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COORDINATING CARE

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PERSONALIZED TREATMENT

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24/7 ACCESS

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Our Chronic Care model program specializes in helping patients improve their health. Our dedicated care team will coordinate all of your health care and give you the support you need to manage your chronic conditions effectively. If you are a patient who has two or more chronic conditions, you may qualify to sign up for Vigilance Health's Chronic Care Management (CCM) program.

CCM services follow you out of the doctors office, and into you day to day life. As part of the Vigilance Health Care team, we will work with patients to carefully monitor and provide comprehensive care for their chronic health conditions in a systematic way to supplement regular doctor office visits. Our primary goal is to help improve the health of a difficult and challenging patient population.

Our chronic care management program provides:

• 24/7 access to your primary care team.
• Annual preventive care services scheduled, many of which are covered by Medicare,
• Monitor your medications closely.
• Work with you to create a Personalized, comprehensive plan of care for all of your health issues.
• Coordinate all of your health care so you can be as healthy as possible. This includes care you may receive at other locations, such as specialists’ offices, the hospital, other health care facilities, or your home.

Helping you to manage your most chronic diseases will help to improve your health, and provide you an improved quality life. Enroll today in the Vigilance Health Chronic Care Management program and receive appropriate, coordinated care.To find out more, call us today (805) 823-0981

[/vc_column_text][/vc_column][/vc_row][vc_row hide_on_tablet="true" hide_on_mobile="true" css=".vc_custom_1594921435380{background-color: #79c3ff !important;}"][vc_column][ut_header align="center" font_size="21" line_height="18" title="VIGILANCE HEALTH - CHRONIC CARE CONDITIONS WE MANAGE"][/ut_header][/vc_column][/vc_row][vc_row hide_on_desktop="true" css=".vc_custom_1594921554797{margin-bottom: -20px !important;background-color: #79c3ff !important;}"][vc_column][ut_header align="center" font_size="21" line_height="18" title="VIGILANCE HEALTH - CHRONIC CARE CONDITIONS WE MANAGE"][/ut_header][/vc_column][/vc_row][vc_row hide_on_tablet="true" hide_on_mobile="true" css=".vc_custom_1594921074043{background-color: #79c3ff !important;}"][vc_column width="1/3" css=".vc_custom_1594920794400{margin-top: -25px !important;}"][ut_fancy_list list_style_type="icons" list_font_size="17" list_line_height="" list_description="What we Do" values="%5B%7B%22icon%22%3A%22fa%20fa-check-circle-o%22%2C%22title%22%3A%22Arthritis%22%7D%2C%7B%22icon%22%3A%22fa%20fa-check-circle-o%22%2C%22title%22%3A%22Osteoporosis%20and%20bone%20density%20screenings%22%7D%2C%7B%22icon%22%3A%22fa%20fa-check-circle-o%22%2C%22title%22%3A%22Heart%20disease%22%7D%2C%7B%22icon%22%3A%22fa%20fa-check-circle-o%22%2C%22title%22%3A%22Asthma%22%7D%5D"][/vc_column][vc_column width="1/3" css=".vc_custom_1594920785563{margin-top: -25px !important;}"][ut_fancy_list list_style_type="icons" list_font_size="17" list_line_height="" list_description="What we Do" values="%5B%7B%22icon%22%3A%22fa%20fa-check-circle-o%22%2C%22title%22%3A%22Stroke%20Risk%20Analysis%22%7D%2C%7B%22icon%22%3A%22fa%20fa-check-circle-o%22%2C%22title%22%3A%22High%20cholesterol%22%7D%2C%7B%22icon%22%3A%22fa%20fa-check-circle-o%22%2C%22title%22%3A%22Medication%20management%22%7D%2C%7B%22icon%22%3A%22fa%20fa-check-circle-o%22%2C%22title%22%3A%22Diet%20and%20nutrition%20education%22%7D%5D"][/vc_column][vc_column width="1/3" css=".vc_custom_1594920832746{margin-top: -25px !important;}"][ut_fancy_list list_style_type="icons" list_font_size="17" list_line_height="" list_description="What we Do" values="%5B%7B%22icon%22%3A%22fa%20fa-check-circle-o%22%2C%22title%22%3A%22Hypertension%22%7D%2C%7B%22icon%22%3A%22fa%20fa-check-circle-o%22%2C%22title%22%3A%22Anxiety%2FStress%22%7D%2C%7B%22icon%22%3A%22fa%20fa-check-circle-o%22%2C%22title%22%3A%22Labs%22%7D%2C%7B%22icon%22%3A%22fa%20fa-check-circle-o%22%2C%22title%22%3A%22Diabetes%22%7D%5D"][/vc_column][/vc_row][vc_row hide_on_desktop="true" css=".vc_custom_1594921056132{background-color: #79c3ff !important;}"][vc_column][vc_column_text] [/vc_column_text][/vc_column][/vc_row][vc_row][vc_column width="2/3"][ut_header title="Coordinating Top-Tier Care"]The best & most effective chronic care management includes more than just a single appointment every 6 months. That's where we come in! Vigilance Health is a direct connection between a patients treatment plan and the doctors offering that treatment; We help keep patients accountable to there doctors so that treatment can be as effective as possible.[/ut_header][/vc_column][vc_column width="1/3"][ut_animated_image size="full" image="3523"][/vc_column][/vc_row][vc_row][vc_column width="2/3"][ut_header title="Filling the Gaps Between Patients & Doctors"]Patients who are not engaged in there care plan and management are at a seeming disadvantage. Not being connected to your care can cause chronic conditions to get worse. That's where Vigilance Health comes in. An extension of your doctors office, we handle the in-between. Staying connected to patients while collecting the most important information so doctors can make more informed, more tailored improvements to a patients treatment plan. [/ut_header][/vc_column][vc_column width="1/3"][ut_animated_image size="full" image="3751"][/vc_column][/vc_row][vc_row css=".vc_custom_1595002468568{background-color: #cdcdcd !important;}"][vc_column width="1/2"][ut_header align="center" title="FQHC / Community Health Centers"][/ut_header][vc_raw_html]JTNDaWZyYW1lJTIwd2lkdGglM0QlMjI1NjAlMjIlMjBoZWlnaHQlM0QlMjIzMTUlMjIlMjBzcmMlM0QlMjJodHRwcyUzQSUyRiUyRnd3dy55b3V0dWJlLmNvbSUyRmVtYmVkJTJGeVBzelVGa0JLR3MlMjIlMjBmcmFtZWJvcmRlciUzRCUyMjAlMjIlMjBhbGxvdyUzRCUyMmFjY2VsZXJvbWV0ZXIlM0IlMjBhdXRvcGxheSUzQiUyMGVuY3J5cHRlZC1tZWRpYSUzQiUyMGd5cm9zY29wZSUzQiUyMHBpY3R1cmUtaW4tcGljdHVyZSUyMiUyMGFsbG93ZnVsbHNjcmVlbiUzRSUzQyUyRmlmcmFtZSUzRQ==[/vc_raw_html][/vc_column][vc_column width="1/2"][ut_header align="center" title="Private Practice"][/ut_header][vc_raw_html]JTNDaWZyYW1lJTIwd2lkdGglM0QlMjI1NjAlMjIlMjBoZWlnaHQlM0QlMjIzMTUlMjIlMjBzcmMlM0QlMjJodHRwcyUzQSUyRiUyRnd3dy55b3V0dWJlLmNvbSUyRmVtYmVkJTJGVGhIdVROcEwwWDglMjIlMjBmcmFtZWJvcmRlciUzRCUyMjAlMjIlMjBhbGxvdyUzRCUyMmFjY2VsZXJvbWV0ZXIlM0IlMjBhdXRvcGxheSUzQiUyMGVuY3J5cHRlZC1tZWRpYSUzQiUyMGd5cm9zY29wZSUzQiUyMHBpY3R1cmUtaW4tcGljdHVyZSUyMiUyMGFsbG93ZnVsbHNjcmVlbiUzRSUzQyUyRmlmcmFtZSUzRQ==[/vc_raw_html][/vc_column][/vc_row]

[vc_row][vc_column width="1/2" offset="vc_hidden-xs"][ut_header align="center" title="Calculate Estimated New Income With Chronic Care Management Reimbursements"][/ut_header][vc_column_text]

Instructions:

1) Insert the number of patients you believe will be covered by the CCM Management Program

2) Choose your type of Organization: FQHC are covered at the same rate nationally. Private practices change based on coverage area. If you are unsure which area would apply to your private practice, a safe bet would be to use the national average for private practices.

3) Click 'Estimated Income' and get the revenue estimate for 1 month, 1 year, 3 years, 5 years and 10 years enrolled in the CCM Reimbursement program!

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Instructions:

1) Insert the number of patients you believe will be covered by the CCM Management Program

2) Choose your type of Organization: FQHC are covered at the same rate nationally. Private practices change based on coverage area. If you are unsure which area would apply to your private practice, a safe bet would be to use the national average for private practices.

3) Click 'Estimated Income' and get the revenue estimate for 1 month, 1 year, 3 years, 5 years and 10 years enrolled in the CCM Reimbursement program!

[/vc_column_text][/vc_column][/vc_row]

Today, if you’re a high performing community health center, these three things are on your priority list, expanding revenue sources to diversify, improving care quality and outcomes and increasing margins to ensure financial viability. Obviously, all three need to be addressed. But looming policy changes have created a future of uncertainty. And for many, that means increased funding pressures, spending cuts and a reduction in much needed expansion efforts. Even if financial stability is restored, health centers operate on thin margins, so they usually have to tackle them one at a time. But what if you could advance all three simultaneously with no upfront costs? Staff increases or capital investments? That would be a real advantage. Health centers serve 27 million of our nation’s most vulnerable populations. These patients are at high risk for acute health disparities and typically experienced multiple chronic conditions, including behavioral health disorders. That’s why supporting the overall health and well-being of these patients can be challenging to be successful. Health centers need comprehensive care coordination to address the patient’s clinical, behavioral, financial and psychosocial needs. This is critical to effectively managing their conditions and improving care quality. But getting patients activated, keeping them engaged in helping them manage their conditions between office visits is resource intensive. And historically, you haven’t been reimbursed for it. Now you can be. Recently, the Centers for Medicare Medicaid Services began new programs that reimburse health centers for providing population health management services, for example, by meeting CMBS requirements. You can bill an average of sixty two dollars per month per patient for care management, one hundred forty five dollars per month for behavioral health management and two hundred and thirty eight dollars for annual wellness visits. That means if you were to enroll 1000 of your eligible Medicare patients, your health center would see an estimated revenue increase of two million seven hundred twenty two thousand dollars annually and four larger centers with 5000 patients. The increase is more than 13 and a half million. Problem solved, right? Not exactly. These care management services require a combined minimum 80 minutes non face to face clinical staff time per month directed by a physician or other qualified health care professional. In the annual Wellness Visit program requires a 45 to 60 minute health risk assessment prior to their visit. If you enroll 1000 patients in each of these programs, that’s fourteen thousand hours per year just for the clinical consultations and assessments, plus the additional time for documentation and billing. Since compliance is essential for reimbursement, clinics may need to invest in technology, staff and training to successfully meet the requirements on their own. This can get costly. But what if you could participate in these programs without the addition of staff or upfront costs? Here’s where we can help. Our care coordination teams, nursing and clinical support staff will perform as an extension of your health center. Eliminating the need for additional technology and staff will talk monthly with your eligible patients about adherence to physician directives and medication orders, developed care plans and set goals. And we’ll even coordinate care among physicians, caregivers and support services. Using motivational interviewing and health care coaching techniques are highly trained. Care team will empower patients to better manage their conditions and improve outcomes. And they’re absolutely obsessed with patient satisfaction and quality improvement. Meeting these CMBS billing requirements will create new revenue streams with no upfront costs or capital investments. And it will go directly to your bottom line. The vigilance population health service lines are a natural extension of your efforts to improve quality, leverage value based payment models and expand population health strategies.

[vc_row][vc_column width="2/3"][vc_column_text][/vc_column_text][vc_column_text]Today, if you're a high performing community health center, these three things are on your priority list, expanding revenue sources to diversify, improving care quality and outcomes and increasing margins to ensure financial viability. Obviously, all three need to be addressed. But looming policy changes have created a future of uncertainty. And for many, that means increased funding pressures, spending cuts and a reduction in much needed expansion efforts. Even if financial stability is restored, health centers operate on thin margins, so they usually have to tackle them one at a time. But what if you could advance all three simultaneously with no upfront costs? Staff increases or capital investments? That would be a real advantage. Health centers serve 27 million of our nation's most vulnerable populations. These patients are at high risk for acute health disparities and typically experienced multiple chronic conditions, including behavioral health disorders. That's why supporting the overall health and well-being of these patients can be challenging to be successful. Health centers need comprehensive care coordination to address the patient's clinical, behavioral, financial and psychosocial needs. This is critical to effectively managing their conditions and improving care quality. But getting patients activated, keeping them engaged in helping them manage their conditions between office visits is resource intensive. And historically, you haven't been reimbursed for it. Now you can be. Recently, the Centers for Medicare Medicaid Services began new programs that reimburse health centers for providing population health management services, for example, by meeting CMBS requirements. You can bill an average of sixty two dollars per month per patient for care management, one hundred forty five dollars per month for behavioral health management and two hundred and thirty eight dollars for annual wellness visits. That means if you were to enroll 1000 of your eligible Medicare patients, your health center would see an estimated revenue increase of two million seven hundred twenty two thousand dollars annually and four larger centers with 5000 patients. The increase is more than 13 and a half million. Problem solved, right? Not exactly. These care management services require a combined minimum 80 minutes non face to face clinical staff time per month directed by a physician or other qualified health care professional. In the annual Wellness Visit program requires a 45 to 60 minute health risk assessment prior to their visit. If you enroll 1000 patients in each of these programs, that's fourteen thousand hours per year just for the clinical consultations and assessments, plus the additional time for documentation and billing. Since compliance is essential for reimbursement, clinics may need to invest in technology, staff and training to successfully meet the requirements on their own. This can get costly. But what if you could participate in these programs without the addition of staff or upfront costs? Here's where we can help. Our care coordination teams, nursing and clinical support staff will perform as an extension of your health center. Eliminating the need for additional technology and staff will talk monthly with your eligible patients about adherence to physician directives and medication orders, developed care plans and set goals. And we'll even coordinate care among physicians, caregivers and support services. Using motivational interviewing and health care coaching techniques are highly trained. Care team will empower patients to better manage their conditions and improve outcomes. And they're absolutely obsessed with patient satisfaction and quality improvement. Meeting these CMBS billing requirements will create new revenue streams with no upfront costs or capital investments. And it will go directly to your bottom line. The vigilance population health service lines are a natural extension of your efforts to improve quality, leverage value based payment models and expand population health strategies.[/vc_column_text][ut_showcase_shortcode showcase_id="3453"][/vc_column][vc_column width="1/3"][vc_raw_html]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[/vc_raw_html][easy-subscribe][vc_raw_html]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[/vc_raw_html][/vc_column][/vc_row]

Medicaid Providers Directory for Arkansas

This is a courtesy list of doctors and offices that are believed to be in the Medicaid network in Arkansas. For an updated list of providers use Arkansas's Medicaid Provider Official Search Service HERE

Medicaid Providers in Jonesboro, Arkansas: 

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MELISSA K ALBERS 225 E JACKSON AVENUE, JONESBORO, ARKANSAS, 72401-31191 870-972-4100 EMERGENCY MEDICINE DANIEL B BENNETT 1000 E MATTHEWS AVE STE B, JONESBORO, ARKANSAS, 72401-43441 870-932-6883 EMERGENCY MEDICINE CHRISTOPHER E BROWN 225 E JACKSON AVE, JONESBORO, ARKANSAS, 72401-31191 440-627-3623 FAMILY PRACTICE MARK C BROWN 311 E MATTHEWS AVE, JONESBORO, ARKANSAS, 72401-31251 870-972-0063 FAMILY PRACTICE SHAWN L BRUMMETT 225 E JACKSON AVE, JONESBORO, ARKANSAS, 72401-31191 870-972-4100 FAMILY PRACTICE SHAWN L BRUMMETT 225 E JACKSON AVE, JONESBORO, ARKANSAS, 72401-31191 870-972-4100 FAMILY PRACTICE GRACE H CHIU 311 E MATTHEWS AVE, JONESBORO, ARKANSAS, 72401-31251 870-972-0063 FAMILY PRACTICE GENE A COLLINS II 225 E JACKSON AVE, JONESBORO, ARKANSAS, 72401-31191 870-972-4100 FAMILY PRACTICE MICHAEL E CRAWLEY 3003 APACHE DRIVE, JONESBORO, ARKANSAS, 72401-74321 870-931-8800 FAMILY PRACTICE SCOTT M DICKSON 311 E MATTHEWS AVE, JONESBORO, ARKANSAS, 72401-31251 870-972-0063 EMERGENCY MEDICINE JAMES W FLETCHER 616 SOUTHWEST DR, JONESBORO, ARKANSAS, 72401-58591 870-333-5721 EMERGENCY MEDICINE ELAINE A GILLESPIE 223 E JACKSON AVE, AHEC FAMILY PRACTICE, JONESBORO, ARKANSAS, 72401-31191 870-972-1054 EMERGENCY MEDICINE ARNOLD E GILLIAM 3003 APACHE DR, JONESBORO, ARKANSAS, 72401-74321 870-931-8800 FAMILY PRACTICE STEPHEN C GOLDEN 415 E MATTHEWS AVE, JONESBORO, ARKANSAS, 72401-31421 870-972-8181 FAMILY PRACTICE NICHOLAS W GUINN 415 E MATTHEWS AVE, JONESBORO, ARKANSAS, 72401-31421 870-972-8181 FAMILY PRACTICE LISA M HENDRIX 1319 RED WOLF BLVD, JONESBORO, ARKANSAS, 72401-45841 870-236-3388 FAMILY PRACTICE KASEY D HOLDER 225 E JACKSON AVE, JONESBORO, ARKANSAS, 72401-31191 440-627-2623 FAMILY PRACTICE TERRY D HUNT 1530 N CHURCH ST, JONESBORO, ARKANSAS, 72401-15151 870-802-3590 EPSDT JORDAN K JANIK 225 E JACKSON AVE, JONESBORO, ARKANSAS, 72401-31191 870-972-4100 FAMILY PRACTICE SCOTT L LAFFOON 311 E MATTHEWS AVE, JONESBORO, ARKANSAS, 72401-31251-870-972-0063 FAMILY PRACTICE DOUGLAS L MAGLOTHIN 1111 WINDOVER RD, JONESBORO, ARKANSAS, 72401-61591 870-935-5432 FAMILY PRACTICE TRAVIS K MCCLURE 225 E JACKSON AVE, JONESBORO, ARKANSAS, 72401-31191 870-972-4100 FAMILY PRACTICE CRAIG A MCDANIEL 3104 APACHE DR, JONESBORO, ARKANSAS, 72401-74051 870-932-2499 FAMILY PRACTICE ALBERT J MCGRATH JR 1111 WINDOVER RD, NEA FAMILY PRACTICE CLINIC, JONESBORO, ARKANSAS, 72401-61591 870-935-5432 FAMILY PRACTICE JAMES F MURREY 1111 WINDOVER RD, JONESBORO, ARKANSAS, 72401-61591 870-935-5432 EMERGENCY MEDICINE RONALD C ONLY 416 E WASHINGTON AVE, JONESBORO, ARKANSAS, 72401-31081 870-333-5476 FAMILY PRACTICE JASON S PAXTON 505 E MATTHEWS AVE STE 201, JONESBORO, ARKANSAS, 72401-31011 870-207-7250 EMERGENCY MEDICINE DARRELL C RAGLAND 415 E MATTHEWS AVE, JONESBORO, ARKANSAS, 72401-31421 870-972-8181 FAMILY PRACTICE JAMES M ROBINETTE 801 OSLER DR STE A, JONESBORO, ARKANSAS, 72401-43291 870-932-2423 FAMILY PRACTICE MARK M SMITH 225 E JACKSON STREET, JONESBORO, ARKANSAS, 72401-31191 870-972-4100 EMERGENCY MEDICINE WENDY L SPANOS 1107 E MATTHEWS AVE STE 103, JONESBORO, ARKANSAS, 72401-43311 870-935-0700 FAMILY PRACTICE JOSEPH H STALLINGS 311 E MATTHEWS AVE, JONESBORO, ARKANSAS, 72401-31251-870-972-0063 FAMILY PRACTICE JOSEPH H STALLINGS 311 E MATTHEWS AVE, JONESBORO, ARKANSAS, 72401-31251 870-972-0063 FAMILY PRACTICE MICHAEL E TEDDER 3003 APACHE DR, JONESBORO, ARKANSAS, 72401-74321 870-931-8800 FAMILY PRACTICE LANCE E TUETKEN 415 E MATTHEWS AVE, JONESBORO, ARKANSAS, 72401-31421 870-972-8181 FAMILY PRACTICE STACY L WILBANKS 1111 WINDOVER RD, JONESBORO, ARKANSAS, 72401-6159 GENERAL PRACTICE ERICA N BAKER 415 E MATTHEWS AVE, JONESBORO, ARKANSAS, 72401-31421 870-972-8181 FAMILY PRACTICE AMANDA A DEEL 225 E JACKSON AVE, JONESBORO, ARKANSAS, 72401-31191 870-972-4100 FAMILY PRACTICE MICKEY B DEEL 225 E JACKSON AVE, JONESBORO, ARKANSAS, 72401-31191 870-207-7222 EMERGENCY MEDICINE TRAVIS D EWING 1111 WINDOVER RD, JONESBORO, ARKANSAS, 72401-61591-870-936-8000 FAMILY PRACTICE JAMES W LEE 225 E JACKSON AVE, JONESBORO, ARKANSAS, 72401-31191-870-972-4100 EMERGENCY MEDICINE NOMATHAMSANQ MOYO 1111 WINDOVER RD, JONESBORO, ARKANSAS, 72401-61591-870-935-5432 FAMILY PRACTICE SHANE R SPEIGHTS 225 E JACKSON ST, JONESBORO, ARKANSAS, 72401-00001-870-972-4172 EMERGENCY MEDICINE TROY M STERK 225 E JACKSON AVE, JONESBORO, ARKANSAS, 72401-31191 870-972-4100 FAMILY PRACTICE DAVE D WEEMS 225 E JACKSON AVE, JONESBORO, ARKANSAS, 72401-31191 440-627-2579 FAMILY PRACTICE

Medicaid Providers Directory for Alaska

This is a courtesy list of doctors and offices that are believed to be in the Medicaid network in Alaska. For an updated list of providers use Alaska's Medicaid Provider Official Search Service HERE

Physicians in Anchorage: MOHN, EDWARD S Physician (MD) PO BOX 140027, ANCHORAGE, AK 99514 NELLERMOE, CARROLL W Physician (MD) PO BOX 140027, ANCHORAGE, AK 99514 LADICH-ROGERSDAVID, G Physician (MD) PO BOX 140027, ANCHORAGE, AK 99514 MOHN, EDWARD S Physician (MD) PO BOX 140027, ANCHORAGE, AK 99514 NELLERMOE, CARROLL W Physician (MD) PO BOX 140027, ANCHORAGE, AK 99514 LADICH-ROGERSDAVID, G Physician (MD) PO BOX 140027, ANCHORAGE, AK 99514 BINDRA, SANJIT S Physician (MD) 718 K ST, ANCHORAGE, AK 99501 JONES,MICHAEL E Physician (MD) 718 K ST, ANCHORAGE, AK 99501 JONES,MICHAEL E Physician (MD) 718 K ST, ANCHORAGE, AK 99501 LINDAHL, JAMES B Physician (MD) 718 K STREET, ANCHORAGE, AK 99501 STEARNS, JAY D Physician (MD) 718 K STREET, ANCHORAGE, AK 99501 LOFTIN,NELL E Physician (MD) 718 K ST, ANCHORAGE, AK 99501 CHERNAYA, IRINA Physician (MD) 718 K STREET, ANCHORAGE, AK 99501 LOFTIN,NELL E Physician (MD) 718 K ST, ANCHORAGE, AK 99501 WILKINS, ROBERT B Physician (MD) 718 K STREET, ANCHORAGE, AK 99501

Medicaid Providers Directory for Alabama

This is a courtesy list of doctors and offices that are believed to be in the Medicaid network in Alabama. For an updated list of providers use Alabama Medicaid Provider Official Search Service HERE

Family Practitioners in Autauga County:   WYBENGA FAMILY HLTHCARE INC 564 NORTH MEMORIAL DR.PRATTVILLE,AL 36066-2132 County: Autauga Office Phone : 334-358-2010 Email : 24 Hour Phone : WYBENGA , MAARTEN A 564 N MEMORIAL DRPRATTVILLE,AL 36067-2132 County: Autauga Office Phone : 334-358-2010 Email : 24 Hour Phone : WOOLDRIDGE , CHARLES D 1595 E MAIN STPRATTVILLE,AL 36066-5509 County: Autauga Office Phone : 334-358-6540 Email : 24 Hour Phone : WELLS , ERIC B 1401 AL HWY 14MILLBROOK,AL 36054-2243 County: Autauga Office Phone : 334-310-6059 Email : 24 Hour Phone : WE CARE FAMILY MEDICINE, LLC 461 E MAIN STPRATTVILLE,AL 36067-3409 County: Autauga Office Phone : 334-568-2073 Email : CONTACT@WECAREFAMILYMED.COM24 Hour Phone : THOMPSON , MELISSA D 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0758 Email : 24 Hour Phone : STONE , HERBERT 1401 AL HWY 14MILLBROOK,AL 36054-2243 County: Autauga Office Phone : 334-310-6059 Email : 24 Hour Phone : RAJPUT , PRAJAKTA V 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : RAJPUT , JAISINGH 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : PRADHAN , MIHIR M 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0758 Email : 24 Hour Phone : PATIL , SAURABH 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : ORTEGA-FONTE , KRISTINE A 645 MCQUEEN SMITH RD N STE 309PRATTVILLE,AL 36066-7269 County: Autauga Office Phone : 334-361-7306 Email : 24 Hour Phone : OBIAKA , CHIGOZIE U 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : MUNEER , KASHIFF M 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : MEREDITH , BETHANY J 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0758 Email : 24 Hour Phone : MC INTYRE , ASHLEY D 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : MAHAGANASAN , JULIAN 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 344-365-0651 Email : 24 Hour Phone : KIRAN , PREET 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : KHATRI , NISHANT C 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : KHATRI , NISHANT 1401 AL HWY 14MILLBROOK,AL 36054-2243 County: Autauga Office Phone : 334-310-6059 Email : 24 Hour Phone : JONES , KRISTOPHER N 660 MCQUEEN SMITH RD N STE EPRATTVILLE,AL 36066-7559 County: Autauga Office Phone : 334-288-7808 Email : 24 Hour Phone : JONES , BRUCE M 203 N TAYLOR STREETAUTAUGAVILLE,AL 36003-2663 County: Autauga Office Phone : 334-365-4524 Email : 24 Hour Phone : IRFAN , MOHAMMAD 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0758 Email : 24 Hour Phone : INGRAM , DANNY P 461 E MAIN STPRATTVILLE,AL 36067-3409 County: Autauga Office Phone : 334-365-2205 Email : 24 Hour Phone : IBRAHIM , MOHAMMAD 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : HOSPITAL PHYSICIAN SERVICES-SOUTHEAST PROFESSIONAL 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0758 Email : 24 Hour Phone : HALE , BERNARD 1965 COBBS FORD RDPRATTVILLE,AL 36066-7290 County: Autauga Office Phone : 334-361-7054 Email : 24 Hour Phone : GUPTA , SACHI A 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0758 Email : 24 Hour Phone : GUPTA , RUCHI 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0758 Email : 24 Hour Phone : GOVIL , SANDEEP K 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : GABA , SAURABH 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : FREEMAN , LUCIUS B 645 MCQUEEN SMITH RD 105PRATTVILLE,AL 36066-7269 County: Autauga Office Phone : 334-361-7656 Email : 24 Hour Phone : FISH , JASON 1401 AL HWY 14MILLBROOK,AL 36054-2243 County: Autauga Office Phone : 334-310-6059 Email : 24 Hour Phone : FELLS , ERIC N 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0758 Email : 24 Hour Phone : EILAND , ROGER D 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : CLOUTIER , CHARLES G 461 E MAIN STREETPRATTVILLE,AL 36067-3409 County: Autauga Office Phone : 334-568-2073 Email : CONTACT@WECAREFAMILYMED.COM24 Hour Phone : CHANCE , RACHEL M 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : CARTER , LEE R 201 S WASHINGTON ST STE AAUTAUGAVILLE,AL 36003-2535 County: Autauga Office Phone : 334-361-9979 Email : 24 Hour Phone : BURKHALTER , WILLIAM H 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0758 Email : 24 Hour Phone : AZEEM , MUHAMMAD U 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : AZEEM , MARIA 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : AUTAUGA MEDICAL CLINIC LLC 201 S WASHINGTON ST STE AAUTAUGAVILLE,AL 36003-2535 County: Autauga Office Phone : 334-361-9979 Email : 24 Hour Phone : 334-361-9979 ALLMAN , CAROLYN A 645 MCQUEEN SMITH RD N STE 309PRATTVILLE,AL 36066-7269 County: Autauga Office Phone : 334-361-7306 Email : 24 Hour Phone : AKBAR , MUHAMMAD Z 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0651 Email : 24 Hour Phone : ADARALOYE , ADETUNJI A 124 S MEMORIAL DRPRATTVILLE,AL 36067-3619 County: Autauga Office Phone : 334-365-0758 Email : 24 Hour Phone :

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https://player.vimeo.com/video/260077596 Video Transcribed Below

Introduction:

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Hello, good morning and good afternoon. My name is Mark Davis. I am the development manager here at Vigilance Health. And welcome to our webinar. This is the Scott Discover, a powerful FCC UHC strategy. New revenue lines. Thank you all for attending. Just a little bit of health housekeeping. We have all the attendees muted to retain the audio quality and we will provide the presentation material to all the attendees as well as a link to the recording. And we should have that to you within about 24 hours. Also, we welcome questions and you can type those in to the chat. I'm sorry. The question section of the webinar module. And if we do not get to them during the webinar, we will answer those questions at the end of the webinar. OK. So I will turn it over now to James Coburn, our executive director. Good morning and good afternoon, as markets said. Thank you, Mark. We have some folks in various time zones with us today. So some of you for some of you as the morning. For some of you in the afternoon. Good morning and good afternoon and welcome to our meeting today where we are going to outline a. A. Well, this will be a discovery for some of you. A discovery around a powerful new APHC strategy, new population health revenue lines. This is going to expand your revenue sources, improve care quality and outcomes, increase margins. And as the invite said, a way for you to do all of this with no upfront cost, dappy increases or capital investments. And we want to make sure that we we achieve the goal of transmitting this information to you all in a way that can be actionable for some of you. You know us. And you've known us over the years to provide a regular regular sets of sessions on regulatory reform, payment reform, meaningful use, timelines, deadlines, trainings. And it is our mission to always provide timely and actionable information. And if it doesn't meet that criteria, we don't include it in our webinars and are at our meetings because we know everybody's time is critically important. And so, welcome, everyone. We're excited about providing you with all this information here today. Hopefully everyone can see the screen and can hear. You know, we often times like to get some feedback here real quick just to make sure everybody can see and hear. So if you could maybe type it into the question section or the chat or whatever. Let us know that you can. Well, if you can't hear us, then that would be difficult for you to actually follow that instruction. But if you can see. OK. Great. We got some replies. OK. Good. Good. Thank you so much. OK, so. And let's. Let's dive in.  

The BIG Idea:

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OK. So what is the big idea. So. So listen, we as I had mentioned and as I, as I had actually read from the from the invite, there is a big idea involved. And and really, the idea is so big it deserves reading. And I know you all can read. But our community health centers and community clinics and evaluate these have basically three things that are on your priority list. You know, of course, depending upon your role at the clinic, but expanding revenue sources to diversify, improving care, quality and outcomes. And increasing margins to ensure financial viability. Obviously, all three of these need to be addressed. But looming policy changes have created a future of uncertainty, and for many, that means increased funding pressures, spending cuts and a reduction in much needed expansion efforts. And even if financial stability is restored, even if it's restored, even temporarily, as it was just a few days ago, health centers operate on thin margins. I don't need to tell you that. Tell you that. So they usually have to tackle those items. Those three items, one at a time. So the big ideas, what if you could advance all three simultaneously with no upfront cost? No staff increases or or or increases in payroll or capital investments? That would clearly be a real advantage to to your to your clinic. And this meeting today is dedicated to explaining how we do that. However, we got to we've got to really first kind of know the challenge. And and some of you are kind of familiar with this information. Some of you have a deep knowledge of this. But let's first just kind of look at where the challenges. Number one, we've got we've got ballooning health care costs. And really, these ballooning health care costs are the primary driver for all health care reform and payment reform efforts. And we basically have a health care system that's about ready to double in size in terms of spending anyway, in the next, just shy of about eight years, a doubling in expenditures is going to pose a significant challenge to our general economy. And as a part of those expenditures, 93 percent of Medicare spending is on the care of those beneficiaries, beneficiaries with two or more chronic conditions. So clearly, we've got to we've got to do something about this. And and what's interesting is we've got some results of a of a nationwide study that was done recently. And it's an extensive survey of about one hundred seventy five evacuated theses to see suite of members nationwide. And and the results are that, well, first of all, we looked at or they the study looked at current challenges and how epicure these are dealing with them. And what emerged was six broad trends that that that showed itself in the course of analyzing the responses from all these equities. And number one, some of these you may find interesting, some of these you may totally agree with. And and it is and it is your experience. But one of the interesting things is that competition is on the rise. You know, for years, amputees have kind of enjoyed this environment where it really wasn't, you know, competitive. You had this patient panel and and you were kind of the only ones that were providing health care services to that to that patient panel. But that's changing. And financial growth is, of course, a struggle. Profits and margins are down. And that transition from volume to value is slow, which makes it a little bit more challenging to operate into in two worlds. Health center transformation is is, of course, a challenge. And that's a you know, you all went through one Chout, one transformation with your E.H., our implementation. And now we've got a whole nother challenge or transformation in front of us. Marketing is immature for UHC traditionally, and this was no surprise to us. Marketing efforts are relatively immature and patient retention is a challenge. And we to talk a little bit about that in just a minute. But another kind of interesting thing that came up as a result of this nationwide survey, and that is that actuate these are viewing partnerships as positive and that there are a lot of opportunities for collaboration now as opposed to several years back. So let's take a look at a few of these areas. Number one, competition is coming from all sides. This is a fascinating topic. Now we meet we work with a lot of FSU, HD, and we have a lot of strategy meetings with our activities and what we're hearing from them. We didn't need this study to tell us this, but what we're hearing from them is that they are seeing pressures Coming from various angles. So some of those. Now, the difference between these two these two colored graphs. By the way, the blue are urban Kuwaiti's, the green is rural. So it's not surprising that the urban refugees are concerned about other refugees coming into the market. We we we work in certain communities where there's six six separate RFQ each sees within miles of each other. So so the other of area of competition is urgent care. Of course, also hospitals are you are all experiencing hospitals. Some hospitals are launching their own RFQ AC. Some have partnered with other amputees. They're launching their own or purchasing their own primary care clinics. And and also the point of, you know, point of care clinics are becoming a competitive force in the marketplace. And so with it, with with FSU, HD, that are that have marketing that that are experiencing immature marketing strategies, they're going to find some challenges when competing with some of these with some of these organizations. And the other thing to remember, although you all RFQ, HD have access to a number of federal, state, you know, grant programs that may that the others may not have access to, some of these organizations have greater economies of scale which enables them to attract providers. Some of you are abroad, probably been in a bidding war for before providers and hiring providers. But the interesting thing is these other entities are specifically eyeing your patients for years. They didn't want that panel. Now they're seeing the value. And so that's creating some additional additional pressures. So another area. That showed up in this nationwide study is that financial growth struggles. Well, so for example, one area is revenue diversification. Fifty three percent of the CEOs said of these amputees nationwide said that revenue diversification is is a significant challenge for them. And that's been our experience as well. Virtually all of our refugees that we work with are updating their strategic plans to expand their Part B revenue. And looking at expanding other patient panels in an effort to diversify their their their revenue sources. And that's smart. And so, you know, traditionally, the refugees are focused on community events and outreach tactics, you know, poor patient growth and retention. There is there there are there are there are challenges with that now as you have other entrants into the marketplace. So financial sustainability. Fifty fifty six percent of the C suite of these folks that were surveyed are talking about financial sustainability as a primary concern. But what we found really interesting is that 62 percent of these. CEOs and C Suite have difficulty even measuring their profits. So if profits are the least tracked metric, which came as a result of this of this study and only 62 percent are able to even measure their profits, then we have a significant disconnect. And this with a little bit surprising for us. Not not entirely, because we've experienced this and working with some of our clinics, but our recommendation is to really focus in and and get a better handle on your on your profit margin and measuring your profits and measuring your efforts for your for your for your other programs. All right. So let's talk about marketing, patient retention and acquisition. We don't we already talked about, you know, the marketing challenge and that marketing, you know, is is immature for the APHC marketplace. What we found is that 62 percent of the of the C suite of this group of extubate sees that participated in this study felt that marketing was important, but only 23 percent even had marketing in place. However. Fifty six percent. Of the of the deputies were able to track patient retention, which means that almost half a little less than half of the extubate seas did not even know what their patient retention was. We can tell you from deep, wide experience in working with community clinics and amputees that that there is a gigantic back door that is open. And the reason we know this is because of the work that we do and we're finding that a significant chunk of their patients. One of our accuracy's that we worked with, we found 35 percent of a certain panel, a large panel had not been seen by the clinic in over a year and a half. So now how is that that they wouldn't notice that? Well, because they're patient panel is ballooning in another area. So we believe that probably shutting that back door might be really the best marketing effort that you can make initially. Certainly you want to look at it at other at other marketing efforts similar to what other health care organizations in the community are doing. OK. So another big challenge is we have a slow transition from volume to value and that that presents some challenges. The shift of value based care is really reinventing the way clinics get paid for services. And as these new reimbursement models become more popular, clinics have to choose carefully because understanding alternative payment models can be the difference between, you know, a thriving business and kind of a sea of red ink or financial losses. And and wouldn't it be easy if we could just flip the switch on Monday morning in all of our all of our. Reimbursement contracts are based upon outcomes. Well, I don't know. Maybe that would be challenging. But if you're prepared, it would be better than living in two worlds. And if you're not prepared, that would be could be suicide. So and not only do we have a slow adoption of alternative payment methods, but it's also it's also uneven. So, for example, the results showed that that in 2014. You know, an overwhelming majority of reimbursements were coming from fee for service payments, but you'll see the trend from 14 to 16 and the projection for four by the end of 18. You'll see a reduction in standard fee for service payment models. And then when you look over paper performance, we know we saw that we saw a spike in 2016 16. But but we put the CEOs are projecting a reduction from that spike in 2018. We do see a trend with bundled payments. We do see a trend with with capitation. And I think you all probably are experiencing that. But nonetheless, we have slow adoption and we have an easy even adoption. So despite the slowness and the unevenness of alternative payment models. I think most people can agree the train has kind of left the station on on the move from Volle from from volume to value or the move to reimburse based upon outcomes. And that really. All roads are really leading to population health management and and that is some might experience a more rapid conversion than others. But the bottom line is, is that really all roads are leaving are leading to population health management. And so the question really for today's providers are are not if, but when. So let's talk just a little bit about population health management. You've heard it a billion times. It is a term in health care that has just beaten to death. But really, it's it's not. And it means something different to everyone. If you ask a hundred people with the definition, you're going to get 99 different different definitions. But the bottom line is we have to define a population. We have to identify the gaps in care. Stratify those risks, engage the patients, keep the patients engaged, manage their care, man. Measure the outcomes so that we can measure the investment of the work that we're putting in and then continue to define and redefine our patient populations and identify gaps in care. So, however, a lot of organizations are lacking the data and or the technology and the human capital to support this transition. Because when we get off of this meeting, everybody is going to go back to work and we're gonna see a waiting room full of patients and everybody's going to just be trying to get through the day. Episodic care for patients is not going away and counters will always be there and we will always have to get through the day and see our patients. So how do we move through this transition? Which leads us really to health and our transformation is complex, which was the other?  

EMR implementation

The next topic that was really on the minds of all of the leadership of the season and an understanding. And so really, we were piling on the workload for physicians. And, you know, after we had you all had an experience with your EMR implementation and that was it. That was a form of a of a transformation. And it was and it was a painful one, no doubt. I don't think anybody had it. HRR implementation. That wasn't painful. And so it was a transformation effort of sorts. But this one coming Rambert by 10, maybe even 100, because it now we. Why is a different mindset and a different focus in on activities altering the way providers can provide care while at the same time always singing the mantra of practicing at the top of our license while we pile more work on our providers, which is. No matter what you call it, it is provider torture. And I'm sure you've heard the complaints and the concerns from your providers, but they're getting squeezed at every place. And if you haven't heard the term torture yet, you're going to. We are torturing our providers. If if we could really, truly live up to the promise of providing a mechanism where they could practice at the top of their life license, we will free them up. So the last category of the six categories that emerged as a result of this nationwide study is that the C suite of these RFQ season community clinics overwhelmingly said partnerships are positive and there are more opportunities for for collaboration. A lot of refugees are kind of coming out of their shell and they're looking at and important relationships, leveraging important relationships and forming alliances so that so that they can realize the promise of population health and provide some some relief to their providers and collaborating with partners who are focused on quality improvement. It really does allow you to free up providers to practice at the top of their license. And it can create a force multiplier for your providers, which which can provide better access implementation to support services. It increases patient satisfaction scores that patients have better access to healthcare, a personnel improvement in clinical and financial outcomes, and certainly a reduction of provider and staff burden, as we have said. So what's our strategy? So we all have to look at this kind of from a kind of from a from a from a new angle. We had a we had a meeting the other day and we talked about I like to use this analogy. Some of you may have had this experience. Certainly some of you may have seen it on a national graph, a National Geographic, if any of you have ever been river rafting. So what you do before you come to a set of rapids is you've got to you got to stop the boat. Get out and read the rabbit. Read the rabbit. And create a strategy for how you're going to move through this set of rapids in a way where you're not going to tip the boat over and you're not going to get sucked into a rapid and die. So so we want to look at this with some kind of perspective and create a strategy around it. The first thing that we want to do is look at the three pillars of Value-Based here and really its organizational alignment, comprehensive care management for those patients with with with chronic conditions, which are most of our patients and reimbursement management, which is which is kind of a new way of looking at the way you generate revenue. And and so also, I think it's important to look at the government's quadrupling, really. It used to be called the triple aim, but now it's the quadruple. So we've left triple aim there because everybody kind of know that it's triple M. But what the what the feds did. Oh, gosh, about a year and a half ago or so is they they they added one more aim to it and that one more aim is they needed to bring the physicians into the mix or else there was going to be a mass revolt on on payment reform and health care reform. And so really, the quadruple aim is improving patient care. Providing better patient care, better overall population health, lower health care costs, while improving the provider experience and provider experience, of course, is at an all time low since its ever been measured. Job satisfaction is at its lowest point for providers, and clearly that has a direct impact on patient outcomes. That's already been been studied for decades. And so we have to look at the quadruple aim even for our own individual organizations. But in the context of population health. What we're looking to do is change the patient experience, implement programs for for population health that can that are focused in around health outcomes, disease burdens, behavioral factors, psychological factors. But then we also got to look at the per capita costs. We now need to look at not just the cost of all of our services being provided to that patient in our clinic, but we now need to be accessing data on what that patient's doing elsewhere because we're getting graded on that. And so if we can if we can get better patient engagement, we can actually move the needle on expenditures that they're that they're having elsewhere. So these are important areas to look at in terms of reading the rapids. So the other thing that we want to look at are the core domains of any really robust population health management program. And and those core domains are, first of all, care management of high risk patients, disease management to slow the chronic disease progression. The identification and the closure of gaps in care, which, by the way, when that's done, that has an immediate impact on on quality measures. The others have a little bit of a slower impact. And then we all we also have to look at reducing cost, reducing, reducing non-critical E.R. visits and and hospital readmit. So we. We recommend a a new population health management strategy for RFQ, HD and community clinics. This is a discovery that came to us slowly but loudly. And as we over the years, as we've been working with all of our after issues and community clinics, we have found and have developed, part of it was a discovery. And part of it was it was a development is a new strategy for it for F2, HD that can enable them to roll. Population health management programs out well, that have a a significant new and immediate revenue impact. Well, helping the organization move into population health management services for the rest of those patient populations. It really is the best of all worlds when you look at what a might. What are we going to do to move into these new payment models? Well, if we if we if we have a way where we can implement new services, get paid for those new services immediately, we can now fund the transition and those services, our general care management. The feds are CNS has been slowly but surely adding new codes, raising reimbursements around general and chronic care management. They have been incentivizing organizations over the last few years to really dive deeper into the annual wellness visit, which really is a which is an in-depth health risk assessment to identify gaps in care so that they can be filled. Remote patient monitoring is it is a brand new area for RFQ HD, which we're going to talk about in just a minute. And then, of course, behavioral health integration and also these new prevention programs, diabetes prevention programs some of you have have already launched into. And for those of you that haven't. We really recommend you taking a look at that. So let's let's take a look. So so, first of all, chronic care management, which is now called general care management. This is the name Medicare gave to it, to a new reimbursable service that involves care coordination and care management. And really, when you look at payment reform and health care delivery reform, care coordination and care management is really at the heart of it all. And and really, it's a way of rewarding and incentivizing folks to move into managed care. Really, it's really the Kaiser model. And so and it is a it is a very powerful population health management tool. And and it has a significant impact on patient satisfaction scores and and outcomes scores. So why would we want to do this? Well, for those reasons that I just mentioned, but also it's good medicine. We eat by now having another resource, a new resource that can work with those patients in between their normal follow ups with their provider, allowing their provider to practice at the top of their license while utilizing a care manager or a care coordinator to keep the patient on track with their directives. It's just flat out good medicine, because what we what we yield is a more compliant patient and a more compliant patient. It has better outcomes. It's also a good clinic business model. Medicare open this up for amputees and significantly raise the reimbursement rate for amputees as a further incentive to do this. And it's a good Medicare business model because they've already seen a significant reduction in non-critical E.R. visits and hospital readmit. So clearly, a lot of money is being saved. And we're we are probably going to see this reimbursement continue to edge up. We just saw. I think, Mark, what was it, a 40, 38 percent increase, about a month and a half to close to double. [/vc_column_text][/vc_column][/vc_row]

[vc_row][vc_column][vc_column_text]Today, nearly half the population has at least one chronic condition. These conditions account for 75 percent of national health care spending. But they are among the most preventative health care problems in the United States. If we could help patients better manage their conditions between office visits, then we could reduce patient provider costs, improve care quality and outcomes, and even save lives. But there is a problem. Health care organizations are struggling to make an impact. That's why the Centers for Medicare and Medicaid Services recently began a new chronic care management program. It reimburses providers for non face to face consultations with Medicare patients who have chronic conditions. By meeting CMBS requirements, you can bill an average of forty three dollars per month per patient. That means if you were to enroll just seventy five of your eligible Medicare patients, you would see an estimated revenue increase of thirty eight thousand seven hundred dollars annually. Problem solved, right?

Not exactly. This GCM program requires a minimum 20 minutes of clinical staff time per month directed by a physician or other qualified health care professional.

If you enroll seventy five patients, that's 300 hours per year just for the clinical consultations. Plus, there's the additional time for documentation and billing. Also, since each cars weren't really designed for CCN and compliance is essential for reimbursement. Many providers may need to invest in technology, staff and training to successfully meet the program requirements on their own.

This can get costly. But what if there's a way to participate in this CCMA program without the upfront costs?

Here's where we can help our care coordination team. Nursing and clinical support staff will perform as an extension of your physician's office, eliminating the need for additional technology and staff. We'll talk monthly with your Medicare patients about adherence to physician's directives and medication orders. Developing a care plan and setting goals. And we'll even coordinate care among physicians, caregivers and support service will maintain the necessary documentation.

Share patient records appropriately and provide invoices. Meeting these E.M.S. billing requirements will create a new revenue stream with no upfront costs or capital investments. And it will go directly to your bottom line. Chronic care management can also be a low risk way to improve population health, increase value based reimbursements and improve your merit based incentive program scores. You already know the financial impacts of these scores can amount to millions of dollars per organization and are set to grow significantly over the next several years. The Vigilent CCMA Service provides a straightforward approach that will help you control costs, generate new revenue and move your organization one step closer to value based care. This program is not only a good business Medicare, it's good medicine. As Benjamin Franklin once said, an ounce of prevention is worth a pound of cure. For more information about our care management and other Value-Based services, we encourage you to email or call us today! 805-823-0981  contact@vigilancehit.com[/vc_column_text][/vc_column][/vc_row]

MEDICAID Providers and L.A. Care Courtesy List

This is a courtesy list of MEDICAID doctors and offices that are believed to be in the Medicaid / Medi-Cal and L.A. Care network. For an updated list of providers use MEDICAID Providers LA Cares search service HERE

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North Hollywood MEDICAID Providers / Medi-Cal Providers:

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AAA Comprehensive Healthcare Inc 7451 Lankershim Blvd, North Hollywood, CA 91605 (818) 503-9800 Accessibility : P,A Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean GENERAL PRACTICE - Benowitz, Irvin Stanley (M) NPI : 1083749212 PCMH : Y BC : N 20A4228 Employee Health Systems Medical Group Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean GENERAL PRACTICE - Benowitz, Irvin Stanley (M) NPI : 1083749212 PCMH : Y BC : N 20A4228 Preferred IPA of California 20A4228 Prospect - Maverick Comprehensive Community Health Centers 12157 Victory Blvd, North Hollywood, CA 91606 (818) 755-8000 Hours: M - F: 8:00 am - 4:00 pm;Sat,Sun: Closed Accessibility : E,R,P Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean Godes, Irina (F) NPI : 1003896366 PCMH : Y BC : Y A72287 Employee Health Systems Medical Group Medical Interpreter Languages : English, Armenian, Russian, Spanish Staff Languages : English, Spanish, American Sign Language Arabic, Armenian, Faroese, Korean Godes, Irina (F) NPI : 1003896366 PCMH : Y BC : N A72287 Preferred IPA of California A72287 Community Family Care A72287 Regal Medical Group Valley Community Clinic 6801 Coldwater Canyon Ave Ste, 2A, North Hollywood, CA 91605 (818) 763-8836 Hours: M-F: 8:00 AM - 5:00 PM;Sat,Sun: Closed Accessibility : E,R,P,A Medical Interpreter Languages : English Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean GENERAL PRACTICE- Paronian, Oganes (M) NPI : 1528048899 PCMH : Y BC : N A54463 Preferred IPA of California A54463 Employee Health Systems Medical Group A54463 Regal Medical Group A54463 Prospect - Maverick GENERAL PRACTICE - Paronian, Oganes (M) NPI : 1528048899 PCMH : Y BC : N A54463 Community Family Care INTERNAL MEDICINE - Fridman, Alex (M) NPI : 1902018385 PCMH : Y BC : Y A103675 Lakeside Medical Group A103675 Regal Medical Group FAMILY PRACTICE - Yoon, Enoch (M) NPI : 1689925703 PCMH : Y BC : Y A125368 Health Care LA IPA Ter-Zakarian, Hovanes John (M) NPI : 1639121981 PCMH : Y BC : N A45597 Employee Health Systems Medical Group Zeelander, Lisa Michelle Blum (F) NPI : 1386790277 PCMH : Y BC : Y A71321 Health Care LA IPA PEDIATRICS - Alaev, Victoria (F) NPI : 1760434005 PCMH : Y BC : Y A78360 Preferred IPA of California A78360 Community Family Care A78360 Regal Medical Group PEDIATRICS - Alaev, Victoria (F) NPI : 1760434005 PCMH : Y BC : N A78360 Employee Health Systems Medical Group INTERNAL MEDICINE  - Taylor, Randy Kongo Doc (M) NPI : 1750490702 PCMH : Y BC : N C42157 Health Care LA IPA PEDIATRICS - Halper, Jill Diane (F) NPI : 1861533812 PCMH : Y BC : Y G76176 Health Care LA IPA Yonan, Terez (F) NPI : 1578853685 PCMH : Y BC : N 20A13412 Health Care LA IPA Medical Interpreter Languages : English, Spanish Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean INTERNAL MEDICINE - Peeks, Roger Allen (M) NPI : 1336258961 PCMH : Y BC : N G39705 Health Care LA IPA PEDIATRICS Goings, Andrea Cherie (F) NPI : 1366519829 PCMH : Y BC : N A85048 Health Care LA IPA  

Culver City MEDICAID Providers / Medi-Cal Providers:

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FAMILY PRACTICE - Brehove, Theresa Mcdonough (F) NPI : 1255433801 PCMH : Y BC : N 4700 Inglewood Blvd Ste 101, Culver City, CA 90230 (310) 392-8636 Office Hours: M-Th: 8:00 AM -8:00 PM; F,Sat: 8:00 AM - 6:00PM; Sun: Closed Physician Languages : English, Spanish Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean G56583Z3 Health Care LA IPA Catanzarite, Michelle Louise (F) NPI : 1659309763 PCMH : Y BC : Y 5901 Green Valley Cir Ste 405, Culver City, CA 90230 (424) 266-7474 Office Hours: M - F: 8:30 am - 5:30 pm; Sat,Sun: Closed Accessibility : E Physician Languages : English Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean C134710Z Global Care IPA C134710Z2 Prospect Health Source Medical Group Inc C134710Z3 Prospect Professional Care Medical Group Inc GENERAL PRACTICE - Del Rivero-Yamuy, Ada Elena (F) NPI : 1275676363 PCMH : Y BC : N 3831 Hughes Ave Ste 101, Culver City, CA 90232 (310) 204-0104 Office Hours: M - F: 9:00 am - 5:00 pm; Sat,Sun: Closed Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A83694Z10 Regal Medical Group A83694Z11 Employee Health Systems Medical Group A83694Z5 Prospect Health Source Medical Group Inc Hadadz, Ali (M) NPI : 1316970866 PCMH : Y BC : N 9808 Venice Blvd Ste 503 , Culver City, CA 90232 (310) 204-5510 Office Hours: M - F: 8:00 am - 5:00  pm; Sat,Sun: Closed Accessibility : R Medical Interpreter Languages :  English, Spanish, American Sign  Language, Arabic, Armenian,  Faroese, Korean A69816Z2 Altamed Health Services Corporation A69816Z3 Employee Health Systems Medical Group A69816Z4 Regal Medical Group Keynigshteyn, Rena (F) NPI : 1316980535 PCMH : Y BC : Y 3831 Hughes Ave Ste 602 , Culver City, CA 90232 (310) 204-6897 Office Hours: M - F: 9:30 am - 5:00 pm; Sat,Sun: Closed Physician Languages : English, Russian, Spanish Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A89143Z13 Regal Medical  Group A89143Z6 Employee Health  Systems Medical Group Sakhai, Yussef (M) NPI : 1518992015 PCMH : Y BC : N 5797 Washington Blvd, Culver City, CA 90232 (323) 452-9686 Office Hours: M - F: 9:00 am - 5:00 pm; Sat,Sun: Closed Accessibility : R Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A38942Z7 Prospect Health Source Medical Group Inc (323) 653-3500 Office Hours: M-F: 8:00 AM - 4:00 PM;Sat,Sun: Closed Accessibility : R Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian,  Faroese, Korean A38942Z10 Lakeside Medical  Group A38942Z6 Employee Health Systems Medical Group A38942Z9 Regal Medical Group Shechter, Pagiel (M) NPI : 1093767337 PCMH : Y BC : N 9808 Venice Blvd Ph , Culver City, CA 90232 (310) 733-4171 Office Hours: M - F: 9:00 am - 5:00 pm; Sat,Sun: Closed Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A51310Z10 Prospect Health Source Medical Group Inc A51310Z17 Regal Medical Group Tcheng, Barbara Maria (F) NPI : 1265631980 PCMH : Y BC : N 4700 Inglewood Blvd Ste 101, Culver City, CA 90230 (310) 392-8636 Office Hours: Mon - Sat: 8:00 AM- 5:00 PM;Sun: Closed Physician Languages : English Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A108151Z3 Health Care LA IPA Wu, Lauren (F) NPI : 1265757108 PCMH : Y BC : N 5901 Green Valley Cir Ste 405, Culver City, CA 90230 (424) 266-7474 Office Hours: M-F: 9:00 AM - 5:00PM;Sat,Sun: Closed Accessibility : E Physician Languages : English, Spanish Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A119748Z2 Global Care IPA Kamiel, Michael Barry (M) NPI : 1669471603 PCMH : Y BC : N 9808 Venice Blvd Ste 503, Culver City, CA 90232 (310) 559-3663 Office Hours: M - F: 9:00 am - 5:00pm; Sat,Sun: Closed Accessibility : R Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean G24597Z11 Prospect Health Source Medical Group Inc G24597Z13 Global Care IPA G24597Z15 Regal Medical Group Kirsch, Henry Louis (M) NPI : 1679653869 PCMH : Y BC : N 9808 Venice Blvd Ste 503, Culver City, CA 90232 (310) 287-3111 Office Hours: M - F: 9:00 am - 5:00pm; Sat,Sun: Closed Accessibility : R Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A36527Z Prospect Health Source Medical Group Inc A36527Z2 Prospect Professional Care Medical Group Inc INTERNAL MEDICINE - Gilbert, Randall Curtis (M) NPI : 1790737526 PCMH : Y BC : N 4340 Overland Ave, Culver City, CA 90230 (310) 842-7500 Office Hours: M - F: 9:00 am - 5:00 pm; Sat,Sun: Closed Physician Languages : English, Spanish Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean G55905Z5 Prospect Professional Care Medical Group Inc G55905Z6 Prospect Professional Care Medical Group Inc G55905Z8 Regal Medical Group (310) 847-7750 Office Hours: M - F: 9:00 am - 5:00 pm; Sat,Sun: Closed Physician Languages : English,Spanish Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean G55905Z4 Prospect Health Source Medical Group Inc Morrison, Allan Richard (M) NPI : 1144244245 PCMH : Y BC : N 4340 Overland Ave, Culver City, CA 90230 (310) 559-4411 Office Hours: M - F: 8:00 am - 5:00pm; Sat,Sun: Closed Physician Languages : English Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A20160Z Prospect Professional Care Medical Group Inc A20160Z2 Prospect Health Source Medical Group Inc Prasad, Rajendra (M) NPI : 1427119536 PCMH : Y BC : N 9808 Venice Blvd Ste 707, Culver City, CA 90232 (310) 237-0023 Office Hours: M - F: 9:00 am - 4:00 pm; Sat,Sun: Closed Accessibility : R Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A68598Z11 Regal Medical Group A68598Z4 Prospect Medical Group Los Angeles Inc A68598Z7 Prospect Health Source Medical Group Inc Rezvani, Mohammad (M) NPI : 1487976668 PCMH : Y BC : Y 9808 Venice Blvd Ste 603, Culver City, CA 90232 (310) 842-8988 Office Hours: M - F: 8:00 am - 5:00 pm; Sat,Sun: Closed Accessibility : R Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A113116Z4 Prospect Professional Care Medical Group Inc A113116Z7 Regal Medical Group (310) 842-8999 Office Hours: M-F: 9:00 AM - 5:00 PM;Sat,Sun: Closed Accessibility : R Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A113116Z6 Employee Health Systems Medical Group Schwarz, Ernst Rudiger (M) NPI : 1679634984 PCMH : Y BC : Y 3831 Hughes Ave Ste 105, Culver City, CA 90232 (310) 840-7089 Office Hours: M - F: 8:00 am - 4:00 pm; Sat,Sun: Closed Accessibility : R Physician Languages : English, Armenian, Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A104432Z Regal Medical Group Tan, Maybel Min (F) NPI : 1053657684 PCMH : Y BC : Y 9808 Venice Blvd Ph, Culver City, CA 90232 (310) 733-4171 Office Hours: M - F: 8:30 am - 5:00 pm; Sat,Sun: Closed Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A126350Z Prospect Medical Group Los Angeles Inc Theard, Lowell Paul (M) NPI : 1760439871 PCMH : Y BC : N 3831 Hughes Ave Ste 705, Culver City, CA 90232 (310) 838-6801 Office Hours: M - F: 9:00 am - 5:00 pm; Sat,Sun: Closed Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean G37108Z Exceptional Care Medical Group G37108Z2 Employee Health Systems Medical Group G37108Z3 Prospect Health Source Medical Group Inc G37108Z4 Regal Medical Group Tsadok, Jacob Mehran (M) NPI : 1881756096 PCMH : Y BC : N 9808 Venice Blvd Ste 603, Culver City, CA 90232 (310) 277-9010 Office Hours: M-F: 9:00 AM - 5:00 PM;Sat,Sun: Closed Accessibility : R Physician Languages : English Medical Interpreter Languages :English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A61419Z Prospect Health Source Medical Group Inc A61419Z2 Prospect Professional Care Medical Group Inc Guerrero, Alma Delia (F) NPI : 1619997871 PCMH : Y BC : Y 4700 Inglewood Blvd Ste 102, Culver City, CA 90230 (310) 664-7700 Office Hours: M - Th: 9:00 am - 5:00 pm; F: 8:30 am - 5:00 pm; Sat,Sun: Closed Accessibility : R Accepting New Patients : Y Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A91517Z2 Health Care LA IPA Jazayeri, Azam (F) NPI : 1972523728 PCMH : Y BC : Y 3831 Hughes Ave Ste 502, Culver City, CA 90232 (310) 558-8895 Office Hours: M - F: 9:00 am - 6:00 pm;Sat,Sun: Closed Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A48488Z5 Employee Health Systems Medical Group A48488Z8 Allied Pacific IPA A48488Z9 Regal Medical Group PEDIATRICS - Chung, Gilmore Seisoon (M) NPI : 1992027072 PCMH : Y BC : Y 4700 Inglewood Blvd Ste 102, Culver City, CA 90230 (310) 392-8636 Office Hours: M - F: 8:00 am - 8:00 pm; Sat,Sun: Closed Accessibility : R Physician Languages : English, Spanish Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A111111Z3 Health Care LA IPA Deleaver-Russell, Margo Patricia (F) NPI : 1114061421 PCMH : Y BC : Y 3831 Hughes Ave Ste 601, Culver City, CA 90232 (310) 838-4048 Office Hours: M - F: 9:00 am - 6:00pm; Sat: 9:00 am - 1:00 pm; Sun: Closed Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean C38896Z1 Global Care IPA C38896Z8 Prospect Professional Care Medical Group Inc C38896Z9 Regal Medical Group Kass, Michael Arthur (M) NPI : 1336251115 PCMH : Y BC : Y 3831 Hughes Ave Ste 502, Culver City, CA 90232 (310) 204-7030 Office Hours: M - F: 8:30 am - 5:30 pm;Sat,Sun: Closed Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A37218Z1 Employee Health Systems Medical Group A37218Z3 Global Care IPA Mirzaie, Goli (F) NPI : 1114116647 PCMH : Y BC : Y 4700 Inglewood Blvd Ste 101, Culver City, CA 90230 (310) 392-8636 Office Hours: M - Th: 8:00 AM -8:00 PM;F: 8:00 AM - 6:00PM;Sat,Sun: Closed Physician Languages : English Medical Interpreter Languages :English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A98368Z3 Health Care LA IPA 4700 Inglewood Blvd Ste 102 Culver City, CA 90230 (310) 392-8636 Office Hours: M - F: 8:00 am - 4:00 pm; Sat,Sun: Closed Accessibility : R Physician Languages : English Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A98368Z2 Health Care LA IPA Russell, Hubert Anthony (M) NPI : 1114062445 PCMH : Y BC : N 3831 Hughes Ave Ste 601, Culver City, CA 90232 (310) 204-0223 Office Hours: M,Tu,Th,F: 9:00 am- 5:00 pm; W: 9:00 am - 1:00 pm; Sat,Sun: Closed Physician Languages : English,Spanish Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A32077Z4 Global Care IPA Tejani, Zarin Nasir (F) NPI : 1396906152 PCMH : Y BC : N 4700 Inglewood Blvd Ste 101, Culver City, CA 90230 (310) 664-7700 Office Hours: M - Th: 8:00 AM - 8:00 PM;F: 8:00 AM - 6:00 PM;Sat,Sun: Closed Physician Languages : English, Spanish Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A110916Z3 Health Care LA IPA

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