West Virginia Executive Magazine Winter 2012 by Executive Ink

wvu.edu

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Published by Executive Ink, LLC Editor in Chief Kensie Hamilton Creative Director Jennifer Jett Senior Graphic Designer Lisa Affolter

BUSINESS DE VELOPMENT

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PHOTOGR APHY Tracy Toler, Hanger Prosthetics and Orthotics, Eye Foundation of America, Phebus Photography, John Sibold, Kirsten Boehmer Photography, West Virginia University Center for Reproductive Medicine, Reverend Jeffrey Allen, Cabell Huntington Hospital, Children’s Miracle Network, Chris Stadelman, West Virginia University Healthcare, Jeff Driggs, West Virginia University Charleston Division

C O N TA C T U S

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West Virginia Executive is published quarterly by Executive Ink, LLC, PO Box 6277, Charleston, West Virginia 25362. All rights reserved. All contents are copyrighted by Executive Ink, LLC; reproduction in whole or part without written permission from Executive Ink, LLC is expressly forbidden and punishable by law. West Virginia Executive is not responsible for unsolicited materials. All opinions expressed within West Virginia Executive belong to the feature’s author and are not necessarily the opinions of the publishers or Executive Ink, LLC employees. West Virginia Executive and Executive Ink, LLC reserve the right to refuse any idea, material or subject matter, especially those of racist, sexist, pornographic or religiously derogating intent. Throughout this issue, trademarked names are used. Rather than denoting a trademark symbol in every occurrence of a trademarked name, West Virginia Executive uses the names in an editorial fashion, with no infringement. All trademarked names are still fully protected and anyone who uses them without permission will be prosecuted. ABOUT THE COVER Dr. V. K. Raju, founder of the Eye Foundation of America.

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WVU’s Master Degree in Corporate and Organizational Communication will give you the

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WEST VIRGINIA EXECUTIVE

LIKE MOST THINGS in this day and age

for my generation, I was introduced to the National Marrow Donor Program (NMDP) by a message a friend had posted on Facebook. In her post, my friend reported that the NMDP had called her and that she might be a bone marrow match—that she might be able to provide bone marrow to someone in need and help save a life. Even though she is still waiting for a definite answer from the NMDP about whether or not she will be able to donate her marrow, the outcome of the story, for me, remains the same: I went from wondering why I had never registered for the program to making her message a personal call to action. According to the NMDP Web site: • Every year, more than 10,000 patients in the U.S. are diagnosed with lifethreatening diseases, such as leukemia or lymphoma, for which a marrow or cord blood transplant from an unrelated donor may be their best or only hope of a cure. • Most patients (about 70 percent) in need of a transplant do not have a matching donor in their family. They depend on the NMDP’s Be The Match Registry® to find an unrelated donor or cord blood unit. • Since it began operations in 1987, the NMDP has facilitated more than 43,000 marrow and cord blood transplants for patients who do not have matching donors in their families.

With this issue featuring our annual health care section, I wanted to share some of this potentially life-saving information with you and encourage you to spend a few moments on the NMDP site, www. marrow.org. Joining the registry is simple, painless and can be done from the comfort of your home or office. West Virginia has always been a state to offer help and support when it is needed. We are not a group of people who back down when things get tough, and it is because of this giving spirit that I wanted to share the opportunity to give something as precious as life to someone else. I would love to see more of us who are in good health take the simple step of being a bone marrow donor. In this issue, you will get the chance to meet a prime example of a West Virginian who has gone above and beyond with his time and talent to help others. Featured on our cover, Dr. V.K. Raju started the Eye Foundation of America more 30 years ago and has been changing lives across the globe ever since. Aside from performing surgeries in 18 different countries, Dr. Raju has also opened the Goutami Eye Institute in India, a 16,000-square-foot facility with 90 beds. Read the article “The Miracle Maker” on page 88 to find out more about what he has been able to accomplish. I hope you enjoy this special health care issue and consider joining the NMDP.

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Letter from the Publishers

WEST VIRGINIA has many praise-worthy

attributes. Its strong energy industry provides power for businesses, schools and homes across the U.S. Its medical schools receive high national rankings annually. Its manufacturing industry has a long history—and a bright future—in the production of items that will continue to improve the everyday lives of people throughout the country and around the world. Its military, the West Virginia National Guard, is second to none. And who can discount the amazing outdoor opportunities, like whitewater rafting, caving, rock climbing and fly fishing, of the “Playground of the East?” All of these strengths tend to be forgotten because of the negative stereotypes the national media has contributed to over the years. National rankings that are less than flattering in education, obesity, smoking, diabetes, heart disease, cancer and oral health have often overshadowed the successes of West Virginians.

It’s hurtful for a state that has so much pride in its ancestry and natural beauty, that gives to so many others in times of need, that saw a growth in its economy when the rest of the country suffered and that works the physically demanding jobs every day to keep this country going to constantly receive criticism for the poverty that exists—just like in any other state—within its cities, rural communities, mountaintops and deep hollows. Poverty and health problems may affect a large number of people in our state, but it will never diminish the West Virginia spirit. This is why the State Legislature, medical schools, research institutes and nonprofit organizations in the Mountain State fight the good fight every day—to bring help to those who are just out of reach and to provide a better, healthier, more fulfilling life to every Mountaineer. As we launch our annual health care issue, we bring to light not only the oral health problem in West Virginia but the measures

being taken to resolve the problem. The West Virginia Oral Health Plan is doing this by starting with the most impressionable: the children. By teaching citizens at an early age the importance of oral health and providing the resources necessary, the assault on tooth decay will target those young enough to change their habits. West Virginia is home to three medical schools where amazing developments are taking place every day. In the story “Advancements in Education,” we look at the new Maternal Hypertension Center at Marshall University’s Joan C. Edwards School of Medicine, where life-threatening health problems for mother and unborn child will be monitored to combat major maternal and fetal complications; the new Center for Rural and Community Health at West Virginia School of Osteopathic Medicine, where the improvement of overall health in the state is the primary focus and West Virginia University’s School of Public Health, where faculty and students will focus on improving the state’s overall health ranking by focusing on preventable illnesses. It’s important to remember that any change begins at home. To help combat the negative national rankings—and the stereotypes that unfortunately follow closely behind— make sure you are doing your part by being responsible for your overall health and your family’s health. As Mahatma Gandhi said, “Be the change you wish to see in the world.”

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SAVE THE DATE

2012 Teaming to Win Conference May 29th–31st Waterfront Place Hotel & Event Center Morgantown, WV

Teaming to Win is proud to announce their partnership with TechConnect WV in a move to strengthen the 2012 conference and encourage statewide participation. In addition to

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highlighting traditional business opportunities at this year’s conference, Teaming to Win

conference or to register, visit

will broaden its focus to include TechConnect’s four targeted technology sectors: advanced

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energy, biometrics, chemicals and advanced materials, and biotechnology.

IN THIS issue WINTER2012

The Miracle Maker

Dr. V.K. Raju has spent his life helping those across the globe overcome vision problems. See how he has helped prevent blindness in 18 countries. By Jim Matuga

29 Bridging the Gap

110 The Talent Pool

Weekend Rolodex Back to the Future

The West Virginia Regional Technology Park is reinvigorating manufacturing and bringing new jobs with it. By J. Phillip Halstead, Ph.D.

Budapest Beckons A Marshall University EMBA graduate shares how she discovered the real Budapest.

By Lalena Price

Rising from Adversity Step back in time and learn about the prosthetic company that resulted from the first artificial limb.

By Bryan Ward and Catherine Breese

In the Chef’s Corner Learn the ins and outs of the kitchen at the Provence Market Café and Marketplace in Bridgeport. By Anne Hart 12

WEST VIRGINIA EXECUTIVE

116 106 110 112 116 121 126

Budapest Beckons

Compass Behavioral Styles Knowing your behavioral style can not only help you better communicate with your co-workers but can also increase productivity. By Chuck Stump

The Talent Pool Discover the tricks to recruiting new employees while keeping your existing staff happy and productive.

By Thomas Nelson 126 In the Chef’s Corner

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77 Rescue on Snowshoe Mountain

Health Care The Enemy of Imbalance Learn how to combat your bad posture in the office to keep your body functioning properly.

By Dr. Scott Collias

Rising to the Challenge Find out what every CEO in the health care industry needs to know to keep their company running smoothly. By Deb Corder

Advancements in Education West Virginia is blessed to have three medical schools. Learn about the new initiatives our best and brightest are tackling. By Jennifer Jett

Giving Hope Specialty doctors treat a variety of rare and challenging diagnoses. Meet three specialists who go above and beyond. By Jennifer Jett

21st Century Hospital Design Read about what hospitals are doing to be more energy efficient and increase the quality of health care. By Edward Tucker

Overcoming Infertility Explore the innovative and successful fertility treatments available to help infertile couples conceive. By Dr. Michael Vernon

40 48 55 63 80 68 97 73

44 Prevention by Design

93 Lobbying for Life 84 Support for Eating Disorders

Oral Health See why having good oral hygiene has more to do with your health than just clean teeth.

By Bobbi Jo Muto and Gina Sharps

Around the State Find out about the new and exciting changes and innovations occurring in West Virginia’s health care industry. By Jennifer Jett

EXECUTIVE BUSINESS 4 MASTHEAD 6 EDITOR’S JOURNAL 8 IN INK 10 IN THIS ISSUE 14 CONTRIBUTORS 97 AROUND THE STATE 131 REGIONAL FOCUS 135 MARKETPLACE 136 AD FINDER 14

WEST VIRGINIA EXECUTIVE

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CONTRIBUTORSWINTER Debra Anderson Debra Anderson has served as the director of communications for the West Virginia Health Care Association for the past seven years. A native of Greenbrier County who holds a bachelor’s degree in business administration with a concentration in marketing and management from Blueﬁeld State College, Anderson has an extensive background in media buying, marketing and public relations.

Daryle Bayless Daryle Bayless joined the United States Navy at 19 years of age where he served in the field of media and journalism as an assistant public affairs officer, an associate editor/ copyeditor, an assignment desk director, a primary radio network deputy director and a broadcast operations manager. Bayless retired with 20 years of service as a chief mass communication specialist and currently works as a freelance writer.

Shannon Boehmer Shannon Boehmer has served as chief of Shavers Fork Fire Rescue for more than seven years. He holds a degree in criminal justice and is currently working on degrees in ﬁre science and organizational leadership at Mountain State University. Recently appointed the search and rescue coordinator for Pocahontas County, Boehmer also acts as a senior ski patroller and instructor for the National Ski Patrol and Snowshoe Mountain.

Catherine Breese Catherine Breese, a public school teacher for 20 years, holds a master’s degree in English from James Madison University. She currently teaches journalism and AP language and composition at St. Albans High School where she is the English Department chairperson. Breese trains teachers in the use of technology in the classroom and facilitates professional learning communities for Kanawha County Schools.

WEST VIRGINIA EXECUTIVE

Krista Burdette Krista Burdette joined the EHRsolutions team in 2005 as a contracted researcher/trainer for the C8 Health Project after years as a research associate in the educational technology research market. She assumed the role of general manager at EHRsolutions in 2006. Burdette is a member of the executive management team and is chieﬂy responsible for strategic planning and execution, project and team management and client/vendor relations. She holds a bachelor’s degree in education from the University of Charleston and a master’s degree in psychology from Marshall University.

Dr. Scott Collias Dr. Scott Collias is the owner of HealthSource Chiropractic and Progressive Rehabilitation in Big Chimney, WV and is the founder and co-owner of Elk Valley Physical Therapy. Collias is a graduate of Marshall University and Palmer Chiropractic College. He maintains additional certiﬁcation in chiropractic rehabilitation, acupuncture and meridian therapy.

Deb Corder Deb Corder is the associate administrator for Stonewall Jackson Memorial Hospital. She holds an associate’s and bachelor’s degree in nursing and a master’s degree in business administration and risk management. She has practiced in various forms of health care for more than 32 years and has focused on health care management for hospitals and nursing homes in West Virginia for the last 22 years. Corder is a member of the West Virginia Risk Management Group and is active in quality assurance and corporate compliance activities.

Jeff Driggs Jeﬀ Driggs is the director of marketing and communications for West Virginia University’s Charleston Division, the nation’s oldest regional medical education campus, as well as the West Virginia University Physicians of Charleston, a multi-specialty practice of WVU faculty physicians. A West Virginia native, Driggs has extensive experience in marketing, design, development and media relations.

John Giles John Giles is a consultant for CPrint International, a printing franchise for independent printers based in Charleston. Giles focuses on the integration of print and Internet technology in marketing strategies for small businesses. He also writes for Quick Printing, a leading national print trade magazine, and is a frequent speaker on new technology at print industry events throughout North America.

Dr. J. Phillip Halstead J. Phillip Halstead, the executive director and CEO of the West Virginia Regional Technology Park, is an economy strategist with 35 years of national experience spanning economic development, universities, corporations, government and consulting. In his current position he is mobilizing a collaborative alliance of stakeholders to create 3,000 jobs.

Anne Hart Anne Hart, a West Virginia native, held restaurant and district management positions and opened 12 ﬁne and casual dining restaurants in Atlanta, Rochester, Boston and Washington, D.C. prior to opening Provence Market Café in May 2002. A supporter of the earth to table movement, she has been working with local growers and farmers since the restaurant’s inception and was a founder of the Bridgeport Farmers Market in 2009. She serves on the board of directors of the Southern Food and Beverage Museum in New Orleans, LA.

Eric Mathis Eric Mathis is the founder and CEO of The JOBS Project, an organization that serves the dedicated communities of Central Appalachia by increasing opportunities for local ownership, employment, education and innovation in the distributed energy generation sector. Mathis is a graduate of Appalachian State University and is currently working on his master’s thesis on economic history with a special focus on Central Appalachia.

CONTRIBUTORSWINTER Jim Matuga Jim Matuga is the founder and owner of InnerAction Media, a multi-service marketing agency headquartered in Morgantown. Matuga is a 1988 graduate of the Perley Isaac Reed School of Journalism at West Virginia University. InnerAction specializes in strategic planning, branding, Web site development, video production, online marketing, social media marketing and graphic design. Matuga is also the founder of SBASECAMP, West Virginia’s ﬁrst co-working workplace in Morgantown.

Bobbi Jo Muto Bobbi Jo Muto, is the community oral health coordinator for the Joan C. Edwards School of Medicine at Marshall University. She holds a bachelor’s degree from the West Virginia University School of Dentistry and is currently enrolled in the WVU School of Medicine’s MPH program. She has experience in both private and public health dentistry and she is responsible for managing the Appalachian Regional Commission oral health program for West Virginia and various other community and school-based programs through Marshall University.

Thomas Nelson Thomas Nelson is the program coordinator for entrepreneurship and assistant professor at West Virginia State University. He has an undergraduate and MBA in entrepreneurship from Ball State University and is currently working on a doctorate degree from the University of Louisville. Before and during his academic career he started several businesses and helped many others grow through his consulting eﬀorts.

WEST VIRGINIA EXECUTIVE

Dr. Stephen Petrany Stephen Petrany, M.D. is a professor and the associate chairman for medical education at the Department of Family and Community Health at Marshall University’s Joan C. Edwards School of Medicine. Petrany received his medical degree from Georgetown University and completed his residency training at the Virginia Commonwealth University Fairfax Family Medicine program. He served as the family medicine residency director at Marshall for 15 years. He is co-director of the Paul W. Ambrose Health Policy Program.

Edward Tucker Edward Tucker, a native of Huntington, WV, received his bachelor’s degree in architecture from the University of Tennessee in 1982. After a stint in Nashville and at Vanderbilt University, he returned to Huntington to join Dean and Dean, Inc., Architects. The company transitioned to Edward Tucker Architects in 1996 and has built long-standing relationships with companies and institutions that include Marshall University, Cabell Huntington Hospital, Alcon Laboratories and HealthSouth.

Lalena Price Lalena Price is a communications coordinator for Marshall University. She holds a bachelor’s degree in journalism and recently graduated from Marshall’s Executive MBA program. Her diverse background includes being an award-winning writer and designer for The Charleston Daily Mail, designing multimedia educational products for Cambridge Educational and serving as a public information oﬃcer for the West Virginia Department of Environmental Protection.

Gina Sharps Gina Sharps, a faculty member at the West Virginia University School of Dentistry, has worked in both private and public sectors of the dental profession for 17 years. She is the president of the West Virginia Public Health Association Dental Section and an aﬃliate member of the West Virginia Dental Association, the American Association of Public Health Dentistry and the West Virginia Dental Hygiene Association.

Chuck Stump Chuck Stump, an “enter-trainer,” founded The Performance Group, Inc. in Hurricane, WV in 1995 on the fundamental belief that “Attitude is ultimately more important than skill.” Since 1995, he has presented more than 1,500 fun and informative presentations in the areas of leadership, communication and organizational behavior. Stump is also the co-author of “The Sad Mad Glad Book” series.

Bryan Ward Bryan Ward is a public historian that works as the assistant director of the West Virginia State Archives. Since his graduation from WVU in the 90s, Ward has been actively promoting the state’s history as an educator, executive director, historian, grant writer, adjunct history professor, historic preservation consultant and all-around ambassador for the state. His work includes publications on Arthurdale and New Deal Communities, the Kennedy campaign of 1960 and West Virginia-focused topics. He is currently working on a book on West Virginia innovators.

Dr. Michael Vernon Dr. Michael Vernon, Ph.D. is a professor and the chairman of OB/GYN at West Virginia University, a member of the WVU Center for Reproductive Medicine and the director of the in vitro fertilization (IVF) lab. Vernon has been a certiﬁed andrologist and embryologist for more than 20 years and was part of the research team at the Wisconisn Primate Center in the 1970s that successfully performed the ﬁrst IVF procedure in the rhesus monkey. He has published more than 125 peer-reviewed papers, abstracts and book chapters and co-authored the bestselling lay book “Endometriosis: A Key to Healing Through Nutrition.”

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Cutting-Edge Partnership Technology Transforming Medical Education

With a vision to dramatically improve health care by enhancing patient care and improving quality of life, EHRsolutions has been keenly focused on helping physicians implement Greenway’s PrimeSUITE since formed in 2000 as CPR Solutions Group. Co-founder Rob White began researching electronic health record (EHR) software in 1997. While software of the 1990s focused on practice management systems that provided a means to electronically submit claims, schedule appointments and manage accounts receivables, White and colleagues were looking for more. They were searching for software that would revolutionize the clinical experience by capturing a patient’s visit data at point-of-care and tracking orders and labs, as well as managing patient documents. Greenway Medical Technologies was quickly identified as a leader in the industry with a product designed by physicians, nurses and administrators. A partnership was forged between the two companies. In January 2011, CPR Solutions Group officially became EHRsolutions to better reflect the company’s position in the current market. Though the company name has changed, the mission has not—the team continues to focus on making dramatic changes to health care. While this West Virginia-based company has grown beyond the state’s borders to eight states and Puerto Rico, EHRsolutions will always be proud that it initiated a ripple of change here in the Mountain State. The team at EHRsolutions is fortunate to work with some of the most respected physicians in West Virginia. Many are doctors of osteopathic medicine who have earned their degrees at the West Virginia School of Osteopathic Medicine (WVSOM), a nationally ranked, award-winning medical school located in Lewisburg that is a leader in producing graduates who practice in rural settings. U.S. News & World Report has ranked WVSOM among the top medical schools in the nation in primary care and family medicine for the past 12 years. In keeping with the company’s vision and its desire to give back to its community, EHRsolutions is pleased to have coordinated and contributed to a donation valued at $2.5 million in EHR

software, implementation, training, software maintenance and support, adding another dimension to WVSOM’s progressive curriculum. In conjunction with Greenway’s contribution of PrimeSUITE, EHRsolutions leverages more than a decade of experience to provide implementation services and training for WVSOM’s EHR and medical informatics team. To ensure the program’s continued success, the company is committed to donating ongoing support and software maintenance. WVSOM now trains future physicians to use all aspects of PrimeSUITE’s point-of-care technology to reduce errors, improve standards of care and promote appropriate documentation in a simulated health care environment. “WVSOM’s legacy of excellence, commitment to providing outstanding osteopathic medical education and cutting-edge tools continues to set us apart,” says WVSOM President Michael Adelman. “The addition of PrimeSUITE to our curriculum will strengthen our emphasis on the hands-on approach of osteopathic medicine. This partnership will prepare our students for the use of health information technology post-graduation.” Dr. Andrea Nazar, medical director of WVSOM’s Clinical Evaluation Center, and Jenny Patton, WVSOM EHR coordinator, have overseen the integration of the EHR technology into the curriculum. Both agree that the overall student response has been very positive. “The addition of the EHR software to the student’s experience has opened new doors to teach and practice issues in patient care in a very realistic environment using standardized patients (actors trained to portray a specific patient), human robot simulators and virtual patients,” says Nazar. “The EHR affords the opportunity to teach quality assurance measures and meaningful use of this technology in a new and exciting way.” Without question, this project will help shape the future of medical education and health care in West Virginia and throughout the nation as others look to its success. While WVSOM’s students benefit from this curricular addition, it is the hope of the team at EHRsolutions that the greatest benefit is felt by future patients. By Krista Burdette

WWW.WVEXECUTIVE.COM

WINTER 2012

Mobile Marketing The Evolution of Advertising New mobile marketing tools are giving businesses innovative ways to immediately interact with their customers and gain a competitive edge. By integrating mobile marketing with traditional print and broadcast vehicles, companies can make their marketing message more effective. Now businesses have access to the tools that can put text and video directly into the customers’ hands instantaneously. Mobile marketing is growing because of the growth in smartphone use. Smartphones, with their built-in applications and Internet access, are changing the way consumers search the Internet for information about products and services. As of July 2011, 40 percent of adult U.S. mobile phone owners will use a smartphone, and that number is expected to climb above 50 percent in 2012. The majority of smartphone users frequently browse the Internet and almost all are using smartphones to quickly search for local information. These statistics are causing businesses to rethink their Internet marketing strategy when reaching out to customers. If a smartphone search takes a user to a Web site designed for a desktop computer, it will be too small and cumbersome on the smartphone screen to be of any value. Smartphone users want instant access to an interactive site that will give them the information they want immediately. Businesses will have to develop these Web sites specifically to interface with smartphone users. The goal of a mobile site is to cut through the Internet clutter and get consumers the right information fast. The mobile sites make input as simple as possible by using buttons or selection methods. Businesses are using mobile sites to provide product and ordering information, easy telephone and e-mail connections, videos, coupons and discounts, direction information and instant access to social media sites such as Facebook and Twitter. Mobile sites rely more on interactivity than a traditional Web site. QR codes are one way to drive customers to a smartphone site. A two-dimensional bar code, QR codes send users to specific mobile or desktop online landing pages when scanned by a smartphone. Businesses are integrating QR codes with their print collateral to push viewers toward their mobile sites. You see QR codes in department stores to direct users toward discount coupons or additional product information and in magazine and newspaper ads to send viewers to additional information. Some businesses use QR codes to direct viewers from a static

WEST VIRGINIA EXECUTIVE

printed page to an online video. The printed page is no longer static when linked by a QR code to the Internet. Another marketing application quickly being adopted on smartphones is Augmented Reality (AR) codes. Augmented reality use smartphone cameras to provide a view of the physical, real-world environment whose elements have been augmented by computer-generated input such as sound, video, graphics or GPS data. Computerized elements such as graphics or text are overlaid on top of a real-time video or other real-world display to provide additional information to the viewer. Hallmark now offers webcam greeting cards that use AR technology to make animation come alive on the computer screen. Smartphones are already adding AR applications. A user can aim the smartphone’s camera at a city street and an overlay of additional information explodes on the screen similar to the information that pops up on a jet fighter’s cockpit. The iPhone has a free AR app to use when visiting the Statue of Liberty in New York. With the right AR app, you can aim the smartphone camera at a business card and images will appear and speak on the screen in 3-D much like the hologram of Princess Leia in “Star Wars.” The marketing possibilities are endless. Smartphones, with their QR codes and AR technology, have created a new, fast growing vehicle for businesses to broadcast their message and interact with their customers. Businesses need to begin today to take advantage of the unique opportunity that smartphones provide to promote their products and services. By John Giles

The Opportunities are Endless

Opportunity to re-develop 2.72 acres in downtown South Charleston. Includes 7,800-square-foot shell office building and 21,600-square-foot warehouse building. Zoned for professional or medical office space. $1,800,000 (includes allowance for demolition). Contact Todd Goldman.

1014 Bridge Road Charleston, WV 25314 (304) 343-5695 www.goldmanassociates.org Jay Goldman Broker #0375

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Let Us Help You With Your Financial Goals INVESTMENTS* Variable Annuities Investment Securities Mutual Funds INSURANCE MEDICARE PLANS Medicare Supplements Disability Income LIFE Health Insurance Long-Term Care

OTHER SERVICES Profit-sharing Plans Money Purchasing Plans Retirement Plans for Groups and Individuals Money Management* Tax Planning College Planning Estate Planning Retirement Plans*

Joshua Wood Registered Representative

330 E Main Street Milton, WV 25541 jwood@ pocavalleyfinancial.com 304.586.5539 Office 304.743.5104 Fax 304.741.1238 Cell 1.877.260.4486 Toll Free

*Securities offered through Woodbury Financial Services, Inc., Member FINRA & SIPC P.O. Box 64284, St. Paul MN 55164 651-738-4000 www. woodburyfinancialservices.com Poca Valley Financial and Woodbury Financial Services, Inc. are not affiliated entities. Neither Woodbury Financial Services, Inc. nor its representatives offer tax or legal advice. For assistance with these matters, please consult your tax or legal advisor.

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WVSeniorCare.com West Virginia’s One-Stop Shop for Senior Care Assistance

West Virginians continue an important family tradition— caring for their loved ones. As West Virginia’s population ages and more and more families are faced with the challenge of caring for older family members, many questions—from both seniors and their caregivers—arise. Seniors want to know where they can find help that will enable them to stay in their home or assist with the cost of their medication while caregivers are looking for direction on medical treatment like rehabilitation. Answers to these questions can be found on the Internet but not in one specific place. Seniors and their family members can spend countless hours searching for answers and still not understand the services, government programs and options available to them. Most people don’t talk with their children or friends about who will care for them if they experience a sudden change in health. At that time, families are pressed to make quick decisions and they do not have time to research the options available. It’s important to start the conversation early and know where to begin the research. The West Virginia Health Care Association has launched a new Web site, WVSeniorCare.com, to help answer these questions. WVSeniorCare.com is the one-stop resource on the Internet for information to help West Virginia families make informed decisions about senior care. This is the first Web site of its kind that simply explains where to begin. The site features three main sections that answer the questions “How can I remain at home?”, “What health care facility will best meet

my needs?” and “Where can I obtain the medical equipment and pharmaceutical supplies that I need?” Each of the three sections is then broken down into subcategories that explain the various providers and programs available, list the services offered by providers, discuss payment options from private pay to Medicaid and provide a checklist of questions that consumers should think about before making any decisions. “What distinguishes WVSeniorCare.com from other Web sites is that it consolidates into one place the information that consumers want to know and presents the information in a simple and easy to understand format,” says Patrick Kelly, the chief executive officer of the West Virginia Health Care Association, Inc. “Links are provided to Web sites for consumers who want to learn more about a particular area in greater detail.” Not only will seniors and family members benefit from the Web site but hospital discharge planners, physicians, nurses, social workers and anyone who helps individuals through the continuum of long-term care services will be able to use this resource. Visitors to the Web site will also find information regarding government agencies and support groups that can assist them and their loved one. Phone numbers for government agencies and Web site links to important Medicare and Medicaid reimbursement sites are provided. Whether you need information to help care for a relative with Alzheimer’s or to find options for recuperating after hip replacement surgery, you can find the information on WVSeniorCare.com. By Debra Anderson

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I’M NOT SURE if you have

noticed, but at Executive Ink we like to party. We have at least two launch parties a year and one of those is always to celebrate the unveiling of our fall issue and the new class of Young Gun inductees. The Young Guns of 2012 were dubbed the class of natural-born leaders and each attended a photo shoot at the beautiful Stonewall Resort. The reception was held at the Governor’s Mansion on November 17th and was one of our largest launch parties to date. West Virginia Executive’s owners celebrated our third anniversary while welcoming 10 new leaders into the Young Guns club at the annual reception that was sponsored by Wells Fargo Insurance Services, Stonewall Resort, the Charleston CVB, Huntington National Bank, the Bridgeport CVB and Dixon Hughes Goodman. Nominations are accepted throughout the year via the nomination form online at www.wvexecutive.com.

WEST VIRGINIA EXECUTIVE

Photography by Tracy Toler

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WINTER 2012

Achieving

New Heights Farrell, White & Leggâ&#x20AC;&#x2122;s Tamela J. White, Member, was awarded The Master of Public Health degree by the prestigious Johns Hopkins University, Bloomberg School of Public Health. With a Bachelor of Science in Nursing from Ohio State University, Ms. White had 10 years of experience as a critical care/oncology nurse and hospital administrator before completing her Juris Doctor at the Salmon P. Chase College of Law, after which she began her distinguished legal career. She is a founding attorney and senior litigator with the firm, and has the distinction of being the first female trial attorney in West Virginia admitted to the International Association of Defense Trial Counsel, an organization of whose Journal Ms. White is a published contributor. Ms. White is licensed to practice law in West Virginia, Ohio and Kentucky.

914 Fifth Avenue | Huntington, WV 25701 (304) 522-9100 | www.farrell3.com

Bridging the Fuels and Gap Fossil Renewable Energy BY ERIC MATHIS

WEST VIRGINIA has a long and proud tradition as a

primary producer of the coal that powers our nation’s economy. According to the Energy Information Administration (EIA), West Virginia accounts for more than one-tenth of total U.S. coal production and coal-fired plants produce nearly all of the electricity generated in the state. In 2009, West Virginia produced 96.3 percent of its energy from fossil fuels, which include coal, natural gas and petroleum, and the remaining 3.7 percent from renewable energy (RE) resources. Given our energy portfolio’s existing concentration of fossil fuels, it may be wise to diversify West Virginia’s energy portfolio. By encouraging further development of RE resources we can ensure sustainable fiscal policies and state programs that account for recent market trends and adapt to rapidly evolving energy production technologies, economics and policy changes. In their “Annual Energy Outlook 2011,” the United States Department of Energy projected that the RE sector will nearly double its output from 2009 to 2035. Simultaneously, the EIA predicts that

Appalachian coal will undergo a notable decrease in production over the same period. Significant declines in the productivity of the mining sector have led to increased prices over the last decade. This trend is expected to continue to reduce the competitiveness of Appalachian coal compared to other coal producing regions. Furthermore, a 2009 United States geological assessment predicts that coal reserves in the region will continue to dwindle, increasing both extraction costs and environmental impact.

What Can We Do About It?

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The answer is simple: bridge the gap between fossil fuels and RE resources in a way that mutually benefits both industries. West Virginia exports 81 percent of its energy, according to “Charging the Nation,” an article that ran in the Summer 2011 issue of West Virginia Executive

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WINTER 2012

magazine. This is a very unique and important position to be in because West Virginia can simultaneously reap the benefits from expenditures in fossil fuels as well as a variety of RE resources. Reduced local energy demand through distributed RE development will allow West Virginia to expand economic growth through energy exports by utilizing existing electricity generation plants rather than having to construct new plants to meet increasing demand. Furthermore, reduced local peak demand consumption of electricity increases the value of West Virginiaâ&#x20AC;&#x2122;s coal resources by allowing the stateâ&#x20AC;&#x2122;s utilities to sell excess electricity to neighboring states during times of peak demand.

Where Do We Start? Thanks to the tremendous foresight and leadership of our stateâ&#x20AC;&#x2122;s agencies and elected officials, the bridge is already being built to include hydro, wind, biofuels and a rapidly expanding solar sector that should see tremendous growth in 2012 after the West Virginia Public Service Commissionâ&#x20AC;&#x2122;s recent adoption of interconnection standards based on the Interstate Renewable Energy Council model interconnection rules.

Who Will Participate? Building a West Virginia-based, highly collaborative energy resource consortium with the primary goal of bridging the gap is imperative in order to capture the benefits of these emerging markets. For example, the City of Williamson is presently supporting the development of the Central Appalachian Sustainable Economies initiative, also known as CASE, which is working with state agencies, local residents, elected officials and national and regional experts to develop the next steps for creating a mutually beneficial environment for both the fossil fuels and RE sectors. Some partners of this consortium include the Mid-Atlantic Technology, Research and Innovation Center (MATRIC), the Interstate Renewable Energy Council, the Policy Consensus Initiative, the Coalfield Development Corporation, Bridgemont Sustainability Institute and the Mingo County Redevelopment Authority.

According to PHOTON International magazineâ&#x20AC;&#x2122;s February 2011 issue, West Virginia is well on its way to becoming a dominant player in the solar sector and Gilliam Solar will be leading the way. Based in Williamson, which is known as â&#x20AC;&#x153;the heart of the billion dollar coalfield,â&#x20AC;? Gilliam Solar is a company specifically designed to bridge the gap between coal and solar. Trained by West Virginiaâ&#x20AC;&#x2122;s largest and most respected solar integrator, Mountain View Solar, Gilliam Solar is presently developing several novel approaches to residentialand commercial-scale solar. With more than 2.41 million dry tons of available feedstock every year, West Virginia is well positioned to utilize biofuels as a viable means for diversifying our energy portfolio. Using a technology designed by MATRIC, a team comprised of members of The JOBS Project, the Appalachian Regional Reforestation Initiativeâ&#x20AC;&#x2122;s science team and one of the nationâ&#x20AC;&#x2122;s leading coal companies will develop a sustainable energy pilot project on an active mine site that will tentatively benefit both coal companies and local communities. This team of world-class scientists will be initiating several field studies through 2012 as more advances in the distributed energy generation sector are made, especially with regards to energy optimization and customer-based demand control applications. West Virginia stands on the brink of a new energy path as fossil fuels and renewable energies make bridging the gap to continued energy success possible. Â&#x201E;

Tapping Renewable Energy Resources According to the West Virginia Development Office, in June 2010 Brookfield Renewable Power started the rehabilitation of a hydropower project located in Glen Ferris on the Kanawha River. When completed in 2012, the Glen Ferris hydropower project will generate more than 38,000 megawatt (MW) hours a year of renewable power for the West Virginia electricity market. Thatâ&#x20AC;&#x2122;s enough electricity for 4,500 households. Brookfield also manages the 102 MW hydropower plant at Hawks Nest on the New River. West Virginia is home to Mt. Storm, one of the largest wind farms on the East Coast, and has opened its arms to wind. Most recently, landowners from Monroe County have begun to explore locally owned wind at two different locations with Angel Winds Renewable Energy, LLC completing its meteorological data tower installation in August 2011. Locally owned wind provides local control over the development of a project as well as increased revenues for both local landowners and municipal governments.

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WINTER 2012

PROTECTING LIVES AND PROPERTY

Appalachian Signals and Products, Inc. is a family owned and operated business built on a foundation of honesty and integrity with a continuing dedication to reliable service and complete customer satisfaction. As we have expanded our commitment to a larger community, our family has also grown, allowing us to offer customers the benefit of our two centuries’ worth of combined experience. At ASAP, we also understand that every facility is different with its own unique requirements. Whatever the characteristics of your property—from commercial to industrial and industrial spaces—we will provide cutting-edge security as well as personal safety and communications systems to match your needs.

` INTERCOM/SOUND ` BUILDING ACCESS/GATE CONTROL ` VIDEO AND SECURITY SYSTEMS ` FIRE ALARM/MASS NOTIFICATION MAILING ADDRESS: PO BOX 508 WINFIELD, WV 25213 VISIT OUR OFFICE: STATE ROUTE 34 WINFIELD, WV 25213 PHONE: 304-586-2913 FAX: 304-586-2914 E-MAIL: INFO@ASAPWV.COM

The Door of

Opportunity. The Key to Success. Whether you are an individual seeking employment or a company in search of the right employee with the right skills, West Virginia’s Workforce Investment Boards hold the key to your success. The regional Workforce Investment Boards were developed under the umbrella of Workforce West Virginia as a result of the Workforce Investment Act of 1998. With Workforce West Virginia’s mission to serve as a network of work force development services for West Virginians in order to compete globally, the seven regional boards were established to provide various employment and training opportunities for companies and employees alike. Workforce Investment Boards are local nonprofit support systems established to assist individuals in finding the tools they need to manage their careers while simultaneously helping West Virginia companies find the skilled workers needed to manage, compete, and succeed. The door of opportunity exists for you, whether you are an employer or potential employee. Let West Virginia’s Workforce Investment Boards be the key to your successful career or business.

Region I Workforce Investment Board

The Region I Workforce Investment Board is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities.

Fayette, Greenbrier, McDowell, Mercer, Monroe, Nicholas, Pocahontas, Raleigh, Summers, Webster, and Nicholas Counties The south eastern region of West Virginia is different than any other rural setting found in the state, and possibly the biggest difference is found in the business community. Whether itâ&#x20AC;&#x2122;s through one of the youth programs, the work on establishing a drug-free environment in the communities, or the common bond of being dedicated to making positive change, Region I is focused on making south eastern West Virginia shine. Region I places a strong emphasis on ensuring that there are resources available to the youth of south eastern West Virginia. With the funding partnership of Department of Health and Human Services, as well as the Division of Rehabilitation Services, Region I is able to assist more than 800 youth between the ages of 14 and 21. Through its summer jobs, counseling, mentorship, and specific

programs like technology and computer literacy-focused Build It Keep It Share It or Career Camps, which focus on career exploration and experience, Region I cannot put enough emphasis on helping its youth become the leaders of tomorrow. The community is indebted to the future to make it a better place and likewise wants to teach its youth to feel the same. Region I also prides itself on its focus on a strong alliance with the business community. Region I is able to work with employers in all sectors to assist in screening, hiring, training, and retaining employees. Through WorkKeysÂŽ, specific screening procedures, or identifying occupations in which training is needed, Region I prides itself in working with employers and potential job seekers in making a rewarding match.

Region III Workforce Investment Board Kanawha County

The Region III Workforce Investment Board is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities.

The Workforce Investment Board of Kanawha County (WIBKC) has been providing services to citizens since the Workforce Investment Act inception in 1998. WIBKC is a diverse group of individuals appointed by the Kanawha County Commission to provide policy and guidance in the delivery of work force services. The primary goal of WIBKC is to provide assistance to eligible individuals to enter or return to the labor force gainfully employed, and there are several programs and services available to meet this goal. The Employment Subsidy Program will reimburse businesses or agencies 100 percent of the hourly wages or salary for any current, active WV WORKS participant that is hired for up to 12 months. The Trade Adjustment Assistance Program focuses on ensuring that all trade-affected workers are given the necessary employment and training tools to enhance their current job skills or to redirect those skills in an area where there is a job demand and a growth occupation. The Snap Employment and Training

Program assists clients between the ages of 18 and 50 who have no dependents at home in becoming self-sufficient in building the skills they need to obtain their goals. In addition to job training and skills development, WIBKC is also conscientious of the environment. The WV GREEN-UP program is a state energy sector partnership grant whose purpose is to educate and train individuals in green methods, materials, and practices. The youth of Kanawha County are a major priority for WIBKC, and as such, specific programs have also been put in place to help them receive the education and training they need to be the reliable work force of the future. The Human Resource Development Foundation exists to aid at-risk, economically disadvantaged youth by providing tutoring, guidance, and counseling. The Summer Youth Employment Program is a youth employment program for eligible youth to receive at least eight weeks of employment during the summer months.

Region IV Workforce Investment Board

The Region IV Workforce Investment Board is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities.

Mid-Ohio Valley: Calhoun, Clay, Jackson, Mason, Pleasants, Ritchie, Roane, Wirt, and Wood Counties The Workforce Investment Board Mid-Ohio Valley (WIB MOV) is a firm believer in the idea that business should be a primary customer in the delivery of employment and training programs and that the needs and goals of the region’s economy should drive the delivery of employment and training in the region. WIB MOV strives to be a primary source of assistance and information for businesses, and its employer service representatives can assist with recruiting and screening job applicants; developing job descriptions; administering jobrelated assessments; problem-solving related to retention and turnover issues; connecting to training resources for current employees; and linking to experts on regulatory information. The board works in coordination with area economic development representatives to identify the needs of area employees and the solutions. WIB MOV is also an excellent source of labor

market information—both individuals and businesses can obtain demographic information, unemployment rates, EEO statistics, and labor force data. In response to employers’ input, the Hit the Ground Running Program, a four-week program addressing the soft skills that many employers request, was implemented. Curriculum for the program includes job seeking skills, job keeping skills, basic academics, and computer training. WIB MOV also works with at-risk youth between the ages of 17 and 21 through a program called Youth Advantage. The purpose of the program is to prepare these youth to be the employees and leaders of the coming years. Businesses are encouraged to serve as mentors and/or provide work experience for the youth. Career exploration through job shadowing in a variety of occupational areas often assists youth in defining career goals.

Region VI Workforce Investment Board

The Region VI Workforce Investment Board is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities.

Barbour, Braxton, Doddridge, Gilmer, Harrison, Lewis, Marion, Monongalia, Preston, Randolph, Taylor, Tucker, and Upshur Counties The Region VI Workforce Investment Board is a private nonprofit business that operates under the mission to serve employers, youth and adult/ displaced job seekers in North Central West Virginia with the primary goal of preparing a work force of adults and youth to develop the necessary skills to become gainfully employed or re-employed. Dedicated to serving businesses, Region VI measures itself through the successes of job seekers looking for employment and/or training, as well as businesses searching for qualified employees. Recognizing the future in local youth, Region VI has partnered with community experts to deliver specialized services to ensure that employment and training opportunities are available. A two-fold opportunity, local businesses can participate in the YouthReady Program, Region VI’s youth program, by becoming a mentor to a student or by offering internships and employment in an effort to guide local youth into the role of a productive work force and community member.

Through the YouthReady Program, eligible youth between the ages of 14 and 21 are offered employment and supportive services through RESA VII and the Human Resources Development Foundation within the 13-county region. A new 2012 initiative called Youth Today - Leaders Tomorrow was launched in Marion County targeting high school juniors and seniors. At-risk youth who have shown an initiative to succeed have been targeted to enroll in this project, which will provide the opportunity to learn about career opportunities in area demand occupations. Field trips to area colleges will educate students about careers in health care, renewable green energy, and the oil and gas industry. As part of the program, students will also participate in the Build It Keep It Share It program, where they will receive instruction in the IT industry. During the program, students will take apart and rebuild a new laptop computer. After graduation in April, students will get to keep the computers they worked on as a tool to use for school and job searches.

The Door of

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WorkForce Investment Boards (WIBs) Administrative Offices

Comprehensive Career Centers

Satellite Sites

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Region IV Workforce Investment Board - Mid-Ohio Valley

Melissa Aguilar, Executive Director (304) 253-3611 Maguilar1@r1workforcewv.org www.region1workforcewestvirginia.org

Joyce R. Okes, Program Director (304) 424-7271 Joyce.okes@movrc.org www.wvworkforce.org

Region III Workforce Investment Board of Kanawha County

Region VI Workforce Investment Board

Curtis Hardman, Director (304) 344-5760 chardman@suddenlinkmail.com www.region3wib-kc.net

Barbara DeMary, Executive Director (304) 368-9530 info@regionviwv.org www.regionviwv.org

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The Enemy of Imbalance Changing Workplace Posture Habits The immediate effect is painful inflammation while the long-term consequences can be a cause or contributor to degenerative arthritis.

BY DR. SCOTT COLLIAS

MANY PROFESSIONALS experience

musculoskeletal pain that is brought on by bad workplace habits. It may seem to come on suddenly without cause or progress from a mild discomfort to a highly painful condition. When these individuals seek help from a chiropractor, they usually do not know the cause of their discomfort and cannot recall any specific event that caused the pain. With regards to the human body, it is true that if you don’t use it, you lose it. It can also be said that if you use it wrong, problems will develop. If you sit in a slouched position with your head down for several hours a day, over a period of time the muscles in the back of your neck get overused, causing them to tighten, while the muscles in the front are underutilized and become flaccid, or stop helping. Your hamstrings may also tend to become tighter while your abdominal muscles get weaker. The results of these muscular imbalances may be anterior head carriage and lower back pain.

Anterior head carriage is a condition in which the cervical curve of the neck is lost or in some cases reversed. In essence, your 12- to 15-pound head sits in front of your upper torso instead of being directly overtop of it. This causes the posterior neck and upper back muscles to do a great deal more work than they were designed to do. The end result is a loss of range of motion, especially rotation and lateral bend, and commonly causes tension headaches and stiff neck. The lower back pain occurs because the muscles in the low back no longer get the support they need from the abdominal and leg muscles. It becomes easy to spot people who have fallen prey to anterior head carriage. The shoulders have rounded forward, the neck juts forward and the trapezius muscle becomes hard and overdeveloped. Muscle tightness will change depending on the stresses you put on it. Muscles are attached to bone, so as these imbalances persist ExEdge and get worse they start to change our biomechanics at the joint level, resulting While chiropractic in excessive or uneven wear and tear medicine dates on our joints. The immediate effect is back to 1895, painful inflammation while the long- some of the term consequences can be a cause or earliest healers in history, contributor to degenerative arthritis. including Bad workplace habits that cause negative Hippocrates, changes in the body’s biomechanics include understood the sitting on a wallet; carrying a heavy purse relationship between health or briefcase on the same shoulder all the and the spine. time; facing your head down and looking at a computer monitor or keyboard; using Source: www. worldchiro the computer mouse excessively, causing practicalliance. tendonitis; sitting in a chair that doesn’t org/consumer/ have lumbar support or isn’t adjustable history.htm and using the phone without a headset, as well as sitting, slouching, leaning, crossing your legs or sitting with one leg crossed underneath you. It should also be mentioned that weight gain equals more stress on muscles, tendons and joints by itself and magnifies the effects of bad posture.

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Consider these two common scenarios:

A 50-year-old male used to be fit and athletic in college. Now he is a corporate executive that works more than 50 hours a week, mostly sitting at a desk chair or traveling to meet with other decision makers. He still plays golf on weekends, cuts grass and works around the house, so he feels like he is still active. He doesn’t understand why he experiences discomfort in his back two or three times a year. It’s a matter of deconditioning or muscle changes that occur because of chronic habits. This executive is not active enough to fight the changes that are slowly occurring to create imbalance in his musculoskeletal system. His joints, ligaments and muscles are not being utilized in a variety of ways like they were when he was a college athlete. The same muscle groups are being used in the same fashion on a routine basis.

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A 35-year-old public relations director spends several hours each day talking on the telephone. A couple of years is enough to noticeably change her posture. She talks on the telephone with her left hand and left ear while she writes or uses the computer with her right hand. Muscles in the neck and shoulder area get tighter on the left, pulling her left shoulder higher than her right, and now her head is tilted slightly to the left. These changes are easily seen on x-rays. The result is a loss of range of motion and the stage is set for an occasional stiff neck or a muscle sprain/strain while doing something that shouldnâ&#x20AC;&#x2122;t hurt a healthy 35 year-old. Are you doing enough outside of work to fight the deconditioning that is slowly occurring because of your workplace posture and habits? Stop blaming all of your aches and pains on getting older and be proactive. Be aware of your posture. Make changes, if necessary, to your workplace environment. Vary your activities. Seek professional help if you need it. Remember, imbalance is the enemy, not age. Â&#x201E;

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Pediatric Dentistry Prevention by Design BY DARYLE BAYLESS

MANY PEOPLE remember

their first trip to the dentist as one of fear and dread. That first experience often sets the tone for our relationship with the dentist for the rest of our lives. At Huntington Pediatric Dentistry and Orthodontics, doctors Patrick Martin, Nathan Kirk, II and Shane Holmes are trying to do things a bit differently to make that experience more positive for children and their parents. “Dental cavities are the leading childhood disease,” says Martin. “One in every four children between the ages of 2 and 5 has cavities. With an early start to preventive oral health care and regular visits to a dentist, this disease can be completely preventable.” According to a report released by the Center for Disease Control and Prevention, the occurrence of cavities for this age group is on the rise and in many cases the problem goes untreated. The American Dental Association recommends that a dentist examine a child within six months after the first tooth comes in and no later than the first birthday. This gives the dentist a chance to check for proper oral development, see if the teeth are growing in properly and detect early tooth decay. “Oral conditions such as cavities can interfere with eating and adequate nutritional intake. Severe decay can even affect the growth and development

of children. Early loss of baby teeth can have a negative impact on speech. If left untreated, cavities in baby teeth can cause pain, swelling, infection and damage to the permanent teeth,” says Martin. “With an early start to preventive oral health care and regular visits to a dentist, this disease can be completely preventable.” When Martin and Kirk, who had worked together for eight years in Teays Valley, WV, decided to build a new pediatric office, they approached Holmes about a joint office to include orthodontics. “He was very excited about the idea since it would allow for our patients to have comprehensive care out of one office. We work really closely together and bounce ideas off of each other all the time, so it is a perfect fit,” says Martin. “Some of the biggest advantages to having orthodontics and pediatric dentistry under the same roof involve communication between me and the primary provider and early diagnosis of problems,” says Holmes. “One reason for going into this together is because of the common bond we share and the integrity with which we approach our work—to do what is best for the kids.” Orthodontic treatment is used to correct a condition known as a malocclusion, which involves teeth that are crooked or crowded. In some cases it causes a

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WINTER 2012

person to have an uneven bite, which causes wear on the teeth and can make the teeth hard to clean. “One of the biggest advantages of orthodontic care is to help build confidence and self-esteem in young adults and adults. It also promotes good oral health,” says Holmes. “If kids start early with a pediatric dentist, they will generally learn to trust

WEST VIRGINIA EXECUTIVE

the dentist and really enjoy their visits. Pediatric dentists will introduce dentistry to the child in a very non-threatening way, gain their trust and establish great rapport with the child,” says Martin. There are many features incorporated into this new office that make it very different from what one would expect. “We all worked together to come up with this concept. We

wanted to build a pediatric dental office that was unlike anything West Virginia has ever seen,” continues Martin. The team selected Silling Associates, Inc. to handle the architecture. “We had a vision for this office, but we needed to put it into a design. We selected Silling Associates because of their impeccable reputation,” says Martin. “After the first meeting with Silling, it was clear that they really understood our vision. They had a thousand ideas that just made the project even better.” “Having children look forward to going to the dentist is hard to pull off,” says Jody Driggs, lead architect on the project. “With conventional dentist offices, there is separation anxiety. We wanted the family to be able to come back with the patient and have a place for their brothers and sisters to play while they wait.” According to Driggs this office was very much a team effort, from Studio Y Creations, who handled the 3-D characters, Imagination Dental Solutions, who helped design the theming elements, Pray Construction, who coordinated the effort and Benco and Boyd, both of which provided dental chairs and equipment to match the uncommon color scheme. Most of the credit, he adds, goes to the doctors, whose unique vision drove this concept.

The office is easy to find because of the large whitewater raft full of animals on the exterior, which often attracts travelers passing by on Interstate 64 to stop and ask questions. The office features treatment rooms that are themed and decorated to be just as much fun as the waiting room. “Animals are everywhere, even sticking their heads out of the ceiling tiles and walls. There are televisions in the ceiling above every chair so that children can focus on cartoons rather than the dentistry,” says Martin. Many of the patients followed them from the Teays Valley office, adding to those attracted by the new location. “The response has been amazing. It has been overwhelmingly positive; better than we ever anticipated,” says Martin. “Kids soon realize that this is no ordinary office; in fact, it is designed specifically for them. There are video games at every turn, a slide and touchscreen games.” The children who come to this new office for care, as well as their parents, can be much more satisfied with a pleasant and fun-filled dental visit, but for the doctors

and staff, the satisfaction runs even deeper. “The philosophy of this elaborate office reflects the measures that were taken for ultimate patient care—combining our resources to create a much better experience for the kids,” says Holmes.

“Being natives of West Virginia, we are very proud that we can provide care and a facility here that challenges what is available anywhere in the country.” Photography by Phebus Photography

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Rising to the Challenge What Every CEO Should Know

BY DEB CORDER

WITH THE ARRIVAL of 2012, CEOs in the health care

industry are looking for ways to master the financial changes occurring from the economic crisis that is facing many states. West Virginia’s CEOs, in particular, are feeling the unemployment conditions and decreases in spending as they watch their health care institution’s black line diminish in the abyss of uncertainty. To survive is no longer the question but the imperative outcome. Managing investments and stock market ups and downs are no longer an opportunity for growth but a fulltime job for every CEO and CFO, as well as the institution’s entire finance team. In today’s health care industry, there must be a meeting of the minds between the clinical running of the institution and the financial stability of the corporation as a whole in order to ensure success. To overcome these challenging times in the health care industry, CEOs must be able to prioritize and have a clear vision for how to get from where they are to where they need to be. In order to accomplish this, they need to have a true understanding of the nature of the challenges they and their finance teams are facing as well as both the internal and external influences like technology, Medicare, project delays and marketing.

Understanding Costs Hospitals of today have to manage challenging events in the marketplace as they pertain to Medicare and Medicaid. In addition, they must maintain a quality level of health care while finding ways to handle budget cuts. Going forward, each segment of the health care industry will have to weigh the pros and cons of compliance and converge on any given issue with a solid compliance and performance program. Hospitals will have to include monitoring costs and weighing them against the profits they bring. Each process, issue and need will have to be reviewed for its outcome, benefit and cost versus the worth prior to approval of spending the money. Performance improvement (PI) measures should look at decisions that are being made and technology that is being purchased with a full understanding of what is required, or will be required, to use it to its fullest extent. The PI will have to look at labor costs, materials, the patient market and estimated potential of the project. One example of this is the conversion of hard copy medical records to electronic medical records. Dollars are being spent on this technology but many in the industry will admit that they jumped onboard with the new technology without a plan of how to make it all work and go completely electronic. Losses will include outdated equipment, the purchase of IT equipment

that is unnecessary and the labor costs of employees to repair and use the new technology they are installing. Another example in this same area is the concept of patient centered medical home care. The program gives providers and their staff information about organizing care around patients, working in teams and coordinating and tracking care over time, which requires more equipment to monitor the patient at home instead of in the clinic or hospital setting. Although not mandatory at this time, it is another avenue through which hard-earned dollars could be unwisely spent if a performance plan of who, what and how is not developed ahead of time.

Project Delays On any given day, you can pick up an industry publication or visit an industry Web site and find an update on yet another delay. No CEO can control what is going to take place in their institution in the near future. With every demand and start date for projects that the government issues delays, the decision must be made: will the CEO push forward or stand their ground and wait? Consider, for example, the meaningful use requirements for electronic records that must be met by all hospitals in the U.S. in order to continue receiving ExEdge maximum Medicare funding. The requirement is that all hospitals must integrate Medicare was signed into electronic recordkeeping and meet the meaningful law in 1965 use requirements in order to continue receiving the by President maximum Medicare funding and this must be done Lyndon Johnson. by 2014. In December 2011, it was decided that Source: www. the deadline would be moved to 2015, giving the humanahospitals that were not on track to meet the deadline medicare.com/ for procuring equipment and receive training more medicareinformation/ time to complete the project without facing fines. This history-ofleaves the hospitals that struggled to find funding for medicare.asp the project and a method to ensure that they were on target for the project wondering if the struggle was worth it. Could the hospitals that were on target have saved money and been relieved of the stress of a deadline by waiting out the process? It was a gambling game that could have had either a positive or negative outcome for hospitals that were hard-pressed to find funding: for some, it was a grace period for completing stage one; for others, it was debt accrued for completing the task on time. These types of delays, which unfortunately are considered the norm in the health care industry, not only slow growth for the hospitals focused on improving their facilities and operations but also leave the CEOs at these hospitals guessing about the repercussions of not meeting the sanctioned requirements.

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Marketing West Virginia health care professionals face daily challenges in keeping providers, staff members and clients coming their way. Some will simply succeed based on their location and the need of the community while others will have to market to compete with other hospitals that offer the same services. Hospitals are using the creation of women’s and children’s health centers in rural areas to funnel patients and care back to the main branch. They are also using their physicians’ skills to branch out in new areas with growing client bases like pain management clinics and substance abuse

treatment for all ages. In finding a way to make projects like these work, CEOs should use a performance improvement plan and a compliance plan that keeps them going in the direction they want to go while remaining compliant with state and federal guidelines. When CEOs can identify a need in their market area, they should assess the need and perform a cost analysis, resource analysis and location analysis to determine if a project to meet that need would be successful.

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from the CEO. What are your priorities? How can you break down the alphabet soup of the industry and still remain in compliance with outside regulatory issues? The first step must be to perform an honest self-analysis of where you are versus where you need to be. CEOs must look at the possible outcomes and what the potential losses will be. The second step is to move wisely by being well informed. These leaders must be well versed on federal laws and the happenings within the West Virginia Legislature, as well as regulatory requirements. They should also communicate with and listen to their local health care organizations. By building a relationship with members of these organizations, CEOs are better able to form a solid plan that they can stick to. Additionally, CEOs should: • Identify which issues they can control and which ones they cannot and then create a plan of action for both. • Monitor their spending. Every department in the institution will need to be involved in cost savings and planning and it must be a priority for everyone. • Encourage other leaders to bring ideas to cut hospital costs and waste. Once a plan is chosen, it should be monitored on a regular basis. West Virginia health care reform has the state’s hospitals of all sizes looking for a lifeline of stability in the midst of budget cuts and demanding practice changes. Compliance issues and regulatory changes have placed many CEOs within the health care industry in the most challenging times of their careers. What began years ago as a planning exercise meant to prepare for the future for health care through careful planning in hospital investments and looking at future patient care trends and uncertainties has now become the daily routine of handling a continuing financial and clinical challenge.

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,1129$7 ,21 )$& 7 25 < South Charleston, W.Va. J. Phillip Halstead, Ph.D., Executive Director and CEO West Virginia Regional Technology Park Corporation South Charleston is known around the state as a good place to live and do business due to its attractive location, easy access, a responsive municipal government, excellent city services and multiple recreational amenities. South Charleston is also earning recognition as an innovation factory — again. In past years, thousands of patents for new chemicals and processes were developed in this area by some 3,000 innovative scientists and engineers working in the former Union Carbide Technical Center. Many became common household products still used today. Now, the West Virginia Regional Technology Park (Tech Park) is setting a brisk pace, adding buildings, colleges, students, research and development and, most importantly, more jobs. With the Tech Park’s research infrastructure of roads, utilities, office space, laboratories and pilot plants, an innovator can transform an idea or discovery from lab to pilot plant to full scale production – all within South Charleston. With the innovation ecosystem dramatically growing, we are going back to the future! Find out more about the technology resources of this city and see how the Tech Park is becoming the world’s friendly front door for chemical innovation.

Photo credit: Chris Gosses

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The West Virginia Regional Technology Park specializes in germinating innovation. Operated by the state’s Higher Education Policy Commission, the park includes tenants such as Bayer Material Science, Dow Polyolefins Process R & D Pilot Plant Operations, Progenesis Technologies and Univation (a joint venture of Dow and Exxon-Mobil), in addition to those featured here.

0$75,& 2QH VWRS VKRS IRU VFLHQWLILF UHVHDUFK WR FRPPHUFLDO VSLQ RIIV The Mid-Atlantic Technology, Research & Innovation Center (MATRIC), based in South Charleston, provides market-driven solutions to a worldwide customer base in the chemical, environmental, energy and software fields. MATRIC is distinguished by its ability to provide research, development, engineering and intellectual property services. MATRIC not only serves its customers in these fields, but also creates its own new technologies and businesses. Examples of new businesses started by MATRIC include Aither Chemicals and Liberty Hydro. Aither Chemicals has developed an adaptable ethane “cracker” technology and is working to build new ethylene-based chemical plants, using a proprietary science invented in South Charleston. Given the increasing availability of natural gas throughout the Northeast, this technology provides a significant economic opportunity. Aither’s system can be used to build a series of small or large chemical plants. This process also utilizes considerably less energy and emits significantly less carbon dioxide than traditional cracking technologies, thus, being more environmentally friendly. Aither has received financial investment from the West Virginia Jobs Investment Trust, INNOVA Commercialization Group, TechConnectWV and MATRIC. Aither is currently negotiating additional investments and arrangements to build chemical plants in the Marcellus Shale region. Liberty Hydro provides water treatment solutions for mine owners and gas drillers. Depending on the requirements of a project, the technologies developed by Liberty can be used to remove selenium and heavy metals, recycle water for on-site use and control pH levels.

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The 258-acre park offers a unique asset: four pilot plants. Pilot plants allow medium-scale research and testing, a vital step in getting a new product to market. Every chemical company and university in the world doing chemical research is a potential user of the Tech Park’s research and pilot plant scale up facilities.

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Kanawha Valley Community and Technical College delivers comprehensive programs and training through strong partnerships with the chemical, energy and manufacturing industries in the region. In 2011, 68 companies served as advisors for the college’s curriculum. During this same period, KVCTC delivered customized training to 87 businesses. KVCTC prepares professionals for success in the following fields: • Nursing & Healthcare (Nursing and Nuclear Medicine programs have additional national accreditations)

• Industrial Technology (Including Chemical and Power Plant Operator degrees)

• Business & Management (KVCTC students placed in the top five in their respective categories at a 2011 national business competition.)

• Information Technology • Paralegal Studies • Criminal Justice

At our new location in the Tech Park, the state-of-the-art KVCTC campus will have more than 95,000 square feet dedicated to providing technical training to individuals and industries. KVCTC provides nearly 3,000 non-credit students portable and stackable credentials through the Workforce and Economic Development Division that lead to national certifications and state licensure.

)DVW )DFWV • More than 40 one and two-year degree programs • 1,700 for-credit and 3,000 non-credit students currently enrolled

• MATRIC has generated almost $44 million in revenue since 2004

• $1,541 average resident tuition paid per semester – the lowest in our region!

• 70 percent of MATRIC’s revenue has come from private companies, the vast majority of which are located outside of West Virginia

• 85,985 hours of workforce development training provided to business and industry

• MATRIC employs a staff of 150 full and part-time individuals • MATRIC customer BioAmber Inc. won the EPA’s 2011 Presidential Green Chemistry Award based in part upon technology developed by MATRIC

• Courses developed in partnership with the healthcare, chemical, and energy industries

The planned $15 million Advantage Valley Advanced Technology Center will meet the training needs of emerging technologies.

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The Community and Technical College System plans to invest $15 million in building the Advantage Valley Advanced Technology Center in the Tech Park. ATC will offer core classes in Mechatronics Technology, Information Technology and Chemical Process Technology. The new laboratory and classroom facilities were planned in collaboration with local industry to ensure students will be prepared to succeed in the workforce. The space will host a learning lab to encourage high school students to enter into technical programs. Likewise, sustainability was a major factor in construction planning to utilize the latest in green technologies to lower operation costs. Laboratories will be equipped and designed for flexibility to meet the training needs of emerging technologies and the region’s employers.

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Bridgemont Community and Technical College, headquartered in Montgomery, focused on responding quickly to the need for technical education and training for the area by establishing the Bridgemont Technology Center. The renovated facility in the Tech Park is a hands-on technical programming laboratory and extended education site for academic and workforce education. The Bridgemont Technology Center will host the following programs: • Electromechanical Instrumentation • Welding Technology and Welding Inspector Certificate

• Diesel Technology (Express Degree can be earned in 45 weeks) • Building Science Technology

The Workforce Development division can assist regional industry with a wide variety of customized training at the Tech Park, in Montgomery, or on company sites in every major technical area of study.

7DUJHW 3URJUDPV • Chemical Process Technology

• Automated Systems/Mechatronics

• Engineering & Rapid Prototyping Technologies

• Energy/Green/Sustainability Technology

• IT/Security/Convergence Technologies

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)DVW )DFWV • Recognition as one of the nation’s 120 top community colleges by the Aspen Institute College Excellence Program • 38 degree programs, including: * TAC-ABET engineering technology (civil, electrical, mechanical, drafting)

• 25,930 square feet of instructional space

* Applied Technology (advanced manufacturing, welding, diesel, blasting, highways)

• 50,000 square foot facility

* Business and Health Management (dental hygiene, respiratory therapy, business technology)

• Flexible labs to meet a variety of industry needs

• Compressed schedules and online programming

• Distance learning and conference auditorium

• Designation as the 15th fastest-growing small community college in America among colleges with enrollment under 2,500 by Community College Week

South Charleston exists in the context of a fabulous live-work-play environment that includes a bustling downtown, 90 area restaurants, full-service community center and outstanding retail shopping. With Interstate-64 running through the city, you can get anyplace in five minutes. In 10 minutes, you can be in downtown Charleston, the Capitol Complex, Yeager Airport, West Virginia State University and the University of Charleston. My administration has been very progressive in updating our city with wireless in all four business districts, new downtown streetscapes and a new city stage for entertainment. We have put into policy new business and occupation tax credit legislation to help anyone looking to locate or expand a business in our city. We also have another tax credit for large developments of $50 million and above. The upshot is South Charleston is a great place to live, work and play with its city services, superb infrastructure, excellent schools and recreation, business-friendly government and accessible location in our state’s most populous county. We are inspired to be a part of the team that is taking South Charleston back to the future to reclaim its heritage of being an innovation factory. We invite you to come see why South Charleston is a special place!

Frank A. Mullens, Jr. Mayor

South Charleston Manufacturing Facility: The largest heavy industry manufacturing building in West Virginia is available for immediate occupancy. With more than a million square feet, the newly-renovated South Charleston facility is near interstates, airport, CSX rail (siding on property) and navigable waterway (barge facilities onsite). Building has cranes with 150 and 200 ton capacities. Get details from WVDO.org or contact John Whitney at 817-821-5646 (cell), 304-744-1551 (office) or email JWhitney@scipwv.com.

Advancements in Education West Virginia’s Medical Schools BY JENNIFER JETT

THERE are two certainties

when it comes to medical schools: their purpose is to train quality health care professionals who are able to think outside the box and they provide a classroom where students are given the opportunity to not only learn about medicine but discover new treatments. West Virginia is ranked at the bottom for health care and healthy lifestyles. These failing grades and the rural communities where many of these health-challenged citizens live make West Virginia the ideal hands-on, real-time learning lab for today’s medical students. In response to high rates of hypertension in pregnancies in the Mountain State, Marshall University’s Joan C. Edwards School of Medicine has established the Maternal Hypertension Center to protect both the mother and the unborn child from a life-threatening health problem. With its focus on creating doctors who specialize in identifying and treating a variety of illnesses common to rural West Virginia, the West Virginia School of Osteopathic Medicine has established the Center for Rural and Community Health in an effort to educate West Virginians and improve overall health levels in the state. West Virginia University, with the support of the West Virginia Legislature, is in the process of establishing the School of Public Health. This new school within the WVU School of Medicine will work to improve the overall health ranking of the state by focusing on the preventable causes of illnesses that lead to higher health costs and shortened lifespans.

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WINTER 2012

Marshall Universityâ&#x20AC;&#x2122;s Maternal Hypertension Center

The use of impedance cardiography to manage hypertension in pregnancy is in place in a community practice in Beckley, WV and at University of Tennessee in Knoxville. 58

WEST VIRGINIA EXECUTIVE

BY DR. DAVID JUDE

IMAGINE THAT you wanted to study the treatment

of preeclampsia, a hypertensive disorder of pregnancy that is a major cause of maternal and fetal complications. You would want to study a population in which the risk factors, namely obesity, hypertension and diabetes, were extraordinarily prevalent in order to have an adequate number of patients. The Joan C. Edwards School of Medicine (JCESOM) at Marshall University sits in the midst of just such a population, carrying out its triple mission of patient care, research and education. Unfortunately, preventing preeclampsia has been such an elusive goal that the current recommendation of the American Congress of Obstetricians and Gynecologists is to not even try. There is, however, some intriguing data in the literature that early intervention targeted at cardiac performance variables early in pregnancy could prevent preeclampsia and improve outcomes. What was needed was a simple, quick, inexpensive method of measuring the relevant hemodynamic changes and tracking the results. A small, portable machine in use in intensive care units around the country called the impedance cardiography provided the answer. By non-invasively measuring cardiac performance variables and using a custom computer database, the physiology could be visualized, responses to treatments could be tracked and outcomes could be measured. Direct measurement of cardiac performance allowed inexpensive medications not in wide use in the field of obstetrics to be safely used. The Maternal Fetal Medicine Division of JCESOM, under the direction of Dr. David Chaffin and in conjunction with Cabell-Huntington Hospital, launched the Maternal Hypertension Center to apply this technology. After the opening of the center, JCESOM students and residents treating hypertensive pregnant patients were able to see for the first time the physiological abnormalities that require treatment and apply pharmacologic principles to recommend medications to alter that physiology. When the patient returned for a followup, the students and residents were able to measure the success of the therapy. The logical process of measure/treat/re-measure is simple enough to be performed by nonspecialists as well, and the patients were so appreciative of the opportunity to be educated about how their body works, they were willing to actively participate in the monitoring and evaluation of their progress. In order to take this new method of treatment for more serious complications of pregnancy outside of the university and into surrounding communities, Marshall University partnered with local technology company Strictly Business Computer Systems to form Medical Information Services Technology. To date, the use of impedance cardiography to manage hypertension in pregnancy is in place in a community practice in Beckley, WV and at University of Tennessee in Knoxville. Medicine is all about progress, and currently a newer generation of the impedance cardiography machine is being tested. Newer antihypertensive medications are being safely tested to improve outcomes. The effect of antihypertensive medications on the biochemical alterations known to cause disease in pregnancy is being studied under the direction of JCESOMâ&#x20AC;&#x2122;s newest faculty member, Dr. Ryan Stone, and students are reviewing records of patients in search of clues on how to improve the care of hypertensive pregnant patients in the Tri-State Area. Residents are also currently involved in research on the effect of medications on newborns, as well as the direct effects of maternal obesity on hypertensive outcomes.

WVSOM’s Center for Rural and Community Health

BY TIFFANY WRIGHT

WEST VIRGINIA has struggled for some time with

consistently subpar health care rankings. According to the 2011 health overview provided by the United Health Foundation’s America’s Health Rankings, West Virginia ranks 41st overall in health care with a rating of 48 for obesity, 48 for diabetes and 50 for smoking. Coupled with the aging population and the rural communities spread out all over the state, providing health care to those who need it most has become a significant challenge—a challenge that the West Virginia School of Osteopathic Medicine (WVSOM) has embraced from its beginning. WVSOM, located in Lewisburg, was founded in the 1970s by visionary medical pioneers who recognized the very real need for quality medical care in the rural communities of the Mountain State. Since the school’s opening, it has been the vision—and driving force—of both the faculty and students to improve the health of the state’s residents so that West Virginians can lead higher quality lives. The institution took that vision one step further in July 2011 with the opening of the new Center for Rural and Community Health (CRCH). Through the CRCH, the center’s staff and WVSOM’s faculty and students participate in research, education and outreach opportunities with the general public, health professionals, schools, businesses and health care organizations while coordinating health promotion, disease prevention and disease management outreach activities in rural West Virginia. “The center is here to do research on health needs of West Virginians, develop educational tools to help improve health and educate the citizens of West Virginia about their health care needs,” says WVSOM President Michael Adelman. Other CRCH activities include continuing medical education for professionals, outreach education opportunities for the lay public, health screenings and assessments, health interventions, research for ongoing programs and new initiatives, training community health workers and providing a repository of health information for professionals and the public.

The center will serve as a community extension service for hospitals, clinics, health professionals and community groups that do not have the resources or infrastructure to provide lifestyle modification programs for rural West Virginia residents, according to Wayne Miller, Ph.D., the center’s director. Since the center’s inception, community members and local health agencies have requested its services. “A lot of people have come to us for information and resources, or they’ve come to us because they know we can help them provide some type of service,” Miller says. The main program to be established by the center trains community health workers in rural areas of the state with the help of a $159,000 grant. The Claude Worthington Benedum Foundation of Pittsburgh, PA awarded the two-year grant, and the grant money is helping fund developmental materials to train the Community Health Education Resource Persons (CHERP). These trained community members will be located throughout the state and will be essential in promoting healthy lifestyles. “We know that in the next 10 to 20 years we’re going to have a shortage of health care providers, physicians, nurses, assistants and physical therapists,” says Miller. “To help lighten the burden of not having access or not having enough providers, this grant funded us to design, write and produce a certification program for community health workers.” Eighty people have expressed interest in becoming CHERPs, but training will not begin until March 2012. Miller says that the center is expecting to train 100 to 200 CHERPs within the next two years. While CHERPs can be trained in any county within the state, a majority of the people interested represents the southeast portion of West Virginia. Another project the center has focused on is the HIS & HER Campaign, or the Health Index Scorecard (HIS) and Health Enhancement Response (HER) programs. The campaign targets one health issue each month to address the misconception that many West Virginians are healthier than they think. Educational tools such as scorecards allow individuals to perform self-evaluations of their health status. Directions on how to either continue healthy behaviors or improve unhealthy behaviors are available. Miller says that in the future the HIS & HER Campaign will be a useful project for students to discuss with their patients. “Hopefully the third- and fourth-year students on their rotations will be in locations where we are passing out scorecards and they can explain the campaign to patients,” he says. WVSOM students have already provided information for a research project involving the center, which was presented at the West Virginia Rural Health Association conference and American Osteopathic Association national conference in Orlando, FL. Second-year student Ross Brubaker has been involved with the Center for Rural and Community Health by working on the HIS & HER Campaign, gathering information for the center and helping develop the center’s Web site. “Personally, this program has helped me to see the disparity between actual health and health perception in West Virginia as well as the whole U.S.,” Brukaer says. Jim Nemitz, Ph.D., vice president of administration and external relations, says the center is a great asset to the institution. “This is going to be our way of providing outreach to communities throughout West Virginia to help try to make a difference in changing the health outcomes for West Virginians. We really see this as an exciting step forward for the institution.”

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WINTER 2012

WVU’s School of Public Health This is possible because of an active faculty committed to research, teaching and improving the competitive position of the state in health affairs.

BY BILL CASE

WEST VIRGINIA UNIVERSITY has taken several important

steps toward the creation of a school of public health, authorized in 2011 by the West Virginia Legislature. The university has appointed Alan Ducatman, M.D., chair of the Department of Community Medicine in the West Virginia University School of Medicine, as interim dean of the planned school, has developed a strategic plan and is beginning to assemble faculty and other resources. The West Virginia Legislature included $1 million in the university’s 2011-12 budget to support the effort to start the School of Public Health. That commitment has attracted private support as well, including a $1 million gift received in May 2011— expected to be matched by the state’s Bucks for Brains fund—that established the Stuart M. and Joyce N. Robbins Distinguished Professorship in Epidemiology. The Claude Worthington Benedum Foundation, based in Pittsburgh, contributed $185,000 to the WVU Foundation to provide financial support to the planning effort for the school, matched by $10,000 from the West Virginia Higher Education Policy Commission. More than 200 applications have been received for new faculty positions in the School of Public Health. The interim dean says that the recent WVU Strategic Plan listed the school of public health as a high priority. “The support we have received from the WVU administration at all levels and from the vision of our legislative leaders is gratifying. This is possible because of an active faculty committed to research, teaching and improving the competitive position of the state in health affairs.”

WEST VIRGINIA EXECUTIVE

West Virginia’s public health statistics, while improving, remain near the bottom of national rankings in many areas. Preventable causes of illness result in a lower quality of life for citizens, higher health costs and shortened lifespans. Adding to these challenges is an aging public health work force, half of whom are approaching retirement. “West Virginia needs to improve its health profile in many ways,” says Ducatman. “West Virginians deserve the kind of elbow grease community intervention and health data work done within a school of public health. West Virginia University will contribute even more to improve the health profile of the state when this is in place.” Partners from across the university, including WVU Extension Service, the Public Administration Program and others, have contributed to the planning process for the new school. WVU will seek recognition from the Council on Education for Public Health as an affiliate School of Public Health, going through accreditation, in 2012. This will trigger a two-year self-study process, followed by an additional year of evaluation and revision. WVU will also launch a national search for a permanent founding dean. The current public health programs at WVU, offered within the school of medicine, have strong enrollments and attract substantial student interest. WVU offers master’s degrees in public health and school health education and a Ph.D. program in public health sciences. The Department of Community Medicine also provides a teacher certification program in health education and has developed a new master of public health curriculum for a major in biostatistics.

Dentistry

understand that children have different dental and behavioral needs than adults. We go the extra mile to build a relationship of trust with your child and ensure that your child is introduced to dentistry in a positive and fun way. From the moment you enter our office, youâ&#x20AC;&#x2122;ll know what we mean. We have a modern office with a fully themed environment that is comforting and fun for children of all ages. There are jungle animals to be discovered throughout our office, video games, and our patients find plenty of surprises in our treatment area! Parents are welcome to accompany their child into the treatment areas and see firsthand how relaxed and comfortable their child can be during a visit to the dentist. Our experienced doctors provide comprehensive pediatric dental care. We provide a preventive program (cleanings, fluoride and x-rays) and restorative care, and we are also proud to offer exceptional orthodontic care for patients of all ages, including adults. Our team of skilled and trained professionals is dedicated to providing each patient with the compassionate and individualized care they expect and deserve.

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Giving Hope West Virginia’s Specialty Doctors BY JENNIFER JETT

WHEN ONE LOOKS at

the national rankings in the health care industry and where West Virginia is positioned, particularly in the categories of diabetes, heart disease and cancer, it is easy to assume that specialty health care in the Mountain State is non-existent. The primary basis for this assumption might very well be based on the idea that medical specialists want to practice with the best medical schools, in the most innovative health care facilities and among large, diverse populations—not in West Virginia’s rural areas. Having said that, what kind of opportunities could possibly exist in West Virginia that would draw great minds to practice in Almost Heaven? Top-rated medical schools? State-ofthe-art research? A diverse population

with a wide range of health issues? West Virginia has it all. Did you know that the Edwards Comprehensive Cancer Center in Huntington is home to a surgeon who specializes in the rare condition of orthopedic cancer, that Davis Health System in Elkins has West Virginia’s only fellowship-trained pulmonary pathologist and that West Virginia University’s School of Medicine has the state’s sole provider of pediatric heart surgery? The next time you look at national rankings, take a closer look at what the national data isn’t showing—that West Virginia is already home to some of the best and brightest in the health care industry and that they are making great strides every day in not only treating West Virginians but patients around the country.

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WINTER 2012

“I could have lost my leg but he went out of his way to save it.”

BY PAT DICKSON

Dr. Felix Cheung Edwards Comprehensive Cancer Center

WHEN DR. FELIX CHEUNG

was a Harvard biomedical engineering student, he made a life-altering discovery that has since changed the face of medicine for patients throughout West Virginia: he likes to be around people and have faceto-face interaction with them. Cheung had been in a lab by himself, compiling data for a complex biomedical research project when the realization struck him. “That day I realized I hadn’t talked with another human being in about a week,” recalls the physician who was the only orthopedic oncology surgeon in West Virginia until August 2011. “I realized right then that I need to see people, to talk and interact with them, to help people in a more direct way than my research project was going to do.” Many patients are grateful Cheung diverted his boyhood dream of becoming a biomedical engineer to the field of medicine. He completed his undergraduate degree and enrolled at the University of Virginia School of Medicine. Later he did a residency in orthopedic surgery at West Virginia University, followed by a prestigious fellowship in musculoskeletal oncology at Harvard University Medical School.

WEST VIRGINIA EXECUTIVE

Currently practicing at the Edwards Comprehensive Cancer Center at Cabell Huntington Hospital, Cheung is an assistant professor at the Marshall University Joan C. Edwards School of Medicine Department of Orthopaedic Surgery. It is this rare specialty— orthopedic oncology—that has brought him accolades and given hope to hundreds of people. “I specialize in tumors that affect the bones, muscles, fat and connective tissues in both adults and children, and I also treat patients who have had cancers spread to the skeleton,” he says. The most common cancer he treats, sarcoma, is much rarer than any of the other types of carcinoma cancers. “Sarcomas differ from carcinomas in that they come from connective tissues,” Cheung explains. “Carcinoma is by far the more common type of cancer. While there are about 250,000 people who develop breast cancer each year in the U.S., there are approximately 15,000 who are sarcoma patients.” To treat his patients, Cheung makes use of the state-of-the-art technology available in the university’s 3-D visualization lab to study functional outcomes. Marshall’s lab

is unique because it allows a camera to do motion studies of a patient’s movements without requiring the cumbersome clothing or reflective devices commonly used in these studies. “The difference in our visualization lab is that you don’t have to wear any special gear or put markers on any of the subjects,” he says. “They can wear regular clothes and the equipment uses the shadows that the area casts around them to describe the knee, hip and ankle angles. What we’re doing is validating that system to show how accurate it is. We say, ‘Come as you are and walk in.’ This puts people more at ease and they’re more eager to participate. As a result we hope we’ll get even more data regarding patients on whom we’ve done major reconstructive surgery such as a limb salvage.” One such patient is Judith Rowe from Huntington. After three previous operations for cancer in her right leg, Cheung performed surgery last August. Her results have been outstanding, she says. “Dr. Cheung had a doctor from California show him a new technique which he used. I could have lost my leg but he went out of his way to save it.”

Dr. Paul Hartel Davis Health System

GROUNDBREAKING research BY CHRIS STADELMAN and treatment for lung cancer and related problems is taking place at Davis Health System in Randolph County thanks to the efforts of internationally respected physician Paul Hartel, M.D. Hartel is the director of pulmonary and mediastinal pathology for Davis Health System and president and chief of staff for the Davis Memorial Hospital medical staff. West Virginia’s only fellowship-trained pulmonary pathologist, Hartel completed his fellowship at the prestigious Armed Forces Institute of Pathology. In addition to his work at Davis Memorial Hospital, Hartel holds the same title for Broaddus Hospital, Grafton City Hospital and Pocahontas Memorial Hospital. Of all of his responsibilities and accolades, Hartel might be the most proud of one of his newest endeavors. He is the founder of the Pulmonary Care Team at Davis Memorial

“You’re the only doctor who’s explained my condition to me so that I understand.”

Hospital, a multidisciplinary specialist care team coordinating pulmonology, highresolution radiology and pulmonary pathology for the diagnosis, treatment and management of pulmonary disease. Hartel, who completed his internship and residency at the West Virginia University School of Medicine, has been at the Elkins hospital since 2007. “I really enjoy pulmonary pathology because of the wide range of diagnoses you are exposed to,” Hartel says. “You deal with everything from benign nodules to obscure sarcomas of the lung. We see an extraordinary range of pathology here. You’re involved with all organ systems, and even cases of a similar nature have differentiations. “Pulmonary pathology is at the cutting edge of personalized medicine, where the unique histologic and molecular characteristics of a person’s tumor can be used to tailor specific treatments.”

Widely published in peer-reviewed medical journals, Hartel is now working on a study that links biomarkers to the histologic and molecular information, adding another piece of the puzzle when it comes to creating the most effective treatment plan. Biomarkers include measures of protein in the blood and tissue that can help indicate or prognosticate disease states. Hartel was invited to speak at international conferences in Sweden and China in 2011, providing other physicians with new information regarding lung cancer and molecular pathology. He was also invited to speak this year at the International Symposium on Oncology. “Paul is the most conscientious and meticulous pathologist I have ever worked with,” says Dr. Jenny Cross, an ear, nose and throat specialist at Davis Memorial Hospital. “He takes time to call the surgeons about cases that could go multiple ways to get the clinical picture to make a more complete, accurate and thorough diagnosis. This tremendously impacts patient care in a positive manner.” After seeing specialists at the Mayo Clinic and the Cleveland Clinic, one patient recently told Hartel, “You’re the only doctor who’s explained my condition to me so that I understand.” Treatment options through Davis Health System are respected by other leading medical centers as well. Hartel says another patient recently sought a second opinion from Johns Hopkins Hospital in Baltimore. The doctors there sent the person back to Davis Memorial, agreeing with the diagnosis and treatment plan and allowing the patient to receive care close to home. Hartel says the sense of teamwork and cooperation among the physicians at Davis Memorial Hospital helps improve treatment for patients. He also noted that the rural nature of the hospital— and some of West Virginia’s troublesome statistics regarding smoking, obesity and other health measures—present a wide variety of cases. “We put together all of the diagnostic tools—clinical, radiology, laboratory and pathology—and come up with a collaborative diagnosis that is most effective for that individual patient,” Hartel says. “And it’s all happening right here in Elkins.”

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WINTER 2012

“Helping these children thrive is the best gift I can give.”

Dr. Robert Gustafson WVU Children’s Hospital

BY ANGELA JONES

ROBERT GUSTAFSON, M.D.,

who’s known as “Dr. Gus” to his young patients at WVU Children’s Hospital, has helped save the lives of thousands of West Virginia children as he has long been the state’s sole provider of pediatric heart surgery. “Helping children with heart problems is a way to leave a legacy for the future,” Gustafson says. “Helping these children thrive is the best gift I can give.” A native of Keyser, WV, Gustafson received his bachelor’s degree, medical education, internship and residency training at West Virginia University. Following a pediatric cardiac surgery fellowship at Children’s Hospital Medical Center in Boston, he joined the faculty at WVU in 1984 where he currently serves as the surgeon-in-chief at WVU Children’s Hospital and chief of pediatric cardiothoracic surgery. Gustafson is the state’s sole provider of pediatric heart surgery, and in 2010, he was the only

WEST VIRGINIA EXECUTIVE

physician chosen to receive the national Children’s Miracle Network Children’s Miracle Achievement Award, which is given in recognition of commitment to children’s health and the notable work they’ve made in their respective fields. In nominating him for the award, Cheryl Jones, R.N., director of WVU Children’s Hospital, says, “Dr. Gus is the cornerstone and essence of our mission to serve the children of West Virginia. Through his efforts, increasing numbers of children are able to stay in West Virginia for care. He is a visionary whose leadership has had a positive impact on children on the state, national and international level.” Giovanni Piedimonte, M.D., chair of the WVU Department of Pediatrics and physician-in-chief at WVU Children’s Hospital, also wrote a letter of support for Gustafson. “His reputation is built on more than just clinical skill. He is a friend and advisor to young parents in their time of crisis,” Piedimonte wrote.

“He creates lasting relationships with his patients as they grow and heal. He is a leader among our faculty and is respected and admired by our nurses and staff.” In addition to the Children’s Miracle Network award, Gustafson has received numerous accolades, including multiple appearances on the Best Doctors in America list. For Gustafson, though, he’s just doing his job—a job that he loves. “I tremendously enjoy the interaction with the families. There’s nothing you can do in life better than to help someone else’s child get through a major problem with the outlook that that child will be normal,” he says. “It’s a tremendous calling, and therefore, the gratitude you get from the families is what it’s all about. It’s much more than an occupation.” Photography by , Chris Stadelman, Cabell Huntington Hospital, Children’s Miracle Network and West Virginia University Healthcare

21st Century Hospital Design

ExEdge The concept of evidencebased design seeks to gauge the impact of specific designs on productivity, employee and patient morale and patient outcome. Source: www. facilitiesnet. com/healthcare facilities/article/ Better-HealthFrom-BetterDesign--2425#

WEST VIRGINIA EXECUTIVE

BY EDWARD TUCKER

HOSPITALS ARE energy

hogs. According to the Commercial Building Energy Consumption Survey, a national representative survey conducted every four years by the Department of Energy, hospitals and related facilities are among the highest energy users of all building types. More than 16,000 commercial buildings have achieved the Environmental Protection Agency’s Energy Star Certification since 1999, yet less than 1 percent are hospitals. Beginning 15 years ago, the American Institute of Architects Committee on the Environment has recognized 10 projects per year for using exemplary sustainable design. None of those 150 awards have

gone to hospitals or health care projects. The current register of the U.S. Green Building Council Leadership in Energy and Environmental Design (LEED) includes only 129 health care facilities out of nearly 10,000 certified projects. So, why can’t hospital designers do better? The challenge lies in meeting regulations for space and air circulation, intended to reduce the spread of bacteria within the hospital. However, recent research indicates that it is possible, even beneficial, for architects and engineers to embrace greener practices in health care design. In recent years, regulatory design changes have focused on limiting the spread of infection and transfer of germs

from patient to patient by increasing the size of hospitals: semi-private rooms are no longer allowed in new facilities, a hand washing sink in each patient room is required in addition to the sink in the patient bathroom and more space is recommended for family members. All of these changes have added square footage per patient bed, which means more space to heat and cool. In addition, heating and cooling systems must meet stringent regulatory air filtering and exchange needs as the focus of protecting concentrations of patients susceptible to infection has intensified requirements. Heavily engineered heating/ cooling/ventilating systems must push huge volumes of air through multiple banks of filters and ducts. A high rate of filtered air must be exchanged each hour while the use of recirculated air is restricted, resulting in a process that uses lots of energy. In the midst of the increased demand for space and energy brought on by these regulations, Evidence Based Design (EBD), a current trend influencing many health care architects, promotes design attributes that have actually been shown to help patients heal faster. While patient rooms have been required to have windows for decades, EBD’s growing body of research goes further to include promoting access to views of natural settings, sunlight and fresh air. EBD’s principles and the quest to save energy may soon change the patient room design paradigm. EBD’s focus on connecting the patient with the natural world is hardly new. A historical perspective shows that the medical community in the 1920s prescribed plenty of fresh air, sunlight and rest to cure tuberculosis. Known by many as the white death, the terrifying and very contagious disease claimed entire families and sometimes communities. Sanatoriums were built to combat the illness, often away from cities in tranquil natural settings where patients were exposed to sunlight and fresh air on a roof or on open porches of the hospital and sometimes even bundled under blankets and surrounded by snow. A good example is architect Alvar Aalto’s critically acclaimed 1929 sanatorium in Paimio, Finland. Characterized as a medical instrument, Aalto fully realized the hospital building’s role in connecting patients with natural outdoor settings. The subsequent era of hospital growth created more compact facility plans

WINTER 2012

A 2009 World Health Organization study concludes that natural ventilation is considered an effective measure to control infections in health care settings.

that focused on corridor travel distance efficiencies for staff to better monitor patients. Direct patient contact with outside air disappeared as year-round air conditioning afforded consistent temperatures. With new filtration capabilities, hospitals could be located conveniently in cities without concern for natural settings. Patient room views were often of small courtyards where little sunlight entered or of equipment and adjacent walls. Windows were sealed against outside air, and the sounds of the world beyond were traded for electronic beeps and alarms inside the room. Thanks to EBD and competition among peers, hospitals of late have a renewed emphasis on creating better patient room views and access to sunlight. If each patient room is located with an optimal view, why not also allow fresh air without filtration or ductwork? Why are we not designing hospitals where one can open a window? This is certainly a fair question. Delivery of fresh air via an operable window has largely been taboo in the U.S. while worldclass hospitals in other countries routinely employ operable windows. A 2009 World Health Organization study concludes that natural ventilation is considered an effective measure to control infections in

WEST VIRGINIA EXECUTIVE

health care settings. Some microbiologists teaming with indoor air quality experts have begun to postulate that super-filtered air devoid of all bacteria may be more harmful than outdoor air with beneficial bacteria. The problem is that U.S. engineers and building managers believe the patient/ staff population to be too unreliable to shut windows when needed and fear losing control of environmental parameters. Many hospital heating/ventilating/air conditioning (HVAC) systems provide room temperature control by centrally conditioning all air to one temperature, then heating or cooling it at each room to match the thermostat setting. Fresh air is obtained at a central location, filtered, conditioned and ducted throughout the facility 24/7 without regard to room occupancy. These systems work well to control temperature— but with a high energy cost. Emerging HVAC designs are decoupling heating/ cooling from fresh air needs to save energy but still employ ductwork that is centralized for fresh air delivery. Potential bacterial growth in ductwork remains a concern. Robust, smarter building control systems are now able to monitor and control a nearly infinite number of variables. It is now possible for systems to track which windows are open and which ones should be closed.

Such systems could send signals to actuator motors that would automatically open and shut windows when outdoor conditions are optimal. But integrating building controls with outdoor conditions is only one factor. Using ever greater amounts and types of data, building controls may soon interlink other variables such as occupancy status, individual patient/caregiver needs for varying times of day, numbers of people in the room and door and window positions. For instance, staff at some hospitals already notify a patient room when it is about to be occupied, or has been vacated, allowing the temperature and outdoor air to adjust to or from a setback mode (the hotel industry has been using this technique to save energy for years). With operable patient room windows, rooms could be flushed with 100 percent outdoor air when patients are discharged or moved. Ventilation rates could be modulated depending on how many people are in the room. As Kermit the Frog once said, “It’s not easy being green.” This is especially true if you’re a hospital facility in today’s world, but rethinking the ways to save energy and promote healing environments could bring patients, staff, architects, engineers and facility managers closer to the winwin proposition we all seek.

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Overcoming Infertility

Life-Changing Medical Advancements BY MICHAEL VERNON, PH.D.

MARY, A 45-YEAR-OLD lawyer in Morgantown,

WV, just beams at the opportunity to talk about her 5-year-old son. He is her miracle child, conceived by in vitro fertilization. Mary, like many professional women, put off having children until after she had established her career. She married John, a pharmaceutical company representative, when she was 31. Due to the demands of both of their careers, they delayed their dream of having a child until she was 35. After trying unsuccessfully to conceive for four years, they went to a reproductive endocrinologist who diagnosed the cause of their infertility: Mary was entering menopause and John had a low number of sperm. Unfortunately, Mary and Johnâ&#x20AC;&#x2122;s story has been repeated by many young professionals. The medical truth is that 20 percent of all couples of reproductive age are not able to conceive. The average monthly conception rate is also approximately 20 percent, and at this rate, most couples should conceive within eight months of unprotected intercourse. If a couple does not conceive after one year, they are classified by the American Society for Reproductive Medicine as infertile and should seek medical help if they wish to have a family.

There are a myriad of reasons why a couple cannot conceive, and research has revealed ExEdge infertility is a couple issue, not an individual issue. Just over 4 Reproductive specialists have found that 60 percent million babies of the time the reason for the infertility is due to a are born in the United States female physiological problem. In the remainder of each year. cases, the issue is due to a male factor. The most common problem associated with male Source: http://www. infertility is a low sperm count. A fertile male must babycenter. have at least 20 million sperm per milliliter of semen. com/0_ This means that men that have five million sperm surprising-factsper milliliter, which sounds like a lot of sperm, will about-birthin-the-unitedhave a low probability of conceiving a child. There states_1372273. are many factors that could be responsible for low bc sperm numbers, including childhood diseases or exposures to environmental toxins. Among professional women, the one factor that has had a major impact on fertility is age. Peak fertility occurs during the late teens and begins to decline after 25 years of age. A wellquoted research study by Dr. B.M. van Noord-Zaadstra, M.D. of the Netherlands reported that a 35-year-old woman has half

WWW.WVEXECUTIVE.COM

WINTER 2012

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Dr. Michael Vernon at a sperm micromanipulation station injecting sperm into eggs.

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WEST VIRGINIA EXECUTIVE

the chance of having a healthy baby as a 25-year-old woman. By 40 years of age, a woman has less than a 5 percent chance of getting pregnant. Although these statistics are not encouraging for a woman who wants to delay motherhood for her career, there is good news. Reproductive medicine has made several major advancements over the past 30 years that now allows 60 to 70 percent of infertile couples to become parents. This new area of medicine that has helped couples conceive is referred to as assisted reproductive technology (ART). When a couple has not been able to conceive after one year, they should be assessed as a couple by a physician that specializes in reproductive endocrinology. Initially, the specialists will analyze both the male and female partner for causes of infertility. Once determined, the doctor will

be able to decide which type of assisted reproductive technology would be best for the infertile couple. The most common treatment for men with low sperm counts and for women with minor endocrine problems is intrauterine insemination (IUI). In this procedure, the maleâ&#x20AC;&#x2122;s semen sample is processed in an andrology lab to concentrate the sperm into a smaller volume of fluid and to remove any factors from the semen that may be harmful to fertilization. The reproductive endocrinologist then deposits this sperm-enriched sample into the uterus in an area close to where the womanâ&#x20AC;&#x2122;s egg will be after she ovulates. This procedure is the least expensive ART procedure; however, it only has a 20 percent success rate. For couples with severe infertility problems, the treatment of choice is in vitro

fertilization (IVF). In an IVF procedure, eggs are fertilized in a dish and the couple’s resulting embryos are transferred back to the women after three to five days of laboratory development. The IVF process is a very complex procedure that requires multiple office visits by the woman over a one-month period. For this procedure, the reproductive endocrinologist will administer hormonal injections into the woman to stimulate the development of multiple eggs. When these eggs mature, the reproductive endocrinologist will surgically remove the eggs from the woman’s ovary using a long, fine needle. On average, a woman’s ovary can be stimulated to produce 10 eggs. Of the 10 eggs, four may be at the correct stage of development and have a health status compatible with successful embryonic development. Usually only two embryos

are transferred back to the woman. Any extra embryos are frozen in a process called cryopreservation. The frozen embryos are stored under liquid nitrogen and can be used by the couple at a later date. The IVF procedure is expensive, costing from $10,000 to $15,000. However, the success rate for IVF is much higher than IUI. The Centers for Disease Control and Prevention reports the national IVF success rate is just over 41 percent, with some IVF programs reporting success rates that exceed 50 percent per attempt. A newer in vitro procedure that has been very beneficial for some types of infertility is intracytoplasmic sperm injection (ICSI). In this procedure, a single sperm is injected directly into an egg with the aid of a micromanipulator microscope. Some men with very low sperm numbers cannot benefit from the use of IUI or conventional IVF. When paired with in

vitro fertilization, ICSI can prove to be very effective. In fact, for some IVF labs, this procedure has been as successful as conventional IVF. Amazingly, the ICSI procedure has been used successfully in men with no sperm in their ejaculated semen. In these men, a few sperm can sometimes be collected directly from the testes using testicular sperm extraction, where sperm are isolated from small pieces of surgically excised testes. Although infertility can initially be devastating for young professionals, the many new advancements in reproductive endocrinology that have been perfected over the past 30 years have offered new hope to millions of aspiring parents, greatly reducing the number of childless couples. Photography by WVU Center for Reproductive Medicine

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PROFESSIONALS Invested in You Among their clinical responsibilities are:

Did you know… • General dentists and specialists receive four to 10 years of education and training beyond the four-year undergraduate degree in dental health. • Dental practices bring economic advantages to their communities with paid employees and taxes paid to local and state governments.

When oral health is the key to overall health, it’s important to know that you are entrusting your dental needs with experienced, extensively trained dentists who are invested in your community.

•

Diagnosing oral diseases

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Promoting oral health and disease prevention

•

Creating treatment plans to maintain or treat the oral health of their patients

•

Interpreting x-rays and diagnostic tests

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Ensuring safe administration of anesthetics

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Monitoring growth and development of teeth and jaws

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Performing surgical procedures on the teeth, bone and soft tissues of the oral cavity

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Managing oral trauma and emergency situations

The State’s Leading Advocate For Oral Health

Rescue on Snowshoe Mountain

“Managers manage things and a leader instills the drive and want in their people to follow them.”

BY SHANNON BOEHMER

EARLY IN MY CAREER as a fireman

an old fire chief told me that a good officer doesn’t manage his crew—he leads them. “Managers manage things and a leader instills the drive and want in their people to follow them,” he said. This really struck a chord with me: it caused me to look at leadership in a whole new light and set the foundation for the leader I have become. If you ask someone what makes a good leader, you will hear things like intelligence, honor, experience and integrity, and I would agree with all of them. I also think that in order to be a good leader you have to have respect—respect for yourself, respect for your job and, most importantly, respect for your team. On February 18, 2010, I faced the greatest test of my leadership skills when a naval helicopter was forced to make an emergency landing on the side of a mountain northeast of Snowshoe Mountain in Pocahontas County. On that day, that respect enabled me to be the leader I needed to be for both my team and the 17 military personnel aboard the downed helicopter. At the time of the crash, I was called up to lead the rescue efforts of the military personnel onboard the helicopter. The mission was to locate, treat and extract all 17 passengers. In normal conditions, this would have been a tough rescue, but on this day we were dealing with extreme factors that would warrant some to label the incident a worst case scenario. For

instance, the location of the crash was in an area where there were no established roads or access of any kind. While this is some of the best true wilderness that our state has to offer, it can only be accessed by railroad lines in a normal situation. On top of that, there was the snow, the second game-changing factor in this rescue. The area had received almost 200 inches of snow, and our teams encountered 8to 10-foot snowdrifts on the tracks, which made it

Shannon Boehmer with a West Virginia Army National Guard medical/rescue helicopter.

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Shannon Boehmer and Major Kevin Hazuka, West Virginia Army National Guard commander of “The Witch Doctors.”

nearly impassable. Finally, the weather pattern itself helped shape this incident with its 25 degree temperature, blowing, freezing rain and fog so thick we couldn’t see 20 feet in front of us. When the sun went down, the temperature dropped to 13 degrees and the fog continued to thicken. In addition to weather and terrain, communications also proved to be difficult. The downed helicopter had to communicate to a fixed wing aircraft that was circling the site thousands of feet in the air, and they, in turn, had to contact the military command at the National Radio Observatory in nearby Green Bank who

A West Virginia Army National Guard medical/ rescue helicopter comes in for a landing during the awards ceremony on Snowshoe Mountain.

WEST VIRGINIA EXECUTIVE

would then pass the information to our command post at Shavers Fork Fire Rescue. This made getting real-time information from the crash site extremely hard, and I can compare it to a game of telephone in elementary school—through each relay of the information, a little bit of meaning was lost. We were receiving conflicting information about the location of the downed helicopter, and it was one of those times that as a leader you have to make a big decision on just a little bit of information. Knowing that we were under a huge time crunch due to the weather, I took all three coordinates that we had been given, drew a triangle with the locations and sent our initial response team to the middle of it in snow cats, which are used to groom ski slopes, and snowmobiles loaned to us by nearby Snowshoe Mountain Resort. Not only did we not know where the helicopter crash site was but we also didn’t know the extent of the injuries of the 17 onboard. The West Virginia National Guard had sent a rescue helicopter team known as the “The Witch Doctors” to the scene and they were able to insert two medics into the area via winch, but, due to the weather, the helicopter was forced to drop the medics a good 45 minutes away from the scene. After dropping off the medics, the rescue helicopter stayed in the air until the weather forced it to leave. Later I spoke with the pilot of that helicopter and he told me that leaving while knowing that he had injured soldiers on the ground and no way to get to them was one of the hardest things he has ever had to do. It took more than three hours for our two teams to travel the six miles to the crash site. There were some tense moments when our teams reached the area they had been sent to only to find nothing there. When we received the radio call from our initial team reporting that they had found two of the 17 soldiers who had hiked the 45 minutes down the mountain from the crash site to the railroad tracks, the command post erupted in cheers. It took us an additional 14 hours to extract and transport the remaining 15 personnel back to the command post, perform triage and transfer them to a medical facility.

Our rescuers encountered an array of traumatic injuries due to the impact of the crash and blunt force trauma of things flying around the interior of the aircraft. There was everything from broken arms and legs, lacerations and concussions to pelvic and femur fractures, and, of course, hypothermia. We even had an individual that had been ejected from the helicopter and became trapped underneath it when it finally came to rest. In a controlled environment some of these injuries are considered life-threatening. In 13-degree weather and eight feet of snow, medical treatment of just about any injury gets more challenging. Not only were we dealing with the injuries that they sustained in the crash but everything was being compounded by the weather because in those temperatures the bodyâ&#x20AC;&#x2122;s system begins to slow down. The body has its own protection system; for example, you shiver in the cold to build up body heat. When you have sustained some of the injuries that they had, you lose the ability to keep yourself warm and the body starts to slow the blood flow to the outer extremities. This is particularly bad when you are dealing with injured limbs that are already compromised. We were also having trouble with some of our medical gear. Most of our IV solutions were freezing, and even the morphine our medics carried was frozen. Our team had to set up a makeshift shelter for the more severely injured back inside of the fuselage of the downed aircraft to try to control their heat loss. The 14-member rescue team and I have received a number of citations, commendations and letters from many different organizations for what was accomplished that day, but the one that really stood out was a letter from the father of one of the more severely injured servicemen who had been in the helicopter crash. It read, â&#x20AC;&#x153;My son has survived two tours in Iraq

and I never thought he would almost lose his life here in West Virginia. Thank you for bringing him home safely.â&#x20AC;? It almost brought tears to my eyes because I know that I was able to give something back to the brave men and women that serve and protect all of us every day. My father was career military, so I spent the first 17 years of my life on Army bases around the world. I think that this upbringing has played a large part in my leadership style. Another mentor was the assistant ski patrol director at Snowshoe Mountain in 1996 who did something I still do today: she gave her team members enough respect and leeway to let them make a decision on their own. I believe you learn much more from making a wrong decision than you do from making the right oneâ&#x20AC;&#x201D;this teaches you the importance of adapting and thinking on your feet, and without failure you would never learn the true need for a backup plan. This also taught me that as a leader I should never be afraid to make a decision based on what informationâ&#x20AC;&#x201D;no matter how littleâ&#x20AC;&#x201D;I have, which came in useful when we were getting mixed coordinates on the downed helicopter. Sometimes itâ&#x20AC;&#x2122;s better to make a so-called bad decision than to make no decision at all. There are two pieces of advice that I would share with other leaders or future leadersâ&#x20AC;&#x201D;advice that I apply every day and that came in especially handy on February 18th: as a leader, always lead from the front and never ask one of your team to do something you havenâ&#x20AC;&#x2122;t or wonâ&#x20AC;&#x2122;t do yourself, and never give up because there is always a solution. Â&#x201E; Photography by Kirsten Boehmer Photography

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DID YOU KNOW? Tooth decay is an infectious disease that can be spread from mother/ primary caregiver to child.

Oral Health Building a Healthy State One Smile at a Time

BY BOBBI JO MUTO AND GINA SHARPS

IT HAS been said

that the eyes are a window to the soul just as the mouth is a mirror to the rest of the body. Think about it. Your mouth and teeth affect more than your physical appearance. They affect every part of your life, and if you have ever experienced a toothache, you know just how devastating dental pain can be. Communication skills, the ability to eat, your relationship with others, health costs, job eligibility and self-confidence are all directly impacted by the health of your mouth. The health and condition of the mouth can have a major effect on your life, even on how long you live. Over the past several years, scientific studies have demonstrated that dental disease is a potential risk factor for heart and lung disease, diabetes and delivering pre-

WEST VIRGINIA EXECUTIVE

mature and low birth weight babies. If left untreated, poor oral health can increase the risk of developing potentially lifethreatening diseases that are responsible for the deaths of millions of Americans— including many West Virginians—each year. Historically, West Virginia has struggled to distance itself from the negative stereotype associated with poor oral health. For example, it is no secret that West Virginia has oftentimes been portrayed in the national spotlight as a culture of people where the accepted norm is adults displaying a total absence of teeth. Unfortunately, West Virginia does lead the country in tooth loss among those 65 and older, and our oral health status is ranked among the poorest in the nation on several measures affecting both adults and children. Oral diseases are progressive and cumulative and become more complex over time, affecting economic

DID YOU KNOW? Almost all dental diseases are 100 percent preventable.

productivity and compromising our ability to work at home, school or on the job. It may surprise you to learn that 164 million work hours and 51 million school hours are lost each year due to dental-related illnesses or dental visits throughout the United States. In fact, according to the United States Surgeon General’s report on oral health, tooth decay is the single most common chronic childhood disease. Children experiencing untreated tooth decay are often afflicted with severe pain and infection, which in turn can lead to problems in eating, speaking and learning.

Moreover, poor oral health has been related to decreased school performance, poor social relationships, a negative impact on self-esteem and less success later in life. Young children experiencing pain are easily distracted and often unable to verbalize their discomfort. Many times children will demonstrate the effects of pain through anxiety, fatigue, irritability, depression and withdrawal from normal activities. Adults also face several barriers to achieving optimal oral health status, such as low socio-economic status, access to

DID YOU KNOW? It is recommended that a child have their first dental visit by age 1.

dental care and lack of dental insurance. Dental insurance is a major contributor to oral health status, and for every adult 19 years or older with medical insurance, there are currently three without dental insurance. Each of these factors is closely being considered as policy makers in the state continue to implement and perfect strategies to improve oral health. However, there is a lot to be said when it comes to perpetuating cultural norms and beliefs around one’s oral health. Many people still believe that conditions such as tooth loss, toothaches and dry mouth happen naturally as you grow older, but the truth is that most of these conditions result from periodontal, or gum, disease, tooth decay or side effects of medications. Losing teeth is not part of the aging process, and teeth should last for a lifetime, thus the name permanent teeth.

DID YOU KNOW? Poor oral health can contribute to poor health, including diabetes and heart disease. In response to these findings, West Virginia has taken bold steps to address oral health disparities. In 2010, West Virginia developed and implemented the first-ever West Virginia Oral Health Plan recognized by the Centers for Disease Control and Prevention (CDC). The plan highlights specific strategies aimed at improving all aspects of oral health. In addition, a statewide oral health surveillance system, which is directly linked to the CDC, was established, thereby providing a credible and ongoing source of data collection.

Doing Your Part

Improving West Virginia’s oral health status means taking charge and responsibility for your own oral health. You can prevent oral health problems by following these steps: • Brush twice daily with fluoride toothpaste and a soft-bristled toothbrush. • Brush your tongue to help eliminate halitosis, also known as bad breath. • Be sure to floss after brushing, as it is critical to get the areas in between the teeth clean. • Visit your dental health professional twice a year or as recommended. Routine dental visits will help detect early signs of oral health problems, reducing permanent damage. • Do not smoke or use tobacco products. • Avoid foods and beverages high in sugar. Altering your diet will drastically improve your overall health and, in particular, your oral health.

DID YOU KNOW? Most bottled water doesn’t contain fluoride.

Kim Tieman from the Claude W. Benedum Foundation plays a patient at the Clay Center during the National Dental Museum Tour of West Virginia.

DID YOU KNOW? Sports drinks are more acidic than soda.

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Extra Mile Additional steps to protect against dental disease include:

DID YOU KNOW? Tooth decay is the most common chronic childhood disease in the U.S.

Drinking Water. Water is the best drink of choice, not just for your teeth but also for your entire body. If you cannot brush, chew sugar-free gum to help clean teeth. End a meal with crunchy fruits or vegetables, nature’s toothbrush.

Since inception, the oral health plan has established the West Virginia Oral Health Coalition, increased the number of school-based oral health services and expanded the role of preventive dental care to primary care providers. Funding for the implementation of school-based oral health services has come from agencies that include the Appalachian Regional Commission, the Claude W. Benedum Foundation and the West Virginia Office of Oral Health, and Marshall University has administered the services. To date, more than 5,000 children have received services, and plans are ongoing to increase the number of school-based services. Engaging primary care providers to offer preventive oral health services to children at high risk for developing decay has also been a monumental achievement. The West Virginia Children’s Health Insurance Program, along with the West Virginia University School of Dentistry, has been the leader in training primary care providers on how to assess and manage those young children that are most vulnerable. Additional local and state initiatives directed by the oral health plan are continuously rolling out, giving West Virginians something to smile about. Oral health is one of the most pressing health issues affecting the children and adults of our state. While the issues are multi-dimensional and difficult to solve, they are by no means an impossible task. It is important to understand that the problem is not just within the dental community but also affects both professional and business leaders, school officials, policy makers and society as a whole. We challenge you to do your part as we continue to make progress in ensuring bright and healthy smiles for all of West Virginia. Photography by Reverend Jeffrey Allen

WEST VIRGINIA EXECUTIVE

Support for Eating Disorders Bringing Treatment to the Mountain State

BY JEFF DRIGGS

RECENT DATA suggest that up to 30 percent of

adolescent and young adult women have eating disorder-type behaviors and up to 3 percent suffer from anorexia nervosa (AN) or bulimia nervosa (BN). Multidisciplinary programs including medicine, psychology, psychiatry and nutrition are the standard of care for the treatment of these conditions, but, until recently, these services were not available in West Virginia, and patients needed to go out of state to receive treatment. To address this important need, the WVU Disordered Eating Center of Charleston (WVU-DECC) has been established. “The program includes adolescent medicine, psychology and psychiatry experts in eating disorders at both the WVU Charleston and Morgantown campuses,” says Dr. Stephen Sondike, associate professor of pediatrics and adolescent medicine at WVU’s Charleston Division and medical director for the WVU-DECC program. This multidisciplinary, multi-campus team was founded by Sondike, Dr. Jessica Luzier and faculty members of the WVU Charleston Division and is dedicated to the evaluation and

WEST VIRGINIA EXECUTIVE

Only one in 10 men and women with eating disorders receive treatment, and only 35 percent of those that do go to a specialized program or treatment facility.

treatment of adolescent and adult men and women with eating disorders. West Virginia consistently ranks among the top three states in the nation for prevalence of obesity for both children and adults. While obesity receives a great deal of attention, there are other eating disorders that do not. Like obesity, clinical eating disorders are a significant public health problem, yet they have largely been overlooked by the health care community. These are the main focus of the WVUDECC program. Only one in 10 men and women with eating disorders receive treatment, and only 35 percent of those that do go to a specialized program or treatment facility. Estimates are that up to 24 million people of all ages and genders suffer from an eating disorder in the United States, and eating disorders have the highest mortality rate of any mental illness. “Dr. Sondike and I recognized that we were doing a disservice to individuals in the state with eating disorders because there were no comprehensive, multidisciplinary treatment programs available for them,” says Luzier, assistant professor of behavioral medicine and psychiatry at WVU’s Charleston Division and clinical director of WVU-DECC. “So kids and adults, if they were lucky enough to have good insurance, were going out of state to get their services. That often presented a problem when they came back because even though you may be able to treat the condition in a very well-controlled, structured hospital environment, when one comes back to the very same context where it developed, oftentimes the disease will reemerge. There are a lot of kids and adults who are really suffering. Dr. Sondike was seeing that and we decided to team together to create this interdisciplinary team where we could provide wrap-around comprehensive care to those with eating disorders.” The center will be partnering with Highland Hospital, as well as Charleston Area Medical Center, both leaders in psychiatric health care in West Virginia, to provide inpatient treatment. “It can be very challenging to get insurance companies and even Medicaid or Medicare to cover a hospitalization for someone with an eating disorder,” Luzier says. “As Highland Hospital expands, this will become a very important resource for folks here in West Virginia and all parties are interested in

Dr. Stephen Sondike alerts patients to the potential consequences of eating disorders.

collaborating to create a clear-cut eating disorder protocol for hospitalization.” Awareness and prevention are also major commitments for the program. Eating disorders remain hidden and are often associated with misinformation and strong emotions not only in adolescents but their families, friends, teachers and counselors. The WVU-DECC team is working on outreach education programs for middle and high school students featuring adolescent actors presenting eating disorder-themed plays. Luzier has also presented workshops on disordered eating for local educators and clinicians to raise awareness of the frequency and urgency of this problem, to highlight signs and symptoms and to assist them in making assessments and necessary referrals. Prevention and awareness can also begin at home, according to Sondike, by focusing on healthy behaviors and not on size or weight. “It’s healthy attitudes, healthy lifestyles and

feeling good about yourself that’s important,” Sondike says. “Avoiding a dieting mentality and the stigmatization of obesity and size and weight around the home is key. Be mindful of our TV talk, such as our preoccupation with celebrities and their weight gains or losses, or mentions of our own weight issues in front of our children. There’s a study that shows that parental dieting is associated with eating disorders in kids.” The media and popular culture also add to stereotypes and set standards of appearance that are unhealthy. Studies report that 69 percent of 5th to 12th grade females say that magazine pictures influenced their idea of a perfect body shape, and 47 percent report wanting to lose weight because of these images. By college, 91 percent of women surveyed had attempted to control their weight through dieting, and 25 percent of college women have engaged in binging and purging as a weight management technique.

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Studies report that 69 percent of 5th to 12th grade females say that magazine pictures influenced their idea of a perfect body shape and 47 percent report wanting to lose weight because of those images.

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Individuals with anorexia nervosa maintain their low weight by either restricting food or compensating by exercising, vomiting or other types of purging, with the average age of onset being 17. Ninety percent of AN cases are in females, but more and more males are being treated. Males are less likely to seek treatment for eating disorders because of the perception that these are women’s diseases. Bulimia nervosa is characterized by binge eating and self-induced vomiting or other purging or compensatory behaviors, with average age of onset at 21. Treatments for eating disorders include individual and family cognitive behavioral psychotherapy, nutritional counseling and careful medical monitoring. Inpatient hospitalization either in a medical or psychiatric hospital may be necessary for patients who are severely malnourished. The WVU-DECC program begins what will hopefully be a rigorous and coordinated effort to address a public health concern in West Virginia that has been underappreciated and overlooked. Jessica Luzier, Ph.D. provides counseling through the challenges of eating disorders.

Investing Today For A Happier and Healthier Tomorrow

Photography by Jeff Driggs, WVU Charleston Division

Recent projects fully or partially funded by The Foundation to support the efforts of Thomas Memorial and Saint Francis Hospitals in providing quality care include:

• The Infant Car Seat Program – provides babies born at Thomas with a free car seat. • The Baby Bed Project – provides free baby beds to infants born at Thomas when financial assistance is needed. • The Drive-Thru Flu Shot Program – provides free flu shots for the elderly and at-risk. • The Kidoodle Kids’ Day Children’s Health & Safety Fair – provides free health screenings and bicycle helmets for children. • Neonatal Resuscitation/Advanced Life Support – education for staff. • The Junior Nursing Academy – inspires children to pursue nursing careers. • Educational Scholarships – assist hospital employees in seeking degrees/advanced knowledge to benefit patient care. • Portable X-Ray Equipment – provides Thomas ER physicians and staff with the ease of taking x-rays in difficult situations, viewing images instantly and speeding diagnosis. • The “GAP” Program – provides financial assistance to patients who cannot afford to pay for prescriptions and other medical needs in order to recover at home.

L.to R.: Mark Stibich, Ph.D., Xenex Healthcare; Kevin Jividen, Director of Surgical Services; Owen Higgins, Foundation Board Member; Sarah McClanahan, Infection Control Coordinator. With funding from The Foundation, Thomas Memorial is the first hospital in West Virginia to use the Xenex PX-UV Disinfecting System in operating rooms, proven to destroy all major classes of microorganisms that cause hospital acquired infections.

For more information or to become involved with The Foundation, please call 304-766-4340. www.thefoundationwv.com LIKE US ON FACEBOOK Ad courtesy of Rollins, Cleavenger & Rollins, CPA

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The Miracle Maker A Global Outreach The institute, also a teaching hospital, has trained 200 ophthalmologists, served 400,000 patients and performed 20,000 surgeries.

BY JIM MATUGA

CHILDHOOD BLINDNESS is a pressing

issue worldwide, primarily in developing countries where access to health care is often very limited. The Eye Foundation of America (EFA) is a nonprofit organization dedicated to preserving vision and eliminating avoidable blindness by delivering eye care to those who need it most, often bringing it right to their doorstep—and EFA is doing this work from right here in West Virginia. The Eye Foundation of America was established in 1979 in Morgantown by V.K. Raju, M.D. EFA grew out of Raju’s passion for providing services and treatment near his birthplace in Rajahmundry, a town in Southeast India’s Andrah Pradesh. Raju organized teams to go to remote regions and deliver eye care in areas where there otherwise was none. These traveling clinics were known as eye camps. Eye camps remain a standard part of the foundation’s services today as outreach programs. Visually impaired or blind children grow up without the same advantages as sighted children. Unable to read and write, they often cannot support themselves

as adults and become a burden on their families and communities. According to the World Health Organization, there are as many as 1.4 million blind children worldwide. Every minute, one child goes blind. Additionally, combating childhood blindness has been identified by the World Bank as the most cost-effective of health interventions. Most childhood blindness is caused by illness and disease that occurs early in life; many eye problems or defects are inherited. In low- to middleincome countries, the number of children ExEdge born blind is high and other childhood A recent analysis eye problems are more prevalent because of data indicates medical care is not available or affordable. that vitamin A Often the conditions must be treated early deficiency is the or the child remains blind throughout leading cause of childhood life. Sixty percent of children die within blindness. It was one to two years after they become blind. estimated that “Education is a great equalizer for 70 percent of the children from impoverished families. It 500,000 children who become can allow them to lead productive lives blind annually do full of opportunity,” says Raju. “Without so because of sight to help them experience their world, this deficiency. blind children often experience a life Source: http:// full of setbacks. Normal development lighthouse.org/ is hindered and education becomes about-lowdifficult or even impossible. Much of vision-blindness/ causes-ofearly learning—as much as 80 percent— blindness/ comes to children through vision. As blind children mature, they find it difficult to learn a trade or start a career. They realize only a fraction of their own potential throughout their lives, which often span 75 years or more.” The great misfortune is that much childhood blindness is easily avoided, prevented, treated or cured. In fact, the World Health Organization estimates that as much as half of all childhood blindness can be avoided by treating diseases early and by correcting abnormalities at birth. For 32 years, Raju has dedicated virtually all the spare time he has outside his busy ophthalmological practice in Morgantown and has used his own funds to cover many of the expenses.

Dr. Raju examines a young patient in an eye camp.

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Goutami

Eye Institute

• 34,000 school children per year have been screened since 2007

The Eye Foundation of America provides services across the globe. EFA has helped prevent blindness in many countries, including:

• 500 teachers have been trained to perform eye screenings on children

Afghanistan

Philippines

• 22 fellows from Nigeria, Afghanistan, China, India, Denmark and the U.S. have received training

Iraq

Vietnam

Nigeria

India

Peru

Bangladesh

Namibia

Nepal

• 386 outreach camps for adults and 64 camps for children have been established

• 65,000 outpatient visits have occurred at the base hospital • 20,000 surgeries have been performed • 4 continuing medical education programs have been attended by 92 ophthalmologists

Around the World

Uganda

Pakistan

• 22 children residing in schools for the blind have received surgery and were restored with functional vision

Mali

Cambodia

• 1,500 pediatric surgeries have been performed

Malawi

Indonesia

• 3,843 tribal members have been operated on for cataracts

Ethiopia

United States

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EFA has recently partnered locally and internationally with Rotary International in its mission of eliminating avoidable blindness in children. Much in the same way that Rotary International led the crusade to eradicate polio worldwide through PolioPlus, Raju hopes that through Rotary a worldwide initiative can mobilize to have a lasting positive effect on children in developing countries forever. EFA has been working with rotary clubs in India since 1980. EFA provides services in 18 countries, including Peru, Namibia, Uganda, Mali, Malawi, Ethiopia, Philippines, Vietnam, India, Bangladesh, Nepal, Pakistan, Cambodia, Indonesia and the United States. Raju conducted training and free surgeries in India and Iran in November 2011. The organization has built modern eye hospitals in India and trained ophthalmic assistants and other personnel to carry on its work. EFA provides workshops and fellowships for physicians and medical students throughout the world. It also conducts research to find better ways of preventing blindness, to learn how to distribute vitamins and supplements efficiently and to determine how to maximize its efforts so that it can do more with less. In 2006, Raju and EFA founded the Goutami Eye Institute, a fully-equipped eye hospital in Rajahmundry, India, with a wing dedicated to children’s eye problems. The institute, also a teaching hospital, has trained 200 ophthalmologists, served 400,000 patients and performed 20,000 surgeries in the short time it has been in operation. Service is simply eye care delivery—the most visible part of what EFA does. It ranges from conducting eye examinations to performing eye surgery that restores sight or corrects vision problems. Service may be delivered in an eye camp that travels to a remote area near a patient’s home. Some patients are transported to hospitals for treatment and crucial follow-up care. Others visit the eye hospitals EFA has built near their homes. The conditions EFA most often treats are strabismus, also known as crossed eyes; cataracts, which many children in developing countries are born with, and corneal dystrophy, or scarring of the cornea, which may be caused by repeated infection, disease or other irritation and may require a corneal transplant. Such medical and surgical interventions usually take little time and are inexpensive. Surgical removal of the cataracts obscuring a child’s vision takes only 30 minutes to perform and costs approximately $500. Delivering vitamin A is also inexpensive. Each child needs only two doses per year to prevent blindness and provide protection against many other diseases. The cost of this important and lifesaving supplement is a mere 50 cents per dose. Raju is a proud ambassador for West Virginia as he continues his efforts to eliminate avoidable blindness in children worldwide through missions and speaking engagements around the world. For more information on EFA, visit www.eyefoundationofamerica.org. Photography by Tracy Toler and the Eye Foundation of America

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Lobbying for Life Ambrose fellows will be exposed directly to the state’s legislative processes and personally interact with state health care agency leaders on active projects.

BY STEPHEN PETRANY, M.D.

MOST PEOPLE would agree that the

nation’s health care system is both complex and difficult to navigate: an amalgam of often disjointed programs and policies that have been tacked together in an ever-growing configuration that can intimidate even the most learned individuals. Often, decisions are made by policy makers who have little or no experience in taking care of actual patients. Those practitioners who are active in their communities are left to struggle with the consequences of policy decisions that often seem to be at odds with the needs of the people they serve. There is a serious need for physicians in practice to bring meaningful perspectives to the process of health policy development as advocates for their patients and their communities. To be effective, such practitioners need to understand the intricacies of that process and develop the skill set required to be effective in asserting a positive influence. The Marshall University Family Medicine Residency Program, in cooperation with the Robert C. Byrd Center for Rural Health and the West Virginia Higher Education Policy Commission, has responded to this need with the establishment of the Paul Wesley Ambrose Health Policy Program.

Initiated in the fall of 2009, the health policy track is an innovative educational curriculum designed to educate medical school graduates who plan to become family physicians. This is a unique program and is the first educational track of its kind in the nation within a family medicine ExEdge residency program. The program honors the memory of Marshall alumnus Dr. Many believe the term lobbyist Paul Ambrose, who sadly died in the originated at the plane that crashed into the Pentagon on Willard Hotel September 11, 2001. In keeping with the in Washington, ideals and character of this extraordinary D.C. where it was used by physician and his passion for health Ulysses S. Grant policy, the program that bears his name to describe those is dedicated to providing graduates with frequenting the the experiences and knowledge needed hotel’s lobby in order to gain to grow as true community leaders while access to the maintaining an active and vital practice. president who The health policy track is intended to was often found attract some of the best and brightest young there enjoying a cigar and brandy. physicians from throughout West Virginia and the nation to Marshall University’s Source: www. family medicine training program. publicaffairslinks. co.uk Outstanding medical school graduates

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who are accepted into the program will have the opportunity to participate in some extraordinary learning experiences. The components include modules that explore a variety of pertinent topics such as health economics and work force issues, ethical concerns in health care, health systems and services, health law and regulation and leadership in health care. This three-year experience is a combination of block rotations generally with a one-month duration, as well as longitudinal activities that occur over extended periods of time. Ambrose fellows will be exposed directly to the state’s legislative processes and personally interact with state health care agency leaders on active projects. They will organize an annual health care forum at Marshall University that encourages and includes community participation. Additionally, these residents will participate at the national level through involvement at the American Academy of Family Physicians Annual Congressional Conference in Washington, D.C. The curriculum is designed with great flexibility so as to be responsive to the particular interests of the participants and the changing issues that are at the forefront of the local and national health care debates. This flexibility is critical to the success of the program and has been a major component of its design from the outset. The Paul Wesley Ambrose Health Policy Program graduated its first resident physician in June 2011. Dr. Tracy Hendershot now practices in a community health center in Elizabeth, WV. During his tenure in the health policy track, Hendershot was involved in several important state policy issues, including a very active role on the Long Term Care Partnership Workforce committee of the West Virginia Higher Education Policy Commission. In the spring of 2011, Hendershot organized the first annual Marshall

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University Health Policy Forum, arranging for a national leader in primary care policy issues to speak at the university on future models for medical care in the United States. Now just beginning in practice, Hendershot indicates that his training has prepared him to engage his community and his medical center’s board of directors in planning for such issues as improving continuity and long-term care. He has found particular satisfaction in applying his health policy education to competently field questions from his patients regarding topics that range from Medicare preventive services to state insurance exchanges. When asked to reflect upon on the opportunity, Hendershot describes the experience of serving as the inaugural Paul Wesley Ambrose Health Policy fellow as a once-in-a-lifetime opportunity. “I had the pleasure of studying traditional policy thought at a time of very active political events,” he says. “The program gave me access to state level committee work, allowed me to interact at high levels within health agencies and provided me the opportunity to develop valuable relationships within the state’s health care community.” Presently, the program boasts two exemplary participants who come to Marshall with diverse background experiences. Dr. Kane Maiers was raised in Short Gap, WV and enters the program with a master’s degree in clinical research from the University of Virginia. This former student representative to the Association of American Medical Colleges is excited by the opportunity to work directly with the State Legislature during his first year of training. “The health policy track at Marshall offers the resources and dedicated time for me to pursue my interests and projects and challenges me to make them a reality.”

Dr. Kimberly Becher is originally from Charleston and serves on the Government Advocacy Commission of the American Academy of Family Physicians. She sees the Ambrose program as providing unique leadership preparation for her goal of practicing primary care in rural West Virginia. â&#x20AC;&#x153;Even early in my residency training I have been able to test my leadership skills and engage in educational activities that are rarely available to interns.â&#x20AC;? Co-directors of the program envision the Paul Wesley Ambrose Health Policy Program as an extension of the unique missions and experiences shared by Marshallâ&#x20AC;&#x2122;s Department of Family and Community Health and the Robert C. Byrd Center for Rural Health. The Marshall University Family Medicine Residency Program has received the highest level of accreditation by the American Council on Graduate Medical Education and enjoys a national reputation for emphasis on rural primary care. It has more than 30 years of experience in implementing creative programs designed to provide high quality physicians to care for the special needs of Appalachian families. Most of the programâ&#x20AC;&#x2122;s graduates have stayed to practice in West Virginia, often in areas that are rural and underserved. The goal of the program is to build upon that success. Jennifer Plymale, co-director of the program, summarizes it best by saying, â&#x20AC;&#x153;Our hope is that exceptional resident physicians will benefit from engaging state and federal representatives and other health care experts in thoughtful discussions of policy formation and develop innovative skills to serve their practice community as a more effective providers, health care advocates and community leaders. The end result should be the enhancement of an already invaluable human resource: a new physician educated in our state and committed to the service of its citizens.â&#x20AC;? Â&#x201E;

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Marcellus Shale Hire Locally—It’s Just Good Business

Local workers have the skills needed for the many construction tasks required to extract and process Marcellus Shale gas. From site preparation and pipelines to compressor stations and separation facilities, our skilled local union work force is up to the challenge. West Virginia’s work force has roots in generations of energy industry professionals - welders, pipefitters, electricians, heavy equipment operators and many more crafts are prevalent in our Mountain State. It’s not just about knowledge and training—it’s also about knowing the land. The terrain and geology of West Virginia and its mountains are rough and challenging. Who better to work in a respectful manner than the very people who live here? And the best way for West Virginia to benefit from Marcellus Shale is through the employment of skilled local workers.

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Photos from a Contractors Rental Corp. pipeline project in Harrison County, WV.

Around the State Medical Advances COMPILED BY JENNIFER JETT

David Caraway, M.D., the medical director for St. Mary’s Pain Relief Center.

An estimated 116 million American adults—more than the total affected by heart disease, cancer and diabetes combined—suffer from chronic pain, a debilitating and often disabling condition that can have a significant impact on dayto-day functioning.

Translational Genomic Research Institute Dedicated at Marshall University

St. Mary’s Offers First Implantable Neurostimulation David Caraway, M.D., the medical director for St. Mary’s Pain Relief Center, became the first surgeon in the nation to implant the new Medtronic AdaptiveStim™ with RestoreSensor™ neurostimulation system in a patient in November. The system provides the first and only chronic pain treatment that leverages motion sensor technology found in many consumer electronics, such as smartphones and computer gaming systems, to provide effective pain relief and convenience to patients suffering from chronic back and leg pain. Stephanie Bego of Charleston, who has suffered from chronic foot pain, is a patient of Caraway’s. “I’m a young woman. I didn’t

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want to be on disability at 52 years-old,” Bego says. “Having this device implanted has really changed my life.” AdaptiveStim with RestoreSensor helps treat the symptoms of chronic back and/ or leg pain by automatically recognizing and remembering the correlation between a change in body position and the level of stimulation needed. It also records and stores the frequency of posture changes, providing feedback to clinicians to help them understand how a patient’s individual stimulation requirements are changing over time. In addition, AdaptiveStim with RestoreSensor is approved for MRI head scans under specific conditions. “This is a real breakthrough for patients,” Caraway says. “This is the first time a device adapts to the patient instead of the patient adapting to the device.”

The new Charles H. McKown, M.D. Translational Genomic Research Institute at Marshall University’s Joan C. Edwards School of Medicine has been dedicated. The facility was named in honor of McKown, who served as the school’s dean for more than 22 years before becoming Marshall’s vice president for health sciences advancement last summer. The Marshall University Board of Governors cited McKown’s “extraordinary service to the university” in approving the facility’s naming. Dr. Robert Nerhood, interim dean of the medical school, says McKown’s contributions to the medical school were many. “His uncanny ability to almost instantaneously perceive convoluted relationships and unintended consequences of simple or complex actions has ideally suited him to be an eminently successful dean of a community-based medical school in West Virginia,” he says. “I am not at all sure that this talent can again be found.” Nerhood says the genomic research facility is an outgrowth of McKown’s vision and advocacy, stating that McKown foresaw the importance of the new field of translational research in the area of cancer care and then worked with philanthropist Joan Edwards and U.S. Senator Robert Byrd to turn that vision into reality. The Charles H. McKown, M.D., Translational Genomic Research Institute is located on the top floor of the Edwards Comprehensive Cancer Center. Completed last summer, it includes more than 10,000 square feet of research space and has advanced scientific equipment that includes a next generation genetic sequencer. Several university researchers are already working at the institute.

UC Announces Plans for Expanded Pharmacy Program The University of Charleston and Midway College in Kentucky have announced an initiative that will educate

more pharmacists for rural Kentucky. The two schools have signed a letter of intent outlining the basics of a proposal for the University of Charleston to operate a branch of its pharmacy school at the Midway College Paintsville campus. The letter of intent, signed in December, starts a 60-day due diligence period, during which the schools will explore the feasibility of the expansion and seek approval from the Accreditation Council for Pharmacy Education (ACPE). If a final agreement is reached, the University of Charleston will operate the school of pharmacy in Kentucky as a branch campus and deliver its full four-year doctorate of pharmacy program in Paintsville beginning in January 2013. The University of Charleston School of Pharmacy was founded in 2004 in response to a shortage of pharmacists in rural Appalachia. Its first class of approximately 75 pharmacy students entered in 2006 and received their doctorates of pharmacy in 2010. With a current enrollment of 290 students, the school is fully accredited by the ACPE and focuses on delivering the highest quality pharmacy education with cutting-edge technology. “From day one, the mission has been to prepare pharmacists to meet the needs of rural West Virginia and the Appalachian region,” says Dr. Edwin Welch, president of the University of Charleston. “This potential expansion is a continuation of that interest. The University of Charleston has a long history of innovative solutions like working with the City of Charleston to provide preventive medication counseling to its employees and collaborating with other colleges to utilize shared computing resources in the Independent College Enterprise. We are happy to bring that expertise to this opportunity in Kentucky.”

Lung Nodule Program Offers Low Cost Lung Cancer Screening The lung specialists at the Comprehensive Lung Nodule Program at Cabell Huntington Hospital and the Edwards Comprehensive Cancer Center are now offering a low cost and potentially life-saving opportunity for certain people to be screened for early detection of lung cancer. Patients who meet the criteria can receive a low-dose CT Scan for $99. The reduced cost of the scan is being offered because most insurance companies do not cover these screenings. Those who qualify and

could benefit from this important screening include patients between the ages of 55 and 74, active smokers with at least a 30-pack per year history and past smokers who quit the habit within the last 15 years. A nurse navigator will evaluate all patients to determine if they qualify for the screening. The Comprehensive Lung Nodule Program is following the recommendations of the National Lung Screening Trial that showed a screening for lung cancer using a low-dose CT scan can reduce lung cancer by up to 20 percent or more.

WVU School of Pharmacy Researcher Studies Substance Abuse Treatments Substance abuse not only takes its toll on a person’s overall health, but it can cause significant—and potentially irreversible— damage to the brain. Rae Matsumoto, Ph.D., associate dean for research and graduate programs in the West Virginia University School of Pharmacy and professor in the school’s Department of Basic Pharmaceutical Sciences, wants to find a way to treat addiction to stop its harmful effects on the brain. Matsumoto and her team are specifically focused on methamphetamine-induced damage to the brain as amphetamine-type stimulants are the second most abused drugs worldwide and can cause longlasting brain damage that persists even when people stop using them. Unlike alcohol or opioids, there currently aren’t any FDA-approved treatments for those who use these substances. After only one use of methamphetamine, changes start to occur in the brain, including how the brain processes information. The more methamphetamine that is used, the more dramatic the changes in the brain become. Matsumoto’s research aims to treat the harmful changes that have occurred in the brain in order to stop and reverse the damage. This research can also provide treatments for other types of brain damage. There are similarities in the cell death and damage in the brain of those who use methamphetamines as those who have damage in the brain because of health issues, such as stroke, traumatic brain injury and Alzheimer’s or Parkinson’s disease. “The research we are conducting has implications for many diseases, not just addiction,” Matsumoto says. “Certainly we are trying to create a treatment to help

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those who are addicted to these drugs, but through this research we will also help those who are not addicted but who are trying to overcome the results of damage to the brain due to other health issues.”

KEYS 4 HealthyKids Training Improves Nutrition in Childcare Centers The KEYS 4 HealthyKids Initiative (KEYS) recently trained five Charleston area childcare centers and after-school programs on ways to enhance their nutritional and physical activity policies, practices and environments. This training is in response to findings from research conducted regarding West Virginia’s policies on child nutrition and physical activity. A survey was conducted by KEYS in May 2010 among childcare facilities to learn about practices around physical activity and nutrition in their centers. It was found that the participating centers had difficulty completing the survey because the state’s licensure policies were either too vague or nonexistent. Dr. Jamie Jeffrey, local pediatrician and KEYS 4 HealthyKids project director, says “Early childhood programs can play an important role in combating the obesity epidemic.” According to state sources, approximately 73 percent of West Virginia’s children between the ages of 3 and 4 are enrolled in licensed childcare centers and they may consume between 50 and 100 percent of their recommended dietary allowances while at the center. KEYS 4 HealthyKids has adopted for local use a practice-based intervention called “Nutrition and Physical Activity SelfAssessment for Child-Care” (NAP SACC) that was developed by the North Carolina Department of Health and Human Services and the Center for Health Promotion and Disease Prevention at University of North Carolina at Chapel Hill As a result of the NAP SACC training, all centers now serve skim or low-fat milk and water instead of juice or other sugar-sweetened beverages and have overcome barriers to serve fresh fruit and vegetables on a regular basis.

New Campaign Contributes to New Cancer Center Thanks to the generosity of donors, employees, board members and volunteers, the effort to raise money to build a new, free-standing cancer center recently surpassed $10 million on a $15

million dollar fundraising goal, including approximately $560,000 from Charleston Area Medical Center (CAMC) employees to kick-start the campaign. “We have been humbled by the generosity,” CAMC Foundation President Gail Pitchford says. This project will allow CAMC to build on a long tradition of quality cancer care in Charleston. For more than 60 years, cancer services in Charleston have been accredited by the American College of Surgeons. The hospital’s tradition of quality cancer care lives on today at the David Lee Cancer Center (DLCC) on the CAMC Memorial Hospital campus, but there’s a problem: the number of patients continues to grow faster than available space. DLCC patient visits jumped from 17,962 in 2004 to 30,366 in 2009. There is a need in Southern West Virginia for comprehensive outpatient cancer care based on an increase in cancer, both regionally and across the United States. CAMC believes this comprehensive, consolidated and freestanding outpatient cancer center will bring hospitals, physicians, health professionals and communities together to provide quality and convenient care. The center will be built on the former Watt Powell Park property, a vacant lot across the street from CAMC Memorial Hospital. “CAMC has the busiest cancer center in West Virginia—we see more new patients each year than any other hospital in the state,” says CAMC President and CEO David Ramsey. “We expect oncology patient volume at CAMC to grow significantly in the years ahead, largely due to our state’s aging population and concentration of baby boomers.”

Smartphone App for Medical Students Receives International Recognition A smartphone application developed at Concord University in coordination with the West Virginia School of Osteopathic Medicine (WVSOM) recently received international recognition at a medical conference in North Cyprus in the Mediterranean. Aimed at facilitating how students at WVSOM learn medical terminology, the app is the work of Concord software developers Miranda Martin and Dr. W.R. Winfrey along with Dr. James Nemitz, vice president for administration and external relations at WVSOM.

First-year medical students at WVSOM learn anatomical terms for body parts before learning eponyms for these same structures during their third year surgical rotation. The osteopathic school produced a booklet containing this information that students have used in their studies. The smartphone app developed at Concord contains the booklet’s information in a mobile format. Students have the information they need readily accessible on their phones, eliminating the need to carry around the booklet.

Jefferson Memorial Hospital Offers 3-D Mammography Women who undergo routine mammograms at West Virginia University Hospitals-East (WVUH-East) Jefferson Memorial Hospital now have the latest screening and diagnostic technology available to them. WVUH-East officials recently announced that Jefferson Memorial Hospital’s Women’s Imaging Center is the first women’s center in West Virginia and one of the few in the United States to offer 3-D breast tomosynthesis (tomo) for breast cancer screening. Jefferson Memorial Hospital’s Women’s Imaging Center is equipped with a Selenia® Dimensions® digital mammography system, the latest generation of mammography equipment from Hologic. “Our new digital mammography system allows us to look at three-dimensional

images that can show very small breast cancers,” says Christine Vetter, M.D., radiologist. “The advanced ergonomic design provides more patient comfort, and the ground-breaking 3-D tomosynthesis platform is designed to deliver superior screening and diagnostic performance.” Breast tomosynthesis is a revolutionary technology that gives radiologists the ability to identify and characterize individual breast structures without the confusion of overlapping tissue. During a tomosynthesis exam, multiple, lowdose images of the breast are acquired at different angles. These images are then used to produce a series of thick slices one millimeter in width that can be viewed as a 3-D reconstruction of the breast. “In addition to the 3-D breast tomo feature, our digital mammography system also offers many conveniences, from very soft and slow application of breast compression for smooth positioning and increased patient tolerance to having digital images immediately available for viewing and interpretation,” Vetter says. “We are proud to be the first hospital in West Virginia to offer 3-D breast tomo for breast cancer screening,” says Dr. Christina Coad, CEO. “Jefferson Memorial Hospital is committed to the fight against breast cancer. By offering women the latest technology in mammography, we hope to increase the number of area women who will be routinely screened.” The Selenia® Dimensions® digital mammography system at Jefferson Memorial Hospital.

Mountain State University Hosts Autism Symposium Mountain State University’s (MSU) School of Graduate Studies hosted a free symposium on “Autism Spectrum Disorders: An Overview of Treatment and Adult Issues” in January featuring author and educator Barbara Becker-Cottrill, Ed.D. The symposium took place on Mountain State’s main campus in Beckley and was open to students, faculty and the public. Becker-Cottrill has been the executive director of the West Virginia Autism Training Center at Marshall University for the past 21 years. “The prevalence of autism spectrum disorders, or ASDs, has continued to increase across the decades,” Becker-Cottrill says. “ASDs are now considered to affect one in every 110 children, according to the Centers for Disease Control and Prevention. “Given the dramatic increase in the numbers of children being identified with an ASD, our society must be prepared to address the needs of adults. Currently, there is little research on the adult population and there are few service options.” The symposium presentation provided an overview of ASDs with an emphasis on effective evidence-based treatments, and it reviewed current national issues concerning adults on the autism spectrum. Also included was an introduction to services and programs offered in West Virginia to support children and adults on the autism spectrum. “Mountain State is proud to offer these types of programs not only to our university family but to the general public as well,” says William White, dean of MSU’s School of Graduate Studies. “When we share ideas and information, we move research and understanding forward, and everyone benefits.”

Highmark Launches CallIn Care Advocate Program Highmark, Inc. has announced the launch of a new telephone-based support service called myCare Navigator, where members can call 24 hours a day/seven days a week to talk with a care advocate who can help members with a variety of health care-related tasks such as finding doctors or specialists or coordinating second opinions; scheduling prompt appointments; transferring medical records across providers; helping members understand their prescription drug coverage and, ultimately, getting maximum value from their health coverage.

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Nurse Nurse Nurs urse Unity U ity Un it Day ay 2012 at the a We Virginia Wes West V rgini Vir ginia gin gini a State Sttate ate Capitol. Capi C apito api p to tol ol.l.

The service is free and can be accessed by calling (888) BLUE-428 and selecting the myCare Navigator prompt. myCare Navigator is available to Highmark individual members who are under 65 years of age and those who receive health insurance through their employer. Senior product members and those in the Blue Cross Blue Shield Federal Employee Plan will be able to use myCare Navigator later in 2012. “Highmark understands that our members are often overwhelmed with the health care system, and we want to be able to provide them support to more easily get the care they need,” says Fred Earley, president of Highmark West Virginia. “Our market research showed that 92 percent of members were interested in using a service like this, which said to us loud and clear that they need help.”

Shepherd University Foundation Accepts Biological Sciences Gift The Shepherd University Foundation has accepted a significant gift from Dr. Joseph Renn, III, and his wife, Robin Renn, to the Elsie Brown Renn and Joseph J. Renn, Jr. Memorial Scholarship. Established in 1999 by Renn as a tribute to his late parents, the scholarship aids undergraduate students majoring in the biological sciences. Renn retired from full-time patient care in 2003 and full-time occupational medicine in 2007. He currently serves as an adjunct professor at the West Virginia University School of Medicine where he sits on the medical admissions board. Renn has served as a mentor to two WVU medical

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students who received the scholarship while attending Shepherd University. Renn feels that Shepherd provided a solid foundation for fulfilling his dream of attending medical school and becoming a doctor. He and his wife returned to Shepherd in January to present President Suzanne Shipley with a check for their gift.

International Year of Chemistry Comes to West Virginia A celebration was held on January 22nd in honor of the International Year of Chemistry-West Virginia at the West Virginia Culture Center. The International Year of Chemistry is a worldwide celebration of the achievements of chemistry and its contributions to the world. There are several prestigious chemists and chemistry specialists in West Virginia; in addition, there are numerous products and processes that have been developed within the state. As part of the international celebration, it is important to showcase how humankind has benefited from accomplishments originated in West Virginia. Activities included an industry panel about West Virginia’s chemical industry heritage, an official dedication of the Culture Center’s Chemical Valley Exhibit and award presentations. The event was open to the public and was sponsored by American Chemistry Council, the Chemical Alliance Zone, the West Virginia Manufacturers Association, TechConnectWV, Dow Chemical, Mid-Atlantic Technology Research and Innovation Center, West Virginia State University, Marshall University and other partners.

Rally at the State Capitol Celebrates Nurses On February 15th, more than 800 West Virginia nurses rallied at the West Virginia State Capitol for Nurse Unity Day 2012 to share health care concerns with legislators. Aila Accad, RN, West Virginia Nurses Association 2nd vice president and chairperson for the event, says, “The West Virginia Nurses Association (WVNA) organizes and sponsors this annual educational program and rally to inform, inspire and facilitate nurses meeting their elected representatives to share their concerns and solutions as knowledgeable advocates for the health of West Virginians.” This year the theme for the rally was “1 in 43 - Advocates for a Healthy WV.” The theme refers to the fact that one in 43 West Virginians is a nurse and that nurses are strong advocates for quality health care in West Virginia. Nurses and student nurses from across the state met at the West Virginia Culture Center at 8 a.m. to hear exciting updates on proposed health care legislation from prominent state and national nursing leaders. At 10:30 a.m., nurses donned their white lab coats for a march to the Capitol where they formed a long white line down Kanawha Boulevard and up the Capitol steps. They proceeded to fill the House and Senate galleries and participate in educational poster presentations on the standards of nursing practice and the diversity of nursing roles in West Virginia.

AirStrip OB Part of Mon General’s OB Monitoring System Mon General recently implemented an innovative patient monitoring system that allows obstetricians and nurse midwives to keep a closer eye on their labor and delivery patients than ever before. AirStrip OB™ delivers vital patient waveform data—including fetal heart rate and maternal contraction patterns—in virtual real time from the hospital labor and delivery room to the doctor’s smartphone. Additional patient data is also accessible, including nursing notes and vital signs. This data is accessible anywhere the physician can get a cell phone connection. “Mon General strives to be at the forefront in using medical technology that contributes to safer patient outcomes and improved communications among our caregivers,” says Amy Bridge, director of the Mon General Hazel Ruby McQuain Family

Birth Center. “We believe in providing a special place to celebrate new life—and that’s why we want to make the experience of giving birth with us as warm, secure and comfortable an atmosphere as possible. Our reputation is built on this personalized care, and with AirStrip OB, we are able to make the Mon General Hazel Ruby McQuain Birth Center even better.” “AirStrip OB allows me to see what is going on in almost real time from my cell phone,” says William Hamilton, M.D., chief of the Obstetrics/Gynecology Section of the Mon General Medical Staff and an OB/GYN with Women’s Health Care of Morgantown. “I can see the fetal heart rate and the mother’s contraction pattern, how many and how often.” In addition to seeing what is going on in almost real time, Hamilton notes that you can also scroll backward in time. “The information is easily accessible,” he says. AirStrip OB works with the Apple iPhone, Apple iPad tablet, Android, BlackBerry and a variety of Windows Mobile devices. AirStip OB has been cleared by the U.S. Food and Drug Administration and is compliant with federal patient privacy regulations.

A rendering of Wheeling Hospital’s Tower 5, which will be completed in April 2012.

Wheeling Hospital’s $53 Million Tower 5 Set to Open in April After two years of construction, Wheeling Hospital’s new $53 million building addition will be opened in mid-April.

Tower 5 is a seven-story, state-of-the-art facility that features a new 23,000-squarefoot Emergency/Trauma Center, Center for Pediatrics and private patient rooms, as well as cardiovascular, surgical and

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medical intensive care units. Wheeling Hospital already has four towers attached to the main facility, each built to meet the need for space as the hospital continued to grow after its 1975 construction. â&#x20AC;&#x153;Tower 5 was constructed to meet the ongoing growth of our hospital,â&#x20AC;? says CEO Ron Violi, â&#x20AC;&#x153;but we literally were running out of room. One of our goals with the new tower is to enhance or attract specialty care so patients and their families donâ&#x20AC;&#x2122;t have to travel to far-off hospitals. People want to be close to home, their jobs and loved ones. Tower 5 accomplishes this goal.â&#x20AC;?

Lehotay Prosthetics Celebrates Milestone with Expansion

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Lehotay Prosthetics, now in its 12th year of operation, continues to offer new options of service to the prosthetic communities of the Kanawha Valley and the Coal Fields. With the addition of a satellite office in Chapmanville, WV, the company reinforces its mission statement by going to the people to provide the highest level of accessible, professional care. â&#x20AC;&#x153;Gas prices are not going to drop,â&#x20AC;? says Adam Lehotay, owner and practitioner. â&#x20AC;&#x153;We wanted to reduce the financial burden of traveling for our patients. Also, patients can receive better comprehensive care if they are seen more often. With travel time reduced by as much as an hour, scheduling an office visit just got easier and much more convenient.â&#x20AC;? Lehotay has been a practitioner certified by the American Board for Certification in Orthotics and Prosthetics since 1993. Lehotay Prosthetics strives to provide state-of-the-art services by continuing a tradition of innovation by its owner. Technology has developed exponentially during the past 20 years, offering vastly improved options for the prosthetic community. â&#x20AC;&#x153;I have carefully sought out the â&#x20AC;&#x2DC;latest and greatestâ&#x20AC;&#x2122; for my patients,â&#x20AC;? he says. â&#x20AC;&#x153;They are entitled to choices and to be well-educated.â&#x20AC;? Many of these services have been adopted by the local medical community as standard amputee protocol since being introduced by Lehotay. The Flotector, College Park Foot, Echelon, DH2 Shoe, Sequoia Diabetic Shoes, foam-injection cosmetic covers and customized prosthetic art work reflect a commitment to scientific progress and personal comprehensive care. â&#x20AC;?My patients are people just like me. I like to know my options and to be considered with respect, and so do they.â&#x20AC;?

West Virginiaâ&#x20AC;&#x2122;s Prescription Drug Abuse Quitline Receives New Management First Choice Services has taken over operation of the West Virginia Prescription Drug Abuse Quitline from the West Virginia University School of Medicine. â&#x20AC;&#x153;We are excited for the opportunity to continue the operation of this tool that is so vital in the fight against prescription drug abuse in our state,â&#x20AC;? says Steve Burton, chief executive officer of First Choice Services. â&#x20AC;&#x153;We want to build on the successful foundation the quitline has established the last three years and provide a tool to help solve the growing prescription drug abuse problem in the state.â&#x20AC;? The success First Choice has had in helping 10,000 problem gamblers in West Virginia over a decade through the Problem Gamblers Help Network, which includes a gambling addiction helpline, led to the request for First Choice to take over the Prescription Drug Abuse Quitline. Both services will draw on First Choiceâ&#x20AC;&#x2122;s extensive network of mental health professionals.

Dr. Christopher Stansbury and Dr. Jeff Sinclair of West Virginia Eye Consultants.

The quitline connects persons in need of substance abuse services or family members to a network of mental health providers. While the line is not a service provider, it is a single point of entry for those in need of help. The West Virginia Prescription Drug Abuse Quitline was created in 2008 with funding from a settlement West Virginia obtained from Purdue Pharma, a prescription drug company, for its aggressive marketing of the drug OxyContin. The funding from the settlement ceased in June 2011. “We are currently looking for funding opportunities to sustain the quitline,” Burton says. “This is a tool the state cannot afford to lose, and we are exploring both public and private funding options to continue its success.” The WVU School of Medicine through the Department of Community Medicine will be involved in the future of the West Virginia Prescription Drug Abuse Quitline. That involvement will occur through ongoing data management and analysis to evaluate the success of the project and collect data on individuals affected by prescription drug abuse. The data will be published periodically in an effort to improve services for this at-risk population. The West Virginia Prescription Drug Abuse Quitline is a confidential resource for prescription drug abusers and their family members. The services of the quitline include referral to treatment centers, setting appointments at help centers, self-help materials and listening to callers’ issues. All quitline educators are qualified and trained in addiction and recovery services.

Eye Care Practice Celebrates First Year with Growth West Virginia Eye Consultants, located in downtown Charleston, is celebrating its one-year anniversary with expansions. The office has combined services with Charleston Eye Care, and Dr. Jeff Sinclair, one of the two owners of the practice, is now seeing patients in Beckley and Ripley. Sinclair and Dr. Christopher Stansbury were childhood friends who graduated from Charleston’s George Washington High School. The two reconnected when both were working in eastern Virginia. Over a two-year period, they formulated plans to bring their unique combination of talents back home to West Virginia. “We work together so well and our patients are the ones who benefit,” says Sinclair. “We are seeing entire families,” says Stansbury. “The grandparents come in for glaucoma management or cataract evaluations, the parents for stylish glasses or contact lenses and continued monitoring of age-related conditions, and then we see the children, from infants who need the tiniest glasses to the school-age ones who just want to look cool.” West Virginia Eye Consultants, which opened in February 2011, provides a broad range of medical and vision eye care expertise to patients of all ages with all conditions, from eye exams and disease treatment to unique eye issues like keratoconus. “We are a complete, full-service office, meaning that all ages, from infants to the elderly, can receive care,” explains Sinclair. “We also feature some really stylish eyeglasses. We are the only optical boutique that offers Chrome Hearts, Tom Davies and Lindberg in West Virginia.”

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Behavioral Styles Facts and Friction

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BY CHUCK STUMP

FACT: Many business professionals, especially

front-line managers, are ineffective in their roles. What can be done to prevent their costly, teamdisrupting failures? When polled, experts list poor interpersonal and communication skills and inadequate leadership skills as the top reasons behind the poor performance that can be a corporate nightmare and a profit killer. Fortunately, there are tools and strategies that can help organizations of every size avoid this pitfall. Behavioral science has proven that successful people have one trait in common. They are comfortable in their own skin, and they are greatly aware of their strengths and challenges,

especially in terms of how they communicate and interact and how they are perceived by others.

Your Unique Style Before going any further, it is critical to understand two important points: 1) we each represent a unique blend of the styles described in this model and 2) no particular style is better or worse than another. Each has its strengths and challenges. You may or may not agree with all of the traits described in your primary style; thatâ&#x20AC;&#x2122;s where the blend comes in. With a couple of honest answers, itâ&#x20AC;&#x2122;s not difficult to identify your natural, or primary, style.

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Purpose and Pace To determine your natural style, you’ll have to determine your naturally preferred purpose and your naturally preferred pace. Pay special attention to the word natural. The behaviors you display on a day-to-day basis are second nature, and you exhibit them without any forethought or planning. Your purpose, sometimes referred to as your orientation, identifies your gut reaction when you receive an assignment. Do you typically think of it as just another task, taking the “git ‘er done” mentality of Larry the Cable Guy, or do you instinctively plan the steps necessary for accurate completion? Or, do you think more about the people involved and ask yourself questions like: “Who will I be on my team?”, “How can I rally the troops?” and “How will the outcome affect the team?” You might be saying to yourself, “I can do either one.” But which one comes easiest or most natural? Pick one. Pace refers to one’s appetite for control and/or leadership. Do you like to take the lead, move at a faster pace and initiate things? Or, are you more comfortable allowing others to be in control and

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then reacting to the given situation or circumstances? This choice is usually the easier of the two to make. Make your selection. Now that you’ve made your selections, what do they mean?

Style 1: Task/Initiate Lead, follow or get out of the way! Individuals with this natural style don’t want to be in charge—they need to be in charge. The magic word for this style is results. Their sometimes dominant style can be a turn-off for some, but they get the job done now rather than later. Most comfortable with lots to do and no manager within 100 miles, they are goaloriented and direct. They love driving change and solving problems; however, with such intense focus on the mission, they are often perceived as impatient, poor listeners, insensitive to the needs of others and too demanding.

Style 2: People/Initiate Individuals with this natural style stick out like a sore thumb. Sometimes heard before they are even seen, their vocal, gregarious nature typically brings a lighthearted approach to any job or work environment. Creative and competitive, they motivate and inspire those around them with humor, energy and ideas. What they call spontaneous others might call flying by the seat of their pants. Most will openly admit to their challenges, which

include a sometimes larger than life ego and the fact that they often bite off more than they can chew. They also tend to be easily distracted and far too impulsive.

Style 3: People/React Based on assessment results, this style represents the highest percentage of the world’s population. Not comfortable in the lead, these team players are praised for dependability, loyalty and consistency. They are great listeners who take time to develop deep relationships with clients and co-workers. For this group, the responsibilities and demands of leadership, especially the ongoing conflict and urgency for results, are more than they choose to handle. In the challenge category, they are typically resistant to change unless the reason why the change is necessary has been clearly explained and carefully communicated to the team. They also tend to be very deliberate, or slow, when making decisions, which frustrates those who run at a faster pace.

Style 4: Task/React

and the quest for perfection. Jack Webb’s “just the facts” approach on “Dragnet” was a prime example. Often considered rigid, they tend to hold everyone else to a higher standard when it comes to accuracy and compliance as they look to dot every “i” and cross every “t.” Very self-disciplined, and with a long list of tasks to complete, they often seem overwhelmed or frustrated when up against a deadline. They may appear thin-skinned and take things personally when plans go askew. When giving them instructions, remember that they need exact parameters and details so they can deliver the perfect result.

Improving Communication Knowing your style, as well as the styles of your boss, peers and even family members, can help you communicate more effectively. This chart will help you combine the right style, the best channel and the magic words so your messages will be better received. The truest way to learn more about your behavioral style is to explore the world of validated assessments. The results, including the narrative explanations and accompanying suggestions on how you can be more effective, are priceless in terms of recruiting, as well as personal growth and team development. Go to www.ThePerformanceGroupInc.com to learn more about this powerful tool.

COMMUNICATION CHART Style

Preferred Channel

Magic Word(s)

Concise e-mails and/or memos with facts

results

One-on-one, face-to-face

fun

Small groups, team environment

team and relationships

Descriptive e-mails or memos

process

Recognized as the anchor of reality, this style is known for planning, preparation

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The Talent Pool Tips for Recruiting—and Keeping—Quality Employees

unemployment rate, one would think that finding good employees would be as simple as waving around the promise of a good paycheck and a reasonable benefits package. However, although employees are plentiful, good employees—the ones that we are really looking for—are as scarce as ever because as everyone else got downsized, they didn’t. Couple that with the fact that the number of younger workers entering the labor market is smaller than the number leaving and you have the recipe for a full-on talent shortage. Understanding that the talent we are trying to attract, and keep, is scarce should motivate us to do the things that are necessary to find, hire and keep them.

relocate. Compensation for moving expenses is standard in some fields and nonexistent in others, so simply offering to help with the cost of relocation could be the difference between a potential employee accepting and passing on your offer. Keep in mind that because people only do things they want or have to do, we should all strive to make our workplaces environments in which people want to work. Because all people are different, we must realize there is no way to make our workplace a place where everyone would want to work, which makes it important during the recruiting and hiring phase to be truthful and complete about the workplace. The cost to replace an employee is more than $10,000, so it’s better to not hire someone, no matter how talented, that doesn’t fit.

Finding the Talent

Keeping the Talent

Cast a wide net and keep in mind that 16 percent of the population in the United States relocates in any given year. The number of relocations among recent graduates is even higher. Using national and even international job Web sites is standard procedure for filling positions at this point, but going beyond that could yield unique candidates. For instance, if there is a college with an especially strong program in an area your company needs to staff, consider attending their job fair. Ask your current employees for help because they can be a valuable source for future employees. As human beings we tend to socialize with people who are like us, so if your employees are the types of people you wish to have working for you, it’s a good bet that their friends and associates are too. Some companies even reward employees for recruiting other employees with amounts varying from $100 to several thousand dollars. Referral employees have two distinct advantages over walkins. First, an employee is unlikely to refer someone to their place of work that will reflect badly upon them. Second, and far more important from a cost perspective, employees hired through employee referrals tend to have better retention than those hired through other channels. Don’t overlook the employed. Just because they already have a job does not mean that they—and you—wouldn’t be happier if they were working with you. It never hurts to ask, and if you do it respectfully, it never hurts to ask again. And again.

When discussing hiring and retaining talent, Larry Page, cofounder of Google, explained their hiring and retention goals by saying, “We don’t just want you to have a great job. We want you to have a great life. We provide you with everything you need to be productive and happy on and off the clock.” Most companies don’t have the resources of Google, but they can still enable their employees to have a great job and a great life. Salary and health insurance are thought of as tools to keep and motivate employees, but even if they are productive, which is questionable, another company can always offer more money or a lower co-pay. In order to differentiate your company from all the others, consider nontraditional benefits as well as overall strategies to promote employee welfare. Paid childcare, a company smartphone or free sodas are perks that top companies offer. It’s probably cost-prohibitive ExEdge for most companies to offer the entire suite of services that a company like Microsoft, Apple or According to Monster.com, Facebook offers, but offering one or two makes your the number one company interesting and distinct and will surely be interview rule is to thoroughly appreciated by your employees. Besides salary and fringe benefits, today’s employee research the company before wants to want to go to work. Earlier I commented your interview— that no workplace can be everything for everyone, this will give and while that’s true, there are a few things that you an edge in almost all employees agree make a workplace better. selling yourself in alignment with Involving your employees in decision making, when the company’s appropriate, is almost universally appreciated. needs. Having rules, having them equally applied and, Source: http:// most importantly, not changing them repeatedly is career-advice. very important to workplace satisfaction, as well as monster.com/ recruiting and retention. Not changing the rules is job-interview/ especially important when it comes to compensation. interviewpreparation/tenPeople typically do not quit jobs based on salary, interviewingbut they do quit jobs based on what they perceive rules/article. aspx as unfair salary adjustments. Finally, no conversation about hiring and keeping employees would be complete without a thorough self-examination. The number one reason people quit their jobs is not money, benefits, hours or anything else I’ve discussed. It’s dissatisfaction with their boss. Gallup polls summed it up by saying, “People leave managers, not companies.” If your company seems to have a revolving door, look at yourself and look at others in supervisory positions within your organization.

BY THOMAS NELSON

IN A LABOR MARKET with an 8 percent

Hiring the Talent Once you’ve identified the next potential member of your team, it’s time to convince them that you’re right for them, which can oftentimes be the simplest part if they have asked you for a job. Whether or not that is the case, however, the tone of the hiring negotiation sets the base tone for all future interaction. If the negotiation is stressful and contentious, oftentimes future interactions are as well, so managing the process, especially managing expectations, is crucial. Distinguishing yourself from other places where they have applied goes a long way towards winning the tug-of-war between your company and others. There are endless ways to do this, of course. Ask yourself what sets your company apart from all the others in your field and use that. Consider the very real advantage of the local geography. Being able to drive to work every day through the mountains is one of the reasons I relocated to West Virginia from the Midwest. For your “wide net” catches, one thing you could consider is paying them to

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Back to the Future Rebuilding West Virginia’s Innovation Factory

BY J. PHILLIP HALSTEAD, PH.D.

IT HAS BEEN just over one year

since the State of West Virginia accepted the donation of a technology center campus in South Charleston from The Dow Chemical Company. In that time the West Virginia Regional Technology Park (WVRTP) has made strong progress towards becoming an ExEdge innovation factory for more education, more research, more jobs, more revenue The chemical and more great things for West Virginia. industry supports For those unfamiliar with the story, a total of 22,500 through a generous gift from Dow jobs in Kanawha and Putnam Chemical, the state acquired the 258counties alone, acre piece of property with pre-existing equaling 59.8 percent of all laboratories and office buildings that manufacturing was formerly known as the Union jobs in the Carbide Technical Center, as well as Kanawha Valley. $10 million in funding. Started in 1949 Source: www. as the pioneering chemical manufacturer’s dow.com/ucc/ primary research facility, the tech center locations/westvir/ ultimately became the research home awv/awv10.htm to some 3,000 scientists, engineers and The tech park’s buildings are being renovated with new energy efficient cores and shells before being fitted out to tenant specifications.

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The concept of the tech park as an innovation machine is embodied by the park’s own home-grown research firm, the Mid Atlantic Technology Research and Innovation Center (MATRIC).

technicians who developed tens of thousands of chemical manufacturing innovations and as many patents, many of which have had a marked impact on the products we use today. Research investment and employment peaked in the late 1960s and early 1970s. Eventually the global chemical manufacturing market changed, ownership changed and so did Dow Chemical Company’s need for a major research center in the Kanawha Valley. By 2010, there were still a few companies at the site of the tech center that were employing 550 people and paying an average salary of $81,000. Those jobs supported another 1,100 jobs in the area. The combined economic impact contributed $15 million in annual state tax revenues. With the site facing closure, then-Governor Joe Manchin coordinated an effort of federal, state, community, education and business leaders to develop a plan to preserve those jobs and grow the facility as a new education, research and technology park. The West Virginia Legislature and Governor Earl Ray Tomblin then followed up by creating a nonprofit corporation to run the park.

As of December 15, 2011, the one-year anniversary of state ownership, WVRTP not only saved those 550 jobs but added 47 more. Ten more jobs were added this January and prospects are strong for new jobs every month as technology companies and others consider locating or expanding there. The vision for the tech park is to go back to the future and use the site’s acreage and its 800,000 square feet of offices, laboratories and pilot plants to recreate an innovation factory modeled on the Union Carbide Technical Center. Turning this vision into reality is the job of a nine-member board of directors, staff and allies who are stewards of the WVRTP. This visionary team is working to mobilize a diversified multi-tenant research, development and commercialization park that will be the world’s friendly front door to chemical innovations. The WVRTP has broad support from federal, state and local governments, corporate tenants and community and civic organizations, as evidenced by $59.5 million in public and private investments that are underway to revitalize office and laboratory spaces. While public investment has saved the park

Easy access to Interstate 64 and Corridor G help position the 258-acre tech park as the “World’s Friendly Front Door to Chemical Innovations.”

and initiated improvements, the park should be financially selfsustainable within five years. The concept of the tech park as an innovation machine is embodied by the parkâ&#x20AC;&#x2122;s own home-grown research firm, the Mid Atlantic Technology Research and Innovation Center (MATRIC). Since its founding in 2004, MATRIC has grown to more than 100 full-time employees and has spun out several companies, each with growth potential. With continued support and leadership, MATRIC and the WVRTP could one day resemble the Georgia Tech Research Institute and North Carolinaâ&#x20AC;&#x2122;s Research Triangle Park Institute, both of which earn more than $2 billion in annual revenue, employ thousands of highly trained specialists and generate tremendous economic growth. Focusing on energy, chemicals, materials and related technologies, the tech park is a joint campus for industrial companies, universities, community and technical colleges, researchers and others. One education organization and three higher education institutions are already taking advantage of what the park has to offer. The West Virginia Community & Technical College System is developing a strong presence to train technical specialists who are essential to running industrial processes. Construction is underway on a new $15 million Advanced Technology Center that will provide new facilities for technical education. The headquarters, classrooms and allied health labs of Kanawha Valley Community & Technical College will be located in newly renovated Building 2000 and classes will start in fall of 2012. A joint applied research center with the National Energy Technology Laboratory, West Virginia University and Marshall University is envisioned. The center may focus on new uses for ethane, coal and natural gas.

Elements of the ecosystem of innovation will also be located either in or near the tech park, such as business incubators, TechConnectWV, Chemical Alliance Zone, Charleston Area Alliance, West Virginia Angel Network, Small Business Development Center and The Real West Virginia Foundation. Containing 240 chemical workstations with vented fume hoods and four large-scale pilot plants for scaling up production to industrial quantities, the WVRTP offers a unique selling proposition. Any chemical company and university in the world conducting chemical research is a potential user of the tech parkâ&#x20AC;&#x2122;s research and pilot plant scale-up facilities. The location certainly doesnâ&#x20AC;&#x2122;t hurt, either. With Interstate 64 on the developed side of the park, Corridor G on the undeveloped side and Jefferson Road on a third side, the WVRTP is strategically located. It is Buil Building Buil uiilding diing 2 200 2000 000 is 0 000 i bei beiing being g reno rrenovated enovvated ate ted d as the as the h home ome eo off the t e Kanawha Kanawha Kanaw anawha Valle V Valley alley alley Comm C Communit Commu Co Community ommu unit nityy & Tech Technica Tec Te Technical nica n nical call Co ca Colleg C College. olleg llege lege ege e. e.

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An artist rendering of the Advanced Technology Center, which is under construction and will be a state-of-the-art teaching lab for the West Virginia Community & Technical College System.

one mile from downtown South Charleston and five miles from downtown Charleston. As existing buildings are renovated and repopulated, the number of high-paying jobs will grow, and three of the existing buildings are already seeing progress and the promise of future tenants. Building 2000, an x-shaped, 200,000-square-foot, four-story structure undergoing a $26 million renovation will continue to house Dow employees as well as serve as classrooms and offices for Kanawha Valley Community & Technical College. Building 770, a 130,000-square-foot, five-story building housing 120 chemical workbenches with vented fume hoods will be updated to house MATRIC and the West Virginia Department of Agricultureâ&#x20AC;&#x2122;s research and testing laboratories. A $5.25 million Economic Development Administration grant matched

by the West Virginia Higher Education Policy Commission is helping pay for this renovation. Building 740, a 131,000-squarefoot, five-story building that has 120 chemical work benches with vented fume hoods will be updated to house new science and technology tenants. Two of the four pilot plants are also currently being used by Dow and Bayer. With MATRIC in the lead, efforts are underway to recruit new business to reactivate the two idle pilot plants. The tech park site has a history of tremendous innovation. Our new vision is nothing less than to create a future based on those past achievements, and beyond. Â&#x201E; Photography by John Sibold

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Budapest Beckons BY LALENA PRICE

“You

must Budapest. go to

PON MY RETURN from a

recent trip to Europe, that was the sentiment I most often shared with anyone who dared ask about my recent travels abroad to Frankfurt, Germany and Budapest, Hungary. Although I certainly enjoyed both European locales, the exotic architecture and bustling atmosphere of Budapest truly exceeded my expectations. Contributing to the experience was the fact that it was

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Seriously.”

my good fortune to make this trek abroad with 28 other Marshall University graduate students as part of the final leg of my Executive MBA program journey. Our first stop was Frankfurt, where we reveled in its sleek, big-city experience before enjoying a pleasant side trip to the mountainous wine village of Rudesheim, Germany. After a few days, our whirlwind German itinerary drew to a close and we found ourselves bound for Budapest with great anticipation.

Breathtaking Beauty We were not disappointed. The difference in the two cultures was nearly palpable. If I call Frankfurt big-city sleek, I’d have to say Budapest is big-city exotic with an old-world feel. Unusual, ornate buildings, castles and monuments abound in Budapest. Just walking through the city squares and down the cobblestone side streets, visitors cannot turn a corner without experiencing something architecturally interesting. Some of the architecture dates back to when

ExEdge Art Nouveau, an international style of decoration and architecture from the 1880s and 1890s, was also known as Jugendstil, Floreale, Modernista and Sezessionstil in other parts of Europe. Source: http:// www.artchive. com/artchive/ art_nouveau. html

Rome occupied the region, but there are also Gothic, Turkish and Greek influences, as well as Art Nouveau and a little bit of modern thrown in for that eclectic feel you only get in big cities. The attention to detail in colorful tiles and sculpted buildings is abundant in everything—the city’s famous bathhouses, Parliament, the churches and synagogues, the bridges and monuments that line the Danube River and even the walking streets. It’s a feast for the eyes if you like artistic and functional beauty.

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The attention to detail in colorful tiles and sculpted buildings is abundant in everything—the city’s famous bathhouses, Parliament, the churches and synagogues, the bridges and monuments that line the Danube River and even the walking streets. It’s a feast for the eyes if you like artistic and functional beauty.

Exploring the City We took several guided group outings to parks, monuments and other tourist attractions, but because we had such a diverse group traveling together, we often broke off into smaller groups and went exploring. These excursions gave us the opportunity to report back and share our discoveries. It was like a troop of travel lieutenants on reconnaissance missions— everyone was eager to come back and tell tales of Buda or Pest, two of the three cities that make up Budapest. Our individual explorations ran the gamut from folks who ate at a McDonalds near our hotel to people who experienced the local bar scene. Purposeful shoppers

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A Troubled History hit the Inner City Market Hall with verve and others simply enjoyed strolling along the river. Some in our group donned their bathing suits for a dip in the famed thermal healing waters of one of the largest public spa complexes in Europe, located in the City Park. Still others went on a short cruise on the Danube while some of us walked a few miles to see a poignant memorial along the river’s embankment called “Shoes on the Danube Promenade.” Sixty pairs of bronze shoes that look abruptly abandoned line the walk where Jewish citizens were shot to death on the riverbank as the Allied Forces approached the city during World War II.

The shoe monument is testament to a history that has survived numerous wars yet has endured through the ages to become a thriving city of about 1.7 million inhabitants. Early in its history, the region was invaded by the Tartars of Mongolia, the Turks, the Habsburgs, the Russians and the Austrians. Hungary fought on the losing side of World War I. In World War II, it was invaded and occupied by the Nazis. The Soviets liberated Hungary from the Nazis but stayed in power and made Hungary part of the Soviet Communist bloc. In 1990, the Soviets left Hungary and a democracy was finally established.

Hungarian Cuisine In a city this size, it’s easy to locate any type of fare you want, but the majority of us wanted to experience great Hungarian food. Most of us had phenomenal experiences with a hearty, brothy goulash soup called fozelek. Another Hungarian treat is langos, which is dough deep-fried in animal fat and covered in cheese, sour cream and garlic.

A Language Unlike Any Other The Hungarian language is tough. As our guide explained to us, it’s complicated because it’s not based on any other language we had likely experienced. A Ugrian language derived from the Yugra

region of Asia, there are no root words or common phrases to learn. How words are spelled and how they are pronounced is vastly different. Luckily, in Europe most students are required to learn and perfect their English skills throughout their school careers.

The Real Budapest As part of the EMBA program, we were in Budapest to learn, and we did a fair amount of traveling to seminars and business appointments to meet with government officials and executives. I am convinced that this is the best way to figure out what a country is really like—

through its business culture. The executives we met with in Budapest illustrated what I believe to be true: how a culture treats its work force, how a people conducts business and how a country interacts in negotiations with its neighbors near and far is very telling. The average tourist would have no grasp of this and I feel privileged to have experienced this inside look at what I call the real Budapest. I imagine the next best way to soak up the culture is to actually conduct business in the emerging economy of Budapest. The capitol city is certainly teeming with potential and desire to succeed. It’s also quite easy on the eyes.

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“I cannot look back upon those days in the hospital without a shudder…no one can know what such a loss means unless he has suffered a similar catastrophe.” —J.E. Hanger

Rising from Adversity J.E. Hanger’s Artificial Leg BY CATHERINE BREESE AND BRYAN WARD

J.E. HANGER’S MOTHER

was not thrilled when her 18-year-old son came home from Washington College in Lexington, VA, now known as Washington and Lee, and reported to her that he intended to enlist in the Confederate Army in the spring of 1861. After all, she had other sons who had already gone to join the Southern forces. She sent him off reluctantly, instructing him to go to the Churchville Cavalry unit under the command of Colonel George Porterfield in western Virginia where he at least would have the companionship of two of his brothers.

This seemingly unremarkable moment was the beginning of events both historic and consequential. Hanger would become the first man wounded by a cannon ball in the American Civil War and the first man to have a limb amputated. A practical and resourceful man, he invented an effective prosthetic leg with a movable joint and then started what would become the largest artificial limb company in the world. Following the attack on Fort Sumter in April 1861, General George McClelland planned to move to support the pro-Union populace of northwestern Virginia and secure the Baltimore and Ohio Railroad (B&O), which was of vital strategic importance to Northern forces.

A reenactment of Hanger’s amputation performed at the Blue and Gray Reunion in Philippi, WV in 2011.

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When word reached Gen. McClelland that bridges on the B&O mainline were being burned by Confederate forces, he sent Colonel Benjamin Kelley of the Union’s First Virginia Infantry to intercept. Col. Kelley and his men found the Confederates gathered at Philippi in Barbour County. Hanger had not even officially enlisted in the unit when the Battle of Philippi, known as the first land battle of the Civil War, broke out. Col. Porterfield’s unit was fairly quickly dislodged from Philippi by Union forces led by Col. Kelly. The battle is sometimes referred to as the “Philippi Races” because of the enthusiasm with which the Confederate forces fled the area. Confederate forces were ill-equipped, and Hanger later recalled their stash of weapons as “loose powder ball and shot. Arms were flintlock muskets, horse pistols, a few shotguns and Colt revolvers.” Cannons were fired by Federal forces in the pre-dawn hours of June 3, 1861. Horses were stabled in the barn of Garrett Johnson, where Hanger, only recently arrived, was acting as a sentry during the night. A sixpound cannon ball was fired at the barn and ricocheted off the doorframe, striking Hanger and badly mangling his leg. He crawled to the barn loft to hide and was discovered by Union troops and taken to the United Methodist Episcopal Church, which had been converted into a hospital by Union forces. There, Dr. James Robinson of the 16th Ohio Volunteers amputated Hanger’s leg about seven inches below the hip bone, performing the first amputation of the Civil War. The amputation is described as having taken more than an hour, without anesthesia. Hanger later said, “I cannot look back upon those days in the hospital without a shudder…no one can know what such a loss means unless he has suffered a similar catastrophe.” During the Civil War as many as 50,000 amputations were performed. At the start, doctors were not well-prepared for what they would face. Most doctors who joined had never witnessed an amputation, let alone performed one. Of the 14,000 doctors who enlisted on either side, only slightly more than 500 had ever performed surgeries. While some accused Civil War doctors of unnecessary amputations, those amputations saved lives. When doctors hesitated, the patient often died of infection. Hanger’s surgeon, however, had gained experience as a regimental surgeon during the Mexican War.

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A Changing

Industry

By Dr. Adam Lehotay In the early post-war 1950s, the field of prosthetics began to shift from an artisan basedd craft to a profession infused by scientific validation. Training, education, competency and accountability all began to move in a more professional direction. In addition, the materials and technologies that became available to make prosthetics thetics initiated an era of dramatic design generation. Myoelectric technology for upper extremity amputations was enhanced by longer lasting, efficiently packaged, external xternal power cells. Composite materials inspired energy-storing feet that could adapt to uneven terrain, provide shock absorption orption and withstand high impact activities all while being resistant to environmental conditions. Biomimetic applications became ecame the new anthem of development and has resulted in a broad spectrum of new prosthetic solutions that offer patients nts the most advanced man-made replacement for limb loss. Currently, we are in the early stages of micro-processor technology for knee and ankle substitution. These knees and ankles process rocess large amounts of data each millisecond to provide safe, smooth function and reduced energy consumption for their wearers. rs. The amputee can focus less on the prosthesis and more on their activities of work and play. Elevated vacuum socket suspension, n, nonconventional socket design and specialized activity adaptation have all further enhanced the prosthetic rehabilitation prognosis. nosis. Scandinavian research efforts have been focusing on osteo-integration to bridge the gap between external, non-invasive vasive prosthetics and click and lock devices that attach directly to the skeletal system. If successful, and physiologically feasible, asible, the dominant issue of dead weight could be resolved. Going forward, the area of prosthetic hand and finger articulation research may provide the embryonic principles from which android technology may have its origins in the future. Microprocessor technology could be adapted for use by spinal cord injury patients. atients. Merely by initiating small movements in the head and shoulder area, they could control an exoskeleton and regain independence ndence and self-reliance. The prosthetics industry has come a long way over the years and will continue to change lives into the future. uture.

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After his amputation, Hanger was cared for locally by the William McClaskey family for two weeks and then relocated to the Thomas Hite farm. He was a prisoner of Federal forces for only a short while in Fort Chase, Ohio, and was exchanged at Norfolk in August 1861. Upon returning home, he began designing a useful limb. Artificial limbs existed prior to the American Civil War, but they generally consisted of a wooden post, not unlike a table leg, that was attached with a leather strap to the thigh or the clothing. This crude version of the human leg would not do for Hanger. He secluded himself in the second floor of his home where his family assumed he was despondent over his injury. Much to their surprise, Hanger descended the stairs upon a movable prosthetic leg in November 1861. He had invented the first artificial leg with a double-jointed articulating knee that used whittled barrel staves and featured hinges at the knee and the foot. After making limbs for other amputees, he went to Richmond where he was commissioned to make limbs for Confederate soldiers and where the State of Virginia granted him a patent on his Hanger Limb. Later that year, he started the J. E. Hanger Company in Richmond. Demand for his product brought the company great success, and in 1871 he relocated the company to Staunton, VA. That same year the U.S. Government granted Hanger a U.S. patent on his limbs. In 1873, Hanger married Nora Slater McCarthy of Richmond, VA. They had six sons and two daughters. A skilled mechanic with an inventive nature, Hanger patented many improvements to his limbs and the particular lathe used to manufacture them. He also invented a shampoo bowl and chair, an outdoor sleeping bed, an adjustable reclining chair, a water turbine, a Venetian window blind and even a horseless carriage which was played with as a toy by his children. By 1888, Hanger’s company headquarters was in Washington, D.C. World War I (WWI) increased demand for limbs in Europe and the company further expanded. Hanger spent 1915 in Europe studying the surgical experiences among the wounded of WWI. His company received special contracts with the French and British governments. At his death in 1919 the company had offices in Philadelphia, St. Louis, Pittsburgh, Atlanta, London and Paris. During the company’s long history, it created hundreds of prosthetic devices, manufacturing processes and orthotics. In 2011, the Hanger Company, now the Hanger Orthopedic Group, celebrated its 150th anniversary, a milestone achieved by only an elite group of businesses. The company now has 4,300 employees and is valued at more than $800 million. J.E. Hanger’s rise from adversity was nothing less than spectacular. Photography by Hanger Prosthetics & Orthotics

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As owner and executive chef at Provence, I have created a unique menu influenced by the cuisine, ingredients and local flavors of Provence and the Mediterranean.

BY ANNE HART

AS A WEST VIRGINIA NATIVE, I

always thought I would be a doctor. While most kids were playing with dolls and cars, I was making a mess in the kitchen. The microscope, slides, test tubes and chemicals from my chemistry set were overrunning the space previously occupied by my Little Suzy Homemaker Easy Bake Oven. After receiving my degree in biology, a funny thing happened on the way to the lab…

In the 20 years before I opened Provence Market Café in Bridgeport, WV, I held restaurant and district management positions and opened 12 restaurants in fine and casual dining in Atlanta, Rochester, Boston and Washington, D.C., including The Peasant Restaurants, Grisanti’s and Pizzeria Uno. As owner and executive chef at Provence, I have created a unique menu influenced by the cuisine, ingredients and local flavors of Provence and the Mediterranean. The adjacent marketplace features unique wines from around the world. Provence Market is a supporter of the earth to table movement and has been working with local growers and farmers since the restaurant’s inception in 2002 to cultivate ingredients for its menu. Provence Market has achieved the “Award of Excellence” by Wine Spectator magazine since 2003 and was honored as “New Business of the Year 2003” by the Harrison County Chamber of Commerce. The State Journal included Provence Market in its “55 Good Things about West Virginia” in 2007. By creating nontraditional Appalachian dishes, such as Squirrel Nachos, Ramp Bisque, Moonshine Haute Chocolate, Provence Fried Quail with Morels and Cheese and Brussels Sprout Slaw, Pawpaw Beignets and Scotch Eggs Benedict, Team Provence has received recognition as the “Grand Champion,” “Best of Show” and “Best Single Course,” as well as numerous additional awards, in the five years of competition of the Cast Iron Cook-Off between 2005 to 2010. In January, Team Provence once

again donned their chef coats in the 2012 Cast Iron Throwdown at The Greenbrier Sporting Club in White Sulphur Springs, where they claimed first place. I am a member of the Women Chefs and Restaurateurs, a national organization that promotes the advancement of women in the restaurant industry, and I was one of the chefs invited to participate in the 2010 4-14 Festival in Dijon, France, a festival that celebrates the collaboration of culture, arts and foods with the United States and Dijon. I helped found the Bridgeport Farmers Market in 2009, of which I am currently serving as the president, and I sit on the Buy Fresh/Buy Local West Virginia steering committee, as well as the executive committee of the board of directors of the Southern Food and Beverage Museum in New Orleans, LA. I previously hosted a daily radio spot called “The Gourmet Guru” that allowed me to offer food advice, and I currently host the weekly television spot “Hot Plate” on WDTV through which I demonstrate hot, new culinary trends, ingredients and techniques. Come in and try our French inspired cuisine in a casual and relaxed atmosphere that overlooks Anne’s Creek. We offer nightly specials and seasonal menu changes. Enjoy fine wine by the glass or bottle from our extensive wine list. Be sure to browse our Wine & Cheese Market for the finest gourmet goods and interesting wines to take home to your kitchen or for perfect gift giving. We can also provide catering for your next event. For more information about Provence Market, visit www.provencemarketcafe.com.

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Fisherman’s Stew Serves 4 2 32-oz. cans diced tomatoes and juice 2 large carrots, roughly chopped 1 medium onion, roughly chopped ½ cup lobster stock ½ cup shrimp stock ½ cup clam stock ½ cup diced baby fennel with fronds ½ tsp peppercorn 2 bay leaves 1 pinch saffron 12 scallops 12 mussels 12 shrimp 12 oz. fish of your choice Garlic sausage or favorite cased sausage

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First, make your favorite rice recipe with the addition of vegetable or chicken stock in place of the water and add a tiny pinch of saffron. Next, sauté the onion and carrots until slightly caramelized before adding the stocks, fennel, peppercorn and bay leaves. Simmer the mixture until slightly reduced and refrigerate until you are ready to plate the food. In a saucepan, add the seafood to the broth mixture and heat until the fish, shellfish and sausage are cooked, being careful to remove the items as they are done. Place the rice in the bottom of a bowl and ladle the tomato broth around the rice. Divide the seafood and sausage into the bowls.

Provencal Fish

with Cracked Olives, Roasted Tomatoes and Olive Oil

Serves 4 ¼ cup vegetable oil 1 large yellow onion, diced 2 tbsp minced fresh garlic 32-oz. can diced tomatoes and juice ½ cup black olives, diced ¼ cup capers 1 cup beef stock 1 tsp dried basil 4 6-7 oz. fish filets of any type, skinned Salt and pepper 12 slices roasted tomatoes ½ cup cracked olives Sauté the diced onion in vegetable oil to slightly caramelize before adding the garlic, being careful not to let the mixture burn. Add the diced tomatoes, black olives, capers, beef stock and basil and let it simmer until reduced. When the sauce is reduced, place in the refrigerator until you are ready to use it. Place the fish filets in a cast-iron skillet and season with salt and pepper. Top completely with the tomato sauce reduction, the roasted tomatoes and one-eighth cup of cracked olives and drizzle with olive oil. Place in the oven and bake at 350 degrees until the fish is cooked through.

Seared Sea Scallops with Bacon and Mango Serves 4 12 fresh sea scallops 2 tbsp butter 2 tbsp vegetable oil Salt and pepper Diced mango Crumbled bacon

Photography by Tracy Toler

Finely dice the fresh mango. Cook the bacon until crisp; crumble the bacon after it has cooled. Melt the butter and oil in a skillet until very hot but without browning or smoking. Season the scallops with salt and pepper and sear them until browned on each side before placing three scallops on each plate and topping with the mango and bacon.

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Regional Focus COMPILED BY JENNIFER JETT

Bio Firm Receives Top 10 Technologies 2011 Award Protea Biosciences Group, Inc., a leading bioanalytics company based in Morgantown, has announced that The Scientist, an international research journal of the life sciences industry, selected Protea to receive its Top 10 Innovative Technologies award for 2011. In the January 2012 issue, The Scientist selected Protea’s LAESI DP-1000, a new instrument developed by Protea that eliminates time-consuming sample preparation steps and allows rapid molecular analysis of biological samples. “On behalf of our employees, shareholders and customers, we thank The Scientist for its selection of LAESI DP-1000, which we believe is a game-changing life sciences instrument that has the potential to dramatically accelerate and reduce the costs of biomedical discovery,” says Steve Turner, Protea’s CEO. “Through Protea, West Virginia is creating world-class biotechnology and successfully competing in the global biosciences sector.” In announcing the award winners in its January 2012 issue, the publication’s staff states, “Congratulations to all the winners of 2011’s Top 10 Innovations contest, and here’s to the researchers

who will use these tools to break new scientific ground and expand our understanding of biology in the months and years to come.” “What makes the LAESI DP-1000 unique is that it is a universal platform—one that can be used to analyze all types of biological samples, including tissue biopsies, live cells, blood and other biofluids,” Turner says. “It allows the direct, molecular analysis of living cells.”

The New River Gorge’s First Sustainable Mountain Community West Virginia’s New River Gorge is world famous for its staggering beauty and access to outdoor adventure. Wild Rock, designed to complement that natural wonder, is the region’s first sustainable mountain community. The growing community shares a three-mile boundary with the 70,000-acre New River Gorge National River. While hidden among dense forest, the community still offers a commanding view into the 900-foot gorge. There are 10 miles of trails for walking and mountain biking connected to 725 acres of property that is ready for new homes.

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“I grew up inspired by these mountains,” says Carl Frischkorn, CEO of Wild Rock. “Wild Rock brings that inspiration to your kitchen window or a hike that starts from your front door.” Everyone involved in this community’s development, from construction crews to the first homeowners, shares the founders’ sustainability vision that takes into account aesthetic/cultural, environmental and economic considerations, not to mention procuring local construction materials and labor as well as building roadways with gravel to allow natural water flow. Homes use night-sky-friendly lighting schemes so that stargazing strolls aren’t diluted. Landscaping is minimized, leaving the natural ground covering intact so there’s no need for additional watering and fertilizing of lawns. The internationally recognized landscape architectural firm Nelson, Byrd, Woltz of Charlottesville, VA, designed Wild Rock to blend seamlessly with nature. “Extensive first-hand site observation led us to design a community that respects and reinforces Wild Rock’s remarkable natural qualities,” says Warren Byrd, Jr., a principal partner of Nelson, Byrd, Woltz. Wild Rock’s neighbor and partner is Adventures on the Gorge. The recreational outfitter guides groups for everything from whitewater rafting and rock climbing to bird watching and zip line tours through the wilderness canopy. The excursions are breathtaking and attract a clientele that can choose to vacation anywhere in the world. A few of the notable guests to the region include astronaut Neil Armstrong, NASCAR driver Terry Labonte and NFL star Tony Romo. The area’s beauty and wilderness assets—including 1,600 climbing routes—also attracted the Boy Scouts of America to establish its nearby Summit Bechtel Reserve.

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This $400 million private investment will bring thousands of scouting families and outdoor enthusiasts to the area each year, starting with the 2013 National Scout Jamboree. The community is also close enough for a day trip to worldclass golfing at The Greenbrier, home of the PGA Greenbrier Classic, as well as some of the East Coast’s best skiing in the winter. This mix of people and unfettered access to everything outdoors makes for life-changing vacations. At Wild Rock, you can capture that same experience in a place you can call home.

Greater Morgantown CVB Selected As SportsEvents Winner The Greater Morgantown Convention & Visitors Bureau (GMCVB) is a winner of a SportsEvents 2012 Readers’ Choice Award. Winners were highlighted in the January issue of SportsEvents. Sport event professionals were asked to name convention and visitors bureaus or sport event venues that display exemplary creativity and professionalism towards the group they host. Nominations were received from readers throughout the year, and the top picks were selected based on the results from an online system. “This award is proof of the outstanding sporting venue we have here in Greater Morgantown,” says Dave Plevich, GMCVB Sports/Special Events manager. “The GMCVB is committed to providing a world-class experience to visiting teams, their families and fans.”

Small Businesses Play a Vital Role in West Virginia’s Economy The Office of Advocacy recently released the annual “Small Business Profiles for the States and Territories.” This is the 16th year that advocacy has published a state-by-state profile of American small businesses for all 50 states, Washington, D.C. and the U.S. territories. The profiles are an invaluable resource for small businesses, legislators, academics, government officials and policy makers in each state. The West Virginia profile uses the most recent data available to provide details about the state’s small business employment; business starts and closings; bank lending; business ownership by minorities, women and veterans and firm and employment change by major industry and firm size. “Small businesses are the foundation of economic growth in West Virginia and in our nation,” says Dr. Winslow Sargeant, chief counsel for advocacy. “By supporting policies that promote innovation and entrepreneurship, we help small businesses tackle these challenging economic times. These statistics are a resource for a path to economic growth.” West Virginia’s profile reported that there were 116,970 small businesses in West Virginia in 2009, of which 28,889 were employers, and accounted for 53.4 percent of private sector jobs in the state. Small firms made up 96.1 percent of the state’s employers. The report also stated that West Virginia’s real gross state product increased 2.7 percent and private-sector employment decreased 0.4 percent in 2010. By comparison, real GDP in the United States, or gross domestic product, decreased 1.3 percent and private sector employment declined by 0.8 percent. Selfemployment in West Virginia also showed a surge over the last decade in the report, and female self-employment fared the best compared with other demographic groups during the decade.

James Nester

Council for more than a decade. The project is best known for its one-volume West Virginia Encyclopedia, which became a regional bestseller after its publication in June 2006.

Landau Eugene Murphy, Jr. Performs at Appalachian Children’s Chorus Gala

Lumos Networks Announces James Nester as Director of Public Affairs Lumos Networks, a leading provider of fiber-based products across the Mid-Atlantic region, has announced that James Nester has been named director of public affairs for Lumos Networks. Nester will be based in Charleston, WV at the Lumos Networks regional office. “We are glad to have someone with Jim’s proven experience on our team,” says David Keller, senior vice president of sales, marketing and customer care. “Jim played a key role in the creation and development of the Lumos Networks brand, and we look forward to his leadership in taking the Lumos Networks message to markets across the Mid-Atlantic region.” Prior to joining Lumos Networks, Nester was most recently vice president of client services for Maple Creative, a leading marketing firm in Charleston. He has extensive history in public and media relations, marketing and advertising.

The West Virginia Encyclopedia Celebrates One Year Online The West Virginia Encyclopedia (e-WV) reached an important milestone in the fall of 2011 as it celebrated one year online. A project of the West Virginia Humanities Council, e-WV is the most authoritative electronic reference available for concise information on West Virginia’s people, places, history, arts, science and culture. The free Web site features more than 2,200 articles, thousands of multimedia assets and interactive features that include mapping, a 12,000-item timeline, West Virginia quizzes and an opinion poll. “We are pleased to offer an exciting information resource for West Virginia,” says e-WV publisher Ken Sullivan, “and the response has been good.” Tens of thousands of users have visited e-WV, accounting for hundreds of thousands of page views. The site is active day and night with visits recorded from more than 150 countries around the world. “Our online encyclopedia has carried the West Virginia story around the world and into homes and offices across the Mountain State,” says Sullivan, “and we are very pleased that e-WV is widely used by West Virginia students and teachers.” e-WV is staffed by full-time editors who update content daily, reply to the comments and feedback of users and add to interactive and illustrative features on the site. The online encyclopedia is the latest product of the West Virginia Encyclopedia Project, which has been underway at the West Virginia Humanities

“America’s Got Talent” winner and West Virginia native Landau Eugene Murphy, Jr. performed at the Appalachian Children’s Chorus (ACC) Gala in February at the Clay Center’s Maier Performance Hall. Landau’s appearance benefitted the Appalachian Children’s Chorus as well as the Children’s Home Society. He also performed with the members of the Appalachian Children’s Chorus. ACC Artistic Director Selina Midkiff says, “My children were just ecstatic about the opportunity to sing with West Virginia’s favorite son, Landau Eugene Murphy, Jr. ACC is committed to offering our young people extraordinary opportunities. This absolutely falls into that category! Though they perform with the West Virginia Symphony Orchestra every year, this was special because it was the first time they have performed with a big band directed by West Virginia’s own Jeff Flanagan. I am so appreciative of Landau’s commitment to the children of West Virginia and that he was able to be a part of ACC’s event.” This was the ACC’s seventh annual gala to benefit their program and children of the choir. There are approximately 170 children in seven choirs rehearsing in three different counties. ACC’s mission is to develop artistic excellence, a quality music education and extraordinary opportunities for West Virginia’s youth while opening doors for the children to have a bright future.

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The Beckley Intermodal Gateway project is a multi-phase transportation center being constructed in the heart of Beckley’s downtown area that will serve as a gateway into the city.

The structure will include a terminal for local and regional bus lines, a parking garage and a public event area. It is a redevelopment project designed to enhance transportation and help revitalize downtown Beckley.

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Governor Earl Ray Tomblin has announced that nominations are now being accepted for the 2012 Governor’s Service Awards. The Governor’s Service Awards, which are coordinated by Volunteer West Virginia, the state’s Commission for National and Community Service, recognize outstanding individuals, families and organizations for extraordinary service and commitment to their communities. “West Virginia is a state known for neighbors helping neighbors and we are fortunate to have so many willing individuals to step forward and give of their time, talent and resources to make our communities better places to live and work,” Gov. Tomblin says. “I encourage everyone to take the time to nominate an individual, a family or an organization that puts West Virginia first through volunteerism. This is an opportunity to honor those who give so much of themselves for the benefit of others.” The individuals and organizations that are selected as recipients of the Governor’s Service Award will receive recognition during a banquet at the state volunteerism conference, Faces of Leadership, in Charleston on August 8, 2012. Last year’s recipients volunteered to mentor college-bound youth, promoted breast cancer awareness, used creative talents to benefit nonprofit organizations and created economic opportunities through tourism. Nomination forms are available on the Volunteer West Virginia Web site, www.volunteerwv.org, or by calling (800) WV-HELPS. Nominations should be postmarked by April 13, 2012.

His professional accomplishments and commitment to providing outstanding service and representation to our clients are a credit to the firm and the profession.” Bellomy graduated cum laude from West Virginia University in 1998 with dual bachelor degrees in philosophy and economics. He is a 2002 graduate of the University of North Carolina Chapel Hill School of Law. A native of Ceredo, he resides in Huntington with his wife, Amber, and twin daughters, Gabriella and Isabella.

Spilman Thomas & Battle Elects New Members The management team of Spilman Thomas & Battle, PLLC recently announced the election of several new members. “Our new members have become—both individually and collectively—integral to the success of Team Spilman,” says Michael Basile, the firm’s managing member. “Their spirit, attitude, knowledge and work ethic perfectly exemplify the firm’s commitment to delivering excellence and value to our clients.” Kelly Griffith has become a leader with respect to electronic discovery matters. A co-founder and co-leader of Spilman’s E-Discovery Practice Group, she has developed and presented programs on a variety of e-discovery issues to attorneys, information technology professionals and judges throughout the region. She received her bachelor’s degree from the University of Kentucky and her law degree from the Georgetown University Law Center. Angela Herdman has an active practice in the areas of insurance coverage and bad faith, general litigation, insurance law and personal injury defense litigation. She recently helped secure an important ruling that will

Huddleston Bolen Announces New Partner Huddleston Bolen LLP has named Charles Bellomy as a partner in the firm. Bellomy is an experienced trial attorney and represents a wide variety of clients that include natural gas and oil producers, land owners, railroads and employers. His litigation experience encompasses a broad spectrum of claims, including class action lawsuits, claims of discrimination and harassment, personal injury, wrongful termination, wrongful death, breach of contract, bad faith and fraud. In making the announcement, Tom Gilpin, chair of the firm’s management committee, says, “We are honored to welcome Chuck to the partnership.

Charles Bellomy

affect the future of the insurance industry in West Virginia. Herdman received her bachelor’s degree from Purdue University and her law degree from the West Virginia University College of Law. Clifford Kinney, Jr. has represented parties in class actions, mass torts, toxic torts and consumer claims for nearly 20 years, and he is active in the firm’s high-risk litigation strike force. He is a trained mediator and AAA neutral, focusing on alternative dispute resolution of construction and related claims. He received his bachelor’s degree from American University in Washington, D.C. and his law degree from the University of Virginia School of Law. Sharon Potter is a former U.S. Attorney for the Northern District of West Virginia and practices across a broad scope of legal areas. She handles criminal defense in environmental, tax and financial fraud cases and assists companies with internal investigations, compliance, ethics and coordination with law enforcement. She received her bachelor’s degree from Vanderbilt University and her law degree from the California Western School of Law.

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Richard Wallace represents employers in all areas of labor and employment law, with a particular emphasis on traditional labor law. He regularly appears in state and federal courts throughout the firm’s footprint to defend employers in all phases of employment litigation and provides advice and counseling to clients with the goal of preventing litigation. Wallace received his bachelor’s degree from the University of Virginia and his law degree from the Wake Forest University School of Law.

Third-Party Debt Collection Positively Impacts West Virginia’s Economy Third-party debt collection has an important impact on America’s—and West Virginia’s—economies, according to a new study based on 2010 data by Associated Collection Agencies International (ACA) and global advisory firm Ernst and Young. “These findings reinforce the critical role the third-party debt collection industry plays as a service provider in recovering unpaid consumer debt on behalf of the public, private and nonprofit sectors,” says Associated Collection Agencies of West

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Virginia President Jill Epstein. “Moreover, third-party collectors are actively engaged in West Virginia communities as employers, volunteers, philanthropists and taxpayers.” Among the key West Virginia findings of this landmark survey about third-party debt collection, $355 million was recovered on behalf of creditor clients within the state; West Virginia collection agencies directly employed 1,000 people with a payroll of $33 million and indirectly influenced a total of 1,670 jobs with a payroll of $56 million; West Virginia collection agencies and their employees paid $3.5 million in state and local taxes and the agencies contributed $696,000 and 2,100 volunteer hours to charitable causes in the state. “Our nation was built on the premise that those who provide credit, goods and services to consumers have the expectation of being repaid,” says ACA International CEO Pat Morris. “Recovering these debts helps organizations survive, prevents layoffs, keeps cost down and credit, goods and services available and reduces the need for tax increases to cover government budget shortfalls.”

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