Strategic Community Health Center Growth - Shawn Frick
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Strategic Community Health Center Growth - Shawn Frick - as presented at The Strengthening Ohio’s Safety Net Roundtable April 29, 2011. For more info, visit http://www.healthpathohio.org/
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![Strategic Community Health Center Growth Strengthening Ohio’s Safety Net Roundtable HealthPath Foundation of Ohio April 29, 2011 Shawn Frick [email_address] Director, State Growth Strategies](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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The document summarizes key health information technology (HIT) programs and policies under the HITECH Act and the Affordable Care Act. It outlines various federal HIT programs including state health information exchange grants, Beacon Community Program, Regional Extension Centers, and administration of Medicaid EHR incentives. It discusses how these programs aim to build HIT infrastructure, expand adoption of electronic health records, and demonstrate meaningful use. It also analyzes how HIT and health information exchange relate to priorities of health reform like improving quality, reducing costs, and care coordination.
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The document discusses the impact of the American Recovery and Reinvestment Act (ARRA) and the Health Information Technology for Economic and Clinical Health (HITECH) Act on adoption of electronic health records and health information technology in the US. It outlines the large amounts of funding provided through these acts to incentivize meaningful use of EHRs and health information exchange through programs like Medicaid and Medicare incentives and regional extension centers. Stage 1 meaningful use criteria are focused on electronically capturing health information and using it for care coordination and quality reporting.
Apollo Medical Holdings Investor Presentation
Apollo Medical Holdings (“ApolloMed” or “AMEH”) is a leading population management and physician healthcare delivery company. Apollo provides medical management and care coordination for over 1,000 providers and 40,000 patients; including many senior patients. In addition, Apollo doctors provide care for over 100,000 patients in hospitals, facilities, and clinics. ApolloMed’s integrated healthcare delivery platform is comprised of ApolloMed Hospitalists, ApolloMed ACO (Accountable Care Organization), Maverick Medical Group IPA (Independent Physician Association), Apollo Palliative Services, and ApolloMed Care Clinics. ApolloMed is able to provide high quality, cost-effective care, and its revenue model ranges from traditional volume-based payments to taking full clinical and financial risk for pools of patients.
Startup Health Insights Midyear Venture Funding Report
Funding in digital health continues to accelerate, with the first half of 2014 surpassing the total funding for 2013. There were 248 deals in the first half of 2014, raising a total of $3.3 billion. Median deal sizes have increased across all stages, especially for seed deals which saw an 83% increase between 2013 and the first half of 2014. Regional funding is also growing, with New York nearly tripling its funding from the first half of 2013.
Sabrina Matson Graduate Thesis
Federally Qualified Health Centers (FQHCs) provide critical primary care services to underserved communities but face funding challenges. They save billions for the healthcare system through reduced emergency room visits and hospitalizations. While the Affordable Care Act increased funding, cuts to Medicaid and state funding threaten their ability to meet growing demand. Private donations are needed to sustain FQHC programs and services that improve health outcomes and drive local economic growth through jobs and purchases.
ACO faq 111611
The document discusses Accountable Care Organizations (ACOs) which were created by the Affordable Care Act to improve quality and lower costs. It provides frequently asked questions about ACOs, including whether they are viable, how providers can save money through ACOs, examples of successful ACO programs like Marshfield Clinic, and the healthcare IT components needed to support ACOs. Providers are encouraged to invest in quality, innovation, and data/analytics to prepare for value-based payment models like ACOs.
Key Growth Sectors in the Health Care Services M&A Market
The document discusses a webcast on key growth sectors in the health care M&A market. It provides an agenda that will discuss trends in hospital, physician groups, managed care, and financing. It then introduces several speakers who will provide perspectives on health care services M&A trends.
Aof 3.22.11 webinar
The document summarizes key aspects of Ohio's proposed FY 2012-2013 budget, including:
- Maintaining Medicaid eligibility but implementing rate cuts and utilization controls.
- Cuts to many state agencies and programs, including a 25% reduction to local government funds.
- Privatizing the wholesale liquor distribution and selling five prisons to generate one-time revenue.
- Increases to the Job and Family Services budget are needed but reliance on federal funds introduces risk if not balanced with state funding. Overall the budget proposals are bold but could be unbalanced without additional revenue sources.
The Healthcare Revenue Cycle: How to Optimize Performance
Health systems rely on effective revenue cycle management to follow the patient journey, navigate claims, and ensure the organization collects payment for its services. In today’s complex and fluid healthcare industry, in which revenue cycle management is about much more than billing and collecting payment, traditional revenue cycle approaches can’t meet escalating demands. Additionally, with lost volume due to COVID-19, organizations can’t afford to miss an opportunity for payment.
The contemporary healthcare landscape requires a comprehensive, standardized, and data-driven revenue cycle process. Health systems that leverage data to support revenue cycle management improve their financial outcomes in three significant ways:
1. Reduce denials.
2. Increase collections with propensity-to-pay insight.
3. Improve discharged-not-final-billed efforts.
The Impact of Health Reform
This presentation discusses the impact of health reform. It begins by defining the problem, then provides an overview of legislation and the impact on business. It provides a contrarian view of the subject and explains why health reform is really insurance reform. It also introduces the concept of consumer sovereignty,
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A report providing an overview of the health technology startup landscape, graphical trends and insights, and recent funding and exit events.
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The presentation explains the recent HealthIT funding passed by Washington in the economic stimulus package and how the funds will be used to encourage nationwide physician adoption of EMRs.
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This document provides a summary of a presentation about changes to healthcare policy under the Affordable Care Act and the future of the Ryan White Program. Key points include: the Supreme Court upheld the individual mandate and Medicaid expansion in the ACA; the ACA will expand Medicaid eligibility and essential health benefits; there are questions around how states will define essential health benefits and ensure coverage of HIV services; and the Ryan White Program faces reauthorization and transition as more people gain coverage through the ACA, though coverage gaps may remain for groups like the undocumented. Advocates are working to shape policies around these changes at both national and local levels.Frontier Medicine Better Health Partnership
The FMBHP is a collaboration among frontier/rural healthcare communities; Mineral Community Hospital’s Interdisciplinary Medical Education Center; iVantage, an industry leader providing comprehensive hospital evaluation tools; Mayo Clinic’s Practice-Based Research Network (PBRN); and the Appalachian Osteopathic Postgraduate Training Institute Consortium (A-OPTIC). The FMBHP will partner with CMS, IHS, Veteran Administration and other private insurers to develop a seamless and sustainable model of patient-centered and community-based healthcare that produces better outcomes cost-effectively.
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The %growth in Ontario's HC spending for 2011 was greater than the %growth in Ontario's revenue. This suggests that without further action, Ontario will not have a fiscally sustainable health care system under McGuinty.
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Enroll America aims to enroll more than 16 million uninsured Americans in new health coverage options made available by the Affordable Care Act. It will execute a national enrollment campaign using various engagement strategies and sharing best practices. Research shows many uninsured Americans are unaware of the new options or skeptical they can afford coverage. Enroll America's messaging will focus on financial security, affordability when tax credits are considered, and the benefits of preventing financial ruin from medical costs. It will target key demographic groups and work with partners at the national, state, and local levels to maximize enrollment.The Role of Safety Net HealthCare Providers in Outreach and Enrollment (Enrol...
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The document discusses strategies for outreach and enrollment in health insurance plans under the Affordable Care Act. It notes that enrollment begins on October 1, 2013 and outlines a two-fold strategy by Enroll America to maximize enrollment. Key points include:
- Enroll America aims to enroll at least 15 million uninsured Americans by promoting best practices and a national enrollment campaign.
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-Community Connections 2013 Grant Review Process and Timeline
The HealthPath Foundation of Ohio provides Community Connections grants to support safety net healthcare providers, social service organizations, schools, and government agencies serving 36 Ohio counties. Grants of up to $5,000 or $7,500 are available, including regular grants and challenge grants requiring a 1:1 match. The grant review process involves letters of intent, invited full proposals, review by a volunteer panel, award announcements, and a grantee luncheon. The timeline outlines due dates for letters of intent in May 2013 and full proposals in August 2013, with award notifications in November 2013.
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This document discusses quality measures for oral health care programs. It defines quality of care and outlines six aims for improving health care identified by the Institute of Medicine: that care should be safe, effective, patient-centered, timely, efficient and equitable. Several key determinants of quality dental care are described, including structural adequacy, access, technical skills, communication, documentation, coordination, patient factors and outcomes. The document then discusses various approaches to quality assurance, including continuous quality improvement models, quality measurement, and examples of specific metrics used to monitor oral health programs.
OSU: Out in the Community, Sustainable, and United Resources
This document discusses the benefits of community-based dental education programs for students, patients, and providers. It notes that upcoming accreditation standards will require more community-based experiences and exposure to diverse patient populations. Data is presented showing the productivity and experiences gained by dental students through community partnerships in Ohio. Benefits for schools include a greater range of patient experiences while benefits for community partners include a sustainable workforce and sharing of resources. Potential disadvantages include increased bureaucracy and changing educational priorities.
Best Practices in Safety Net Dental Practice Management
This document discusses best practices for safety net dental practices. It recommends establishing clear goals and measuring outcomes to demonstrate improved patient health. It also recommends creating a sustainable practice that provides quality care, is affordable for patients, and is a good place to work. The document outlines principles from the IOM for improving oral health, including increasing accountability, prevention, health literacy, and decreasing disparities. It provides examples of best practices such as managing no-shows, emergencies, self-pay patients, scheduling, and quality assurance.
Sustainability & Accountability: Dental Center of Northwest Ohio
The document summarizes the mission, measures, means, and feedback processes of the Dental Center of Northwest Ohio. The mission is to provide oral health services for low-income children and adults, promote oral health education, and advocate for those with limited access to care. Measures include appointment wait times, lab cases, prior authorizations, referrals, no-show rates, treatment completion rates, and exam types. Means include staffing, facilities, supplies, communication materials, and a private practice business model with daily scheduling and production goals. Feedback informs adjustments to improve processes.
Survival Strategies for Safety Net Dental Clinics
The document describes an ambulatory care center that provides various health services to low-income, uninsured, and underinsured patients. The services include internal medicine, pediatrics, women's health, pharmacy, dental, and specialty clinics. The center aims to provide healthcare, prevention, diagnosis, treatment, and education regardless of patients' economic status. As a teaching facility, it also provides medical education and training. The dental clinic specifically provides onsite, mobile, inpatient, emergency, and surgical dental services. It measures performance through various metrics to ensure consistent, continuous, and high-quality patient care as well as resident education.
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The document discusses models of medical-dental integration and collaboration, from separate locations with little communication to more fully integrated models. It outlines barriers to integration like separate education and different reimbursement systems. Effective models coordinate care, screen and provide preventive oral health services. This improves access and outcomes while reducing costs through early prevention and intervention.Introduction to Finance Fund - Valerie Heiby
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Agenda
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For Upcoming Meetups Join Mysore Meetup Group - https://meetups.mulesoft.com/mysore/YouTube:- youtube.com/@mulesoftmysore
Mysore WhatsApp group:- https://chat.whatsapp.com/EhqtHtCC75vCAX7gaO842N
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Organizers:-
Shubham Chaurasia - https://www.linkedin.com/in/shubhamchaurasia1/
Giridhar Meka - https://www.linkedin.com/in/giridharmeka
Priya Shaw - https://www.linkedin.com/in/priya-shaw
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
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- 2. Strategic Community Health Center Growth Strengthening Ohio’s Safety Net Roundtable HealthPath Foundation of Ohio April 29, 2011 Shawn Frick [email_address] Director, State Growth Strategies
- 3. Health Center Focus 2011-15
- 4. Obama, Boehner and The Tea Party
- 7. Health Reform: What Does It Mean For Ohio? Current Ohio(2009) Patients by Payer Source (437k) Post-Reform (2015+) Patients By Payer Source (850k??) NOTE: Medicaid and Exchange patients will grow over the next 10 years. Private Insurance will likely decline. Ohio CHCs must increase Medicare patient population