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Ppt tercero 3
El documento presenta un resumen del eje temático de Ciencias de la Tierra y el Universo para tercer año básico, el cual incluye diseñar y construir modelos tecnológicos para explicar eventos del sistema solar como las fases de la Luna y los eclipses lunares y solares.
Sida
El SIDA es el Síndrome de Inmunodeficiencia Adquirida que consiste en la incapacidad del sistema inmunológico para combatir infecciones y enfermedades debido a la exposición al VIH, el cual destruye células linfocitarias clave para el sistema inmune y facilita el desarrollo de otras infecciones y tumores.
Roberto Bentivoglio - FTTAS
Roberto Bentivoglio completed a Typesafe training course called "FAST TRACK TO AKKA" that was held at Databiz on May 23, 2014. The certificate confirms that Roberto successfully finished the Typesafe training on that date.
Ppt cuarto 1
La tierra tiene una estructura de capas con características distintivas. La corteza, el manto y el núcleo difieren en su composición, rigidez y temperatura.
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Ppt tercero 3
El documento presenta un resumen del eje temático de Ciencias de la Tierra y el Universo para tercer año básico, el cual incluye diseñar y construir modelos tecnológicos para explicar eventos del sistema solar como las fases de la Luna y los eclipses lunares y solares.
Sida
El SIDA es el Síndrome de Inmunodeficiencia Adquirida que consiste en la incapacidad del sistema inmunológico para combatir infecciones y enfermedades debido a la exposición al VIH, el cual destruye células linfocitarias clave para el sistema inmune y facilita el desarrollo de otras infecciones y tumores.
Roberto Bentivoglio - FTTAS
Roberto Bentivoglio completed a Typesafe training course called "FAST TRACK TO AKKA" that was held at Databiz on May 23, 2014. The certificate confirms that Roberto successfully finished the Typesafe training on that date.
Ppt cuarto 1
La tierra tiene una estructura de capas con características distintivas. La corteza, el manto y el núcleo difieren en su composición, rigidez y temperatura.
12 Disruptive Forces in Healthcare
The document outlines 12 disruptive forces in healthcare that will provide challenges in 2016, including the transition from fee-for-service to value-based reimbursement, shifting volumes and lower reimbursements, increasing oversight and focus on quality and compliance, and the growing need for care management and team-based models of care delivery amid shrinking financial resources and coming shortages of healthcare providers.
Fanelli,Anthony_WNYResume_Y
Anthony Fanelli is an experienced sales and business development professional with over 20 years of experience in clinical diagnostics and healthcare services industries. He has a proven track record of consistently exceeding sales quotas and objectives, including increasing sales revenues by over $11 million in just 5 years at one position. Fanelli is seeking a new position where he can utilize his leadership skills and experience managing large sales teams and client relationships.
AIM Example Report
This pharmacogenomic report summarizes genetic test results for a patient. It finds the patient has various genetic variants that impact drug metabolism for certain medications like warfarin and antidepressants. For warfarin, it recommends a lower starting dose due to increased sensitivity. It also provides risk assessments and recommendations for conditions like thrombosis and hyperhomocysteinemia based on the patient's genetic results.
PRESENTATION_HEALTHCARE LEADERSHIP_QUEST
The document provides an overview of Anthony Faneli's experience and qualifications for leadership in healthcare. It discusses his commitment to quality, integrity, innovation, accountability, collaboration, and leadership. It outlines his experience with integrated delivery networks, managed care organizations, health information technology, and perspectives on trends in healthcare reform and personalized medicine. The document promotes Faneli's expertise across multiple areas of the healthcare industry.
12 Disruptive Forces in Healthcare
The document outlines 12 disruptive forces in healthcare that will provide challenges in 2016, including the transition from fee-for-service to value-based reimbursement, shifting volumes and lower reimbursements, increasing oversight and focus on quality and compliance, and the growing need for care management and team-based models of care delivery amid shrinking financial resources and coming shortages of healthcare providers.
Predictions_2016_The_Mobi__1_
The document discusses trends in mobile usage and expectations in 2016. It predicts that user expectations for mobile experiences will increase greatly, forcing companies to better integrate mobile into their overall strategies. Specifically, it forecasts that a quarter of companies will fully integrate mobile, treating it not just as a channel but as core to the customer experience. It also predicts that mobile success will be a key factor in the vendor landscape, with digital platforms seeking to own more mobile moments and consolidation among enterprise mobile vendors. Contextual data and next-generation mobile technologies will be important to fueling these new mobile experiences.
PAYMENT MODELS
1) The payment models in healthcare are shifting from fee-for-service to value-based models that tie reimbursement to quality outcomes and cost savings. This transition is being driven by rising healthcare costs, the Affordable Care Act, and commercial insurers.
2) Providers now need to accelerate preparations for managing clinical and financial risk through value-based contracts. This requires changes to business models, physician alignment, and supporting patients through the transition.
3) For organizations to succeed under value-based contracts, they must define population health strategies, implement coordinated care delivery models, and carefully sequence clinical and financial transformations to capture savings while maintaining stability.
CONSUMER MOBILE APPS
This document summarizes a study conducted by Forrester Consulting on behalf of Phunware regarding mobile application development among midsize companies. The key findings were: 1) Providing basic mobile app features is not enough, customers expect new value-adding features; 2) Many midsize businesses lack tools to customize mobile experiences; 3) Most midsize businesses face challenges building a business case for mobile app investment due to inability to measure usage and decide on features. The document also provides recommendations for companies to focus on meeting specific customer needs with mobile apps and designing a strategic roadmap.
MH AND CD CONTINUUM2
The document describes an integrated delivery network community that provides a continuum of both mental health and chemical dependency care. This includes outpatient and inpatient substance abuse treatment, mental health treatment, pain management, and partnerships with emergency rooms, specialists, and managed care organizations to coordinate care. The network aims to comprehensively address both physical and behavioral healthcare needs within a community.
NCQA_Future Vision for Medicare Value-Based Payments Final
This document discusses principles for achieving an optimal future state of quality measurement to support performance-based clinician payment under MACRA. It outlines five principles: 1) Every Medicare enrollee needs a dedicated and well-organized primary care team; 2) Measurement must be specified appropriately for each different unit of accountability; 3) Measurement should support rapid improvement and clinical decision making; 4) A core set of measures will let all stakeholders make comparisons across programs; 5) Quality measure results should be easy for consumers and payers to get and use. The document emphasizes the importance of coordinated, team-based primary care and having measures tailored to different payment and delivery models.
MH AND CD CONTINUUM NOTES
This document discusses several models for integrated healthcare delivery systems called Integrated Delivery Network Community (IDNC). An IDNC aims to provide seamless care from "Womb to Tomb" through coordination between various providers. The goal is for primary care practices to act as hubs that connect patients to specialists, hospitals, labs, and community resources. Coordinating primary care and behavioral health is also emphasized. Examples provided include a wellness center that integrates various services under one roof, and a health home program that links patients to needed care through care coordinators. The Affordable Care Act and other policies aim to improve access to behavioral health services and their integration with primary care through provisions like increased Medicaid eligibility and parity in insurance
TM MBILE STRATEGIES
The document discusses how the Affordable Care Act (ACA) has changed the US health insurance landscape and the challenges facing healthcare enrollment in 2015. It outlines how the ACA aimed to make quality health insurance affordable and accessible for all Americans. While the number of uninsured Americans has dropped since 2010, tens of millions remain uninsured. The upcoming open enrollment period faces challenges in engaging populations like young adults, Latinos, low-income households, and those in rural areas. Mobile technologies like text messaging are effective ways for healthcare organizations to reach these diverse groups and drive enrollment due to the widespread adoption of mobile phones.
Patient_Engagement_Whitepaper
This document discusses 5 elements of a successful patient engagement strategy:
1. Define your organization's vision for patient engagement.
2. Create a culture of engagement within the practice.
3. Employ the right technology and services like patient portals.
4. Empower patients to become collaborators in their care.
5. Continuously evaluate progress and be ready to adapt the strategy.
True patient engagement involves patients managing their own health, a practice culture that prioritizes engagement, and collaboration between patients and providers.
Mobile-Devices-Whitepaper_(1)
Mobile health technology is becoming increasingly important in healthcare. Clinicians now use mobile devices extensively to access patient information, clinical references, and communicate with colleagues. Integrating mobile effectively presents challenges around selecting appropriate apps, maintaining data security, and ensuring interoperability with electronic health records. To maximize benefits, healthcare organizations should focus on supporting clinical decisions with vetted apps, enhancing workflows, enabling care coordination through secure messaging, and engaging patients through their mobile devices. Done thoughtfully, integrating mobile can improve patient care, outcomes and practice efficiency.
HIT_2016
This document provides an overview of Tony Fanelli's career in health information technology leadership. It summarizes his 20+ years of experience in various roles within healthcare organizations, implementing electronic medical record systems. It also outlines some common issues and needs expressed by key stakeholders in healthcare such as primary care physicians, administrators, and C-suite executives regarding EMR systems like ensuring data quality, interoperability, and support for value-based care initiatives.
CCM CARE PLAN
Florence Grant is a 68-year-old female with a history of arthritis, congestive heart failure, COPD, diabetes, hypertension, osteoporosis, shingles, and urinary incontinence. She takes 11 medications and sees 20 different providers. Her most recent appointments were in February and April 2015 for follow-ups related to her congestive heart failure and diabetes.
CCM CPT 99490
To provide chronic care management (CCM) services and bill Medicare, several requirements must be met:
1) Written consent from the beneficiary is required before services begin.
2) The care plan must be electronically accessible 24/7 to all providers on the care team, as well as the beneficiary.
3) At least 20 minutes per month of non face-to-face care coordination is required, including tracking time spent and services provided.
CCM FAQ
CareSync provides chronic care management services to help providers meet Medicare's requirements for billing code 99490. Some key details include:
1) CareSync's health assistants provide 24/7 access to clinical staff and help coordinate care among providers and caregivers.
2) They create comprehensive care plans and ensure continuity of care by updating care plans based on new information from appointments.
3) CareSync tracks care coordination minutes and will provide a monthly report with billing details, but will not charge if the 20-minute minimum is not met for a patient.
CCM
Chronic Care Management (CCM) involves coordinating care between patient visits to improve health outcomes and reduce costs for patients with chronic conditions. Medicare now reimburses providers for CCM services, defined as at least 20 minutes per month of care coordination. To bill for CCM, providers must meet requirements such as developing comprehensive care plans, ensuring 24/7 access to care teams, and using certified EHR technology. CCM has the potential to improve chronic disease management but providers must implement services carefully to comply with Medicare's billing criteria.
More Related Content
More from Tony Fanelli
12 Disruptive Forces in Healthcare
The document outlines 12 disruptive forces in healthcare that will provide challenges in 2016, including the transition from fee-for-service to value-based reimbursement, shifting volumes and lower reimbursements, increasing oversight and focus on quality and compliance, and the growing need for care management and team-based models of care delivery amid shrinking financial resources and coming shortages of healthcare providers.
Fanelli,Anthony_WNYResume_Y
Anthony Fanelli is an experienced sales and business development professional with over 20 years of experience in clinical diagnostics and healthcare services industries. He has a proven track record of consistently exceeding sales quotas and objectives, including increasing sales revenues by over $11 million in just 5 years at one position. Fanelli is seeking a new position where he can utilize his leadership skills and experience managing large sales teams and client relationships.
AIM Example Report
This pharmacogenomic report summarizes genetic test results for a patient. It finds the patient has various genetic variants that impact drug metabolism for certain medications like warfarin and antidepressants. For warfarin, it recommends a lower starting dose due to increased sensitivity. It also provides risk assessments and recommendations for conditions like thrombosis and hyperhomocysteinemia based on the patient's genetic results.
PRESENTATION_HEALTHCARE LEADERSHIP_QUEST
The document provides an overview of Anthony Faneli's experience and qualifications for leadership in healthcare. It discusses his commitment to quality, integrity, innovation, accountability, collaboration, and leadership. It outlines his experience with integrated delivery networks, managed care organizations, health information technology, and perspectives on trends in healthcare reform and personalized medicine. The document promotes Faneli's expertise across multiple areas of the healthcare industry.
12 Disruptive Forces in Healthcare
The document outlines 12 disruptive forces in healthcare that will provide challenges in 2016, including the transition from fee-for-service to value-based reimbursement, shifting volumes and lower reimbursements, increasing oversight and focus on quality and compliance, and the growing need for care management and team-based models of care delivery amid shrinking financial resources and coming shortages of healthcare providers.
Predictions_2016_The_Mobi__1_
The document discusses trends in mobile usage and expectations in 2016. It predicts that user expectations for mobile experiences will increase greatly, forcing companies to better integrate mobile into their overall strategies. Specifically, it forecasts that a quarter of companies will fully integrate mobile, treating it not just as a channel but as core to the customer experience. It also predicts that mobile success will be a key factor in the vendor landscape, with digital platforms seeking to own more mobile moments and consolidation among enterprise mobile vendors. Contextual data and next-generation mobile technologies will be important to fueling these new mobile experiences.
PAYMENT MODELS
1) The payment models in healthcare are shifting from fee-for-service to value-based models that tie reimbursement to quality outcomes and cost savings. This transition is being driven by rising healthcare costs, the Affordable Care Act, and commercial insurers.
2) Providers now need to accelerate preparations for managing clinical and financial risk through value-based contracts. This requires changes to business models, physician alignment, and supporting patients through the transition.
3) For organizations to succeed under value-based contracts, they must define population health strategies, implement coordinated care delivery models, and carefully sequence clinical and financial transformations to capture savings while maintaining stability.
CONSUMER MOBILE APPS
This document summarizes a study conducted by Forrester Consulting on behalf of Phunware regarding mobile application development among midsize companies. The key findings were: 1) Providing basic mobile app features is not enough, customers expect new value-adding features; 2) Many midsize businesses lack tools to customize mobile experiences; 3) Most midsize businesses face challenges building a business case for mobile app investment due to inability to measure usage and decide on features. The document also provides recommendations for companies to focus on meeting specific customer needs with mobile apps and designing a strategic roadmap.
MH AND CD CONTINUUM2
The document describes an integrated delivery network community that provides a continuum of both mental health and chemical dependency care. This includes outpatient and inpatient substance abuse treatment, mental health treatment, pain management, and partnerships with emergency rooms, specialists, and managed care organizations to coordinate care. The network aims to comprehensively address both physical and behavioral healthcare needs within a community.
NCQA_Future Vision for Medicare Value-Based Payments Final
This document discusses principles for achieving an optimal future state of quality measurement to support performance-based clinician payment under MACRA. It outlines five principles: 1) Every Medicare enrollee needs a dedicated and well-organized primary care team; 2) Measurement must be specified appropriately for each different unit of accountability; 3) Measurement should support rapid improvement and clinical decision making; 4) A core set of measures will let all stakeholders make comparisons across programs; 5) Quality measure results should be easy for consumers and payers to get and use. The document emphasizes the importance of coordinated, team-based primary care and having measures tailored to different payment and delivery models.
MH AND CD CONTINUUM NOTES
This document discusses several models for integrated healthcare delivery systems called Integrated Delivery Network Community (IDNC). An IDNC aims to provide seamless care from "Womb to Tomb" through coordination between various providers. The goal is for primary care practices to act as hubs that connect patients to specialists, hospitals, labs, and community resources. Coordinating primary care and behavioral health is also emphasized. Examples provided include a wellness center that integrates various services under one roof, and a health home program that links patients to needed care through care coordinators. The Affordable Care Act and other policies aim to improve access to behavioral health services and their integration with primary care through provisions like increased Medicaid eligibility and parity in insurance
TM MBILE STRATEGIES
The document discusses how the Affordable Care Act (ACA) has changed the US health insurance landscape and the challenges facing healthcare enrollment in 2015. It outlines how the ACA aimed to make quality health insurance affordable and accessible for all Americans. While the number of uninsured Americans has dropped since 2010, tens of millions remain uninsured. The upcoming open enrollment period faces challenges in engaging populations like young adults, Latinos, low-income households, and those in rural areas. Mobile technologies like text messaging are effective ways for healthcare organizations to reach these diverse groups and drive enrollment due to the widespread adoption of mobile phones.
Patient_Engagement_Whitepaper
This document discusses 5 elements of a successful patient engagement strategy:
1. Define your organization's vision for patient engagement.
2. Create a culture of engagement within the practice.
3. Employ the right technology and services like patient portals.
4. Empower patients to become collaborators in their care.
5. Continuously evaluate progress and be ready to adapt the strategy.
True patient engagement involves patients managing their own health, a practice culture that prioritizes engagement, and collaboration between patients and providers.
Mobile-Devices-Whitepaper_(1)
Mobile health technology is becoming increasingly important in healthcare. Clinicians now use mobile devices extensively to access patient information, clinical references, and communicate with colleagues. Integrating mobile effectively presents challenges around selecting appropriate apps, maintaining data security, and ensuring interoperability with electronic health records. To maximize benefits, healthcare organizations should focus on supporting clinical decisions with vetted apps, enhancing workflows, enabling care coordination through secure messaging, and engaging patients through their mobile devices. Done thoughtfully, integrating mobile can improve patient care, outcomes and practice efficiency.
HIT_2016
This document provides an overview of Tony Fanelli's career in health information technology leadership. It summarizes his 20+ years of experience in various roles within healthcare organizations, implementing electronic medical record systems. It also outlines some common issues and needs expressed by key stakeholders in healthcare such as primary care physicians, administrators, and C-suite executives regarding EMR systems like ensuring data quality, interoperability, and support for value-based care initiatives.
CCM CARE PLAN
Florence Grant is a 68-year-old female with a history of arthritis, congestive heart failure, COPD, diabetes, hypertension, osteoporosis, shingles, and urinary incontinence. She takes 11 medications and sees 20 different providers. Her most recent appointments were in February and April 2015 for follow-ups related to her congestive heart failure and diabetes.
CCM CPT 99490
To provide chronic care management (CCM) services and bill Medicare, several requirements must be met:
1) Written consent from the beneficiary is required before services begin.
2) The care plan must be electronically accessible 24/7 to all providers on the care team, as well as the beneficiary.
3) At least 20 minutes per month of non face-to-face care coordination is required, including tracking time spent and services provided.
CCM FAQ
CareSync provides chronic care management services to help providers meet Medicare's requirements for billing code 99490. Some key details include:
1) CareSync's health assistants provide 24/7 access to clinical staff and help coordinate care among providers and caregivers.
2) They create comprehensive care plans and ensure continuity of care by updating care plans based on new information from appointments.
3) CareSync tracks care coordination minutes and will provide a monthly report with billing details, but will not charge if the 20-minute minimum is not met for a patient.
CCM
Chronic Care Management (CCM) involves coordinating care between patient visits to improve health outcomes and reduce costs for patients with chronic conditions. Medicare now reimburses providers for CCM services, defined as at least 20 minutes per month of care coordination. To bill for CCM, providers must meet requirements such as developing comprehensive care plans, ensuring 24/7 access to care teams, and using certified EHR technology. CCM has the potential to improve chronic disease management but providers must implement services carefully to comply with Medicare's billing criteria.
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NCQA_Future Vision for Medicare Value-Based Payments Final
NCQA_Future Vision for Medicare Value-Based Payments Final