2018 MedCost Year in Review

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Deborah Pullen

A visual tour of MedCost activities, conferences & employee celebrations in 2018.

Healthcare

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2018 Year in Review:
MedCost

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Greg Bray &
Dr. Julie
Freischlag
March for
Babies 2018

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Kathryn Brown, WFBH
February Lunch ’n Learn
on Nutrition

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MedCost Team with Tim Lowe (ctr), CEO, Lowe’s Foods
Winston-Salem, NC Chamber Meeting

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VP Melinda Rains with Second Harvest Food Bank’s
Clyde Fitzgerald and Milton Kern
at WS Chamber Luncheon

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President Kathryn Showalter’s Retirement (seated)
with Executive Team in March

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“March Madness” Company Lunch
During NCAA Tournament

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March Snow
at MedCost
Headquarters

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Sales Team Celebrating Mike Cornwell’s Birthday
(seated)

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Network and Provider Relations’ Teams

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Multi-Payer Provider Expo

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Angela
Neilan, VA
HR & Curtis
Lawyer at
VASHRM
State
Convention

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Spirit Week Sports Day
Customer Service Team

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MD Liaison Services
Insurance Network Meeting
Virginia Beach, VA

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MedCost
Team
with Atrium
Health Staff

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2018 MedCost Softball Team

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Care Management Team-Building

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Account Managers
Recognize a Job Well-Done

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MedCost Sponsorship
at Hugh Chatham Memorial Golf Tournament

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Celebrating Website Relaunch
in August

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www.medcost.com

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Jason Clarke at SC Society for Human
Resource Management
State Conference

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VP Brad Roehrenbeck Addresses the Company
at Employee Picnic

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Interim President and CFO Greg Bray
Leads Bingo at Employee Picnic

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VP Wanda Owen
Shares a
Snow Cone
with Customer
Service

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Product Manager Kati Davis Speaks at
NC Society for Human Resource Management
State Conference

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Title
2018 Triad’s Healthiest Employers
(Triad Business Journal)

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Marketing Mgr. Myra Foltz Recognizes Patricia Blackwell
for 25 years with MedCost

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Greg Bray and Dr. Julie Freischlag, WFBH CEO
2018 Winston-Salem Heart & Stroke Walk

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Helping
Employers
Achieve
a Benefits
Balance

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Please read the below and provide a quick response, nothing fancy, use a few references to back up statements. thanks in advance. My dear 62 year old friend is in a bind. Her 72 year old husband was recently hospitalized in Washington, DC, which makes getting insurance a priority. Using the website https :// www . medicaid .gov/ medicaid -chip-program-information/by-state/ stateprofile . html ?state=district-of- columbia along with others, I was able to find the required information my friend needed in order to determine whether Medicaid would be a good solution for them. Medicaid is a health and long-term coverage program that was enacted in 1965 (Medicare.gov, 2016). As of April 2016, 89,704 people were enrolled in Medicare in Washington, DC (CMS, 2016). This is an incredible amount of people for such a small area, which is why it is important to know eligibility guidelines. How can the government create uniform guidelines when each state's population is considerably unique? One solution is through utilizing modified adjusted growth income (MAGI), where income levels are tied to the federal poverty level. DC has set standards based on MAGI that pertains to Medicaid eligible individuals including children, pregnant women, care takers/parents, and other adults over the age of 65 or adults that are permanently disabled. The following MAGI-based eligibility levels are expressed as a percentage of the FPL (Medicaid.gov, 2016): State Medicaid & CHIP Eligibility 1 as of June 1, 2016 State Children Pregnant Women Adults (Medicaid) Medicaid Ages 0-1 2 Medicaid Ages 1-5 2 Medicaid Ages 6-18 2 Separate CHIP 3 Medicaid CHIP 4 Parent/ CareTaker 5 Expansion to Adults District of Columbia 319% 319% 319% N/A 319% N/A 216% 210% My friend's husband would be eligible for Medicaid, regardless, strictly because of his age, but thankfully to the new ACA guidelines my friend is also included as DC has expanded coverage to low-income adults. The January 2016 poverty guideline for the District of Columbia for a family of two is $16,020 (ASPE, 2016), which means that my friend and her husband would qualify for Medicaid in DC if they combined are making less than $33,642, which includes current income, retirement, disability, workers comp, and pension. For elderly or disabled individuals, assets (belongings or savings) must be shown. The value limit is $4,000 for one person or $6,000 for couples (DC Medicaid and Alliance, 2012). Some belongings are not counted, such as the house they live in or personal vehicles. Medicaid includes the following benefits: Doctor visits, hospitalizations, eye care, ambulatory surgical center, medically necessary transportation, dental services and related treatment, dialysis services, durable medical equipment, emergency ambulance services, hospice services, laboratory services, radiology, medical supplies, mental health services, physician services, NP services, HCBS, and transplants (DC.gov, 2016). The DC Office of Aging a.

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Introductory Incident Relentlessly Pursuing the Vision It could have gone either way. On June 4, 2007 the deal was struck and Rite Aid formally acquired Brooks-Eckerd. At the September 2006 annual senior management meeting of Rite Aid, excite- ment over the proposed Rite Aid acquisition of Brooks–Eckerd was building, as was the insecurity among some Brooks–Eckerd associates. The acquisition created an industry leader with combined revenue of almost $27 billion and made Rite Aid the largest pharmacy chain on the East Coast. Then CEO (now Chairman of the Board) Mary Sammons challenged Rite Aid ’s associates 5 Directional Strategies “CEOs and boards love a good mission statement – that is, after the pain of writing it is over. They should. A mission statement is literally a defi ning moment and something you would proudly show your mom.” —MARY GRAYSON Ginter, P. M. (2013). The strategic management of health care organizations. Retrieved from http://ebookcentral.proquest.com Created from apus on 2019-05-20 20:45:13. C op yr ig ht © 2 01 3. J oh n W ile y & S on s, In co rp or at ed . A ll rig ht s re se rv ed . 166 STRATEGIC MANAGEMENT OF HEALTH CARE ORGANIZATIONS to make the company “bigger, better, and faster.” Others were not so optimistic and cautioned that success of the consolidation would not be just fi nancial. At the Brooks–Eckerd managers’ meeting in 2007, Sammons stated that “I feel so fortunate to share with you Rite Aid ’s vision and how we can make this vision a reality.” The guiding force, simply stated is “With Us, It ’s Personal.” The goal was to close the gap between Rite Aid and its national competitors, CVS and Walgreens, and make the company the customer ’s fi rst and only choice when it comes to health and wellness. As worthy as the goal was, some insiders cautioned Rite Aid that “talk is cheap; it ’s action that delivers results.” Vision, “is nothing without execution.” Ultimately, success depends on the associates. Sammons agreed, stating that “great vision without great people simply doesn ’t matter.” The Brooks–Eckerd acquisition was a turning point in Rite Aid ’s history. At the time of the acquisition, Rite Aid operated about 5,000 stores in 31 states and the District of Columbia. Although the sales growth in the pharmacy industry has slowed signifi cantly in recent years, Rite Aid has maintained its competitive position and currently operates 4,700 stores with a substantial increase in its West Coast operations. Almost 68 percent of its revenues come from prescriptions, with the other 32 percent accounted for by “front-end products” such as over-the- counter medications, cosmetics, health and beauty aids, and so on. The challenge is to continue to gain acceptance of the Rite Aid vision and transfer it to.

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Compass & Clock is proud to share the Fall/Winter 2018 Publication online with our readers. Look for our magazine in your neighborhoods that helps educate & empower individuals and families to strengthen their quality of life as they age. It's all about the journey & enjoying life. The publication will be in distributed in the WestSound, Gig Harbor to Port Angeles by November 1st 2018. It is a FREE publication and can be found in HealthCare Provider Offices, Housing Communities, Financial Institutions, Professionals Offices, Places Where People Hang Out, Chambers of Commerce, Senior Centers, Auto Dealerships & Repairs, Hair Salons & Restaurants, and so much more. Our audience are folks 40 + older. We are trying to reach the Adult Kids & their Aging Parents. Having knowledge and doing a little pre-planning will set you up to be better equipped to deal with unanticipated life events. There are solutions! That's why we are so proud to present our 2nd edition of Compass & Clock as your comprehensive guide to: Housing Choices HealthCare Financial Planning Legal Guidance Family Support Leisure Pursuits Don’t wait until you’re overwhelmed by illness and uncertainty. Hold on to that independence you seized as a young adult by taking advantage of the vast services Compass and Clock has to offer; from complex legal advice, to simple recommendations for remaining healthy and active, or enjoying a night on the town. We will help guide you through middle age, retirement & your senior years. Welcome to a community conceived to guide you into your best future!

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There are many players in the healthcare ecosystem: payers, providers, healthcare technology companies, pharmaceutical companies, non-profits, and government. Each organization plays its part, addressing certain needs. Each have their own objectives, value propositions and methods of making money. Despite unique and sometimes conflicting goals, they all have a shared objective: to care for the patient and to improve their outcomes. However, the way that data and money flow through this system has created pathways that are hard to adjust. Some of the organizations work together and have built bridges, while others have not yet been able to do so. The healthcare industry spends a lot of time fixing the problems that it has created itself and struggles to move past that to addressing the true needs of the patient in a comprehensive and organized fashion. When working with clients, Mad*Pow’s research focuses on understanding the target audience and what they need to ensure that the new solution we create will deliver value for them AND deliver upon the client’s specific objectives. During that process, we discover outlying facts, gaps, frustrations, desires–representing unmet needs. However, the organizations we are working with may not be in a position to deliver upon these needs, so often they are not considered in the solution. In this presentation, we will discuss the unmet needs of a specific patient population, how we discovered them, and how this can lead to a deeper understanding of the healthcare ecosystem and opportunity for the organizations within it to truly improve patient experiences.

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Gender sensitivity is a multifaceted concept that encompasses understanding, acknowledging, and addressing the impact of gender inequality on individuals and society. It involves recognizing the complex interplay between biological sex and socially constructed gender roles, as well as the ways in which these dynamics shape power dynamics, access to resources, and experiences of discrimination. In this comprehensive exploration of gender sensitivity, we will delve into various aspects, including the implications of gender inequality, the role of patriarchy, the importance of breaking stereotypes, and the necessity of promoting gender equality for the liberation of all genders. Gender inequality manifests in numerous ways, affecting both men and women. Historically, women have faced systemic discrimination and oppression, resulting in limited opportunities for education, employment, and political participation. This inequality not only violates women's rights as citizens and individuals but also perpetuates harmful stereotypes and restricts the full realization of their potential. However, it is essential to recognize that gender inequality also impacts men, albeit differently. Traditional notions of masculinity can create pressure to conform to rigid gender roles, leading to mental health issues, and inhibiting emotional expression. Understanding the notion of citizenship is crucial for contextualizing gender inequality within broader social and political frameworks. Citizenship entails not only legal rights and responsibilities but also social and cultural recognition within a community or nation. However, gender-based discrimination often undermines women's citizenship rights, denying them equal access to resources, opportunities, and decision-making processes. This violation of women's rights as citizens reflects the pervasive nature of gender inequalities and highlights the urgent need for systemic change. Central to the perpetuation of gender inequality is the patriarchal system, which privileges men's power and dominance over women. Patriarchy operates through social structures and institutions, reinforcing traditional gender norms and perpetuating inequalities in access to resources and positions of power. By understanding patriarchy as a root cause of gender inequality, we can begin to challenge and dismantle its harmful effects, paving the way for more equitable societies. Biological sex and socially constructed gender are distinct yet interconnected aspects of identity that shape individuals' experiences and opportunities. While biological sex refers to physical characteristics such as anatomy and genetics, gender encompasses the roles, behaviors, and identities that society attributes to individuals based on their perceived sex. It is essential to recognize that gender is not inherently tied to biology but is instead shaped by cultural norms and expectations.

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Nursing Care Plan for Surgery (Risk for Infection)

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Disinfection of medical instruments is important for preventing the spread of disease. Cleaning and disinfecting reusable equipment after it comes into contact with patients can be expensive, both in the cost of the disinfection procedure, but also in terms of time away from the patients themselves. Not all medical instruments can be fully sterilized after each use. Thankfully, not all reusable instruments need the highest level of disinfection. But how to determine the minimum level of disinfection in a given situation? Earle H. Spaulding devised a rational approach to disinfection and sterilization of patient-care items and equipment Spaulding believed the nature of disinfection could be understood readily if instruments and items for patient care were categorized as critical, semi-critical, and non-critical according to the degree of risk for infection involved in use of the items. Spaulding recognized that the need for disinfection of equipment in medical settings ranged from non-critical to semi-critical to critical, depending on the likelihood of spreading disease. For example, sterilization is necessary for equipment that comes into contact with a patient’s bloodstream or sterile tissue. This category of equipment, such as surgical knives, is designated “critical” because it presents a high risk of disease transmission from patient to patient. Equipment that only touches healthy, unbroken skin presents a low risk of contamination because intact skin acts as an effective barrier to most microorganisms. Examples in this “non-critical” category include bedpans, blood-pressure cuffs, and bedrails. In between those two scenarios, a “semi-critical” level of disinfection presents a medium risk of contamination. This would include equipment such as endoscopes used on mucous membranes or areas of broken skin.

Spauldings classification ppt by Dr C P PRINCE

DR.PRINCE C P

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Nursing Care Plan for Surgery (Risk for Infection)

Spauldings classification ppt by Dr C P PRINCE

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