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The document outlines plans for supporting the "Know Your Heart" app. It details that Geisinger Health System and Bucknell University have committed to ongoing support and maintenance of the app through monthly refinements and feature additions based on user feedback. Usage statistics will be regularly reported to HHS. There are currently no plans to charge for the app after December 2013 and the organizations are confident they can scale to increasing demand by utilizing Geisinger resources. Community involvement will be important to disseminate the app more broadly.
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Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
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Or join our Linkedin Group: https://www.linkedin.com/groups/Telehealth-Failures-Secrets-Success-13500037/about
Or Join our Facebook Group:
https://www.facebook.com/groups/tfssgroup/?ref=group_cover
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7.1 Operation Plan
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The document outlines the standard procedures for applying for and receiving a loan from the Parasat Employees Cooperative. There is a 5 step process: 1) fill out an application form, 2) inquire about your maximum loan amount and get payroll signature, 3) get approval from two credit committee officers, 4) submit your application, 5) receive your check or check your ATM account. Loans submitted before noon will be released same day at 1pm, while later applications will be processed the next day. The cooperative's bank account is located at BDO Velez Branch.
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The document summarizes Maitland City Council's draft Operational Plan for 2015/16. The plan focuses on meeting service commitments, maintaining financial sustainability, and addressing population growth. It outlines key projects and actions in areas like infrastructure, the environment, economic development, and community engagement. The budget is balanced at $110.4 million in income and expenditure, with increases to rates, employee costs, and the capital works program. Productivity savings of $500,000 per year are also committed through service and process improvements. Community feedback on the draft plan will be incorporated before it takes effect on July 1, 2015.
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This document outlines an operation plan for a business expansion. It discusses introducing new marketing strategies and unique products at competitive prices. It details promotional activities like showroom events and interior designer forums. Sales forecasts are provided for various product lines over six months. Operational costs are estimated at 7 lakhs per month while average monthly sales are projected to be over 38 lakhs, allowing the business to break even at 25 lakhs per month and become profitable.
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This document outlines various requirements and best practices for cooperatives in the Philippines. It states that cooperatives must allocate allowances for probable loan losses, apply for tax exemption with BIR, and submit yearly reports to CDA to maintain their Certificate of Operation. It also describes the COOP-PESOS rating system used by CDA to evaluate cooperatives' soundness. Additional requirements include proper documentation of loans, regular financial audits, and developing strategic plans.
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The document discusses strategic planning for cooperatives. It emphasizes that strategic planning helps cooperatives chart a course for the future to survive changes. The board of directors is responsible for strategic planning. Effective strategic planning involves analyzing the cooperative's environment, formulating strategies aligned with its vision and mission, and implementing and evaluating plans. The document provides examples of developing a vision and mission statement, setting goals and objectives, identifying strategies, and monitoring and revising the strategic plan as needed. Overall, the document presents strategic planning as an important process for cooperatives to effectively achieve their objectives and serve member needs over the long run.
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This document provides an overview of cooperatives including their history, principles, governance, and impact. It discusses how cooperatives originated from groups working together throughout history for mutual benefit. The modern cooperative movement began in the 19th century in Europe and North America. Cooperatives were formed during economic hard times to help people. They contribute to job creation, social integration, and poverty reduction. The document also outlines the different types of cooperatives according to Philippine law and provides statistical data on cooperatives in certain provinces and their total assets.
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The document discusses strategic planning and management for cooperatives. It provides examples of programs and projects from cooperatives like Narra Multi-Purpose Cooperative and Tubao Credit Cooperative. It also outlines key responsibilities for cooperative boards, including formulating strategic plans, setting policies and procedures, and overseeing management. Strategies for cooperatives are described as the means to deliver services and pursue objectives through building capability, allocating resources, motivating people, and driving continuous improvement.
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This document provides an overview of Paul Grundy, the president of the Patient Centered Primary Care Collaborative, and his work promoting the patient centered medical home model. It summarizes his extensive experience and leadership in primary care transformation. It also briefly outlines some of the key principles of the patient centered medical home approach, including comprehensive and coordinated care, enhanced access, quality improvement, and a focus on populations rather than just individual visits. The evidence presented suggests that the medical home model can reduce costs while improving outcomes through lower utilization of emergency rooms, hospitals, and specialty care.
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This document provides information about Paul Grundy, the director of healthcare transformation at IBM and president of the Patient Centered Primary Care Collaborative. It discusses his background and accomplishments in leading the patient-centered medical home model. It also summarizes evidence that implementing medical home interventions can reduce costs and improve outcomes by decreasing hospital days, ER visits, and costs while increasing medication adherence. Specific examples from studies in Pennsylvania, Michigan, and New York are highlighted that show reductions in costs and utilization from medical home programs.
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WORKSHEET 9.1 Organization Background Exercise™BayCare Med.docx
WORKSHEET 9.1: Organization Background Exercise™
BayCare Medical Group
Accomplishments
Personnel
Location
4902 Eisenhower Blvd. Tampa, FL 33634
The BayCare Medical facilty is the result of the city of Largo, Florida, a locally-owned, state-franchised surgery centers. The land on which the facilities resides were bought though some of them were donated by the local community.
Legal status
The BayCare Medical Group is an profit making organization with the registration number, NPI, 1043269871. It has been going through States inspections to make sure that it practices within the law.
Date of founding
The BayCare Medical Group was founded on January 2, 2012, with incorporated status established on July 5, 2013.
The BayCare Medical Group was founded by a local business person with an innovative idea, compassion and a generous benefactor endowment.
Mission
The BayCare Medical Group exists to nuture patients in a safe and enjoyable environment for those in the process of going through their medical process especially surgery which the facility is specialist. Our focus is to provide complimentary care for patients who do not otherwise have access to childcare. Our goal is to create a fun, by carrying out surgey and educational experience for every patient.
Target population
The BayCare Medical Group cares for all from children to the mature people who might be in need of medical attention and especially surgical. The medical facility also provides counseling opportunites to the patients and relatives to help ensure a positive emotional healthly well-being while going through certain healness or when the relatives are taking care of their sick.
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The medical facility has been providing different programs to the patients and community as at arge. For instance, the facility provides counseling and education on the best meals when one is suffering from different diseases. The councelling programm is part of treatment in the facility as it helps in the healing process. With appointment, tutoring sessions are offered where the patients pay for the services. In some instances, the medical facility offers free counselling and tutoring to the community as part of couparate social responsibility. The medical facility has been providing the local community with cean water from time to time.
Child psycologist, B.A.Rayburn, Ph.D., was honored in Psycology Today as one of the most influential philanthropists in the Tampa Bay area for her generosity within the community. Special recognition was noted regarding her dedication to serving the surgical patients in the local community and at large.
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Cardio delphi business operation plan
- 1. Know Your Heart Operations Plan • Geisinger Health System and Bucknell University have a committed partnership to enhancing information technology for the improvement of patient care and are committed to providing the resources necessary to sustain the “Know Your Heart” app. — Co-developed and ongoing support of the Get-2-Goal app for bariatric surgery patients. • We are committed to the long-term maintenance and support of the app. • The app will be proactively refined on a monthly basis utilizing end- user feedback. • We anticipate a number of lighter tweaks and feature additions based on real-world experience and costumer feedback. • We will report usage statistics to HHS on a regular basis
- 2. Know Your Heart Business Plan • Both the Geisinger Health System and Bucknell University have a longstanding and strong commitment to supporting communities. • Geisinger is renowned for its innovations in value-driven approaches to improving health care and is uniquely positioned and prepared to transform mobile and wireless technology into better health. • At this time there are no plans to charge for the app after December 31, 2013. • With increasing demand and scaling we are confident that we can deliver a the proposed app and that if a certain level of demand is reached, we will utilize Geisinger resources to handle this. • We have extensive experience with community health initiatives and working closely with external stakeholders. Community involvement will be a critical vehicle to ensure that the ‘Know Your Heart” app is disseminated into the broader community.
- 3. Team CardioDelphi Know Your Heart Rick Zaccone, PhD Jim Pitcavage, MS Department of Computer Science Center for Health Research Bucknell University Geisinger Clinic Lewisburg, PA Danville, PA Yushan Zhang Steve Steinhubl, MD Department of Computer Science Department of Cardiology Bucknell University Geisinger Health System Lewisburg, PA Danville, PA
- 4. Know Your Heart Know thyself. Nothing in excess. Maxims from the Temple of Apollo at Delphi