk about schools. It is particularly important to consider school policies and practices relating to nutrition, physical activity and health education.

According to the most recent data from the National Survey of Children’s Health, more than one in three Kentucky children (37 percent) are obese. Eating healthy foods and being more physically active are critical behaviors for curbing Kentucky’s obesity epidemic. Even for children at a healthy body weight, the exercise and nutrition habits they form during their school years will impact their ability to maintain a healthy weight into adulthood.

Despite the importance of healthy eating, on the Kentucky Parent Survey, fewer than one in four parents (23 percent) described the meals served at their child’s school as being “very nutritious.” The majority of parents (62 percent) hedged, saying the food at their child’s school was only “somewhat nutritious.”

When we asked about physical activity, there seemed to be more missed opportunities. Most parents reported that their child was enrolled in a physical education class at school. However, most kids don’t take P.E. every day: just one in three parents (35 percent) reported that their child attended daily P.E. class. Outside of instructional time, walking or biking to school is another opportunity for children to be more active, yet fewer than one in 10 parents (7 percent) said that their child ever walked or biked to school.

Beyond forming habits to be physically active and eat healthy foods, schools can impact children in the classroom through their health education curriculum. Just as children need to learn to read and write, kids need to learn about being and staying healthy.

One facet of health education is reproductive health, or sex education. Kentucky schools are legally required to teach some form of sex education and to teach kids about HIV. Schools are required to cover abstinence, and the Kentucky Department of

Education encourages schools to evaluate their curriculum against National Health Education Standards, but otherwise schools have some latitude about how and when sex education is covered.

The Kentucky Parent Survey asked parents what they thought their kids should learn at school, and when they should learn it. In general, parental support was stronger for covering sex education subjects in high school. More than three in four parents favor teaching high-school students about communication skills (99 percent), HIV and sexually transmitted infections (97 percent), human anatomy (97 percent), abstinence education (94 percent), birth-control methods (87 percent), condom use (84 percent), and gender and sexual orientation issues (75 percent). While support was somewhat lower, the majority of parents also supported covering each of these subjects with middle-school students. Most Kentucky parents seem to support a comprehensive approach to health education for their children.

While schools are critically important to the health of our children, this is not all we heard from parents. In the coming weeks, additional reports from the Kentucky Parent Survey will address access to safe and effective health care for children, children’s health behaviors and family routines, and the places where parents turn for information on raising health and happy kids. The Foundation for a Healthy Kentucky is committed to repeating the Kentucky Parent Survey in the future in order to track changing views and learn what parents think about emerging health issues.

This is only the beginning of our conversation. We are grateful that Kentucky parents had the courage to tell us what matters to them. Now, we owe it to them to have the courage to “sit down and listen.”

Susan Zepeda is president and CEO of the Foundation for a Healthy Kentucky.

Zepeda can be reached at szepeda@healthy-ky.org.

LETTER TO THE EDITOR

Criticism of child development programs misguided

R

ay Davis’ recent letter attacking funding for pre-K programs — and focused entirely on the Federal Head Start program — cites flawed data and fails to account for decades of research that show Head Start children and families graduate from high school at higher rates, engage in healthier behaviors and are less likely to be involved in criminal activity.

Pre-K is more than learning colors and numbers, although these cognitive skills are critical, and this is especially true for children from families with low income. Behavioral competencies — persistence, motivation, cooperation with others and more — compliment cognitive skills and are equally critical for success later in life, and Head Start children have demonstrated retention of these concepts well beyond the early learning years of birth to 5.

Additionally, it’s important to remember that Head Start is more than an early-childhood education initiative. Specific to families

with low income, Head Start provides family development including two-thirds of daily nutrition for children who otherwise may eat poorly or miss meals altogether. Staff members in Head Start programs work with families on completing high school equivalency diplomas or moving through post-secondary education to employment or higher wages, so the entire family is better off in the short and long term.

In the end, though, Head Start is proven to effectively ensure that hundreds of thousands of children from families with low incomes enter kindergarten each year ready to learn, which is exactly what Congress funds the program to do. Mr. Davis’ citation of a federal study from more than two decades ago and a GAO study highly criticized by child-development experts fails to support his assertion that “it’s time to put an end to Head Start.” If anything, Kentucky should follow the model of other states acknowledging the value of early-childhood learning by expanding to universal pre-K and fully

incorporating the Head Start model into that work. Few organizations anywhere provide higher levels of early-childhood and family services than Head Start providers who have been serving young children since the 1960s.

For our part, Community Action Council’s Head Start program — using an assessment tool also utilized by the Kentucky Department of Education — sent 90 percent of the 4-year-olds we served to kindergarten “school ready” in 2012.

Mr. Davis goes on to cite isolated examples of Head Start grantees that misused or misappropriated funding. I fail to see how a small percentage of organizational failures justify shutting down an $8 billion federal initiative. Using Mr. Davis’ logic, America’s banks should have been shut down decades ago, and many certainly wouldn’t have lasted past 2008. Shutting down banks doesn’t eliminate the need for banking services any more than shutting down Head Start would eliminate the need for intensive earlychildhood and family development for fam-

Business Lexington • November 9, 2012

ilies with low income.

The U.S. Department of Health and Human Services is taking steps to increase oversight of Head Start grantees and, as a winner of Outstanding Head Start Grantee recognition, our organization welcomes their interest. The funding for poorly performing grantees will be terminated and given to organizations that can effectively ensure real outcomes for the children of their community. The Obama administration is to be commended for recognizing that the need for greater oversight does not mean we throw the baby out with the bathwater.

Head Start represents approximately 0.2 percent of the federal budget. If Mr. Davis is so concerned about wasteful spending of taxpayer dollars, perhaps he would be best served to start with an area of the budget that’s responsible for a greater percentage of federal expenditures.

– Jack Burch, CCAP EXECUTIVE DIRECTOR, COMMUNITY ACTION COUNCIL

29

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