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BlueCross BlueShield is Strengthening Alabama’s Healthcare Workforce with Scholarship Program By laureN JohNsoN
While Alabama is facing a workforce shortage in various healthcare fields, BlueCross BlueShield of Alabama (BCBS) is addressing this issue by creating a Medical Scholarship Program to help fill the demand for physicians in rural areas of the state. Established in 2016, the BCBS program pays for the recipients last two years of medical school, and the recipient agrees to practice in an underserved area for at least
three years after graduation. “We have to make a lot of important decisions when we go into healthcare, but BlueCross removes the worry about paying back debt,” said Sabrina Belizaire, ACOM medical student and scholarship recipient. “I’m thankful for BlueCross doing this.” “The original program had $11 million dollars allocated, and we did that for five years,” said Darrel Weaver, MD, the Vice President of Provider Engagement (CONTINUED ON PAGE 3)
Learning The Rules Of Reimbursement By laura FreemaN
“What am I doing wrong?” That’s the question Cheyenne Crowe says she hears most often. “Usually its either long-time physicians struggling to get reimbursements approved so they can afford to keep their independent practice going, or it’s new doctors about to launch who have just realized that all those years learning how to keep patients healthy haven’t taught them enough about the business side of how to keep a practice healthy,” Crowe, the owner of Billing Consultants of North Alabama, said. “When people are called to be a doctor, they focus on learning to save lives and fight diseases. Navigating multiple layers of business paperwork, numbers and rules requires a different mindset.”
In the United States, medical reimbursement has rapidly evolved so that now most health care is paid either by Medicare, Medicaid or insurers that are rapidly adapting their reimbursement procedures to follow the model established by Medicare and Medicare Advantage plans. In
Alabama, this is especially influenced by BlueCross and BlueAdvantage. “To win the insurance game, you have to learn to play. If you win, you can operate a successful practice. We help providers learn how to play the insurance game and how to be successful doing it,”
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Crowe said. “Health policy has been changing quickly and that often means changes in reimbursement. You need someone designated to keep up with what is new so changes can be implemented before they affect your revenue stream. It’s also good to review now and then and make sure what you thought was true still stands. “I had one doctor who wasn’t using the billing code for counseling smokers. I asked him if he asked patients about smoking during their annual wellness visit. He said yes. I asked if he counseled them on the benefits of quitting and how to do it. He said yes. I asked if he was billing it. He said no, and I asked why not. He said “everyone used to say they didn’t pay for that.” I told him to try it next time and gave him the right code to use. He (CONTINUED ON PAGE 6)
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BlueCross BlueShield is Strengthening Alabama’s Healthcare Workforce with Scholarship Program, continued from page 6 and Support with BCBS. “When that ran out, we were excited with the success, so we decided to do it all over again.” At the beginning, the scholarship program was designed to help steer young doctors into three fields that faced the highest shortages – primary care, obstetrics and behavioral health. By 2024, BCBS added scholarships for students in dentistry, certified nurse midwifery and registered nursing. So far, the program has awarded 151 medical scholarships with 60 physicians now practicing in rural Alabama communities. After the current recipients of the primary care scholarship complete their education, BCBS expects to see approximately 256 physicians join Darrel Weaver, MD the healthcare workforce in Alaalso in alleviating financial burdens on bama. students. “When combined with registered “Let’s say you borrowed $200,000 nurses, certified nurse midwives and in student loans. To pay that back, you other healthcare professionals now parhave to generate around $500,000 worth ticipating in the program, approximately of income because 70 to 75 percent of 405 healthcare providers are expected that goes out in the form of salaries, to practice in underserved areas of Alaoffice rent, electric bills, and more,” bama,” according to a BlueCross press Weaver said. “A scholarship puts them release. ahead of the game. It makes it easier to “I hope we see a significant number go into practice in a rural location.” of doctors in these smaller towns and “The scholarship is a major blesscities. They need medical care,” Weaver ing,” said Will Maitre, UAB medical said. “And it’s important for economic student and scholarship recipient. “I’m development for the state. When busiso thankful for it because it allows me to nesses think about relocating, they look serve and provide the best care that I can for a few things –good schools and good without a major financial burden.” healthcare in the area.” Weaver hopes that having less debt For the second round of the scholarwill encourage recipients to stay in the ship program, BlueCross allocated $15 community they’ve served as part of the million and made a few adjustments, scholarship requirement. specifically for obstetric physicians and “We are seeing the results that we psychiatrists. were hoping for from our scholarship “As we realized the lack of doctors program,” Tim Vines, President and delivering babies in the state was even CEO of BCBS of Alabama, said. “We more acute, we decided to cover three are grateful to all the graduates for their years of medical school to students who willingness to serve and provide quality would become an OB/GYN. There healthcare to those living in underserved is also a Family Medicine Obstetrics areas of Alabama. The impact we are (FMOB) path,” Weaver said. seeing would also not be possible withStudents entering the field of psyout the collaboration of our college and chiatry also qualify for the scholarship university partners.” which will pay for their last three years Weaver and BlueCross are decidof school. Because a large percentage of ing what round three of the scholarship behavioral health medicine is now virprogram should look like. They’re in the tual, the recipient won’t have to move to process of collecting requests and data the rural location. They are allowed to on what is needed most. live anywhere as long as they serve patients across Alabama. This is a big step not only to encourage students to pursue these medical fields that are seeing shortages, but
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Birmingham Medical News
SEPTEMBER 2026 • 3
How an Orthopedic Practice Built a $3.6 Million Medical Building for Less Than Leasing By Nancy Ferren
Introduction At first glance, the finished building appears to have been designed as a modern outpatient medical facility. It wasn’t. The building originally served as the Civic Center for the City of Gardendale before later becoming a church. When Andrews Sports Medicine began searching for a satellite location, the physicians weren’t looking for an adaptive reuse project. They needed a facility that reflected the quality of their practice, supported an exceptional patient experience, and made long-term financial sense. None of the available retail or traditional medical office options accomplished all three. Looking beyond conventional real estate ultimately transformed an overlooked community building into a purpose-built outpatient medical building.
Total Development Cost: Approximately $3.6 Million Owner Occupant: Andrews Sports Medicine & Orthopaedic Center Additional Tenant: Pediatric Dental and Orthodontic Practice
Looking Beyond Retail Traditional medical office in the market was scarce, leaving retail space as the most viable alternative. But while several retail properties could physically accommodate the practice, none aligned with the practices branding standards or long-term vision. The physicians wanted more than
adequate square footage. They wanted architectural character, convenient access and parking, a strong patient experience, and a facility that conveyed the quality of the practice. Compounding the problem, the available retail alternatives offered no tenant improvement packages, increasing the practice’s cost to occupy space it still considered less than ideal. Rather than accepting the best available retail option, the project team expanded the search to evaluate any building capable of becoming an exceptional healthcare facility. That broader perspective changed everything.
Project at a Glance Location: Gardendale, Alabama Original Use: Civic Center Church Current Use: Two-Tenant Outpatient Medical Facility Building Size: 9,536 SF
Before: A former Civic Center that later served as a church—an overlooked community building with excellent visibility, convenient access, and untapped potential. After: A purpose-built outpatient medical building providing long-term value for physicians, patients, investors, and the community.
An Unexpected Opportunity One property stood apart. Although operating as a church, the building was originally constructed as Gardendale’s Civic Center. Its simple rectangular footprint offered tremendous flexibility for redevelopment. The site also provided advantages difficult to replicate elsewhere: prominent frontage along a major commercial corridor, visibility adjacent to Chick-fil-A and established commercial activity, ample private on-grade parking, convenient patient access, and a building configuration well suited for adaptive reuse. The property wasn’t compelling because of what it was. It was compelling because of what it could become. Making Ownership Compete with Leasing Finding a building that worked operationally was only half the challenge. Any ownership strategy also had to demonstrate that acquiring and redeveloping the property could produce an occupancy cost equal to—or lower than—leasing comparable space. The analysis considered acquisition, renovation and medical buildout, financ(CONTINUED ON PAGE 6)
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Birmingham Medical News
SEPTEMBER 2026 • 5
How an Orthopedic Practice Built a $3.6 Million Medical Building for Less Than Leasing, continued from page 4 ing costs, equity investment, long-term occupancy expense, potential rental income, and future property appreciation. Each scenario was measured against prevailing market lease economics and the other properties considered during the search. The project would move forward only if ownership provided a better facility without requiring the physicians to pay a premium to occupy it. Building the Capital Stack Once the property was selected, attention shifted to structuring the development. The project required balancing acquisition costs, construction financing, physician equity, and long-term investment performance. Rather than evaluating each component independently, the project was modeled as an integrated ownership strategy that aligned physician occupancy, investors’ ownership, long-term appreciation, rental income from a second tenant, overall project returns. The result was a financing strategy that allowed the physicians to own a purposebuilt medical building while maintaining occupancy costs that were competitive — and ultimately better with leasing. Designing a Better Investment The 9,536-square-foot redevelop-
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ment was intentionally designed as a two-tenant medical building. One of the most consequential decisions involved the placement of the orthopedic practice itself. Instead of occupying the building’s most visible frontage, physician owners chose the side portion for their 5,253-square-foot clinic. This preserved the highly visible front portion for another healthcare tenant. Giving up the premier storefront strengthened the overall investment. The remaining space became more marketable to prospective tenants, improving its leasing potential and reducing long-term vacancy risk. A pediatric dental and orthodontic practice ultimately leased the remaining 4,283 square feet. Both occupants entered long-term Triple Net leases. The two uses also created a complementary healthcare mix, with both practices serving many children and adolescents, including patients with sports-related injuries. Adaptive Re-use in Action Converting a former Civic Center and church into a contemporary medical building required coordination among physicians, architects, engineers, contractors, lenders, investors, tenants, and the real estate project team. Planning extended well beyond the physical building. Property and location evaluation, pa-
tient demographic analysis, clinical space planning, architecture and engineering, construction management, budget oversight, lease structuring, financing, and equity fundraising all had to work together. The building’s rectangular footprint proved exceptionally adaptable, allowing efficient clinical layouts while preserving the advantages of the existing structure. The Outcome The redevelopment achieved the primary objectives established at the beginning of the search: a facility that met the practice’s branding and operational standards while outperforming the available leasing alternatives financially. A comprehensive occupancy cost analysis demonstrated that ownership produced a lower cost of occupancy than the competing properties evaluated during site selection and compared favorably with prevailing market lease rates. The second healthcare tenant further strengthened the economics by generating diversified rental income and reducing investment risk. The completed development produced healthy cash-on-cash returns while allowing the physician owners to build long-term real estate equity. The result demonstrates the value of looking beyond conventional healthcare
real estate. When the existing medical and retail markets failed to provide the right solution, a broader search uncovered an unlikely property. Financial analysis established what the project could support, the capital stack made redevelopment possible, and thoughtful space allocation reduced leasing risk. Sometimes the best medical office isn’t a medical office at all. Project Team The redevelopment was a collaborative effort among the physician owners and a multidisciplinary project team. Physician Owner: Andrews Sports Medicine & Orthopaedic Center Architecture: Brian Roberson, bDot Architecture Construction: Rives Construction Real Estate Strategy & Project Management: Veritas Medical Real Estate Advisors
This project illustrates that successful healthcare real estate begins by asking a different question. Instead of searching for available medical office space, the team searched for the best opportunity, transforming a former civic building and church into a modern healthcare asset aligning patient experience, practice operations, financial performance, and long-term physician ownership.
Learning The Rules Of Reimbursement, continued from page 1 started getting paid.” Another problem that may be keeping reimbursements from being approved is failing to close the loop. It isn’t enough to refer a patient for a heart echo. When the echo report comes back, you need to review the results and mark it reviewed so you close the loop and your work can be billed. For primary care providers, the patient’s annual wellness assessment is not only a good way to spot problems early— it can help you make sure you are getting paid for the services you are already providing that may be getting overlooked in billing. You may not have a mental health practice, but if signs of depression warrant trying medication or coordinating care with a mental health provider, it’s a billable service that might just save a patient’s life. “Some insurance companies are hiring independent contractors to do wellness assessments. The contractors get paid, but that doesn’t affect the provider getting paid. The billing codes are different, and the primary care provider will receive reimbursement for conducting the annual wellness visit,” Crowe said. “Doing the wellness assessment gives you a better overview of your patient’s health
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and offers prompts to talk about vaccinations, screenings and other services that are helpful and billable. You have a reminder right in front of you so you know if they are getting their mammograms or colonoscopies on time.” One important tip Crowe offers on the annual wellness check is to be considerate about the patient’s time. “Try whenever possible to schedule it with another visit, either a medication renewal visit or annual checkup,” she said. “Taking off work or finding a ride to the doctor takes effort and people don’t like having to come in just for the annual wellness paperwork. That’s a lot to ask of people with mobility issues and those who don’t have much paid time off. Try to schedule visits so patients can feel like they are getting more done.” That makes patients happier, and happier patients tend to give better quality of care reviews, which can also affect how much a practice gets paid. Headquartered in Hartselle, Crowe and her staff work with health care providers across the state. With a focus on primary care and mental health clients, the service works with both solo providers and small to medium group practices. In addition to medical billing services, they also advise on billing is-
Cheyenne Crowe
sues and setting up billing procedures to streamline the process and improve reimbursements. Crowe also often speaks with groups of young doctors about to go out on their own. “It’s great seeing them getting ready to live their dream,” she said. “For me it’s also satisfying to help them learn how to live that dream and get paid for the good work they do.”
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SEPTEMBER 2026 • 7
DOJ Expands Federal-State Partnerships Targeting Medicaid Fraud By Emily Robey-Phillips, Jessica R. Sievert and William Brady
The U.S. Department of Justice’s (DOJ) National Fraud Enforcement Division (NFED or Fraud Division) on July 30, 2026, announced charges of Medicaid fraud across the Southeast resulting from federal-state investigative partnerships in the region. The charges stem from 17 cases across seven states – Alabama, Florida, Georgia, Louisiana, Mississippi, North Carolina and South Carolina. DOJ also announced federalstate cooperation agreements with each of the seven states, along with federalstate anti-fraud task forces in Florida, Mississippi and North Carolina. The Southeastern agreements echo a June 2026 agreement DOJ entered into with Ohio law enforcement, which it described as a “National Model of FederalState Cooperation,” as well as the Eastern District of Pennsylvania Anti-Fraud Initiative announced on August 4, 2026, and supported by the Pennsylvania Attorney General. The federal-state partnerships reflect DOJ’s increasing use of data analytics and expanding focus on healthcare spending and Medicaid enforcement.
Background Combating fraud, particularly in healthcare, remains a key federal enforcement priority. In April 2026, DOJ established the NFED to centralize enforcement efforts. In June 2026, DOJ announced the 2026 National Health Care Fraud Takedown, an effort that involved the participation of 50 state Medicaid Fraud Control Units – a historic high. Meanwhile, DOJ has ramped up its focus on Medicaid fraud. For example, in May 2026, DOJ announced that it was expanding its Health Care Fraud Section by allocating funding to hire 15 new attorneys dedicated to combating Medicaid fraud. DOJ also announced plans to deploy these prosecutors across the country to districts “where the threat of Medicaid fraud is the greatest.” What’s Changing The Fraud Division entered into the federal-state “cooperation agreements” with Alabama, Florida, Georgia, Louisiana, Mississippi, North Carolina and South Carolina, along with federal-state anti-fraud task forces with Florida, Mississippi and North Carolina. Although DOJ provided few details about the co-
operation agreements, it stated that it established data-sharing agreements with certain secretaries of state and state treasurers. These data-sharing agreements will enable the Fraud Division to access the state agencies’ publicly available corporate registration and public benefits payment data. Though the specific access DOJ will have to the states’ data is unclear (e.g., direct access to state databases, periodic receipt of bulk data files or other arrangements), the announcement signals that DOJ intends to incorporate state datasets into centralized fraud analytics efforts rather than merely obtaining records when a particular investigation arises. This could have an operational effect that allows DOJ to integrate large datasets for more efficient data analytics and pursue more proactive Medicaid-focused cases. Looking Ahead The July 2026 Southeastern agreements are a clear signal that DOJ is ramping up its efforts to combat fraud through 1) apparently permanent task forces and similar arrangements, 2) an emphasis on data analytics and 3) a particular focus on Medicaid fraud.
First, the state-federal agreements are not the only arrangements DOJ has recently created to target fraud. They come just months after DOJ created the NFED. Moreover, DOJ has made clear that it hopes to expand its partnerships to additional states, calling Ohio’s agreement a national model. Second, DOJ has demonstrated a clear focus on data analytics. This is not limited to its data-sharing agreements. In its June 2026 Health Care Fraud Takedown press release, DOJ emphasized how its “cuttingedge use of data analytics” allowed it to target actors based on payments for allografts, for example. The data-sharing agreements formally incorporate seven states into these data-driven efforts. In addition, DOJ’s increased use of data analytics could shorten enforcement timelines. A recent press release emphasized that the Health Care Fraud Unit opened an investigation “within five days of the financial intelligence [data] review” and that “the defendant was arrested less than seven months later.” This is consistent with recent announcements regarding efforts to move cases quickly and measure performance accordingly. (CONTINUED ON PAGE 13)
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Birmingham Medical News
SEPTEMBER 2026 • 9
Baptist Health Heart Valve Clinic Streamlines Care By Laura Freeman
Some heart valve problems are present at birth. Others may develop suddenly during illnesses or gradually through the years, adding an extra layer of complexity in managing a patient’s overall health. In making decisions about the broad range of health challenges that can accumulate over a lifetime, a valve that isn’t performing as it should has to be considered in the equation. What can be heard through a stethoscope or seen on an echo may suggest the need for follow-up, but the question of what to do about a valve issue, when and how, can be more nuanced. To help patients and their physicians get a clearer understanding of their valve health status and options for treatment, Baptist Health recently opened a heart valve clinic. Based at Baptist Health Brookwood with outreach locations around Alabama, the clinic is led by interventional and structural cardiologists Drs. Matthew Sample and Stephen Bakir of Baptist Health Cardiovascular Associates. “With an aging population, we’re seeing more aortic valve cases,” Sample said. “While statins help slow plaque
damage in arteries, we’re not seeing the same protective effect in the aortic valve so we have more older patients coming in at the same time we’re doing more evaluations for other valve disorders.” Bakir concurs. “Now that we’re able to do so much more for tricuspid issues, we’re also working with more of these cases. Advances in both percutaneous procedures and minimally invasive surgery have expanded what is possible. But the unfortunate fact is that there are far too many people with valve issues who never get an evaluation and never get the treatment that could make a difference in their lives.” According to recent estimates, around eight percent of the population will be experiencing at least some valve issues by the time they are in the 65 to 85 age group, and by the time they reach 80 to 85, that number will have risen to 15 percent with two percent of those showing severe symptoms. Recommendations for the type of intervention vary by age and by the se-
Matthew Sample, MD (right) Stephen Bakir, MD (left)
verity of the problems, which tend to get worse over time. When a patient is evaluated and the disorder hasn’t progressed to the point that a repair procedure is warranted, the heart clinic can provide a comprehensive baseline and help the referring physician plan a roadmap for follow up. “Medications aren’t a substitute for valve repair, but sometimes they can be prescribed to help with symptoms,” Sample said. “When it’s time to schedule a procedure, age and comorbidities are taken into account. For patients over
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65 or in fragile health, we’re likely to suggest a transcatheter approach. Advances in clip technologies can often simplify and speed repairs for mitral and tricuspid valves, and in most cases we can also replace aortic valves with TAVR without the need for open heart surgery.” Bakir said, “In younger patients in otherwise good health, we’re likely to recommend surgical repairs, since they tend to hold up better for patients who are going to need reliable performance over more years. We’ll work with a heart surgeon from our team, usually someone experienced in minimally invasive techniques or robotic surgery which can usually make surgical repairs with a smaller incision and faster recovery.” Valve disorders can cause fatigue, shortness of breath, edema, chest pain and palpitations. Repairs are recommended when they have a strong possibility for improving these symptoms and overall quality of life. In some cases that have progressed to heart failure, they may even extend survival. “A big advantage of the Heart Valve (CONTINUED ON PAGE 13)
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Birmingham Medical News
SEPTEMBER 2026 • 11
Understanding Alabama’s Quality Assurance Privilege:
Protecting Peer Review and Quality Improvement Materials Under Ala. Code § 22-21-8 By Angie Cameron Smith
Healthcare institutions in Alabama invest substantial resources in quality assurance, peer review, and credentialing activities designed to improve patient care. These activities depend on candid internal assessments, frank evaluations of clinical outcomes, and honest reporting by medical professionals. The Alabama Legislature recognized that such activities would be chilled if the resulting materials were freely discoverable in litigation and enacted Ala. Code § 22-21-8, which establishes a broad confidentiality privilege for quality assurance and accreditation materials. Scope of the Privilege Section 22-21-8 defines protected materials broadly to include “written reports, records, correspondence, and materials concerning the accreditation or quality assurance or similar function of any hospital, clinic, or medical staff.” The statute’s protections extend to materials prepared by employees, advisors, or consultants of a hospital, clinic, or medical staff, as well as those prepared by employees, advisors, or consultants of an accrediting or quality assurance agency or body.
The materials created and used by a peer review or quality assurance committee “shall be held in confidence and shall not be subject to discovery or introduction in evidence in any civil action against a health care professional or institution arising out of matters which are the subject of evaluation and review for accreditation, quality assurance and similar functions, purposes, or activities.” In addition, no person involved in the preparation, evaluation, or review of such materials may be required to testify regarding evidence or matters produced during the quality assurance process, or as to any findings, recommendations, evaluations, or opinions generated through the process. How Courts Have Interpreted the Privilege Alabama courts have addressed the privilege in numerous cases and have established several key principles for healthcare institutions seeking to invoke the statute’s protections. The privilege is not absolute. In Ex parte Affinity Hospital, LLC, 414 So.3d 95 (Ala. 2024), the Alabama Supreme Court held that the peer-review statute does not exempt quality assurance materials en-
tirely from the procedural requirements of discovery. Specifically, a hospital claiming the privilege was still required to provide a privilege log identifying the materials withheld. The court explained that the peer-review statute and the general discovery rule “operated concurrently, establishing confidentiality of quality-assurance materials while also requiring adherence to procedural requirements of discovery rule.” Consequently, health care providers cannot simply refuse to acknowledge the existence of responsive documents by invoking a blanket privilege. The privilege requires a demonstrated connection to quality improvement. In Ex parte Tombigbee Healthcare Authority, 260 So.3d 1 (Ala. 2017), the Court held that the quality assurance privilege did not protect information concerning a hospital’s hiring, training, supervision, retention, and dismissal of an employee who allegedly sexually assaulted patients. In that case, the hospital failed to demonstrate that investigations into allegations of sexual assault, conduct wholly unrelated to medical treatment, were undertaken to improve the quality of patient care. This case underscores that the privilege does not protect all internal investigations, but only those genuinely connected
to quality assurance and the improvement of clinical care. Establishing the privilege. In Ex parte Fairfield Nursing and Rehabilitation Center, L.L.C., 22 So.3d 445 (Ala. 2009), the Court found that a medical center sufficiently demonstrated the privilege through affidavits stating that the requested documents were created for quality assurance purposes, that the documents were needed to guarantee a high quality of care, and that confidentiality was necessary. This decision provides a practical roadmap for institutions seeking to establish the privilege through sworn testimony. The Original Source Exception Importantly, the statute contains a critical limitation: “Information, documents, or records otherwise available from original sources are not to be construed as being unavailable for discovery or for use in any civil action merely because they were presented or used in preparation of accreditation, quality assurance or similar materials.” In other words, a hospital cannot shield otherwise discoverable documents simply by routing them through a quality assur(CONTINUED ON PAGE 13)
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DOJ Expands Federal-State, continued from page 8 Indeed, DOJ recently announced that it would prioritize review of “new benefits fraud qui tam actions” and, “to the maximum extent practicable, complete its review” thereof within 120 days. Efficiencies created by sophisticated data analytics will support this goal. Third, DOJ’s public announcements demonstrate a substantial focus on Medicaid-related enforcement. DOJ has repeatedly highlighted coordination with Medicaid Fraud Control Units, CMS participation in fraud-detection efforts, Medicaid fraud prosecutions and accelerated review of False Claims Act matters involving federally funded and state-administered benefits programs. The available public record therefore suggests that Medicaid program integrity efforts are a significant component of the broader initiative rather than a peripheral concern. What Companies Should Consider Now
DOJ’s growing emphasis on data analytics means that companies should consider proactively running their own analyses to identify patterns or anomalies that could catch DOJ’s or state prosecutors’ attention. Companies should pay close attention to unusual spikes – such as abnormally high billing or utilization. Outliers will tend to get scrutiny, and companies should be prepared to explain their performance. Similarly, once part of an investigation, companies should not delay in working with counsel to consider whether additional expertise in data analytics is appropriate to identify and investigate red flags. Companies should also be prepared to move more quickly if they opt to self-disclose to stay ahead of DOJ’s increasingly rapid enforcement timelines and growing reliance on sophisticated data analytics.
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Emily Robey-Phillips is a partner based in Holland & Knight’s Boston office, Jessica R. Sievert is a partner based in Jacksonville and Miami,
Baptist Health Heart, continued from page 8 Clinic is that we can bring in the entire heart team when we have a difficult case. It helps to have extra sets of eyes looking at a problem, and having cardiologists in a whole range of heart subspecialties helps us take into account the many other things that can be going on with a heart and circulatory system. We can also call on the entire range of specialties on the Baptist Health campus when we have complex comorbidities to consider,” Sample said. Bakir said, “When we began working with Orlando Health, they were very
open and encouraged us to bring in our ideas for improving care. The Heart Valve Clinic was one of those ideas, and in the months since launching it, we’ve been very pleased with how it’s working. It has been well received by both patients and their referring physicians.” Health professionals who would like to schedule an evaluation for a patient can contact the Baptist Health Valve Clinic directly at their Brookwood offices at 205 877-2901, or contact Baptist Health Cardiovascular Associates.
Understanding Alabama’s Quality Assurance Privilege, continued from page 8 ance committee. The underlying facts and original records remain accessible through standard discovery channels. Practical Steps to Establish the Privilege Based on the case law, healthcare providers seeking to protect peer review and quality assurance documents should consider the following: Maintain clear documentation of the purpose behind quality assurance activities, including committee charters, meeting agendas, and resolutions establishing quality improvement objectives. Recognize that some details related to the documentation may be discoverable as part of a privilege log. Therefore, consider the information included to ensure that it can be easily identified as privileged. Affidavits may be necessary to establish the existence of the quality assurance program. Identify those knowledgeable about the process and the purpose of the documentation if information is requested.
Demonstrate a nexus to patient care improvement. Following the case law, be prepared to show that the materials were generated as part of an effort to improve clinical care quality, not merely as part of a general employment or administrative investigation. Conclusion Alabama’s quality assurance privilege under § 22-21-8 provides meaningful protection for peer review and quality improvement activities, but it is not absolute. Healthcare institutions must be proactive in documenting the quality assurance purpose of their activities and must comply with procedural discovery obligations even while asserting the privilege. By understanding the boundaries the courts have drawn, medical professionals and hospital administrators can structure their quality improvement programs to maximize the protection this important statute affords. Angie Smith is a Partner at Burr & Forman practicing exclusively in the firm’s Health Care Practice Group. Angie may be reached at 205458-5209 or acsmith@burr.com.
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GRAND ROUNDS
Kassouf Earns Four National Awards
The Kassouf Family of Companies was recently honored with four national awards recognizing the firm’s revenue growth and culture. The awards include INSIDE Public Accounting’s Top 300 Firms, Accounting Today and Best Companies Group’s Best Firms to Work For, Accounting Today’s Top Firms by AUM, and Best Companies Group’s Best Places to Work for Women. About IPA’s Top Firms
INSIDE Public Accounting named Kassouf & Co., Inc. a Top 300 firm. IPA uses their annual practice management survey to analyze and rank firms. Kassouf is the only Alabama-based firm included in the Top 300 list.
About Accounting Today and Best Companies Group’s Best Firms to Work For
Accounting Today and Best Companies Group recently unveiled the 100 Best
Kassouf ’s holiday party.
of Theological Studies at the Vanderbilt University Divinity School before receiving her J.D. at the Vanderbilt University Law School. Larremore is a member of the Birmingham, the Alabama State, and American Bar Associations.
What if you could offer telehealth without the overhead? Seven Corners Healthcare works with providers to deliver specialty telehealth services, managing the scheduling and admin so you don’t have to. Discover how you can expand your reach and reduce costs— without compromising care. Learn more at SevenCornersHealthcare.com.
14 • SEPTEMBER 2026
Birmingham Medical News
About Accounting Today’s Top Firms by AUM
Accounting Today honored Kassouf Wealth Advisors, a financial planning and wealth management company, in their annual ranking of CPA financial planners by assets under management. Kassouf Wealth Advisors is one of three Alabamabased firms to receive recognition.
Best Companies Group’s Best Places to Work for Women
Based on anonymous employee surveys, this award recognizes workplace that champion, elevate, and support women. Kassouf is one of four Alabamabased companies to be honored.
Greene Joins Robertson Banking
Larremore Recognized in Best Lawyers Holland & Knight's Kristen Larremore has been recognized in the 2027 edition of The Best Lawyers in America for Healthcare Law. Larremore graduated magna cum laude from the University of Southern Mississippi with a B.S.B.A. in Economics. She went on to earn a Master
Firms to Work For. The data is based on employee surveys, examining company practices, programs, and benefits. 200 firms applied, and only four Alabamabased firms, including Kassouf, were honored.
Kristen Larremore
Mac Greene has joined Robertson Banking where he will serve has Senior Vice President of Corporate Banking based in the Homewood office. A graduate of Auburn university, Greene has over 15 years of banking experience, including roles at Wells Fargo, BBVA Compass, and Colony Bank.
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EDITOR & PUBLISHER Steve Spencer
Morris Joins Surgical Clinic P.C.
VICE PRESiDENT OF OPERATIONS Jason Irvin
CREATIVE DIRECTOR Katy Barrett-Alley Jacqueline Morris, MD
CONTRIBUTING WRITERS Jane Ehrhardt, Ashley Franco, Laura Freeman, Lynne Jeter, Marti Slay
Birmingham Medical News 270 Doug Baker Boulevard, Suite 700-400, 35242 205.215.7110
Jacqueline Morris, MD has joined Surgical Clinic, PC. in Opelika. Morris earned her undergraduate degree from the University of Mississippi, graduating magna cum laude with a degree in Chemistry, before completing medical school at UAB. She Morris went on to finish her general surgery residency at Prisma Health–University of South Carolina in Greenville, SC.
Cullman Regional Launches Outreach to Help Community Hospitals Cullman Regional, prove all areas of hosAlabama’s largest indepital performance by pendent rural hospital, utilizing clinical and is launching an outreach business best pracprogram to help Alatices. Within a few bama’s community hosyears, that new stratpitals be more successful. egy enabled Cullman Through consulting and Regional to expand management services, the local access to care. program intends to assist The hospital also saw hospitals with adding more dramatic increases in local care, creating jobs, its employee base and and enhancing quality. annual economic im“Throughout many pact. James Clements Alabama communities, Cullman Regionthe commitment to sustain al’s portfolio of conlocal healthcare is strong,” said Cullsulting services includes revenue cycle man Regional CEO James Clements. management, financial benchmarking, “We want to partner with local healthand quality improvement. Managecare leaders to leverage the lessons ment services are also available whereas learned at Cullman Regional and turn Cullman Regional would provide local things around for long-term success.” CEO and/or CFO services to provide A decade ago, Cullman Regional enhanced business and financial capabegan a series of strategic actions to imbilities for clients.
Grandview Names New CEO AD SALES: Jason Irvin, 205.249.7244
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Grandview Health has appointed Philip Patterson, FACHE as Chief Executive Officer, succeeding Daniel McKinney, who served as CEO of Grandview for five years. McKinney will transition to his new role as a Vice President of Region Operations for Community Health Systems. Patterson brings more than 30 years of hospital executive experience. For the past eight years, he has served as Market President for Ascension Providence – Providence Health Network in Waco, Texas.
“Philip is a strategic leader, consensus builder, and relationship builder,” said James Spann, Chairman of the Grandview Board of Trustees. “He has a deep commitment to patient experience and outcomes, as well as employee and physician satisfaction.” A native of Mobile, Patterson earned his bachelor’s degree in business administration from Auburn University, a master’s degree in business administration from UAB, and a master’s degree in health administration from Georgia State University.
Philip A. Patterson, FACHE
Birmingham Startup Advances Novel Oral Diabetes Therapy In July, TIXiMED Inc., a startup founded by UAB professor Anath Shalev, MD, initiated a Phase 1b Multiple Ascending Dose study of TIX100, a novel oral therapy for Type 1 diabetes. TIX100 is designed to inhibit thioredoxin-protein, a protein linked to pancreatic beta-cell loss and diabetes progression. While existing therapies, including daily insulin injections, help manage blood sugar, no oral treatment currently targets the underlying loss of beta-cell function. Shalev, co-founded TIXiMED in 2021 through UAB’s Bill L. Harbert Institute for Innovation and Entrepreneurship.
The Phase 1b study follows completion of a Phase 1a Single Ascending Dose trial in 2025, in which TIX100 was found to be safe and well tolerated in healthy subjects. The new double-blind, randomized, placebo-controlled study will evaluate the drug’s safety, tolerability and pharmacokinetics. Researchers will enroll 18 healthy participants across three dose cohorts at a single United States study site. Participants will receive either TIX100 or a placebo twice daily for 28 days, followed by a seven-day follow-up period. Six participants making up the first cohort have been enrolled thus far. Anath Shalev, MD
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SEPTEMBER 2026 • 15
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