The 2014 APAPO Report summarizes the activities and priorities of the American Psychological Association Practice Organization (APAPO). APAPO advocates for professional psychology as a 501(c)(6) organization. Key issues addressed include Medicare reimbursement, health care reform implementation, legal/regulatory compliance, and supporting state psychological associations. APAPO communicates through various publications and works to protect psychologists' scope of practice and reimbursement levels through legislative and legal advocacy.
Unleashing Data: The Key To Driving Massive ImprovementsHealth Catalyst
Tom shares how investing in analytics training and infrastructure will help prepare for massive improvements in healthcare outcomes leading to sustained and distributed improvements throughout entire organizations.
Attendees will learn:
1. The key team roles and skillsets required for driving and sustaining massive improvements.
2. How to assess improvement opportunities from an effort and value perspective.
3. The most common mistakes in leveraging analytics and how to avoid them.
Communication in Healthcare Culture: Eight Steps to Uphold Outcomes ImprovementHealth Catalyst
Healthcare leaders looking to establish and sustain a culture of large-scale outcomes improvement must communicate their health system’s values, beliefs, and norms throughout the entire organization. Effective communication spreads understanding of outcomes improvement, ensuring broad engagement and ongoing progress toward shared goals.
An eight-step strategy describes essential elements of organizational outcomes improvement communication plan:
Include a communications specialist on the outcomes improvement leadership team.
Analyze the stakeholders early and often.
Craft the central message around shared values.
Be a constant champion.
Commit to regular times and mechanisms for communication.
Make sure communication flows both ways.
Be transparent.
Be creative.
Clinical Integration: A Value-Based Model for Better CareHealth Catalyst
For many who work on the front lines of delivery system reform, clinical integration is not just a generic phrase to describe health care professionals working more closely together. It describes the enormous day-to-day efforts that allow hospitals and physicians to collaborate on improving quality and efficiency, while keeping the focus on clinical care and the patient.
Join Holly Rimmasch, Executive Vice President and Chief Clinical Officer at Health Catalyst, as she shares this framework and model for greater value care delivery.
Holly will discuss:
The key functions of a clinically integrated system
The key roles and processes critical to sustained improvement methodology
The importance of the organizational structure in supporting systemic improvement
We look forward to you joining us.
With the launch of the public insurance exchanges in October 2013, and many other provisions of healthcare reform that took place on January 1, 2014, there are still several questions about ACA (Affordable Care Act) implementation and timing.
This timeline, compiled from the Kaiser Family Foundation's Ultimate ObamaCare Survival Guide, explains how and when the provisions of the health reform law will be implemented over the next several years.
What does the new Affordable Care Act mean to you? How are businesses and employees adapting to the timeline? Learn More from Healthcare Trends Institute.
This report collects data, surveys and commentary on U.S. physicians. It includes data on supply & demand, regulatory impacts, compensation & reimbursement, outlook & satisfaction, practice environment and employment.
Realizing the Promise of Patient-Reported Outcomes MeasuresHealth Catalyst
Dr. Rachel Clark Sisodia, a champion of the system-wide adoption of Patient Reported Outcomes Measures at Partners HealthcCare, will share her experience and perspective on the relevance and necessity of Patient-Reported Outcomes Measures (PROMs). In this webinar, Dr. Sisodia will highlight how the PROMs ideas have been put into practice at Partners HealthCare.
Join us and learn:
Strategies and tactics for overcoming potential barriers to collecting and effectively using PROMs.
Through specific examples, how to demonstrate that PROMs can help deliver faster, more personalized care for individual patients.
How to collect and use advanced analytics to leverage aggregate PROMs data to inform clinical patient and provider decisions.
How to use outcomes metrics for quality improvement and comparative effectiveness.
Unleashing Data: The Key To Driving Massive ImprovementsHealth Catalyst
Tom shares how investing in analytics training and infrastructure will help prepare for massive improvements in healthcare outcomes leading to sustained and distributed improvements throughout entire organizations.
Attendees will learn:
1. The key team roles and skillsets required for driving and sustaining massive improvements.
2. How to assess improvement opportunities from an effort and value perspective.
3. The most common mistakes in leveraging analytics and how to avoid them.
Communication in Healthcare Culture: Eight Steps to Uphold Outcomes ImprovementHealth Catalyst
Healthcare leaders looking to establish and sustain a culture of large-scale outcomes improvement must communicate their health system’s values, beliefs, and norms throughout the entire organization. Effective communication spreads understanding of outcomes improvement, ensuring broad engagement and ongoing progress toward shared goals.
An eight-step strategy describes essential elements of organizational outcomes improvement communication plan:
Include a communications specialist on the outcomes improvement leadership team.
Analyze the stakeholders early and often.
Craft the central message around shared values.
Be a constant champion.
Commit to regular times and mechanisms for communication.
Make sure communication flows both ways.
Be transparent.
Be creative.
Clinical Integration: A Value-Based Model for Better CareHealth Catalyst
For many who work on the front lines of delivery system reform, clinical integration is not just a generic phrase to describe health care professionals working more closely together. It describes the enormous day-to-day efforts that allow hospitals and physicians to collaborate on improving quality and efficiency, while keeping the focus on clinical care and the patient.
Join Holly Rimmasch, Executive Vice President and Chief Clinical Officer at Health Catalyst, as she shares this framework and model for greater value care delivery.
Holly will discuss:
The key functions of a clinically integrated system
The key roles and processes critical to sustained improvement methodology
The importance of the organizational structure in supporting systemic improvement
We look forward to you joining us.
With the launch of the public insurance exchanges in October 2013, and many other provisions of healthcare reform that took place on January 1, 2014, there are still several questions about ACA (Affordable Care Act) implementation and timing.
This timeline, compiled from the Kaiser Family Foundation's Ultimate ObamaCare Survival Guide, explains how and when the provisions of the health reform law will be implemented over the next several years.
What does the new Affordable Care Act mean to you? How are businesses and employees adapting to the timeline? Learn More from Healthcare Trends Institute.
This report collects data, surveys and commentary on U.S. physicians. It includes data on supply & demand, regulatory impacts, compensation & reimbursement, outlook & satisfaction, practice environment and employment.
Realizing the Promise of Patient-Reported Outcomes MeasuresHealth Catalyst
Dr. Rachel Clark Sisodia, a champion of the system-wide adoption of Patient Reported Outcomes Measures at Partners HealthcCare, will share her experience and perspective on the relevance and necessity of Patient-Reported Outcomes Measures (PROMs). In this webinar, Dr. Sisodia will highlight how the PROMs ideas have been put into practice at Partners HealthCare.
Join us and learn:
Strategies and tactics for overcoming potential barriers to collecting and effectively using PROMs.
Through specific examples, how to demonstrate that PROMs can help deliver faster, more personalized care for individual patients.
How to collect and use advanced analytics to leverage aggregate PROMs data to inform clinical patient and provider decisions.
How to use outcomes metrics for quality improvement and comparative effectiveness.
Workplace Wellness in Flux – Nicolaas Pronk at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
The Leadership Pipeline: Cultivating Your Organization’s High Potential Emplo...Modern Healthcare
The Leadership Pipeline: Cultivating Your Organization’s High Potential Employees – Joseph Cabral at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
"The Nuka system of care: Lessons for healthcare redesign in Wales" - Dr Step...1000 Lives Improvement
1000 Lives Improvement hosted Dr Stephen Tierney of Southcentral Foundation, to discuss how they transformed a system of care in Anchorage, Alaska, and how their lessons could help in transforming healthcare in NHS Wales.
"The Nuka system of care: Lessons for healthcare redesign in Wales"1000 Lives Improvement
1000 Lives Improvement hosted Katherine Gottlieb, CEO of Southcentral Foundation, to discuss how they transformed a system of care in Anchorage, Alaska, and how their lessons could help in transforming healthcare in NHS Wales.
Discovering a Common Purpose: Creating Physician EngagementHealth Catalyst
Join Dr. Bryan Oshiro, MD Chief Medical Officer, Health Catalyst , as he shares key best practices in getting physician engagement including identifying and empowering physician leaders in key functional teams, compensating for leadership roles, educating and developing a common purpose, triad teamwork approaches, giving quick, easy, and responsive access to the right data to identify problems and make recommendations, and supporting and empowering physician-led recommendations.
Attendees will learn:
The importance of physician engagement in quality improvement (the “why”)
To describe the challenges and barriers to truly have physicians lead quality improvement (“the what”)
To identify strategies to enhance physician engagement (the “how”)
Creating Physician engagement is a journey. It is a partnership that requires putting the patient first to provide the best care possible.
Please join Dr. Oshiro as he shares his experiences spanning three decades of quality improvement and clinical practice, from Loma Linda University Medical School to Intermountain Healthcare, for what will be an engaging and enlightening session.
With Open Enrollment upon us, employers, employees, benefit advisors, and more are looking for new ways to help meet the needs of engaged healthcare consumers. But what will drive the industry this year? We share the top five trends that will help to create a beneficial health insurance selection environment throughout the healthcare continuum.
Did you know that chronic diseases cost American employers $153 billion in lost productivity per year?
Because of this and other reasons, companies are moving to a more fitness-focused work culture. Organizations understand that the health and wellbeing of their employees can have a positive impact on the bottom line. In 2016, workplace wellness programs reached a new milestone with 84% of U.S. companies offering wellness initiatives or planning on expanding them over the next few years.
What are the top wellness initiatives employers look to use in 2017 to keep employees healthy, productive, and saving thousands of dollars for themselves through reduced medical bills? We look into the ROI of wellness, the VOI of Wellness, some of the most innovative steps employers are taking to improve wellness, and much more in our latest infographic.
What Is Population Health And How Does It Compare to Public HealthHealth Catalyst
Master data management is key for healthcare organizations looks to integrate different systems. The two types of master data are identity data and reference data. Master data management is the process of linking identity data and reference data. MDM is important for mergers and acquisitions and health information exchanges. The three approaches for MDM are: IT system consolidation, Upstream MDM implementation, and Downstream master data reconciliation in an enterprise data warehouse.
Five years in, and the Affordable Care Act continues to command conversation in the benefits landscape. Industry players are still scrambling to implement new provisions, keep healthcare costs down, create infrastructure to support new reporting requirements, and develop new payer, provider and care delivery models.
This has, in turn pushed the respective hands of health plans, who have had to change their strategies to fit both the consumerization of insurance and the standards set forth under the ACA.
With end-users in the forefront, health plans must take the strategy implemented 15 years ago with the rise of the internet, and push the marketing and communication initiatives into overdrive to gain and retain customers.
Health plans are shifting their mentality and communication, ant the best of the best are putting time, money, and energy into literacy and new business initiatives.
To simplify, a health plan needs to put the consumer at the center of every decision it makes.
However, in order to plan, communicate, and effectively market to consumers, your health plan must know the consumer, the technology, and the future.
If you’re looking to grow your health plan, we have just released a new guide to help your health plan leverage trends in the post-reform consumer marketplace.
In our latest whitepaper, we share the keys to success for health plans, including the following:
Consumer Trends: Top 5 Healthcare Executive Consumer Strategy Points, Today’s Healthcare Consumers: Six Types of Consumers You Need to Know, Millennial Consumers Special Report
Technology Trends: Big Data, Administration Technology, Payment Technology, mHealth and more.
Future Trends: Accountable Care Organizations, The Future of Telehealth, Continues Rise of Private Exchanges
All of this, and insights on how to make it work for your health plan.
Download this detailed guide, Health Plans: Your Guide to Leveraging Trends in the Post-Reform Consumer Marketplace, free from the Healthcare Trends Institute.
http://www.evolution1.com/health-plans-your-guide-to-leveraging-trends-in-the-post-reform-consumer-marketplace.html
The tools for success: Leveraging content marketing to engage and inspirefor ...Modern Healthcare
Developing an insightful content marketing strategy that anticipates consumers’ need for meaningful health information can go a long way toward helping healthcare organizations reach their target audiences and build relationships. But many marketers, wary of navigating this heavily regulated area, have made scant progress. This plenary session will dive deep into the ins and outs of content marketing, including tips for choosing the right channels and effective techniques for measuring your efforts.
What effects are wellness programs having on the workforce and healthcare in general? With 76% of employers offering some form of wellness program, resource, or service to employees last year, how much has this changed over the years, and what has worked?
The latest infographic from the Healthcare Trends Institute demonstrates the effects of wellness programs, the most popular incentive-based health improvement programs, the importance of proper design in wellness, and future improvements that employers can expect in coming years.
How to Engage Physicians in Best Practices to Respond to Healthcare Transform...PYA, P.C.
PYA Principal Kent Bottles, MD, spoke about physician engagement when it comes to value payment models during “How to Engage Physicians in Best Practices to Respond to Healthcare Transformation” at the Georgia Society of Certified Public Accountants’ (GSCPA) 2016 Healthcare Conference, February 11, 2016. Dr. Bottles discussed the difficulty of weaning physicians from fee-for-service payment models and the often-unappreciated reasoning behind the shift to value-based payment models. He also highlighted MACRA, MIPS, patient satisfaction surveys, Physician Compare, and the ProPublica Surgeon Scorecard.
Workplace Wellness in Flux – Nicolaas Pronk at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
The Leadership Pipeline: Cultivating Your Organization’s High Potential Emplo...Modern Healthcare
The Leadership Pipeline: Cultivating Your Organization’s High Potential Employees – Joseph Cabral at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
"The Nuka system of care: Lessons for healthcare redesign in Wales" - Dr Step...1000 Lives Improvement
1000 Lives Improvement hosted Dr Stephen Tierney of Southcentral Foundation, to discuss how they transformed a system of care in Anchorage, Alaska, and how their lessons could help in transforming healthcare in NHS Wales.
"The Nuka system of care: Lessons for healthcare redesign in Wales"1000 Lives Improvement
1000 Lives Improvement hosted Katherine Gottlieb, CEO of Southcentral Foundation, to discuss how they transformed a system of care in Anchorage, Alaska, and how their lessons could help in transforming healthcare in NHS Wales.
Discovering a Common Purpose: Creating Physician EngagementHealth Catalyst
Join Dr. Bryan Oshiro, MD Chief Medical Officer, Health Catalyst , as he shares key best practices in getting physician engagement including identifying and empowering physician leaders in key functional teams, compensating for leadership roles, educating and developing a common purpose, triad teamwork approaches, giving quick, easy, and responsive access to the right data to identify problems and make recommendations, and supporting and empowering physician-led recommendations.
Attendees will learn:
The importance of physician engagement in quality improvement (the “why”)
To describe the challenges and barriers to truly have physicians lead quality improvement (“the what”)
To identify strategies to enhance physician engagement (the “how”)
Creating Physician engagement is a journey. It is a partnership that requires putting the patient first to provide the best care possible.
Please join Dr. Oshiro as he shares his experiences spanning three decades of quality improvement and clinical practice, from Loma Linda University Medical School to Intermountain Healthcare, for what will be an engaging and enlightening session.
With Open Enrollment upon us, employers, employees, benefit advisors, and more are looking for new ways to help meet the needs of engaged healthcare consumers. But what will drive the industry this year? We share the top five trends that will help to create a beneficial health insurance selection environment throughout the healthcare continuum.
Did you know that chronic diseases cost American employers $153 billion in lost productivity per year?
Because of this and other reasons, companies are moving to a more fitness-focused work culture. Organizations understand that the health and wellbeing of their employees can have a positive impact on the bottom line. In 2016, workplace wellness programs reached a new milestone with 84% of U.S. companies offering wellness initiatives or planning on expanding them over the next few years.
What are the top wellness initiatives employers look to use in 2017 to keep employees healthy, productive, and saving thousands of dollars for themselves through reduced medical bills? We look into the ROI of wellness, the VOI of Wellness, some of the most innovative steps employers are taking to improve wellness, and much more in our latest infographic.
What Is Population Health And How Does It Compare to Public HealthHealth Catalyst
Master data management is key for healthcare organizations looks to integrate different systems. The two types of master data are identity data and reference data. Master data management is the process of linking identity data and reference data. MDM is important for mergers and acquisitions and health information exchanges. The three approaches for MDM are: IT system consolidation, Upstream MDM implementation, and Downstream master data reconciliation in an enterprise data warehouse.
Five years in, and the Affordable Care Act continues to command conversation in the benefits landscape. Industry players are still scrambling to implement new provisions, keep healthcare costs down, create infrastructure to support new reporting requirements, and develop new payer, provider and care delivery models.
This has, in turn pushed the respective hands of health plans, who have had to change their strategies to fit both the consumerization of insurance and the standards set forth under the ACA.
With end-users in the forefront, health plans must take the strategy implemented 15 years ago with the rise of the internet, and push the marketing and communication initiatives into overdrive to gain and retain customers.
Health plans are shifting their mentality and communication, ant the best of the best are putting time, money, and energy into literacy and new business initiatives.
To simplify, a health plan needs to put the consumer at the center of every decision it makes.
However, in order to plan, communicate, and effectively market to consumers, your health plan must know the consumer, the technology, and the future.
If you’re looking to grow your health plan, we have just released a new guide to help your health plan leverage trends in the post-reform consumer marketplace.
In our latest whitepaper, we share the keys to success for health plans, including the following:
Consumer Trends: Top 5 Healthcare Executive Consumer Strategy Points, Today’s Healthcare Consumers: Six Types of Consumers You Need to Know, Millennial Consumers Special Report
Technology Trends: Big Data, Administration Technology, Payment Technology, mHealth and more.
Future Trends: Accountable Care Organizations, The Future of Telehealth, Continues Rise of Private Exchanges
All of this, and insights on how to make it work for your health plan.
Download this detailed guide, Health Plans: Your Guide to Leveraging Trends in the Post-Reform Consumer Marketplace, free from the Healthcare Trends Institute.
http://www.evolution1.com/health-plans-your-guide-to-leveraging-trends-in-the-post-reform-consumer-marketplace.html
The tools for success: Leveraging content marketing to engage and inspirefor ...Modern Healthcare
Developing an insightful content marketing strategy that anticipates consumers’ need for meaningful health information can go a long way toward helping healthcare organizations reach their target audiences and build relationships. But many marketers, wary of navigating this heavily regulated area, have made scant progress. This plenary session will dive deep into the ins and outs of content marketing, including tips for choosing the right channels and effective techniques for measuring your efforts.
What effects are wellness programs having on the workforce and healthcare in general? With 76% of employers offering some form of wellness program, resource, or service to employees last year, how much has this changed over the years, and what has worked?
The latest infographic from the Healthcare Trends Institute demonstrates the effects of wellness programs, the most popular incentive-based health improvement programs, the importance of proper design in wellness, and future improvements that employers can expect in coming years.
How to Engage Physicians in Best Practices to Respond to Healthcare Transform...PYA, P.C.
PYA Principal Kent Bottles, MD, spoke about physician engagement when it comes to value payment models during “How to Engage Physicians in Best Practices to Respond to Healthcare Transformation” at the Georgia Society of Certified Public Accountants’ (GSCPA) 2016 Healthcare Conference, February 11, 2016. Dr. Bottles discussed the difficulty of weaning physicians from fee-for-service payment models and the often-unappreciated reasoning behind the shift to value-based payment models. He also highlighted MACRA, MIPS, patient satisfaction surveys, Physician Compare, and the ProPublica Surgeon Scorecard.
At the end of this 90 minute session patient/ family/ advisors/ champions as well as health providers/ leaders/ authorities will leave with at least one practical idea to apply to patient advisor training as a result of their increased understanding of:
Current training programs and models in use across Canada
Training needs of patient advisors at different system levels
Gaps in training needs and ideas on how to fill them
Available supporting resources and leading practices
As pharmaceutical and biopharmaceutical manufacturers are receiving more attention, legal scrutiny and activity from government and other entities regarding various components of their patient support services programs, this survey analyzes responses from close to 30 small, mid-size, and large pharmaceutical organizations (9 of the Top 20 pharmaceutical companies) to provide insights as it relates to risk mitigation and emerging strategies for managing patient interactions in a compliant manner.
Executive Conversation: The Agile Contact CenterPanviva
Angela Beitelman, Director of Customer Service and Audit with Health Alliance Medical Plans, shares her experience developing a contact center that advances business objectives. Health Alliance recently completed upgrades to contact center business applications and processes to support new products and markets. The company doubled the number of states served, won multiple Medicaid and Medicare Advantage contracts since deploying SupportPoint, and introduced two new health insurance products in just the first five months of 2014.
Agency Effectiveness - Essential Guidelines and PlanningJodi Rudick
Using innovations and resources developed and adapted for parks and recreation, this session explores valuable planning tools. We'll explore Financial Sustainability, The Pyramid Methodology, Public Sector Service Assessment, and more!
The Changing Role of Healthcare Data AnalystsHealth Catalyst
The healthcare industry is undergoing a sea change, and healthcare data analysts will play a central role in this transformation. This report explores how the evolution to value-based care is changing the role of healthcare data analysts, how data analysts’ skills can best be applied to achieve value-based objectives and, finally, how Health Catalyst’s most successful health system clients are making this cultural transformation happen in the real world.
Building a Successful Practice with IM
Starting a private practice is challenging, creating a successful private practice is even harder. This course is designed to help the new or established practice owner or manager grow their practice. The presenter will draw upon his experience of incorporating Interactive Metronome® treatment in both Pediatric and Adult private practices. Strategies designed to facilitate greater financial and clinical success will be shared and attendees will leave with new marketing strategies and emerging practice areas that will enhance their practice.
SOCW 6520 WK 5 responses Respond to the blog post of three.docxrronald3
SOCW 6520 WK 5 responses
Respond
to the blog post of three colleagues Has to be responded to separately and different responses in one or more of the following ways:
Name first and references after every person
Respond
to the blog post of three colleagues in one or more of the following ways:
Make a suggestion to your colleague’s post.
Expand on your colleague’s posting.
Peer 1:
Sasha Ritchie -
Infinity Hospice follows the National Hospice and Palliative Care Organization (NHPCO). The NHPCO offers professionals in hospice care a ‘Guide to Organizational Ethics in Hospice Care as a resource to hospice programs and professionals” (NHPCO, 2016). The organization’s core policies are driven by their values and mission statement. Infinity Hospice priority is to enhance their patient’s quality of life and help them live in dignity and comfort. They offer ‘dependability’ to the patient and to their loved one during their time of need for 24/7 care. Infinity Hospice Care’s mission is to bring comfort and value to our community. Our core values guide our team in providing the best family hospice and palliative care possible. If you and your family find balance with our mission and core values, we encourage you to speak to us.
The organizations second core policy is having a trusting team of experts. They have an interdisciplinary team of physicians, nurses, counselors, and volunteers who work together to support each patient and their family. To accomplish this, Infinity Hospice provides the following hospice home services:
Medical care
Pain management needs
Spiritual counseling
Bereavement and grief counseling
Medical supplies and durable equipment
Every two weeks, all professionals from each discipline meet to discuss cases to find solutions for the challenges to the patients care. The third policy is ‘a strong desire to make a difference in the lives of others.’ This organization understands that at times caring for an individual and providing a supportive system to their family will mean going above and beyond care standards to deliver excellence. Infinity Hospice policy is committed to making the patient’s life better through the following actions:
Assess each patient’s pain and comfort during each in house hospice visit
Attentively listen and take action on family needs
Continually search for creative ways to enhance your loved one’s quality of life
Nurture the desire to make a difference in our team’s lives by supporting a healthy work/life balance
Unavoidably in healthcare there are policy implication and barriers that arise in care. Infinity is driven to enrich the lives of those who are at the end-of-life. However, barriers to Medicaid, Medicare and in the state of Nevada, Culinary Health insurance all have their own policies in which patient eligibility often factors into their quality of life. Social workers could greatly improve the effectiveness of policy and service efforts designed.
Similar to 2014 APA Practice Organization Report to the APA Council (20)
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
Basavarajeeyam is an important text for ayurvedic physician belonging to andhra pradehs. It is a popular compendium in various parts of our country as well as in andhra pradesh. The content of the text was presented in sanskrit and telugu language (Bilingual). One of the most famous book in ayurvedic pharmaceutics and therapeutics. This book contains 25 chapters called as prakaranas. Many rasaoushadis were explained, pioneer of dhatu druti, nadi pareeksha, mutra pareeksha etc. Belongs to the period of 15-16 century. New diseases like upadamsha, phiranga rogas are explained.
ABDOMINAL TRAUMA in pediatrics part one.drhasanrajab
Abdominal trauma in pediatrics refers to injuries or damage to the abdominal organs in children. It can occur due to various causes such as falls, motor vehicle accidents, sports-related injuries, and physical abuse. Children are more vulnerable to abdominal trauma due to their unique anatomical and physiological characteristics. Signs and symptoms include abdominal pain, tenderness, distension, vomiting, and signs of shock. Diagnosis involves physical examination, imaging studies, and laboratory tests. Management depends on the severity and may involve conservative treatment or surgical intervention. Prevention is crucial in reducing the incidence of abdominal trauma in children.
Adv. biopharm. APPLICATION OF PHARMACOKINETICS : TARGETED DRUG DELIVERY SYSTEMSAkankshaAshtankar
MIP 201T & MPH 202T
ADVANCED BIOPHARMACEUTICS & PHARMACOKINETICS : UNIT 5
APPLICATION OF PHARMACOKINETICS : TARGETED DRUG DELIVERY SYSTEMS By - AKANKSHA ASHTANKAR
Here is the updated list of Top Best Ayurvedic medicine for Gas and Indigestion and those are Gas-O-Go Syp for Dyspepsia | Lavizyme Syrup for Acidity | Yumzyme Hepatoprotective Capsules etc
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Basavarajeeyam is a Sreshta Sangraha grantha (Compiled book ), written by Neelkanta kotturu Basavaraja Virachita. It contains 25 Prakaranas, First 24 Chapters related to Rogas& 25th to Rasadravyas.
Integrating Ayurveda into Parkinson’s Management: A Holistic ApproachAyurveda ForAll
Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
2. 501(c)(6) Business/Trade Association
As a 501(c)(6) organization, APAPO can:
Focus on
advancing a
particular
trade –
professional
psychology
Engage in
unrestricted
lobbying
Work with the
new political
action
committee,
APAPO-PAC, to
facilitate political
giving
4. Education Advocacy Trust (EdAT)
Dollars
Revenue
First email fundraiser
for APAPO-PAC
scheduled for March 2014
5. APAPO Governance
APAPO Board of Directors
Good Governance
Membership retention
and recruitment
Committee for the
Advancement of Professional
Practice (CAPP)
Finance
6. Financial and Staffing Resources
APAPO and APA Comparison
APA Practice Organization
American Psychological Association
$4.67M
$104.88M
2013 Operating Expenses
14.1
Full-Time-Equivalent Employees
2013 Operating Expenses
569.6
Full-Time-Equivalent Employees
7. APAPO Mission
The mission of the
APAPO is to advance,
protect and defend
the professional
practice of
psychology.
APAPO is dedicated to
serving the interests
and needs of its
constituents: APA
members who pay the
annual Practice
Assessment to
APAPO.
8. Legislative Advocacy
Top Priorities for 2014
• Medicare payment
• Medicare payment formula
• Sustainable Growth Rate (SGR) formula
• Sequestration
• “Physician” definition in Medicare
• HITECH incentive
payments for electronic
health records
9. Legislative and Regulatory Advocacy
• Working in a partisan Congress
• Recent achievements
– Medicare payment levels for 2014
– Sustainable Growth
Rate (SGR) bill
10. Legal and Regulatory Advocacy
Mental Health Parity Implementation
• Advocacy for more enforceable Final Parity Rule
• Challenges to rate cuts and reimbursement of new
billing codes used by psychologists
• Transparency of medical necessity criteria
11. Legal and Regulatory Advocacy
• Challenges to state health insurance exchange
exclusion of neuropsychologists and inappropriate
reimbursement for psychologists
• Support to states on
scope of practice
issues such as
applied behavioral
analysis
13. Serving our Members
Major legal and regulatory issues:
• HIPAA and
privacy/confidentiality/security
• Record keeping, including EHRs
• Telepsychology
• Responding to subpoenas
• Duty to warn/protect and abuse
reporting
14. Guidance on HIPAA Compliance
HIPAA Final Rule Changes
• Effective September 2013
• APAPO provided general guidance documents and
updated HIPAA forms
• Articles and video in PracticeUpdate and Monitor
• Responded to hundreds of member inquiries
15. Marketplace Advocacy
Health Care Reform Implementation
Theme of 2014 State Leadership Conference
Health Insurance
Exchange rollout
Federally operated exchange
Federal and state joint exchange
State operated exchange
State small business health
option program
16. Health Care Reform Summits
2011
New York State Psychological Association
Massachusetts Psychological Association
Maryland Psychological Association
2012
North Carolina Psychological Association
Idaho Psychological Association
Maine Psychological Association
California Psychological Association
Indiana Psychological Association
Oregon Psychological Association
Washington State Psychological Association
2013
Connecticut Psychological Association
Wisconsin Psychological Association
Nevada Psychological Association
Minnesota Psychological Association
South Carolina Psychological Association
Rhode Island Psychological Association
Ohio Psychological Association
Oklahoma Psychological Association
Vermont Psychological Association
17. Most Highly Sought Information (Q15)
2013 Member Survey: Most Highly Sought Information
Percent of respondents who answered “extremely interested” or “interested”
2013
Legal updates
Regulatory compliance (HIPAA, other)
Psychology-related news
Legislative updates
ICD code usage
Information on latest treatment procedures
and models
Fact sheets/handouts for clients
Information on working with Medicare/Medicaid
89.7%
86.5
85.1
82.4
80.8
80.2
73.2
58.4
18. Most ImportantSurvey: Most Important Activities
2013 Member APAPO Activities (Q25)
Percent of respondents who answered “extremely important” or “important”
Protecting reimbursement for
psychological services
98%
Legislative advocacy efforts
97
Educating the public about psychologists
and psychological services
89.9
Raising psychology’s visibility
in the marketplace
Helping states protect the
doctoral degree as the standard
for psychologist licensure
89.2
87.8
20. Serving SPTAs: Annual CAPP Grants
• Funding level maintained for 2013
• Organizational development, legislative,
emergency and Canadian
• $250,000 awarded in
organizational development
grants to 26 states and
DC
• $185,000 awarded in
legislative grants to
13 states
21. Serving SPTAs: 2013 CAPP Grant Examples
Georgia
• Pursuing efforts to defend scope of practice regarding
psychological assessment.
Kentucky
• Ensuring parity in private insurance and Medicaid.
Minnesota
• Ensuring psychologists’ role in behavioral health homes.
Vermont
• Supporting the inclusion of psychologists in legislative process
during Vermont’s consideration of a Single Payer Plan.
22. If Not APAPO, Who Else?
• Challenging Medicare and private sector payment cuts
• Supporting litigation and regulatory action against
managed care/insurance company abuses
• Advocating for practitioners’ interests in health care
reform
• Affirming the doctoral standard for independent
practice in state licensing laws
• Confronting assaults on psychologists’ scope of practice
MEMBER SUPPORT IS VITAL FOR SUSTAINING
OUR ADVOCACY
I’m delighted to have the opportunity to provide this annual report about the APA Practice Organization, or APAPO. First of all, I want to emphasize that APA and the APA Practice Organization are distinct legal entities. I’ll mention a bit more about this distinction in a moment. I also want to point out that the material about APAPO I’m presenting today does not represent the entire Practice Directorate agenda. Our directorate activities also include important APA initiatives such as educating the public about mind/body health and developing clinical practice guidelines in collaboration with the Science Directorate.
The next few slides about the organization and operation of the APAPO may be especially informative for those of you who are new to Council this year. APA is considered a 501(c)(3) organization under Internal Revenue Service rules, while APAPO is a 501(c)(6) organization. A 501(c)(6) organization focuses on advancing a particular trade such as professional psychology, while a 501(c) (3) organization serves the public benefit. There are other basic differences. For example, compared to a 501(c)(3), a 501(c)(6) organization like the APA Practice Organization can engage in unrestricted lobbying and can work with our new political action committee, APAPO-PAC, to facilitate political giving.
Although APAPO is a companion organization to APA, as I mentioned, the two are legally separate organizations. In 2012, the APA Practice Organization Board of Directors created APAPO-PAC, a new national PAC for psychology connected directly to our c(6) organization. We now have a PAC director on board who is committed to growing our political giving opportunities. The Education Advocacy Trust, which is part of the APA Practice Organization, advocates for psychology as a health profession.
The Education Advocacy Trust is overseen by Trustees who are members of the APA Board of Educational Affairs. EdAT provides the mechanism for education advocacy that is not allowable in the APA C(3). Revenue for EdAT is currently very small, but steadily increasing. The APAPO-PAC will be conducting the first email solicitation next month to provide support for education advocacy initiatives.
APAPO is governed by a Board of Directors comprising the same officers who govern APA as Board members. The same Committee for the Advancement of Professional Practice (CAPP) members who are elected to the APA C3 CAPP constitute the APAPO C6 CAPP. As described in APAPO’s bylaws, the 501(c)(6) CAPP is responsible for identifying, planning and implementing projects that are important to the protection, defense and enhancement of professional practice. CAPP recommends to the Board the funding needed for such projects. New in 2014 are three committees –Good Governance, Membership Retention and Recruitment, and Finance – with members from the APAPO Board and CAPP.These new committees reflect APA CEO Dr. Norman Anderson’s current objectives for advancing APAPO in collaboration with me and Practice staff: Developing strategies to enhance the effectiveness of APAPO governance structures; Improving member retention and recruitment by better engaging the practitioner community with APAPO; Enhancing financial sustainability by increasing non-dues revenue streams and other means; Increasing the viability of the Education Advocacy Trust (EdAT); and Developing goals related to growing the APAPO-PAC.
This slide shows how the APA Practice Organization and APA compare as far as budget and staff resources. Our 2013 operating expenses of nearly 4.7 million dollars compares to a figure of more than 104 million dollars for APA. APA is legally prohibited from providing financial resources to help fund the APAPO’s work on behalf of professional psychology. The APA Practice Organization had the resources of only about 14 full-time equivalent staff in 2013 to support our work on behalf of the (c)(6). The corresponding figure for APA is nearly 570 full-time equivalent staff.
APAPO’s mission is to advance, protect and defend the professional practice of psychology. APA members who pay the annual Practice Assessment to APAPO are constituents of the APA Practice Organization. We are dedicated to serving the professional interests and needs of members in varied practice settings and at all stages of their career.
I’d like to highlight the advocacy work in support of professional psychology that we do through the APA Practice Organization, beginning with legislative advocacy. All of the legislative advocacy on behalf of practice is done through the APA Practice Organization, not APA.This is one of APAPO’s major functions.Our 2014 top legislative priorities will be reflected in the messages that our State Leadership Conference participants take to hundreds of meetings next month with their members of Congress and staff on Capitol Hill: First, fair and appropriate Medicare payment. Because private reimbursement rates follow Medicare’s lead, Medicare payment is a crucial factor in safeguarding reimbursement for psychological services. In 2014, we will continue to address three areas of Medicare payment: the Medicare payment formula, which penalizes providers like psychologists, the Sustainable Growth Rate formula, or SGR, and sequestration, which involves annual two-percent across-the-board Medicare payment cuts through 2026. On Feb. 6, three congressional committees with Medicare oversight passed legislation to repeal SGR. Our Government Relations staff is working with Congress to ensure that psychologists are included on even footing with other providers regarding payment structures and incentives as SGR and Medicare payment reform move forward. Our second priority isInclusion of psychologists in the “physician” definition under Medicare. Unnecessary physician supervision requirements in Medicare hamper psychologists from providing to Medicare patients their full range of services within state licensure. So, we continue urging Congress in 2014 to pass bills that include psychologists in the Medicare “physician” definition. Gaining this victory would end inappropriate physician supervision without increasing Medicare costs. And our third legislative priority is Psychologists’ eligibility for federal incentive payments to adopt electronic health record keeping. We are continuing to call on Congress to pass legislation making licensed psychologists eligible for federal incentive payments already available to certain other providers who integrate electronic health records into their practice. Psychology has now gained three bills, two in the Senate and one in the House of Representatives, to accomplish this goal.
Working in a partisan Congress has certainly been a challenge. In a climate of near-constant gridlock and ongoing pressure to slash federal spending, coupled with lost psychology champions like Rep. Henry Waxman and Senator Max Baucus, we’ve had our work cut out for us. But despite the challenging environment on Capitol Hill, we have achieved some recent gains in the legislative and regulatory arenas. The release of the Medicare final fee schedule for 2014 by the Centers for Medicare and Medicaid Services marked the first time since 2007 that the payment pool allocated for Medicare psychological services was increased. The eight percent jump in the payment pool meant that psychologists had the second highest increase in payment allocation among all Medicare specialty groups for 2014. We support the recent congressional legislation to repeal the SGR and have provided comments about ways the legislation could also address underlying systemic problems with the Medicare payment system. APAPO has successfully advocated 16 times to help prevent the SGR cut from going into effect, and we are pleased that Congress is moving forward on this issue. The process still has a long way to go, however, since there is not yet any agreement on how to pay for the more than $100 billion the legislation is projected to cost.
In addition to our legislative advocacy, APAPO’s work on behalf of the practice community involves the legal system and regulatory processes affecting practice. The APA Practice Organization remains actively involved in monitoring implementation of the 2008 federal mental health parity law and intervening where appropriate. Since 2011, APAPO has been collaborating with 11 state psychological associations to challenge unprecedented rate cuts by Humana as a violation of the Interim Parity Final Rule. In January 2014, at the request of the Department of Labor, we submitted a letter addressing the Final Parity Rule released last November. We focused on five areas of importance for psychologists and access to psychological services –the need for enforcement, the problem with reimbursement disparities, transparency of medical necessity criteria and other issues.
Last year we began our advocacy work to ensure that state health insurance exchanges resulting from the Affordable Care Act provide proper access to psychological services.In September 2013 APAPO sent a joint letter to Connecticut’s Lieutenant Governor expressing concern with the behavioral health fee schedules published by HealthyCT, one of the plans in the state exchange. The plan's reimbursement scheduleomitted neuropsychologists from the providers listed for neuropsychological services andgave psychologists the same payment rate as masters-level mental health providers. APAPO and the Connecticut Psychological Association argued in their letter that these problems could create network adequacy issues and limit access to neuropsychological services in CT. The HealthyCT plan has indicated that they intend to address our concerns. Also in 2013, APAPO worked with at least 10 SPTAs on legislative activity related to applied behavior analysis (ABA). 34states already have laws or regulations relating to ABA. Nine additional states are currently pursuing autism legislation. Of particular concern, several state laws passed a few years ago restrict psychologists’ practice in this area.Since we became actively involved and the APAPO Board adopted its 2012 policy “Statement on Behavior Analysis and Behavior Analysts,” no new laws have been passed restricting psychologists’ practice related to applied behavior analysis.
In August 2013, the US District Court in New Jersey gave preliminary approval to a$120 million settlement of a class action lawsuit filed by psychologists, other health care professionals and patients against Aetna. The lawsuit alleges that Aetna used a faulty database from Ingenix and underpaid claims for services delivered by out-of-network providers. The APA Practice Organization has collaborated on the lawsuit with the New Jersey Psychological Association, a named plaintiff, since 2009. As we have done with three priorclass action settlements, APAPO is nowproviding detailed guidance for members on how to submit settlement claims before the March 28 filing deadline. Meanwhile, APAPO has been providing guidance and consultation to practitioners and state associations seeking to develop alternative practice models designed to effectively deliver psychological services in a changing health care world. We are exploring ways to further support alternative practice initiatives by state associations and individual practices.Another of our marketplace initiatives is providing support to states such as New York and New Jersey that are or may be pursuing legislation to remove antiquated state laws that prohibit psychologists from forming multi-disciplinary corporations and limited liability companies. Eliminating these barriers will foster practice models that help enable integrated health care service delivery.APAPO also supports Medicaid advocacy efforts taking place at the state level. Grants from our Committee for the Advancement of Professional Practice are available to states looking to modify legislation and regulations to improve Medicaid participation by psychologists as well as reimbursement for psychological services. In 2013, Minnesota successfully used CAPP grant funds to gain psychologists’ reimbursement by the state Medicaid program for providing consultation services to primary care providers. APAPO continues to promote psychologists’ roles in hospitals and health systems –including medical staff membership and practicing to the full scope of licensure.The increased focus on integrated care under health reform will likely result in new opportunities for practitioners. Our Legal & Regulatory Affairs staff recently completed a 50-state review of hospital medical staff membership laws in order to facilitate SPTA advocacy in this area.
Now I want to shift the focus to how we help individual members with their professional needs and interests. Year after year, we assist more than one thousand practitioners with a wide range of legal and regulatory questions and concerns. Here’s just a brief sample of topics and issues where we frequently have inquiries from members: HIPAA. APAPO has developed and updated several resources to aid members with HIPAA compliance. The resources are found in the HIPAA Compliance section of APAPO’s Practice Central website. Record keeping. Increasingly, we assist members with questions about electronic health recordkeeping, ranging from very basic information to far more technical inquiries. We have also provided guidance in Good Practice magazine and in our PracticeUpdate e-newsletter. Telepsychology. We are providing member education on issues related to telepsychology such as reimbursement, informed consent and practice across state lines. Responding to subpoenas. For many years, this has been one of the most frequent reasons that members contact our Legal and Regulatory Affairs Office. We have extensive information about responding to subpoenas on our Practice Central website. Duty to warn and protect. We’ve had an increased volume of these calls in the wake of the Newtown and other shootings. Psychologists typically want to know if duty to warn applies to particular practice situations and what professional responsibilities they may face.
The HIPAA Final Rule went into effect in September 2013, and as I just mentioned, APAPO has worked diligently to aid members with compliance.Available HIPAA compliance materials on our website include: The HIPAA Final Rule: What you need to do now, a free resource for APA Practice Organization members, with inserts to update existing HIPAA forms used by practitioners. It also provides a detailed explanation of key changes for psychologists in the Final Rule. In response to the hundreds of member inquiries we received last year about HIPAA compliance, we published related articles and videos regularly in our member communications. We also updated our Privacy Rule Primer last summer. All of these resources and additional comprehensive guidance on HIPAA compliance is available on our Practice Central website.
I’d like to focus a bit more on our marketplace advocacy for practicing psychologists and psychological services. Health care reform is one of our primary APAPO marketplace advocacy initiatives. In 2014, for the second year in a row, health care reform implementation is reflected in the theme of our annual State Leadership Conference. This year, the focus for SLC is on Creating Roadmaps for Practice. Also related to health care reform, the health insurance exchanges established under the Affordable Care Act create a marketplace for millions of individuals to purchase private health care coverage. In anticipation of their rollout in January 2014, we mounted an educational campaign through our regular member communications channels to educate our practitioners about the exchanges and potential issues related to psychologists’ involvement.
Among their efforts to engage psychologists in state-based implementation of health care reform, numerous SPTAs have convened health care reform summits. These events have served as educational, strategic planning and brainstorming forums for positioning psychologists to play a role in health care reform as it evolves at the state level. I’ve had the pleasure of participating in 19 of these summits since 2011.
Keeping a pulse on member needs and interests helps inform our advocacy work and member communications. In November 2013, we conducted a survey of APAPO members that builds off two previous member surveys from 2008 and 2011. The surveys provide valuable insights into the professional interests and concerns of our members. I want to share just a couple highlights from our 2013 member survey results. Between 80 and 90 percent of respondents indicate that they are “extremely interested” or “interested” in having information from us about the following topics: legal updatesregulatory compliance such as HIPAApsychology-related newslegislative updatesICD code usage and information on the latest treatment procedures and models. A majority of respondents also indicated that they are interested in having information about working with Medicare and Medicaid as well as fact sheets and handouts for patients from APA Practice.
Protecting reimbursement for psychological services continues to be a top priority for members, with 98 percent indicating that it is “extremely important” or “important” for APA Practice to pursue. Legislative advocacy efforts are a close second. Public education efforts, raising the visibility of psychology in the marketplace and protecting the doctoral degree also ranked as important. These results suggest that our major activities through both the APA Practice Organization and APA Practice Directorate match closely with members’ perception of importance. Stay tuned for more member survey results through our regular member communication channels.
We use a variety of mechanisms to inform members about what APAPO is doing to advocate on their behalf and to provide information and resources that psychologists need to practice in today’s evolving health care marketplace. Our award-winning Good Practice print magazine, which helps members keep apprised of important developments and offers practical guidance, continues to be a highly-valued resource for members. Our PracticeUpdatee-newsletterbrings timely news and information to practitioners. We also disseminate breaking developments through targeted e-blasts on time-sensitive topics such as Medicare reimbursement. Our online home for APAPO members is Practice Central, located at apapracticecentral.org. Nearly 400,000 people visited the Practice Central website in 2013, up from just over 250,000 the year before. Reimbursement for new psychotherapy billing codes, HIPAA compliance and information about ICD-10-CM were the most popular topics in 2013. We’re continuing to expand the wide range of information and resources available at Practice Central for practitioners at various stages of their career and in diverse practice settings.
The laws and regulations that fundamentallyaffect the day-to-day practice of psychology are enacted and implemented at the state level. So many of our advocacy activities involve partnering with state, provincial and territorial psychological associations, or SPTAs. The APA Practice Organization Committee for the Advancement of Professional Practice, or CAPP, provides hundreds of thousands of grant dollars annually to SPTAs for organizational infrastructure support and legislative advocacy initiatives. CAPP grants also are awarded for emergency requests as well as to the Council of Professional Associations of Psychologists in Canada. I’m happy to report that, although we’ve had to trim APAPO expenses in other areas, the CAPP grant funding level for 2013 was maintained at the same level as in 2012. Each year, many SPTAs benefit from the funds provided by CAPP grants. For example, 26 states and DC received organizational development grants last year, while 13 states were provided with legislative grants.
This slide shows just a few examples of how CAPP legislative grants for 2013 supported a variety of professional initiatives, such as:Pursuing efforts to defend scope of practice regarding psychological assessment in GeorgiaEnsuring parity in private insurance and Medicaid in Kentucky Ensuring psychologists’ role in behavioral health homes in MinnesotaAnd supporting the inclusion of psychologists in the legislative process as Vermont considers a single payer plan.
APAPO is fighting for practitioners on Capitol Hill, in the courts and the marketplace. We’re the only national organization with such a broad advocacy agenda working exclusively on behalf of the professional practice community. If we weren’t here for psychology practice, who else would be?Here’s some of what the profession would sacrifice if not for APAPO:Challenging Medicare and private sector payment cuts Supporting litigation and regulatory action against managed care/insurance company abusesAdvocating for practitioners’ interests in health care reform Affirming the doctoral standard for independent practice in state licensing laws Confronting assaults on psychologists’ scope of practice Our APAPO budget relies heavily on Practice Assessment revenues. Member support is vital for sustaining APAPO’s advocacy on behalf of professional psychology. So please help us spread the word among practitioners: Membership in APAPO matters. The greater our numbers, the more we can do on behalf of professional psychology. As we repeatedly tell our members: You help others. APAPO is here to help you.
As you can see, we have a very ambitious agenda. Unlike APA, however, APAPO has a limited governance structure to support our c(6) work – just the Committee for the Advancement of Professional Practice. We need a governance group that can devote all of its time to moving our c(6) activities forward. Shortly after this annual report, you will be asked to vote on a proposed motion from the Board to approve in principle sunsetting the c(3) responsibilities of CAPP so it can focus entirely on its c(6) responsibilities. I want to invite everyone interested to an APAPO-sponsored luncheon tomorrow where the participants will have an opportunity to share thoughts and concerns about this proposed motion. The lunch will take place tomorrow from 12:15 to 1:30 in the Senate room. We’re hoping for a good turnout.
And that leads to my wrap-up of this annual report. A critical component of serving our members is hearing from them – about what they need from us and how we might better serve their professional interests. We’re always eager for input from members. Email and toll-free phone contact information is listed on this slide. Thank you for your time and attention to the important work of the APA Practice Organization.