SNAPSHOTS UAB // SHP Impressions of Alumni Excellence
THE BLAZER WAY ISSUE
LEADING
WW’s science implementation project (PG: 25)
HOW ALUMS ARE LIVING THE
UAB CREED CHARTING
CREATING
a course for international care (PG: 26)
a written legacy for her children (PG: 30)
SCHOOL OF HEALTH PROFESSIONS
The University of Alabama at Birmingham
LETTER FROM THE DEAN Hello, If you want to get technical, a creed comes from the word credo, which literally means “I believe” in Latin. But here in the School of Health Professions’ family, our creed is not just a belief – our creed is tangible and concrete because it is our behavior. In this edition of Snapshots, we introduce you to some of your fellow alumni who represent UAB’s creed – The Blazer Way – in so many ways that touch so many people. OUR SHP ALUMNI: ◗ Represent with honor and integrity. ◗ Cherish diversity and celebrate all. ◗ Strive for excellence in service. ◗ Transform learners to leaders. ◗ Believe anything is possible.
Our creed is who we – the SHP faculty, staff, students and alumni – are today and who we will be tomorrow and everyday thereafter. My best to each of you,
Andrew J. Butler, PhD Dean, UAB School of Health Professions
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THIS IS THE
BLAZER WAY
“I hold myself accountable to represent our unique community with HONOR and INTEGRITY. We cherish DIVERSITY, embrace and celebrate all. We cultivate progress, strive for EXCELLENCE through innovation and service. We champion scholarship to TRANSFORM LEARNERS into LEADERS. We believe ANYTHING IS POSSIBLE and pursue knowledge that enriches the world. We remain EVER FAITHFUL, EVER LOYAL, to these shared beliefs.” ➤ uab.edu/blazerway
STAY CONNECTED
Traditional on-campus events and activities may be different this year, but our need to connect with the Blazer family stays the same. Learn more about the many ways you can get involved this season!
EVER FAITHFUL. EVER LOYAL. JOIN THE FUN BY PARTICIPATING IN EVENTS ◗ ATTEND networking events, endowed lectures, class reunions, etc. ◗ UAB SPORTS: games & tailgates ➤ uabsports.com/sports/football ◗ WEBINARS: Nutrition, Health Services Administration,
National Alumni Society, PT DEI Dialogues ◗ COOKIES AND COCOA WITH BLAZE: Dec 5
JOIN US: See all happenings at uab.edu/shpevents
MAKE AN IMPACT BY SERVING OTHERS ◗ HOST Breakfast with Blazers, Ask an Alum or give a guest lecture ◗ BECOME a preceptor, clinical instructor or mentor ◗ PARTICIPATE in service opportunities ◗ MAKE A GIFT online, consider a planned gift or ask your employer to match your gift ➤ uab.edu/shp/give
CONTACT: Amanda Sherman • asherman@uab.edu
INSPIRE OTHERS AS AN SHP AMBASSADOR ◗ SHARE SHP stories and memories with prospective students ◗ INSPIRE future generations of health care leaders with our Books with Blaze series ➤ go.uab.edu/bookswithblaze ◗ FOLLOW SHP on your favorite social media outlets ➤ Facebook: /uabshp ➤ Twitter: /uab_shp ➤ Instagram: /uab_shp ➤ LinkedIn: UAB School of Health Professions
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STAY CONNECTED
UAB HOMECOMING 2021
OCTOBER 17-23
Join us in the new Protective Stadium — UAB Football vs Rice Reserve your FREE TICKET by contacting: Amanda Sherman • asherman@uab.edu • 205.975.8415 VISIT: uab.edu/homecoming for event info and the many ways to show your Blazer spirit! 4
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AWARDS AND ACCOLADES
Strive For Excellence Our alumni are consistently recognized for service to their professions and to others — here are some of our recent honorees. Adrienne Benton (MSHA Class 19) received the 2020 Inner City 100 award, recognizing the 100 fastestgrowing firms in under-resourced communities across America. Brenda Bertrand (NS 1989) and Deek Cunningham (OT 1998) received the inaugural UAB President’s Award for Excellence in Shared Values. Rick Clendaniel (PT 1982) named a Catherine Worthingham Fellow of the American Physical Therapy Association. Krystle Glasgow (NMT 2010) was elected president-elect, of the Society of Nuclear Medicine and Molecular Imaging Technologist Section.
Jim Houser (MSHA Class 51) selected into International Hospital Federation and WittKieffer’s 2021 IHF Young Executive Leaders and one of four for the USA Delegation. Nir Menachemi (PhD 2002) was awarded Health Services Research Impact Award for examining how organizational strategies and societal policies impact health care outcomes. Sarah Nafziger (MSHA Class E53) received the UAB Alumni Society Distinguished Alumna Award. Angelin Ponraj (BMD 2018) was Hueytown High School’s Teacher of the Year. Evan Ray (MSHA Class 38) won the National Diversity Council’s Leadership Excellence Award.
Chuck Stokes (MSHA Class 17) received the 2020-2021 ACHE Gold Medal Award. Mike Williams (MSHA Class 14) received the UAB Alumni Society Honorary Life Membership Award.
GPHA AWARD RECIPIENTS ◗ John Kueven
◗ ◗ ◗
(MSHA Class 41) Alumnus of the Year Caroline Sarratt (MSHA Class 45) Emerging Leader Jared Fitzpatrick (MSHA Class 48) Inclusive Excellence Sarah Nafziger (MSHA Class E53) Unsung Hero
2021 UAB EXCELLENCE IN BUSINESS TOP 25
Stephanie Hickman (PT 2012)
Greg Hulsey (MSHA Class 30)
Greg Merrill (MSHA Class 28)
Mazi Rasulnia (PhD 2006)
Mickey Trimm (PhD 1996)
Luke West (MSHA Class E51)
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ALUMNI FEATURE
Our alumni walk out the principles of the UAB creed everyday — their work and actions support the UAB culture of honor and integrity, diversity, innovation, service and scholarship.
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JORDAN VOIGT
President, Genesis Medical Center-Davenport
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ven the most dedicated ER or Grey’s Anatomy viewer will still hear words and phrases they don’t understand in the corridors of any medical center. But even Dr. Ross or Dr. McDreamy would be lost at Genesis Medical Center (GMC), Davenport in Iowa, where it is not a stretch to hear someone say, “That wasn’t very Orange.” Before we translate, know that GMC-Davenport is a 500+ licensed bed medical center covering a nine county primary service region over a bi-state region with more than 450 physicians, 3,000 staff and 1,000 volunteers. In 2018, they were about to undergo two rounds of massive cost reductions and layoffs to lower operating costs; ask staff to reduce hours, float in different areas, and take time off with or without PTO; and finally, implement significant new spending on necessary growth opportunities like cancer care and treatment.
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At the time, Jordan Voigt (MSHA Class 45) was leading a book club with senior leadership and came across The Happiness Advantage by Shawn Achor.
“The book has a parable about different ponds – the negative pond, neutral pond, positive pond – the orange frog is an outlier in the positive pond. We loved that it created a common language — how do you get a neurosurgeon to connect with an environmental services employee? It helped us change the context of our lens – to embrace the positivity and strength in social connections around us.”
social ties by creating a culture of positive change (common vision and mission), and initiating social help to others to create virtuous cycles.” In a way, Genesis Medical Center’s “Pathway for Positive Change” further proves this theory. They had such a steep hill to climb, yet the planning and dedication of their leaders complemented by the implementation and resilience of their staff resulted in immediate and lasting success. In a survey taken four weeks pre and post training, staff responses about positivity jumped up double-digit percentage points in every category: ◗ “Very expressive about optimism” up 17% ◗ “I feel connected at work” up 17%
It was here that “Pathway for Positive Change” was born. Voigt and the senior management team spent two months reading and discussing Achor’s book and discussing possible solutions in the context of their own needs – a strategic and highly visible, positive psychology intervention. They began by piloting a two-day training for senior executives and management followed by a three-day charting session to align challenges and outcomes. They then established a systemwide intervention with the idea that increasing positive engagement could support the outcomes we desired for employees and patients. “Culture weathers the storm; it is there through the highs and lows, having a strong team helps you to see challenges as opportunities.” “My favorite research from Shawn is in regards to changing the context of your lens — he discusses that if you look at a hill by yourself, your brain shows you a picture of the hill which is 20%-30% steeper than when you view that hill standing next to someone who is going to climb it with you. The geometry of the challenges in our life are literally in flux based upon whether or not you believe you are alone or with others overcoming an obstacle. As the important aspects of the book discusses, the key to effective team success is finding a way to deepen the daily awareness that you are not alone (shared resources and interconnected goals), deepening
WATCH VIDEO youtube.com/watch?v=g-9y70mRBes
◗ “I feel happy at work” up 19% ◗ “I feel empowered at work” up 21% ◗ “I feel energized at work” up 21% ◗ “Genesis Medical Center-Davenport is going in
the right direction: a little better + a lot better (two categories combined)” up 26% All of the training results were in the midst of organizational transformational change to lower the cost structure. Even the medical staff members have been engaged in the initiative. “One anesthesiologist carries around an orange frog as a reminder because it changed him and the way he thinks. And he expresses how the change in his outlook in life enhances the quality of care he provides to his patients,” said Voigt.” “It may sound unique, but he is now in the top one percent of anesthesiologists in the country for patient experience.”
From the orange frog to the green dragon, Voigt lives his Blazer Way every day:
“Strive for excellence and when you commit, commit 110 percent.” LEARN MORE: Visit orangefrogexperience.com
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PRESTON SIMMONS
Chief Executive, Providence Alaska Region
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t is difficult to find more humble beginnings than simply four members of the Sisters of Providence bringing health care to the West Coast over 175 years ago. But from that beginning, Providence has grown into one of the largest not-for-profit health systems in the United States with 120,000 caregivers and an annual operating budget around $29 billion across seven western states. Preston Simmons (DSc Healthcare Leadership 2017) has been a leader at Providence since 2007 and was named chief executive of the Alaska Region in 2018. Providence’s service to Alaskans dates back to 1902 during the Gold Rush in Nome. For many years they have been working on transforming the organization toward a vision for “Health Care 2.0.” Historically, Providence has been an acute-centric organization. Today, they are a system of care with a community of caregivers at the center that are digitally enabled to support people through their entire life cycle. “It’s not equipment or buildings that drives health care – it’s the caregivers. Our role as leaders is to be facilitators, to remove barriers and create the vision that involves our caregivers in the decision-making and solutions.” “Engagement, being visible and listening to what’s important has become even more evident during COVID – roll up your sleeves and be part of a team. That’s what being a leader is – being a servant leader.” When the Providence and the St. Joseph Health systems merged in 2016, leadership wanted to make a difference in one of the greatest needs in healthcare -- mental and behavioral health. The Well Being Trust was created with an initial seed endowment of $100 million, and the trust dedicated itself to advancing mental, social and spiritual wellbeing for the country. When the pandemic hit, Providence recognized early their caregivers needed care as well. “At Providence, for our workforce, we have many systems in place for self-referral as well as outpatient programs focused on burnout and wellness
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initiatives. We are also continuously designing interventions and looking for state-of-the-art solutions because mental health and wellness problems are not going away.” Providence Alaska also noted a need to train frontline caregivers and first responders in how to recognize behavioral health issues in the patients they serve. They worked in a partnership with the University of Washington, Bothell and University of Alaska Anchorage to create a certificate program in behavioral health. The multi-state, multi-year journey launched the four-quarter certificate program this past year, and has been a huge success. Providence subsidizes the program and covers the cost of attendance. The program builds skills in how to recognize, respond to and triage patients to the right resources for their care. The certificate program is currently offered online to Providence Alaska and Northwest Region employees. Simmons believes this is a model that other health systems and universities need to adopt. “If we really want to change outcomes over time, than we need to invest early and provide more comprehensive support. By interceding early, you will have much better outcomes later in life and those outcomes will come at a lower cost.” Simmons is always looking ahead, which is part of his mission as a lifelong believer in education and part of why he earned his DSc in Healthcare Leadership. He understands that the best way to change the future of the world, is by changing what, and how, young students and young professionals are being taught health care. Simmons teaches and leads by example on a daily basis.
The Blazer Way for Simmons is that of the servant leader - Someone who does what is right or in his words:
“Service Above Self.”
ROSLYN BURTON
Physical Therapist, Central Alabama Veterans Health Care System
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orking with the Veterans Affairs Health Care System was not the first thing on the radar of Roslyn Burton (PT 2008). Matter of fact, it was not even on her radar. For the majority of her career, Burton was a contract physical therapist doing travel PT where she would spend months in one city then travel across the United States for another contract until one day working with a veteran of the Vietnam War at an inpatient rehabilitation facility near Chicago. She spent a lot of time with him providing treatments and discussing coping strategies and life. “The experience opened my eyes and gave me a better understanding about veterans, and I knew then that I really wanted to help and serve,” said Burton. “I will never forget his face or his name because he was a recent amputee yet extremely resilient, and he used coping strategies learned from the VA to get through rehabilitation - it made me want to be a part of this community on a permanent basis.” Since 2018, Burton has been a geriatric physical therapist at the Central Alabama Veterans Health Care System (CAVHCS). She is primarily at the Tuskegee VA Medical Center but also spends time at the Montgomery campus. Her main work is in whole health. Not only looking at the physical aspect, like movement dysfunction function or pain, but also environmental, social, mental, and any other factors that may prevent a veteran from reaching a goal. Burton loves this aspect because it provides opportunities to grasp the evidence-based practices – that “UAB harped on when I was in physical therapy classes” – which are then translated into best practices for our veterans. “The VA system is top notch in the commitment of learning and the sharing of knowledge among clinicians,” said Burton. “It makes for an effective work environment, and it helps our veterans better by giving them the access and benefits to our education. I love that component.” In 2019, Burton was able to develop and
implement a tai chi class under the whole health initiative. Veterans learn about the ancient principles of tai chi, which began as a martial art, and explore tai chi forms that help add a mind/body exercise component that does much ranging from helping them lessen anxiety to improving their balance. Most recently, Burton’s department completed the first cohort of a pilot program for fall prevention. She helped develop this based on the CDC’s STEADI (Stopping Elderly Accidents, Deaths & Injuries) initiative. “To help eliminate problems and mitigate risk factors has been exciting and rewarding – I am working on things I never thought or imagined I would ever be part of,” said Burton. “And the veterans I work with are fascinating – every day I have a veteran who amazes me in their resiliency, their efforts, their health, their wellness – it is really fun and fulfilling being here.” She credits this to the culture that permeates CAVHCS. First and foremost, it’s about the veterans and including their family members and caregivers in their comprehensive plan of care. She says ‘keeping the veterans first’ is why she and her colleagues at the VA strive for excellence. Burton has seen veterans that served in WWII, Korea, Vietnam, and more. Being a part of their care and providing world class service to veterans with integrity, commitment, and respect is what they all deserve.
For me, the Blazer Way means:
“Always remember your ‘why’ – don’t forget why you are doing the things you do. Let that be your guiding light for excellence in service.” SH P ALUM N I E - MAGA ZIN E • FALL 2021
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DAVINA PATTERSON
Director, Disability Resource Network
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er hometown sits high on a bluff overlooking Lake Eufaula – the Bass Capital of the World. Southern Living calls it “a destination for travelers seeking a serene afternoon on the water.” It is known for pecans, wildlife refuge, and historic homes. In February 2020, Davina Patterson (HCM 2009) became the first female director of a center for independent living in our state when she joined the Disability Resource Network as director of the North Alabama CIL. “It’s an honor! It will be documented and recorded in history that I’ve achieved such a great milestone in my career. I feel a huge responsibility. It means a lot that I am contributing to the diversity and story of our state.” It is no surprise that the words in The Blazer Way that speak the most to her are community, leaders and diversity. She works daily to strengthen each of those areas in all she does for all she serves in the Madison and Huntsville areas. She is highly regarded, respected and honored for her work. Patterson has recently been featured in Rural Leader Magazine for Small Town 100 Most Influential People, and included in the 256 Magazine as a 40 Faces Under 40 Honoree. When she was recently approached to join the Department of Health Services Administration’s Women in Healthcare Leadership (WIHL) committee – a group of alumni committed to supporting and enhancing women leaders – she did not hesitate to accept the offer. “I am passionate about advancing women and women’s leadership, and I really wanted to add a different perspective. I am the youngest member on the committee and also one of the only – if not the only – members who work for a non-profit.” Patterson has a diverse 15-year career in health care with corporate stops at Children’s of Alabama, Blue Cross Blue Shield of Alabama, UAB Hospital
and the Birmingham VA Medical Center. Prior to joining the Disability Resource Network she spent four years at a Federally Qualified Health Center (FQHC). She has been witness to all types of organizations and all sorts of problems. And she knows how to see beneath the surface to see the true core. On the surface of the WIHL she saw a strong program connected to a University that is home to more than 20,000 students and employees; underneath she recognized a tremendous opportunity to reach those similar to her – young ladies with so much potential, but so few connections because of age, experience or rural upbringings. “I am excited to offer them advice that I might not have received and wish I would have known going into my career,” said Patterson. “Now that I’ve graduated, I feel like it is my time to give back and help students on their journeys.” One of the most important pieces of advice Patterson delivers to her mentees is “plan for the future and don’t rule out any opportunities.” Her own advice has taken her from Eufaula – a small town known for underwater abundance, to Huntsville – a city known for space exploration.
Patterson has seen much in between as well and all of that helped her find, develop and create her own personal Blazer Way:
“Strengthening our communities through leadership, diversity and change!” SH P ALUM N I E - MAGA ZIN E • FALL 2021
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COURTNEY DUFF
Owner, West Alabama Therapy
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he has always had a sincere love for science, health and how the human body works. Her mother shared that even the toys she played with and her games as a child were parallel with her interests in science and helping others. Courtney Duff (OT 2004) says elementary science teacher Dale Davis and high school science teacher Cleopatra Lark created an intense fascination in science. However, as a child in Gordo, Alabama, a rural community in Pickens County with just over 1,500 people, the only career options she was exposed to were doctor, nurse, teacher, or attorney. With this knowledge, Duff attended college with the goal of becoming a nurse or doctor until she visited Children’s of Alabama as a sophomore. She was amazed observing the therapists working with children and immediately began researching occupational therapy programs. Shortly after she accepted an offer to join the UAB M.S. in Occupational Therapy program. Statistics reveal only three percent of OTs are African American or Black. She is taking a hands-on approach to changing those numbers. Her company, West Alabama Therapy, which provides occupational therapy, physical therapy and speech therapy to children and adults, is intentional in mentoring minority students. “I have been developing ’White Coats of Color’ where I work closely with these students during the prerequisite and admission phase of programs,” said Duff. “There is a lack of understanding, acceptance, and tolerance of the African American and Black population within the educational and healthcare system. Racial discrimination and segregation continue at the forefront as minorities seek higher education and career advancement – these are substantial contributing factors to the disparities among minorities in medical professions.” Duff applauds the work of Gavin Jenkins, Ph.D., and David Morris, Ph.D., chairs of the Departments of Occupational Therapy and Physical Therapy respectively. She calls their minority recruitment
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initiatives “monumental” in the area of change management at a world-known institution. She credits her mentor, Denise Murray (OT, 1985), an occupational therapist at the Tuscaloosa VA Medical Center, and Sonja Lewis (OT, 1978), an independent contractor in Montgomery, Alabama – two of the first Black women to be accepted to, and graduate from, UAB OT. For Duff, these pioneers were proof that educational programs and the field could transform with the right objectives and support, plus actionable and enforceable policies. In addition, Duff notes Sharon Sutton (OT, 1988) and Debbie Koon (PT, 1993), graduates of UAB and owners of private practices in Tuscaloosa, Alabama for their guidance as a student and new therapist. Duff is earning a Doctorate in Healthcare Administration which she plans to utilize to address critical rural needs, equity, and diversity in healthcare. This all ties back to who Duff was as a child and who she still is today. She has excelled despite adversity and has utilized her knowledge, skills and experiences for the greater good of others.
Duff’s Blazer Way is:
“In order to achieve the goal of excellence in education and healthcare, we as leaders must demonstrate commitment, integrity and inclusiveness in order to empower others.”
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WHITLEY KELLEY
Genetic Counselor, HudsonAlpha
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n any given week, Whitley Kelley (GC 2015) can be working on educational materials for providers or patients, seeing patients in the clinic or through research studies, or working with students and trainees as mentors. And while she loves the fact her job “is always something new and exciting” – she recognizes that something must change for her profession in the future. “One of our overarching goals and themes in a lot of the work we do is to try and figure out how best to help patients who need genetic counseling access get it, while not having to need 100,000 more genetic counselors because that’s not going to happen any time soon!” said Kelley with a slight laugh. Kelley, who is a problem solver, is actually excited about her professions’ future. She understands you can’t just snap your fingers and create a genetic counseling program. She also knows existing programs can only have a handful of students each year due to the limited clinics and GCs for training. It is an intriguing dilemma and one that Whitley is working to answer with colleagues at HudsonAlpha Institute for Biotechnology. HudsonAlpha is a non-profit research center. The genetic counselors are housed in the educational outreach department even though they are health care workers. This is because they work closely with educators to make sure people have the knowledge to make decisions about their life and health. They of course also work closely with workforce development and teacher training, as well as seeing patients at the genomic medicine clinic on campus. “We are trying to emphasize the areas in genetics where it makes more sense for us to train our other colleague providers on how to handle more common situations and testing, allowing the limited number of genetic counselors to focus our support on the tertiary level,” said Kelley. She is also excited about the direction of her
profession, pointing out two ways genetic counseling is different from the typical health care approach. The first way is prevention. “We are interested in figuring out how to spot risk factors for diseases that could develop later, and intervene before they develop in a way that could prevent problems,” she said. The second way is a focus on the entire family. “The patient sitting in front of us is patient number one, but we are always thinking about how that information affects their relatives and, more importantly, how the information can be beneficial to the entire family,” she said. Part of genetic counselor training is development of communication skills about how to talk to patients so they can talk to their relatives. Kelley finds this approach as a unique one in medicine and other areas of health care. And that is part of what drew her to genetic counseling, to the UAB M.S. in Genetic Counseling program, and ultimately to HudsonAlpha.
Developing the future is The Blazer Way for Kelley:
“I think of progress and progressing and how we can push the envelope and make things better today than they were yesterday by using science and preparing students to do that in their careers.” SH P ALUM N I E - MAGA ZIN E • FALL 2021
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CHRIS COMPTON
Informatics Architect, HudsonAlpha
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n the grandest sense of the phrase, Chris Compton (MSHI 2018) is a change agent. Across his 28-year career, he has worked in Emergency Medical Services, the National Weather Service, an information security institute, the U.S. Department of Veteran Affairs and now HudsonAlpha Institute for Biotechnology. He is also a member of the Graduate Programs in Health Informatics board of advisors, and the SHP Dean’s Advisory Board. “You were never meant to do just one thing,” said Compton. “Change made me better at what I do, and more resilient as a person.” It made him the perfect person to propel health informatics at the HudsonAlpha Institute for Biotechnology. Compton is helping build a platform to facilitate clinical and research systems development along with the Institute’s Strategic Software Group. It lays a common foundation to support the pursuits of their scientists and clinicians. The new platform will also support the exchange of information between HudsonAlpha, external collaborators and hospitals for information sharing and clinical decision support. “Bioinformatics is computational and sequencing data work that has been a part of HudsonAlpha since the very beginning, while Health Informatics is most focused on facilitating care,” Compton shared. “As genomic research transitions deeper into evidence-based clinical practice, health informatics knowledge is becoming a critical requirement.” “Informatics is really about capturing the right information and getting that information into the hands of the subject matter experts at the right moments in time – Informatics is a lot like the pit crew that keeps the driver in the race,” said Compton. “Informatics Architecture is about building a safe, secure and cohesive environment where information systems are not barriers, but rather they are catalysts to scientific and clinical ideas, collaboration and pursuits.”
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There is one thing that Compton does not want to change. That is the framework to producing these highly regulated systems. He prefers a common approach at the base where everyone understands how the platform works and can build interfaces that interact with it. This allows a core team to focus on information management, compliance, safety, and security. A solid foundation allows a smoother flow of work, better processes for innovation, and the ability to adapt to future directions. Most importantly, projects can start small and move fast, then grow over a longer period of time. For HudsonAlpha’s health informatics future, he says that there is ample opportunity to enhance external collaboration such as the work with the UAB-HudsonAlpha Center for Genomic Medicine. He also points to support of Fast Healthcare Interoperability Resources – or FHIR – for information sharing as a significant emphasis, as well as building tools that track patient history and medications for analysis. “Investing resources in being able to readily share data across internal systems, and eventually external entities is where we are now,” said Compton. “While the future will require attention to proving outcomes and how they contribute to the quality of clinical care.”
The future will also be in change, especially when he is involved. It will come as no surprise that Compton’s Blazer Way is:
“Gather the willing and make the changes that make a difference in the lives of others.”
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HOLLY STANTS
Occupational Therapist, OT Low Vision Rehab Team Leader, UPMC Eye Center
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he patients at their low vision rehabilitation clinic are generally in the age range of the 80s and 90s – at least two generations away from being digital natives. But even so, Holly Stants (OT 2017, LVR 2016) and Dana Aravich (LVR 2021) had an idea to use a novel hybrid telehealth model to support this high-risk population during the COVID pandemic. After an initial evaluation from the optometrist and occupational therapist in the clinic, additional occupational therapy sessions were completed via telehealth to address functional vision goals. The program also utilized a novel device lending library to allow clients to have access to some of the same assistive technology that is typically used in the clinic. Prior to the COVID-19 pandemic, telehealth was rarely utilized, especially for those living with low vision. From the outside looking in, the biggest question seemed to be: “Will it work?” Rather than rely on stereotypes or past models of care to determine the answer, these occupational
therapists looked to their clients to find out if a hybrid telehealth model could meet the needs of clients living with low vision. “There was no exclusion criteria for this – it was simple and straight forward – if you wanted to participate in telehealth, then you can,” said Aravich, who has been an OT at UPMC Eye Center since 2019. “The response was immediately positive. Some patients were able to complete sessions independently and others had caregivers who supported their use of the online platforms.” “We also found there are multiple platforms available and we were able to find a platform that our patients were comfortable with,” said Stants, who has led the UPMC Eye Center Low Vision Rehab Team for seven years. “It turns out, one of the bigger issues was on our end as we wouldn’t have access to the tools we would rely on in the clinic so we needed to purchase large iPads to lend to our clients.” Fortunately for everyone, the University of Pittsburgh Medical Center has annual opportunities
The “iSee: The Future of Low Vision Rehab” program won the People’s Choice Award at the UPMC annual Quality Improvement Fair, beating 48 other entries.
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DANA ARAVICH
Occupational Therapist, UPMC Eye Center
for exciting and groundbreaking initiatives working with The Beckwith Institute. Since 2012, The Beckwith Institute has supported more than 100 research projects which focus on patient care and innovation as the future of health care. The Beckwith Institute provided a unique opportunity during the pandemic: a COVID-19 Relief Grant program. Aravich and Stants proposed “iSee: The Future of Low Vision Rehab” for this Beckwith Institute Relief Grant. Their proposal, one of 80 to be submitted, was to provide large iPad Pros preloaded with low vision apps for their patients. These iPads were used as both a way to mitigate economic barriers to accessing telehealth care and as treatment tools to address the needs of the clients. Their proposal was accepted and the duo quickly realized “The Future of Low Vision Rehab” was – pardon the pun – greater than they envisioned. “What we found is that having the iPad has been useful so why not expand what we offer,” said Aravich. “We really want to grow our lending library so a patient could borrow our optical devices such as Max TV spectacles or magnifiers, or other devices. We don’t want to limit us or them so it’s not solely the high-tech things they can borrow – it’s everything.” “We are hoping to expand the program in the future including looking at how our clients use Alexa and Google, because there is a very interesting paradigm where patients are working with intelligent assistance and relying on it almost as a person and that is something we should look at, too,” said Stants. “How did our platform work? Are we able to carry this into things that help clients enjoy a better quality of life? This adaption could keep them safe in their homes without having to be institutionalized or having their families feel the caregiver burden.” They recognize the immense value of having a hybrid model because it allows them to see people
both in the clinic and also in their own home. Stants points out occupational therapy is “the science of living” and for OTs to be most effective, they need to know how their clients are managing at home and this solution takes them inside the patients’ surroundings.
Aravich & Stants’ The Blazer Way:
“Giving and creating equity among our patients and meeting them where they are regardless of the global conditions.” — ARAVICH
“Always making sure you are fair and equitable to everyone you come across so you give them the opportunity to enhance their life to be able to do the things everyone is doing – there should be no barriers.” — STANTS
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JEANNINE CAIN
Business Analyst, Ciox Health
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ne of the tenets of The Blazer Way is to “champion scholarship to transform learners into leaders.” Jeannine Pugh Cain (MSHI, 2015, HIM 2011) witnessed this as a UAB student. “I had great professors in the BSHIM program that are still my champions today — I can attribute my success to their support and guidance,” said Cain. It is also exactly what she does today for so many. As a business analyst for Ciox Health, she is the “Voice of Customer” where she provides clear requirements throughout the development process. As an evaluator with Western Governors University she evaluates undergraduate submissions of the next generation of HIM leaders. And as a volunteer with the American Health Information Management Association (AHIMA) she is the current speaker-elect for their house of delegates and avid advocate for the HI profession. There is nothing more important to Cain than being a strong leader by example who sets high standards through performance and action. “Hopefully, people understand how important it is to acknowledge that we all have a role or shared investment in the successes and failures for those we work with and in anything we do,” said Cain. “Whether it is a big idea that needs change or a smaller project we are working on or a young professional seeking guidance – we can impact the outcome by identifying how we can contribute to that success.” One major hurdle to success for Cain and all future leaders is ensuring health care data is accurate. And that is a multidimensional problem. She points out that we are taught that any project has multiple stakeholders and the way we treat data should not be any different. But she is quick to explain the world does not operate that way. Needs are usually defined by the point of view and level of knowledge at that moment, but other factors or dependencies are not actively sought. And while the main purpose of data is to provide information and insight, it isn’t always a priority to ensure it is complete or clearly communicated in a way multiple audiences can understand. Cain wants to make sure that the data collected by
HI professionals is consistent in what is collected, how it is collected, and how it is used. “Many of our HI processes or methods are built around 100-year-old processes, and we spend so much time trying to force a solution with technology instead of utilizing technology to work for us. A lot changed in the last year let alone the past 100 years, and it will take all of the HI professionals working together to try and modernize healthcare. It will require all of the different types of healthcare professionals to think about processes and data differently, but I know we can do this together.” Cain believes it will happen, but not overnight. It will take true leaders who have learned what not to do from the past and, maybe even more importantly, what not to do going forward. She wants her HI colleagues to use their voice to educate people and show examples because it is not just about creating standards – it is about creating a true meaning and known pathway to identify these impacts. She firmly believes this can be achieved by tomorrow’s leaders, but they cannot make it happen without learning from today’s leaders.
Cain’s Blazer Way, guides her forward:
“Leading by example, striving for excellence, rising to the challenge, embracing change, believing that I can make the world a better place, and acknowledging lifelong learning is a necessary commitment.” SH P ALUM N I E - MAGA ZIN E • FALL 2021
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MICHELLE CARDEL
Director of Clinical Research, WW
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o pressure. It’s only 5 million people. More than live in New Zealand or Ireland or Los Angeles or even Alabama. And yet, Michelle Cardel (PhD NS 2012, MS NS 2009, DI 2012) does not feel any pressure as WW’s Director of Global Clinical Research & Nutrition. Instead, she feels right at home. WW has a nearly 60-year history and because of that, many people may have an outdated view of what the brand stands for. Today, WW is a humancentric technology company dedicated to inspiring healthy habits for real life. Beyond providing members with a comprehensive wellness ecosystem - comprised of its core program, community, coaches, content and commerce - WW continues building on its expertise in nutritional and behavioral change science every single day. As a result of ongoing academic partnerships and clinical trials, Cardel often refers to her work with her new organization as ‘the world’s largest implementation science project related to weight management and wellness’. “WW is grounded in community and exists to inspire healthy habits for real life,” said Cardel. “I am proud and excited to be a part of an organization with a proven, sustainable, science-backed program and our ongoing commitment to research and tackle weight stigma. At WW, we truly are committed to changing the health trajectory of the world.” In addition to her role at WW, she also serves as an adjunct professor at the Department of Health Outcomes and Biomedical Informatics, University of Florida, College of Medicine. She also founded the university’s Obesity Research Alliance. Cardel is trained in etiology, prevention, and the treatment of obesity and as the author of more than 75 scientific publications and a Fellow of The Obesity Society, she is committed to evidence-based solutions that can be translated for public consumption. That commitment goes back to the education and training she received from the professors in Birmingham and beyond.
Since taking on her role at WW, Cardel discovered that there are some similarities to academia in certain aspects, but the latter can be limiting when it comes to direct clinical or community application on a large scale. WW takes “community” a step further by consistently innovating on behalf of its members’ needs through data to personalize the WW experience - in real time. She goes on to say WW does whatever they can to make sure their four pillars – Food, Activity, Mindset and Sleep – are attainable for their members AND their employees. “Academics tend to work on all days and hours and it is difficult to disconnect because there is always another grant you could be writing or class to prepare or papers to grade,” said Cardel. “As a mom of two young children who also values health and wellbeing, I have really enjoyed WW’s flexible working environment. It is really quite different – imagine that – a health and wellness researcher implementing their strategies into their own life!” Cardel says she is grateful for her time at UAB, adding that without UAB, she would not be sitting where she is at WW today.
She also says her time on campus helped her develop her own Blazer Way, which she lives every day:
“Culture is living a value-driven life filled with passion, vulnerability, compassion and integrity.” SH P ALUM N I E - MAGA ZIN E • FALL 2021
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ERIN WILLIAMS
Clinical Program Officer, Hope Walks
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he cruise ships took Erin Williams (OT 2008) to Sierra Leone, the Republic of Congo, Malawi and Madagascar. But these cruise ships are not Carnival, Norwegian, Celebrity, Princess or Disney. They are Mercy Ships – giant hospital ships that deliver state-of-the-art medical care and dedicated health care volunteers to those who lack access to safe surgery. It was on a ship in 2011, that Williams first learned about the Ponseti method for correcting clubfoot, and about the work of therapists in African countries. In the U.S., an orthopedic surgeon often performs the Ponseti procedure, but in Africa where there is a shortage of doctors, a therapist is fully involved in the process so it becomes a sustainable event with Williams playing a vital role. “Many times occupational therapists help clients find new abilities and increased independence with disabilities, but with Ponseti, we are able to correct clubfoot and provide children with pain-free, functional feet,” said Williams who has worked as an OT for the past 12 years at Children’s Healthcare of Atlanta and Wellstar Atlanta Medical Center. “Removing these challenges, while also strengthening health systems worldwide, stole my heart!” Today, she continues her work with the Ponseti technique as the clinical program officer for Hope Walks, an organization that works in 16 countries in Latin America and Africa to cure clubfoot. Williams’ new role is to help therapists, nurses and doctors integrate the technique into their health system so they have full ownership of the program and can sustain this work moving forward. “Part of our work is to help health systems, caregivers, and infant care providers recognize clubfoot deformity early, because when addressed early, it can be corrected in approximately 95 percent of cases,” said Williams who oversees the quality for the treatment provided in their international partner clinics. Beginning in high school, she went on mission trips and it sparked her love for serving others from
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all walks of life. She credits the leaders of the UAB Department of Occupational Therapy as being strong examples of integrity and mutual respect for everyone who gave her an opportunity to grow. This time also made her realize the importance of finding what is “inside of you that makes you come alive.” Her time at UAB encouraged her to pursue a direction toward the international work that she is so passionate about. In that, she has found that she loves interacting with people from all walks of life who have completely different life experiences. “I love finding the commonalities between us – it’s my favorite thing about my job as an OT,” said Williams. “I’m in love with other people, both how different, and how similar we all are. It’s such an honor as a therapist to be invited into vulnerable places in people’s lives. I feel like they are holy moments. We need people in those seasons, we need hope and healing. It’s really a miracle to be a part of those experiences, to watch the healing process take place and watch resilience come out of people that they didn’t know was there.”
Williams defines the Blazer Way as:
“Finding the passion inside of you that makes you come alive, because you will lean into leadership in that area. We find so much joy in life when we lean into the purpose we are uniquely designed for and we all have that.”
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GERALD SIMON
Clinical Associate Professor & Director of Student Affairs, UAB School of Optometry
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s a child growing up in Bessemer, AL, Gerald Simon, OD (NMT 1980) decided he wanted to be a medical professional. The path to his career and longtime relationship were never expected. Simon is the UAB School of Optometry’s director of student affairs – after being introduced to the school as an undergraduate work study student. A 1985 graduate of the UAB School of Optometry, he accepted this role in 2004 and works in a group hospital-based practice as well. Simon has seen the import of his work at every step of his career. In 1976, he was a freshman at UAB. While others who wanted to be doctors majored in biology, he turned to Nuclear Medicine Technology. He saw advantages to meeting pre-requisites for medical school plus a backup plan for professional school. It was also at this time that he was first introduced to the School of Optometry. Simon was a work study student and saw two openings – one a desk job, the other in UAB’s auxiliary services department maintaining the School of Optometry’s parking lot. He told his buddy to go for the desk job and he took the other job not knowing the School would be such a major part of his life. “I enjoyed the NMT program – not only did I learn a great deal about nuclear medicine, I was exposed to a variety of health care specialties including optometry which is the path that I eventually chose to take,” said Simon. The most influential role model in his educational life was a man who only had a 7th grade education – his father. “He always told me that his education level doesn’t mean that he’s not smart and intelligent. That was true – he was one of the smartest guys I knew,” said Simon. “He just didn’t have the opportunity to continue with school because he had to start working to help the family so he made sure that his children did what we needed to do.”
From the age of five, Simon knew he wanted to be a doctor and he knew he had his father and mother’s support. What he witnessed in health care as a child also influenced Simon’s career choice. Although he did not see any doctors that looked like him, he saw the same doctors that everyone saw – there was no segregation at Lloyd Noland Hospital in his childhood. In his mind, if a doctor could see anybody, then anybody could be a doctor. And that is the advice he delivers when he is working with underrepresented high school and college students in the Summer Health Professions Education Program (SHPEP) – “make the person you want to be, look however you want in your mind.” He imparts a similar message to the optometry students he recruits. It can be said that Simon uses his experience, heart and mind to benefit future health professionals.
Simon began his career at UAB nearly 40 years ago. Over time, the university helped him find his way and it helped him develop his mindset – his personal Blazer Way of:
“Bringing in the best and brightest, being all inclusive, creating an atmosphere where everyone belongs and at the same time not relinquishing high goals.” SH P ALUM N I E - MAGA ZIN E • FALL 2021
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ASHLEY HUFFSTUTLER
Physical Therapist and Author
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he asked God and he told her “No.” It was a turning point for Ashley Huffstutler (PT 2014) who just knew she would have a career as a sociologist, one of her majors at Ouachita Baptist University in Arkansas. But as is often the case, and would more than often be the case for her, God had other plans. Following a new path turned out to be a familiar one for Huffstutler. Her dad was a physical therapist. He was the PT that would brighten a clinic and make a therapy session fun. “I loved watching him because he made people laugh and built up their confidence – he brought joy to therapy and inspired me to treat people with kindness,” said Huffstutler. In 2011, when God said “Trust me,” Huffstutler and her husband moved to Birmingham and she joined the Doctor of Physical Therapy program. Three years later, she was a practicing PT. She says the experience was better than she imagined. Not just in learning the academics or understanding the body, but in the ability to put everything together for each patient: the caring, compassion, empathy and treatment.
“There is a power that goes with being a therapist because through treatment you can give people hope, improve their confidence, and encourage them to keep pursuing when they are ready to quit.” Just three years later she found herself as the one considering quitting everything and relying on others for encouragement and support because in 2017, during her second pregnancy, she was diagnosed with terminal brain cancer. All she wanted to do was sit there and hold her two babies – Evelyn and Diana. But again, God had other plans and told her “There’s more.” Turns out the “more” that He spoke of was a book that Huffstutler would write for her daughters, for other mothers, and for the world. The book, titled “When I Hold You,” was published in 2021. It is about a mother’s love for and bond with her children. B&H Publishing produced a video titled “The story behind When I Hold You” where Huffstutler tells the story of how the book came together. And in the video she says the book is “just a gift from God knowing that I will have this book for my girls to hold onto and look at and just know that this is something that I’ve left for them.” Four years post-diagnosis, with her book completed, Huffstutler is now focused on herself and her family. She has attended physical therapy herself and finds it to be an experience much like when her dad took her to clinic as a child – a time of wonder.
“I was treated by a classmate and it would have been easy to be embarrassed, but they showed compassion and had wonderful skills – and it reminded me of the variety of skill sets that UAB PT teaches and it amazed me to see it in action.”
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Huffstutler sees The Blazer Way in the UAB PTs who have treated her. She also sees it in herself:
“Excellence – that is a great word – it has resonance for me from the beginning of my schooling to where I am today. It goes beyond UAB and being a PT. Even finishing this book was a pursuit of excellence because at times I felt I could not make it, but I was committed – and not just to do, but do well! Excellence is my Blazer Way.” WATCH VIDEO: Ashley shares the story behind her book youtu.be/uaDILBd5FOs
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BRING UAB HOME FOR THE
HOLIDAYS SHP Junior Advisory Board Fundraiser ‘Tis the season to show your Blazer spirit! Surprise your favorite Blazer while you support student scholarships.
For only $20, receive this custom ornament and champion the School of Health Professions Student Scholarship Fund. ➤ go.uab.edu/ornaments