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April 2018 >> $5 ON ROUNDS

Inspiring Passion for the Art and Science of Medicine Being inspired by others led Jerome Thompson, MD, to pursue medicine. From following his orthopedist around in a wheelchair, to Neil Armstrong, to meeting the father of pediatric ENT, all impacted Thompson and his love for the healing arts. Read the story on page 3.

5 Reasons Healthcare Data Is Unique and Difficult to Measure

Tennessee Legislature Approves Physician-Friendly MOC Bill The Tennessee Medial Association reports in a recent news release that its “physician members are praising a new law that will ease the costly, burdensome and in many cases mandatory requirements for doctors to maintain specialty board certification.” The Tennessee General Assembly unanimously approved the measure after a two-year effort by TMA to persuade state lawmakers to take action on what has become a hot button issue for physicians across the U.S. The Tennessee Senate last month passed bill SB1824 by a vote of 33-0 after the House unanimously passed the companion bill a week earlier. Sen. Richard Briggs, MD (R-Knoxville) sponsored the Senate bill while House Republican Caucus Chairman Ryan Williams (R-Cookeville) led the effort in the larger chamber. According to the TMA, the largest professional organization for doctors in Tennessee, Sen. Briggs and Rep. Williams worked with TMA in 2017 to pass another law that prevents MOC from being required for state licensure. That same bill created a task force to study MOC as it relates to hospital hiring practices, admitting privileges and insurance networks. Legislators who served on the task force returned to session in 2018 ready to give Tennessee physicians some relief and ensure the arbitrary MOC process no longer interferes with Tennesseans’ (CONTINUED ON PAGE 6)


Those of us who work with data tend to think in very structured, linear terms. We like B to follow A and C to follow B, not just some of the time, but all the time.

Servant Leadership Delivers Success

Surgeon feedback fuels R&D says OsteoRemedies’ CEO Chris Hughes

Read the story on page 4.

West Tennessee Health/Tennova Deal Signals Big Change


Servant leadership, hard work and family fill the heart of Chris Hughes, CEO of OsteoRemedies. Growing up in Medina Ohio, Hughes’ parents instilled in him a strong sense of family, work ethic and to treat others with respect. Losing his wife, Kim, at the end of 2016, only deepened the importance of those qualities in Hughes and are what drives him as he leads the Memphis-based medical device company that provides orthopedic surgeons simple solutions to complex disorders focused on revision and infection remedies.

Read the story on page 7.



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APRIL 2018




Inspiring Passion for the Art and Science of Medicine

As a UT faculty member and father, LeBonheur’s Dr. Jerome Thompson is transferring the legacy of the man who inspired him to others By SUZANNe BOyD

Being inspired by others led Jerome Thompson, MD, to pursue medicine. From following his orthopedist around in a wheelchair, to Neil Armstrong, to meeting the father of pediatric ENT, all impacted Thompson and his love for the healing arts. Today, in his role as division head of Pediatric ENT at Le Bonheur Children’s Hospital, as well as that of a father, Thompson is inspiring others with his love of medicine. Growing up in Memphis, the son of a military father and a mother who was a nurse, Thompson attended, what he calls, some of the best public schools in the country. At age 13, his family relocated to Los Angeles, and when he registered for school Thompson tested high enough to skip seventh grade and move to the eighth. His mother was so happy she decided to bake a cake, a decision with significant impact. “She was heating up Crisco in a skillet and it caught fire. She ran out the back door with a flaming skillet and we ran into each other. I had on nylon pants and cotton socks, which caught fire. I ended up with second and third-degree burns and in a military hospital on the Air Force Base right in the middle of all the enlisted patients,” he said. “Since it probably wasn’t in my best interest as a teenager to be spending all day with a bunch of military men, my orthopedist let me be his scribe. He rigged up a desk that sat across my wheelchair and I rolled around behind him with a stack of charts and he dictated his notes to me. It was what inspired me to go into medicine.” That inspiration was further fueled when Thompson won a NASA Environmental Research Award for his self-contained life system that allowed a hamster to live underwater for a month. “It was my senior year and to say the least I was a nerd, and some would say I still am,” said Thompson. “Astronaut Neil Armstrong was one of the judges and presented the award to me. He told me I needed to be either in science or medicine.” Thompson graduated with a degree in zoology from the University of California, Riverside, which was near the military base where his family lived. The University of California Los Angeles was where he got his medical school training as well as completed his internship and residency. While rotating at LA’s Children’s Hospital Thompson met the man who was the father of pediatric otolaryngology. “I fell in love with the pediatric airway,” said Thompson. “Fixing problems is what I love about this specialty. In pediatric WESTTNMEDICALNEWS


ENT, almost every patient you treat gets better, whether that involves medicine, surgery or just an examination.” After completing his fellowship in pediatric otolaryngology at Los Angeles Children’s Hospital, Thompson entered private practice then joined the faculty and staff at the University of Southern California Medical Center. He trained medical

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students, residents and fellows. “We did everything from oncology, airways and typical ENT cases,” said Thompson. “It was a wonderful time in my life.” While he was an attending and a faculty member, Thompson met his wife who was an ICU nurse. “We were both workaholics. She invited me to coffee, but I did not have time,” he said. “Then I asked the charge nurse if I could take her out, fortunately she said yes. I knew on the first date I would marry her.” In the mid ‘90’s, LA was a rough town and not where Thompson wanted to raise his four children. “In a five-year period, you had a 50/50 chance of being a victim of a violent crime. With riots, we just knew it was time to go,” he said. “In 1994, a colleague told me there was

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a position here for a pediatric ENT that included a faculty position at UT Health Science Center. I knew of Le Bonheur’s reputation, we loved the city and made the move.” Thompson says he came to a great hospital in a growth phase. “Initially, I was the only pediatric ENT. Since then the department has grown substantially. We have added five more faculty positons and a nurse practitioner. We have also added a fellowship position.” he said. “The equipment we have is better than what most university hospitals have.” To say he is passionate about medicine is an understatement – his love for the healing arts has spilled over into his children, two of which are already doctors. “One is a pediatric intern at Le Bonheur and the other is an OB/GYN intern,” he said. “Growing up they would either be dissecting road kill or trying to save an injured animal in my garage. They even nursed an injured fawn that had been hit, giving it IV fluids, taking its temperature, bandaging it, the works.” The younger two children will also take medical paths. One is doing a year of research for Le Bonheur while applying to medical school. His youngest child, a son, plans to head to college this fall to play lacrosse and pursue a degree that will put him on the path to be a Certified Registered Nurse Anesthetist. Besides passing on his love for medicine, Thompson shares his passion for hot rods and restoring them with his son. “I have a 1929 Ford Roadster that we are working on now. It has a ’68 Corvette engine in it,” he said. “We don’t have much time to work on it but need to get busy on it this summer before he heads off to college. It’s going to be cool one day.”

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APRIL 2018



5 Reasons Healthcare Data Is Unique and Difficult to Measure By DAN LeSUEUR

Those of us who work with data tend to think in very structured, linear terms. We like B to follow A and C to follow B, not just some of the time, but all the time. Healthcare data isn’t that way. It’s both diverse and complex making linear analysis useless. There are several characteristics of healthcare data that make it unique. Here are five, in particular: 1. Possibility of multiple places Healthcare data tends to reside in multiple places. From different source systems, like EMRs or HR software, to different departments, like radiology or pharmacy. The data comes from all over the organization. Aggregating this data into a single, central system, such as an enterprise data warehouse (EDW), makes this data accessible and actionable. Healthcare data also occurs in different formats (e.g., text, numeric, paper, digital, pictures, videos, multimedia, etc.). Radiology uses images, old medical records exist in paper format, and today’s EMRs can hold hundreds of rows of textual and numerical data. Sometimes the same data exists in different systems and in different formats. Such is the case with claims data versus clinical data. A patient’s broken arm looks like an image in the medical record but appears as ICD-9 code 813.8 in the claims data. And it looks like the future holds even more sources of data, like patient-generated tracking from devices like fitness monitors and blood pressure sensors. 2. Structured and unstructured Electronic medical record software has provided a platform for consistent data capture, but the reality is data capture is anything but consistent. For years, documenting clinical facts and findings on paper has trained an industry to capture data in whatever way is most convenient for the care provider with little regard for how this data could eventually be aggregated and analyzed. EMRs attempt to standardize the data capture process, but care providers are reluctant to adopt a one-size-fits-all approach to documentation. Thus, unstructured data capture is often allowed to appease the frustrated EMR users and avoid hindering the care delivery process. As a result, much of the data captured in this manner is difficult to aggregate and analyze in any consistent manner. As EMR products improve, as users become trained to standard workflows, and as care providers become more accustomed to entering data in structured fields as designed, we will have more and better data for analytics. An example of the above phenomenon is found in a recent initiative to reduce unnecessary C-sections at a large health system in the Northwest. The first task for the team was to understand how the indica4


APRIL 2018

About the Writer Dan LeSueur has been developing and implementing the core products and services of Health Catalyst since 2011. He started as a data architect, moved into a technical director role and is now a Vice President of Client and Technical Operations. Prior to joining Health Catalyst, he owned a management consultancy for five years that assisted ambulatory practices in the implementation of electronic health records and data-driven management methodologies.

tions for C-section were documented in the EMR. It turned out that there were only two options to choose from: 1) fetal indication and 2) maternal indication. Because these were the only two options, delivering clinicians would often choose to document the true indication for C-section in a free text form, while others did not document it at all. Well, this was not conducive to understanding the root cause of unnecessary C-sections. So, the team worked with an analyst to modify the list of available options in the EMR so that more detail could be added. After making this slight modification to the data capture process, the team gained tremendous insight, and identified opportunities to standardize care delivery and reduce unnecessary Csections. 3. Inconsistent definitions Oftentimes, healthcare data can have inconsistent or variable definitions. For example, one group of clinicians may define a cohort of asthmatic patients differently than another group of clinicians. Ask two clinicians what criteria are necessary to identify someone as a diabetic and you may get three different answers. There may just not be a level of consensus about a particular treatment or cohort definition. Also, even when there is consensus, the consenting experts are constantly discovering newly agreed-upon knowledge. As we learn more about how the body works, our understanding continues to change of what is important, what to measure, how and when to measure it, and the goals to target. For example, this year most clinicians agree that a diabetes diagnosis is an Hg A1c value above 7, but next year it’s possible the agreement will be something different. There are best practices established in the industry, but there’s always ongoing discussion in the way those things are defined. Which means you’re trying to create order out of chaos and hit a target that’s not only moving, but seems to be moving in a way you can’t predict.

4. Complex data Claims data has been around for years and thus it has been standardized and scrubbed. But this type of data is incomplete. Clinical data from sources like EMRs give a more complete picture of the patient’s story. While developing standard processes that improve quality is one of the goals in healthcare, the number of data variables involved makes it far more challenging. You’re not working with a finite number of identical parts to create identical outcomes. Instead, you’re looking at an amalgam of individual systems that are so complex we don’t even begin to profess we understand how they work together (that is to say, the human body). Managing the data related to each of those systems (which is often being captured in disparate applications), and turning it into something usable across a population, requires a far more sophisticated set of tools than is needed for other industries like manufacturing. 5. Changing Regulatory Requirements Regulatory and reporting requirements also continue to increase and evolve. CMS needs quality reports around measures like readmissions, and healthcare reform means more transparent quality and pricing information for the public. The shift to value-based purchasing models will only add to the reporting burden for healthcare organizations. Complexity Is Growing Healthcare data will not get simpler in the future. If anything, this list will grow. Healthcare faces unique challenges and with that comes unique data challenges. Because healthcare data is so uniquely complex, it’s clear that traditional approaches to managing data will not work in healthcare. A different approach is needed that can handle the multiple sources, the structured and unstructured data, the inconsistency, the variability, and the complexity within an ever-changing regulatory environment. The solution for this unpredictable change and complexity is an agile approach, tuned for healthcare. As with a professional athlete, the ability to change directions on a dime when the environment around you is in constant flux is a valuable attribute to have. If I start out from point A in direct route to point B and the location of point B suddenly changes or an obstacle arises, I certainly wouldn’t want to have to retrace my steps back to point A, redefine my coordinates, and set off on the new course. Rather, I need to take one step at a time, reevaluate, and pivot inflight when necessary. Agility Compensates Those are the core issues with healthcare data, and they are very real. Understanding that, and the fact that some of those issues will never change, the question becomes how you work within those limita-

tions to deliver better information to those who need it. The generally accepted method of aggregating data from disparate source systems so it can be analyzed is to create an enterprise data warehouse (EDW). It is a method common across many industries. Just as a physical warehouse is used to store all sorts of goods in bulk until they’re needed, an EDW houses data from across the enterprise in a single place. Yet how you aggregate that data can have a huge impact on your ability to gain maximum value from it. The early-binding methods that are prevalent in manufacturing, retail, and financial services don’t work very well in healthcare, because they depend on making business rule decisions before you know what you want to do with it. It would be expensive to warehouse goods with the thought in mind that you would store everything you could ever want in the future. So you’re paying for all the storage space and the overhead that comes along with it. But you’re not using it. Traditionally other industries look ahead at what business questions they’ll want to answer. They know exactly what information they’ll need. Their data warehouses, then, store everything they need in the way that they need it. Healthcare is not like those industries where business rules and definitions are fixed for long periods of time. The volatility of healthcare data means a rule set today may not be a best practice tomorrow. The industry is filled with instances of EDW projects that never deliver results or even come close to completion because the rules and definitions keep changing. A better approach is to use a LateBinding™ Data Warehouse. With this schema, data is brought into the EDW from the source applications as-is, and placed into a source data mart. When you need to turn it into information, it is then transformed into exactly what the analysis requires. If there is a change to the business rules or definitions, such as what constitutes an at-risk patient, that change can be applied within the application data mart rather than having to transform and reload all the data from the source. That is how Late-Binding™ supports the discovery process so important to healthcare. When frontline business users enter into a clinical analysis of the data, you want them to start free of any pre- conceived data models. Late-Binding™ allows you to aggregate data quickly and develop business rules on the fly so users can develop hypotheses, use the data to prove them right or wrong, and continue the discovery process until they are able to make scientific, evidencebased decisions. Health Catalyst is a mission-driven data warehousing, analytics and outcomes-improvement company that helps healthcare organizations of all sizes improve clinical, financial, and operational outcomes needed to improve population health and accountable care.

Printed with permission from Health Catalyst.



Updates to Telemedicine and Telehealth in Tennessee By Ann E. Lundy and Shannon E. Hoffert Tennessee defines telehealth as the use of real-time, interactive video, video communications, electronic technology, or store and forward telemedicine services by a healthcare services provider to deliver healthcare to a patient within the scope of the practice of the healthcare provider when: (1) the provider is located at a “qualified site” other than where the patient is located; and (2) the patient is located at a “qualified site.”1 A “qualified site” means a medical office, a hospital, a rural health clinic, a federally qualified health center, a mental health facility, and a school staffed by a healthcare provider. Qualified site does not include the patient’s home unless authorized by the insurance company. Also, “Telehealth” does not include phone, e-mailed or faxed communications; therefore, phone calls, e-mails and faxes are not subject to telehealth restrictions.

information to a third-party. • Written consent from the patient to use telehealth after being informed of the risks, benefits, and alternatives.

Medical Records. Any physician

conducting a patient encounter via telemedicine must so document in the patient record and must state the technology used. The physician should have appropriate patient records or be able to obtain such information during the telemedicine encounter. On December 28, 2017, CMS issued a memo specifying and clarifying that healthcare providers may not issue orders via text messaging. Communicating patient information via a secure platform is permitted.

SOME TAKE CREDIT. WE TAKE INITIATIVE. Ann E. Lundy 901.680.7367 Ann.Lundy@

Shannon E. Hoffert 901.680.7352 Shannon.Hoffert@

direct referral for an in-person visit, request additional information, or recommend the patient be evaluated by the patient’s primary care physician or other local provider.

Patient Privacy. Tennessee does not have a law specifically addressing privacy in telemedicine, but does have privacy regulations for licensed healthcare professionals requiring a privacy policy, and disclosure consent requirements that would apply in the context of telemedicine.

Informed Consent. As is true with inperson medical visits, evidence documenting appropriate patient informed consent for the use of telemedicine technologies must be obReimbursement. Tennessee law requires tained. Appropriate informed consent should, commercial insurance companies and at a minimum, include the following terms: Telehealth Standard of Care: Providers TennCare payors to cover telehealth services • Identification of the patient, the physimust exercise the same standard of care as to the same extent that they cover in-person cian and the physician’s credentials. they would through an in-person visit. visits as long as the patient is at a “qualified The provider should verify the patient’s site.” The catch is that the insurers do identity by using government issued Licensure. The practice of medicine occurs not have to pay the same amount as they photo identification and/or a facilitator. where the patient is located. Tennessee would for an in-person visit. That is, there The provider should disclose his or her requires full medical board licensure if the is no payment parity--only coverage parity.2 name, current and primary practice loThis provision applies to TennCare MCOs patient is located in Tennessee. Former cation, medical degree and recognized (any insurer that agree to insure TennCare “special telemedicine” licenses are no longer specialty area, if any. patients), such as BCBST’s Blue Care valid. Effective July 1, 2018, Tennessee will • Types of transmissions permitted using program. In Tennessee, the law requires join 22 other states as a member in the telemedicine technology (i.e. prescrippayors to cover telehealth services, but not Interstate Medical Licensure Compact. tion refills, appointment scheduling, when the patient is at home. This does not States that are in the Compact can rely upon patient education) restrict commercial payors from deciding to information submitted by the physician to • The patient agrees that the physician pay for remote monitoring at home if they so his or her primary state in order to expedite determines whether the condition bechoose. Blue Cross Blue Shield of Tennessee the licensing process. ing diagnosed and/or treated is appronot pay if the patient is at home because Some legal teams are more concerned withwill priate for a telemedicine encounter Physician-Patient Relationship. it is not considered to be an appropriate Detailsthan on security measures with Tennessee does not require an in-person taking •credit initiative. At taken Butler Snow,originating site. the use of telemedicine technologies, visit in order to establish a physician-patient such asapproach encrypting data, password relationship. The patient encounter can our teamwork For additional information concerning allows us to proanticipate tected screen savers occur with or without a patient facilitator, Telehealth, including questions concerning • Hold harmless clause for information but a facilitator is required when the patient GLEPPIRKIWERHXSČRHGVIEXMZIWSPYXMSRW prescribing and CMS payment coverage, lost due to technical failures is a minor. If the information transmitted contact Ann Lundy with Butler Snow LLP • Requirement for express patient conduring the visit is not sufficient (e.g. bad After all, we measure our success by or at (901) sent to forward patient-identifiable connection), then the provider must request 680-7367. This article provides a few recent updates to the current legislative trends in Tennessee regarding telehealth:

1 Tenn. Code Ann. Sec. 56-7-1002. 2 Tenn. Code Ann. §56-7-1002.




APRIL 2018






Servant Leadership, continued from page 1 For Hughes, college was a goal, and he was determined to figure out how to pay for it. “My choices were either to go to West Point or find a school with an ROTC program. Either way, I could serve my country and get my education paid for,” said Hughes. “In doing my research on ROTC programs, I discovered not all included room and board. I also was looking for a good business school. The University of Tampa was the answer. It offered an ROTC program that would give me a full ride, OsteoRemedies CEO, Chris Hughes says family is what keeps him focused had a great business school and I could be on the golf team.” booth at the annual meeting of the AmeriAfter college, Hughes spent four years can Academy of Orthopedic Surgeons to on active duty in the Army. When faced announce the launch of OsteoRemedies with the choice of making the military a caRemedy® Spacer System that could be used reer or starting a new career at the age of in infected knee and hip surgeries. In ad42, Hughes chose civilian life. Through a dition to adding shoulder applications, the military program that placed junior officers company continues to expand its portfolio, into corporate America, Hughes entered recently announcing the launch of its fifth the medical field as a sales manager in the product line at the AAOS annual meeting. medical sales industry. Being cash flow positive and profitFour years later, Hughes found himself able as soon as possible was a big element at a crossroad in his career, needing to deof Hughes’ initial business plan. Also, in his cide between sales or marketing. Having a plan was an objective to take no venture degree in marketing made it an easy choice. capital money. To this end, Hughes deOrthopedics and Memphis, Tennessee procided to keep things lean. “One philosophy vided the best opportunity. Hughes began when developing the business plan came marketing medical devices for Wright Medfrom challenges I had faced in the past with ical Group, Smith and Nephew, followed hiring too many people and having too by Medtronic for the next ten years. much facility space,” he said. “We only hire “I had always wanted to lead my own someone when we need them full time and company so when Paradigm Spine ofif alternatively, that discipline can be confered me the opportunity to be president, tracted out, then we do until it becomes a I couldn’t say no, even though the job was full-time position.” in New York City and Memphis was my In the beginning, OsteoRemedies and home. It was one of the greatest experiChris Hughes were really one in the same, ences I had in my medical device career, since he was the only employee. After a few even though it meant a weekly commute to months, he hired an office manager to help New York. After four years, I swapped my with logistics. In March 2014, when the first weekly airplane commute for one by car to product launched, he hired a customer serNashville to run a medical device distribuvice representative. Since then the staff has tion company there,” said Hughes. “While only grown by three employees, the Chief working in Nashville, I was approached by some colleagues in the industry that had intellectual property and interest in developing a business plan to start a company with this unique technology. When they asked access to care. what it would take for me to run the comNita W. Shumaker, MD, TMA presipany, my only request was that the comdent, said, “TMA’s goal, after years of pany be based in Memphis. My six years of complaints from our member physicians commuting was over when OsteoRemedies about MOC testing requirements, was simwas founded in September 2013.” ply to give doctors options for maintaining Aside from it being his home, Memand improving their professional compephis brought a lot to the table in terms of tency. Doctors should not be forced by hosbeing the global headquarters for Osteopitals or insurance companies to participate Remedies. “Memphis is a great choice for in an arbitrary certification process that has any medical device start-up. It is centrally not been shown to improve quality of care. located and home to FedEx,” said Hughes. “This bill gives much-needed relief for “Add to that, the twenty-some medical dedoctors who may choose Continuing Medivice start-ups and more than 4000 medical cal Education or other forms of ongoing device industry employees, it just provides learning. Thanks to Sen. Briggs, Rep. Wilfor a plethora of expertise.” liams and the other members of our state First on Hughes’ CEO agenda was legislature, Tennessee is now one of few to find distributors for a product that was states developing real solutions to this nanot ready to sell. Undaunted by the task, tional issue.” Hughes headed to a medical device conferThe new law carries two important ence and signed up ten distributors. Three provisions for doctors who have pleaded for months later in March 2014, he set up a relief from the MOC requirements levied

Operating Officer, a marketing person and an R&D person. All other functions are fulfilled by 1099 contract personnel. “We only hire when needed and I am very proud of the team we have built,” said Hughes. “Each hire has been different and unique. Marketing and R&D came out of the growth we have had. Our COO, Eric Stookey, former president of Wright Medical Group was a known leader in the ortho space. He changed the trajectory of this company when he came on board in 2015.” With 80 distributors across the United States, OsteoRemedies is focused on being the premier choice of orthopedic surgeons for complex infection and revision procedures. “We are capturing about 20 percent of the market for patients eligible for the type of devices we offer,” said Hughes. “While we have room to grow, we are very comfortable in our niche. We see ourselves as complementing the bag of products offered by the orthopedic distribution companies we use.” Hughes says OsteoRemedies relies on feedback from surgeons when it comes to research and development of new products. “We are constantly looking at new products,” he said. “We are the only company in the market with a modular hip spacer system and an acetabular cup, used in the complete revision of a two-stage infected hip revision. That product came about based on gaining insight from some of the top surgeon experts who were not choosing our system.” With a philosophy on growth and a mantra of never fast enough and never enough, Hughes is pleased that OsteoRemedies’ growth has exceeded expectations every month, quarter and year. “Either I underestimated our potential, or we have just done better than we anticipated,” he said. “Regardless, I always want to push to

Tennessee Legislature, continued from page 1



APRIL 2018

by the American Board of Medical Specialties, insurance companies, hospitals and health systems. It prohibits health insurance companies from excluding physicians from health plan networks based solely on a physician’s MOC status. It allows the medical staff at each hospital to determine whether to require MOC or accept other forms of competency measures (such as Continuing Medical Education) for credentialing and/or admitting privileges. Hospitals requiring MOC must adopt bylaws making it a stipulation for work or network participation. TMA expects the state’s new MOC laws, coupled with a favorable medical liability climate and other qualities that help Tennessee rank among the best states in which to practice medicine, will improve the state’s efforts to recruit and retain the best physicians.

get to the next level, keep improving, growing and expanding. It is what motivates me each day.” In developing his work ethic and management style, Hughes said he had the greatest example growing up, his parents. “They treated everyone with respect and they worked hard,” he said. “It’s a simple leadership style that is built on the fact that everyone is an equal individual and should be treated with respect. I believe no one works for me, they work with me. Servant leadership was what I was taught as a young marketing person and something I believe in every day.” That servant’s heart is also evident in Hughes’ personal life. Family is of the utmost importance to him and never more so than since the loss of his wife Kim, who passed away in December 2016 at the age of 43. “Family has always been important to me, but now more than ever with my four children, and being able to take care of them is of paramount importance. I view my business as another way to do that,” said Hughes. “My family is what keeps me focused and drives me more than ever before.”

PUBLISHER Pamela Z. Harris EDITOR Pepper Jeter SALES Kristen Owensby 219-781-1744 CREATIVE DIRECTOR Susan Graham GRAPHIC DESIGNERS Susan Graham, Katy Barrett-Alley CONTRIBUTING WRITERS Suzanne Boyd Dan LeSueur All editorial submissions and press releases should be sent to Subscription requests can be mailed to the address below or emailed to West TN Medical News is now privately and locally owned by Ziggy Productions, LLC. P O Box 1842 Memphis, TN 38101- 1842 President: Pamela Harris Vice President: Patrick Rains Reproduction in whole or in part without written permission is prohibited. West TN Medical News will assume no responsibility for unsolicited materials. All letters sent to West TN Medical News will be considered the newspaper’s property and unconditionally assigned to West TN Medical News for publication and copyright purposes.



GrandRounds Dr. Stephens Introduces New Hip Arthroscopy Procedure at HCMC PARIS – Thanks to new technology and the willingness of Dr. Kyle Stephens to bring that new technology to Henry County Medical Center, area patients suffering from hip pain now have an alternative to physical therapy or hip replacement to improve their quality of life. Dr. Stephens, an Orthopedic Surgeon with West Tennessee Bone & Joint in Paris, performed Henry County’s ďŹ rst-ever hip arthroscopy Friday morning at HCMC’s Surgery Center. Dr. Stephens recently underwent training for the new procedure and will be one of the few surgeons in West Tennessee offering it thanks to the purchase of new equipment by HCMC from the orthopedic medical device company, Arthrex. Hip arthroscopy is one of the cutting-edge areas of orthopaedic surgery and is performed through tiny poke-hole (portal) incisions using a camera to view inside the hip joint. The surgery is performed as an outpatient procedure and lasts for approximately 90 minutes. Patients go home on the same day using crutches to assure proper recovery of the hip. Most patients begin physical therapy soon after surgery. For more information or to schedule an appointment with Dr. Stephens, contact West Tennessee Bone & Joint or contact the HCMC FindLine for more information or go to our website at

West Tennessee Healthcare to Acquire Three Hospitals from Community Health Systems

JACKSON - West Tennessee Healthcare (“WTHâ€?) has announced it has signed an Asset Purchase Agreement to acquire three hospitals from Nashville-based Community Health Systems, Inc. (CHS). The transaction is expected to close in the second quarter of 2018, subject to customary regulatory approvals and closing conditions. The purchase price is approximately $67 million. The three CHS hospitals involved in the transaction are: • Tennova Healthcare - Dyersburg Regional located in Dyersburg • Tennova Healthcare - Regional Jackson located in Jackson • Tennova Healthcare - Volunteer Martin located in Martin Speaking on behalf of the Board of WTH and the health system, West Tennessee Healthcare CEO James E. Ross said the acquisition is good news for consumers, employers, physicians and future patients. The transaction includes all physician clinics and outpatient services associated with the three hospitals, which will also become part of WTH’s 18-county network of medical centers and outpatient services. Upon the closing, West Tennessee Healthcare (WTH) will employ more than 7,000 people and will operate seven hospitals across the region. Kaufman, Hall & Associates, LLC is acting as the exclusive ďŹ nancial advisor to West Tennessee Healthcare on this transaction.

Pictured is Kyle Stephen, DO, Orthopedic Surgeon with West TN Bone & Joint, performing his first hip arthroscopy at the HCMC Surgery Center.

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APRIL 2018



First and Only in Tennessee to implement the Corindus Vascular Robotics CorPathÂŽ GRX System. The only FDA cleared medical device to bring robotic-assisted precision to coronary angioplasty procedures while protecting medical professionals from radiation exposure occurring in hospital catheterization laboratories.

Tomorrow’s Cardiac Care Here Today Robotic Precision in Positioning Stents

More Safety and Comfort for Patients

Unparalleled Control

Enhanced Visualization

April 2018 WTMN  

West TN Medical News April 2018

April 2018 WTMN  

West TN Medical News April 2018