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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Medi-Cal Providers and L.A. Care Courtesy List

This is a courtesy list of 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 Medi-Cal Providers LA Cares search service HERE

Calabasas LA MEDICAID / Medi-Cal Providers & Doctors:

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Vesco, David Michael (M) NPI : 1629084074 PCMH : Y BC : N 4937 Las Virgenes Rd Ste 104, Calabasas, CA 91302 (818) 880-0799 Office Hours: M-F: 9:00 AM - 6:00 PM; Sat: 9:30 AM - 1:00 PM; Sun: Closed Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A43384Z5 Regal Medical Group A43384Z6 Lakeside Medical Group RatemyMD Burstein, Samuel Allen (M) NPI : 1124037155 PCMH : Y BC : N 24013 Ventura Blvd Ste 101, Calabasas, CA 91302 (818) 222-2443 Office Hours: M - F: 8:00 am - 4:00 pm; Sat,Sun: Closed Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A53328Z Regal Medical Group A53328Z2 Lakeside MedicalGroup Burstein, Marina Zaslavsky (F) NPI : 1346333440 PCMH : Y BC : Y 24013 Ventura Blvd Ste 101, Calabasas, CA 91302 (818) 222-2443 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 A53604Z Community Family Care A53604Z6 Lakeside Medical Group A53604Z7 Regal Medical Group  

Canoga Park LA MEDICAID / Medi-Cal Providers & Doctors :

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Nguyen, Hoang Duc (M) NPI : 1124011952 PCMH : Y BC : Y 22135 Roscoe Blvd Ste 107, Canoga Park, CA 91304 (818) 481-0118 Office Hours: M - F: 8:00 am - 5:00 pm;Sat,Sun: Closed Accessibility : E,R Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A60675Z10 Employee Health Systems Medical Group A60675Z15 Regal Medical Group A60675Z16 Lakeside Medical Group A60675Z7 Preferred IPA of California A60675Z9 Employee Health Systems Medical Group Aazami, Hessam (M) NPI : 1144299173 PCMH : Y BC : N 22030 Sherman Way Ste 101, Canoga Park, CA 91303 (818) 312-9101 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 A85704Z10 Prospect Medical Group Inc A85704Z14 Regal Medical Group Akhavan, Jamsheed (M) NPI : 1073661807 PCMH : Y BC : N 22030 Sherman Way Ste 101, Canoga Park, CA 91303 (818) 312-9101 Office Hours: M - F: 8:30 am - 5:30 pm; Sat,Sun: Closed Accessibility : R Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A47734Z2 Prospect Medical Group Inc A47734Z3 Regal Medical Group Antonio, Adelaida Brinas NPI : 1134337975 PCMH : Y BC : N 21001 Sherman Way Ste 15, Canoga Park, CA 91303 (818) 716-0048 Office Hours: M-F: 8:00 AM - 4:00 PM;Sat,Sun: Closed Accepting New Patients : Y Physician Languages : English, Spanish, Tagalog Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean C41801Z10 Lakeside Medical Group C41801Z8 Regal Medical Group Banez, Edgar Corrales (M) NPI : 1275644098 PCMH : Y BC : Y 21300 Sherman Way Ste 3, Canoga Park, CA 91303 (818) 376-0405 Office Hours: M - F: 9:00 am - 5:00pm; Sat,Sun: Closed Accepting New Patients : Y Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A52430Z19 Regal Medical Group A52430Z20 Employee Health Systems Medical Group Hernandez, David Jacinto (M) NPI : 1396756912 PCMH : Y BC : Y 22030 Sherman Way Ste 215 Canoga Park, CA 91303 (747) 226-3650 Office Hours: M - F: 8:00 am - 4:00 pm; Sat,Sun: Closed Accepting New Patients : Y Physician Languages : English, Spanish Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean G48343Z3 Regal Medical Group G48343Z4 Lakeside Medical Group Nguyen, Tuan Huu (M) NPI : 1073607446 PCMH : Y BC : N 22030 Sherman Way Ste 211, Canoga Park, CA 91303 (818) 884-7424 Office Hours: M - F: 9:00 am - 6:00 pm;Sat,Sun: Closed Accessibility : R Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A32393Z11 Employee Health Systems Medical Group A32393Z12 Regal Medical Group A32393Z4 Preferred IPA of California A32393Z5 Community Family Care A32393Z9 Lakeside Medical Group Roy, Rosalinda Amor (F) NPI : 1821021981 PCMH : Y BC : N 21001 Sherman Way Ste 15, Canoga Park, CA 91303 (818) 716-0048 Office Hours: M - F: 9:00 am - 6:00pm; Sat,Sun: Closed Accepting New Patients : Y Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean C42697Z25 Regal Medical Group C42697Z27 Sierra Medical Group C42697Z32 Lakeside Medical Group Shamsa, Iraj (M) NPI : 1871655654 PCMH : Y BC : N 21001 Sherman Way Ste 15, Canoga Park, CA 91303 (661) 274-1200 Office Hours: M-F: 8:00 AM - 4:00 PM;Sat,Sun: Closed Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A49893Z13 Regal MedicalGroup Baradar-Bokaie, Babak NPI : 1225083876 PCMH : Y BC : N 7107 Remmet Ave, Canoga Park, CA 91303 (818) 340-3570 Office Hours: M,Tu,Th,F: 8:00 AM - 5:00 PM; W: 8:00 AM - 9:00 PM; Sat,Sun: Closed Accessibility : R Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A85378Z2 Health Care LA IPA Shaarawy, Rami Moustafa (M) NPI : 1154494755 PCMH : Y BC : Y 21822 Sherman Way Ste 100, Canoga Park, CA 91303 (818) 716-0557 Office Hours: M - F: 8:00 am - 4:00 pm; Sat,Sun: Closed Physician Languages : English Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A96619Z Lakeside Medical Group A96619Z2 Regal Medical Group Ugochukwu, Ifeoma Linda (F) NPI : 1336524412 PCMH : Y BC : N 7107 Remmet Ave, Canoga Park, CA 91303 (818) 340-3570 Office Hours: M - Sat: 8:00 AM - 5:00 PM; Sun: Closed Accessibility : R Physician Languages : English, Hindi Medical Interpreter Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean A132154Z Health Care LA IPA  

Tarzana MEDICAID / Medi-Cal Providers &  Doctors:

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Tarzana Treatment Center Family Medical Clinic 18646 Oxnard St, Tarzana, CA 91356 (818) 996-1051 Hours: M - F: 8:00 am - 4:00 pm;Sat,Sun: Closed Accessibility : A Medical Interpreter Languages : English, Armenian, French, Persian, Russian Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean GENERAL PRACTICE - Carmalt, E Duane (M) NPI : 1952597627 PCMH : Y BC : N G23973 Health Care LA IPA Medical Interpreter Languages : English, Samoan, Spanish, Thai Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean FAMILY PRACTICE - Cohen, Phyllis Marie (F) NPI : 1407964000 PCMH : Y BC : Y G79750 High Desert Medical Group  

Valencia MEDICAID / Medi-Cal Providers & Doctors:

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Northeast Valley Hlth Corp Lac - Valencia Hlth Cntr 23763 Valencia Blvd, Valencia, CA 91355 (661) 287-1551 Hours: M-F: 8:00 AM - 5:00 PM;Sat,Sun: Closed Accessibility : P,A Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean PEDIATRICS - Kuhlman, Paula Ann (F) NPI : 1053303883 PCMH : Y BC : Y A78549 Health Care LA IPA PEDIATRICS - Shah, Mona Arvind (F) NPI : 1093716607 PCMH : Y BC : N A71553 Health Care LA IPA Medical Interpreter Languages : English, Spanish Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean  

Van Nuys MEDICAID / Medi-Cal Providers & Doctors:

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Gee, Melissa Lenore (F) NPI : 1740441542 PCMH : Y BC : Y A107530 Mid-Valley Comprehensive Health Center Irizarry, Lauren Delia (F) NPI : 1518301571 PCMH : Y BC : N A135447 Mid-Valley Comprehensive Health Center Moreno, Gerardo (M) NPI : 1689706327 PCMH : Y BC : N A94503 Mid-Valley Comprehensive Health Center DHS - Mid Valley Comprehensive Health Centers 7515 Van Nuys Blvd, Van Nuys, CA 91405 (818) 627-3000 Hours: M,W: 8:00 AM - 4:30 PM;Tu,Th,F,Sat,Sun: Closed Accessibility : R,P,A Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean Ohannessian, Arthur Nareg (M) NPI : 1477713139 PCMH : Y BC : Y A111094 Mid-Valley Comprehensive Health Center Plesa, Monica Louise (F) NPI : 1851525091 PCMH : Y BC : N A114578 Mid-Valley Comprehensive Health Center FAMILY PRACTICE - Anaya, Yohualli Balderas-Medina (F) NPI : 1104260702 PCMH : Y BC : N A135425 Mid-Valley Comprehensive Health Center Subbiah, Vishakalakshmi (F) NPI : 1790906568 PCMH : Y BC : Y A97861 Mid-Valley Comprehensive Health Center Velasco, Luz Selene (F) NPI : 1306070545 PCMH : Y BC : Y Accepting New Patients : N A119007 Mid-Valley Comprehensive Health Center Shahin, George (M) NPI : 1124108212 PCMH : Y BC : Y Accepting New Patients : N A91168 Mid-Valley Comprehensive Health Center Zaky, Joseph Wafick (M) NPI : 1174687180 PCMH : Y BC : Y A93766 Mid-Valley Comprehensive Health Center Northeast Valley - Early Intervention 6551 Van Nuys Blvd Ste 201, Van Nuys, CA 91401 (818) 765-8656 Hours: M-F: 8:00 AM - 4:00 PM;Sat,Sun: Closed Accessibility : P,A Staff Languages : English, Spanish, American Sign Language Arabic, Armenian, Faroese, Korean INTERNAL MEDICINE - Basiratmand, Siamak (M) NPI : 1225165731 PCMH : Y BC : N A60474 Mid-Valley Comprehensive Health Center Bekker-Nemirovsky, Alisa (F) NPI : 1982824181 PCMH : Y BC : N A94054 Mid-Valley Comprehensive Health Center Campa, David Roland (M) NPI : 1639170228 PCMH : Y BC : Y G69616 Mid-Valley Comprehensive Health Center Chang, Mindy (F) NPI : 1689686669 PCMH : Y BC : Y A80917 Mid-Valley Comprehensive Health Center Chin, Mun Koon (F) NPI : 1639337256 PCMH : Y BC : Y A44113 Mid-Valley Comprehensive Health Center Lin, Sunny Tsz-Ching (F) NPI : 1710011648 PCMH : Y BC : N A68960 Mid-Valley Comprehensive Health Center FAMILY PRACTICE - Galat, Absalon Garvida (M) NPI : 1891050753 PCMH : Y BC : N A129510 Health Care LA IPA Northeast Valley Health Corporation - Pediatric Health And WIC Center 7138 Van Nuys Blvd, Van Nuys, CA 91405 (818) 778-6240 Hours: Mon - Sat: 8:00 am - 5:00 pm;Sun: Closed Accessibility : R,P,A Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean INTERNAL MEDICINE - Kaldas, Kirsten Ashley (F) NPI : 1295024081 PCMH : Y BC : Y 20A12616 Mid-Valley Comprehensive Health Center PEDIATRICS - Kalu, Chioma Anuli (F) NPI : 1336387018 PCMH : Y BC : Y A102218 Health Care LA IPA Lee, James Heaysung (M) NPI : 1619119187 PCMH : Y BC : Y A115680 Health Care LA IPA Levgur-Fields, Hadar (F) NPI : 1306847181 PCMH : Y BC : Y A86281 Health Care LA IPA Yung, Siyi Zhang (F) NPI : 1790042851 PCMH : Y BC : N Accepting New Patients : N A127762 Health Care LA IPA Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean Van Nuys Medical & Mental Health Services 6265 Sepulveda Blvd Ste 9, Van Nuys, CA 91411 (818) 779-0555 Hours: M,Tu,W,F,Sat,Sun: Closed;Th: 8:00 am - 4:00 pm Accessibility : A Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean GENERAL PRACTICE - Katukota, Vijaya Kumari (F) NPI : 1225218522 PCMH : Y BC : N A38220 Employee Health Systems Medical Group A38220 Angeles IPA A Medical Corporation Yadegari, Michel (M) NPI : 1023293016 PCMH : Y BC : N A100335 Employee Health Systems Medical Group Staff Languages : English, Spanish, American Sign Language, Arabic, Armenian, Faroese, Korean GENERAL PRACTICE - Katukota, Vijaya Kumari (F) NPI : 1225218522 PCMH : Y BC : N A38220 Preferred IPA of California PEDIATRICS  - Daneshrad, Pegah (F) NPI : 1467453282 PCMH : Y BC : Y A68411 Health Care LA IPA Watkins, Chawn Elizabeth (F) NPI : 1932146719 PCMH : Y BC : N C53380 Health Care LA IPA

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Vigilance Health will be a presenter along with Dr. Anthony Fauci, Dr. Farzad Mostashari, and Dr. David Nash, MBA founding dean of Jefferson College of Population Health (JCPH) along with many more at the “Virtual Summit on Health System Recovery from the COVID-19 Pandemic.”

The summit will engage leading health system experts in a real-time dialogue on Pandemic Recovery and the Future of Health Care in America.

Vigilance Health was invited to discuss the success of Population Health Services from the field and how these services support a rapid recovery from COVID-19 Pandemic.

Click the link below and join us at the Virtual Summit for some fascinating insight and​​​​​​takeaways. Vigilance Health's presentation is scheduled for Thursday, June 25th at 1:15 pm EDT.

Health care Providers register at no cost: https://healthsystemcovidrecovery.com/caretakers/

Other Registration: https://healthsystemcovidrecovery.com/registration/

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[vc_row equal_height="yes" content_placement="middle" hide_on_mobile="true" css=".vc_custom_1527101818067{margin-top: 80px !important;}"][vc_column width="2/3"][ut_header style="pt-style-1" align="global" title="LET'S START A CONVERSATION!" lead_margin_top="20px"]Vigilance Health is ready to lead you into the future of Value-Based Healthcare. We're here to provide you with more information, answer any questions you may have, and create an effective solution for your value-based care delivery and reimbursement needs.[/ut_header][ut_custom_shortcode][contact-form-7 id="3627" title="Contact Form"][/ut_custom_shortcode][/vc_column][vc_column width="1/3" css=".vc_custom_1502897143793{margin-left: 50px !important;}"][ut_service_column_vertical shape="rounded" align="left" link_icon="no" headline_color="#333333" icon="fa fa-envelope-o" color="#ffffff" background="#00aae0" headline="MAIL US" link="url:mailto%3Ahie%40vigilancehit.com|title:hie%40vigilancehit.com|target:%20_blank|"][/ut_service_column_vertical][ut_service_column_vertical shape="rounded" align="left" link_icon="no" headline_color="#333333" icon="fa fa-phone" color="#ffffff" background="#00aae0" headline="CALL US" link="url:tel%3A800-700-2709|title:TOLL%20FREE%20%7C%20(800)%20700-2709||"][/ut_service_column_vertical][/vc_column][/vc_row][vc_row equal_height="yes" content_placement="middle" hide_on_desktop="true" hide_on_tablet="true" css=".vc_custom_1503093972496{margin-top: -50px !important;margin-bottom: -50px !important;}"][vc_column][ut_header style="pt-style-2" align="center" title="LET'S START A CONVERSATION!" lead_margin_top="20px"]Vigilance Health is ready to lead you into the future of Value-Based Healthcare. We're here to provide you with more information, answer any questions you may have, and create an effective solution for your value-based care delivery and reimbursement needs.[/ut_header][ut_custom_shortcode][contact-form-7 id="334" title="contact"][/ut_custom_shortcode][ut_service_column_vertical shape="rounded" align="left" headline_color="#333333" icon="fa fa-envelope-o" color="#ffffff" background="#00aae0" headline="MAIL US" css=".vc_custom_1503093958998{padding-top: 50px !important;}"]hie@vigilancehit.com[/ut_service_column_vertical][ut_service_column_vertical shape="rounded" align="left" headline_color="#333333" icon="fa fa-phone" color="#ffffff" background="#00aae0" headline="CALL US"]TOLL FREE | (800) 700-2709[/ut_service_column_vertical][/vc_column][/vc_row]

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The following infographic depicts Medicare’s General Care Management program as well as the potential revenue an FQHC and RHC can generate annually for providing these services to their patients. By reimbursing community health centers, Medicare is incentivizing better management of chronic conditions to reduce healthcare costs, increase quality of care, and improve patient health outcomes.

Review this healthcare infographic for information about this leading value-based, population health management program.[/vc_column_text][/vc_column][vc_column width="1/6"][/vc_column][/vc_row][/vc_section][vc_row css=".vc_custom_1528129724013{margin-left: -20px !important;}"][vc_column][ut_animated_image size="full" hide_image_title="no" image="3609" css=".vc_custom_1528131149518{margin-left: 0px !important;border-left-width: 0px !important;padding-left: 0px !important;}"][/vc_column][/vc_row]

What is Remote Patient Monitoring (RPM)?

Remote Patient Monitoring (RPM) is a technology to enable monitoring of patients outside of conventional clinical settings (e.g. in home), includes data filtering, analysis, and alerting, and supports geographical scope and clinical reach. This method of clinical delivery increases access to care, improves care quality and decreases healthcare delivery costs. Monitoring programs can help keep people healthy, allow older and disabled individuals to live at home longer, and postpone the requirement for a skilled nursing facility. RPM can also serve to reduce the number of hospitalizations, readmissions, and lengths of stay in hospitals—all of which help improve quality of life and contain costs. On Nov. 2, CMS released their final rule for the FY 2018 Physician Fee Schedule, announcing:

• A standalone CPT code (99091) for remote patient monitoring, offering reimbursement for a minimum of 30 minutes per month spent interpreting patient biometric data from devices such as ECG, blood pressure, and glucose monitors.

CPT 99091 is not a newly-created code. Instead, Medicare “unbundled” it and designated it as a separately-payable service, and will now pay providers a monthly fee for delivering RPM services. The reimbursement for remote patient monitoring, effective January 1, 2018, is a significant departure from previous policy. In the past, CMS only offered reimbursements for live, audio-visual or virtual visits. So it is a welcomed change and an important first step toward widespread adoption of RPM. This service complements ongoing care management services and can be billed alongside other chronic care and behavioral health codes focused on long-term patient and condition management.

RPM is not a Telehealth service

RPM services are not considered a Medicare Telehealth service. Instead, like a physician interpretation of an electrocardiogram or radiological image that’s been transmitted electronically, RPM services involve the interpretation of medical information without a direct interaction between the practitioner and beneficiary. As such, Medicare pays for RPM services under the same conditions as in-person physicians’ services with no additional requirements regarding permissible originating sites or use of the Telehealth place of service (POS) 02 code. RPM services do not require the use of interactive audio-video, nor must the patient be located in a rural area, and the patient can receive RPM services in their home. These new remote monitoring innovations are changing the way healthcare is delivered—and they’re improving outcomes—which is one of the key measures driving payments and reimbursements in today’s value-based landscape. Key takeaways from CMS guidance on how to get credit for this activity:

• Clinicians can provide ongoing guidance and assessments for patients outside of in-office visits using digital tools, including the collection and use of patient generated health data.
• Clinicians must use health technology platforms and devices that gather patient data as part of an “active feedback loop” which CMS defines as “providing PGHD in real or near-real time to the care team, or generating clinically endorsed real or real-time automated feedback to the patient.”
• Platforms and devices used for this improvement activity must be, at a minimum, “endorsed and offered clinically by care teams to patients to automatically send ongoing guidance (one way).”
• CMS makes a distinction between technologies covered by this activity, versus “passive platforms or devices” that collect but do not transmit PGHD in real-time. The latter is not eligible technology under this activity.

Clinicians conducting this activity will be eligible for a 10 percent bonus in the MIPS category of “Advancing Care Information” (ACI) when they incorporate patient generated health data and provide patients access to their health information and educational resources. We applaud CMS for incentivizing the use of more “active devices” that inform the patient or their care team about critical changes to the patient’s health, such as their adherence to a medication or treatment, so the care team can react and intervene in a more timely manner. Providers should act now to embrace this landmark shift by Medicare to directly pay for RPM services on a monthly recurring basis. These policy updates reflect CMS’ continuing effort to incentivize providers for adopting and integrating innovative technologies and services as it pushes for the transition to value-based care and improved population health management. For more detailed guidance on this reimbursable service within your practice, please contact us here to schedule a complimentary consultation with a Vigilance Health RPM specialist.  

The rise of chronic disease

When the traditional model of medicine was established, the primary health problems were acute infectious diseases: tuberculosis, typhoid, and pneumonia. At that time, the “one doctor, one cause, one treatment” paradigm was effective at restoring health for these types of health problems. Today, non-communicable diseases such as heart and respiratory disease, cancer, obesity and diabetes are responsible for an estimated two-thirds of premature deaths around the world. Effectively treating these conditions requires a collaborative care model and health care coaching is a key component. Consider these statistics:

• Seven of ten deaths in the United States are caused by chronic disease.
• In America, one in two have a chronic disease; one in four have multiple chronic diseases
• Since 1994, children with chronic disease more than doubled (from 13% to 27%)
• The United Nations estimates—on top of the social and psychological burdens of chronic disease—the cumulative loss to the global economy could reach $47 trillion by 2030 if things remain status quo.
• Although chronic diseases are often multifactorial, an estimated 85 percent of chronic disease can be explained by factors other than genetics.

The need for change

It’s clear that chronic disease is the single biggest threat to our health today. More than anything else, behavior change is needed if we want to prevent and reverse chronic disease. According to the CDC, the top five behaviors for preventing chronic disease include not smoking, getting regular physical activity, consuming moderate amounts of alcohol or none at all, maintaining a normal body weight, and obtaining sufficient sleep daily. But as of 2013, only 6.3 percent of Americans engage in all five of these health-promoting behaviors. Why? Because change is hard. It’s not that people don’t want to change and improve their quality of life, they just don’t know how to do it successfully over the long term. The truth is, most people need help creating healthier habits and lifestyle changes.

What is Health or Wellness Coaching?

Health coaching is often defined as helping patients gain the knowledge, skills, tools and confidence to become active participants in their care so that they can reach their self-identified health goals. Trained health coaches use evidence-based conversation techniques, clinical interventions and strategies to actively and safely engage patients in health behavior change, especially those with one or more chronic conditions. The Centers for Disease Control and Prevention define wellness as "the degree to which one feels positive and enthusiastic about life”. Health or wellness coaching is a process that facilitates healthy, sustainable behavior change by challenging a client to develop their inner wisdom, identify their values, and transform their goals into action. They utilize the principles from positive psychology and appreciative inquiry, and the practices of motivational interviewing, goal setting and accountability. The familiar adage “Give a man a fish, and he eats for a day. Teach a man to fish, and he eats for a lifetime,” illustrates the difference between rescuing a patient and coaching a patient. In acute care, rescuing makes sense: surgery for acute appendicitis or antibiotics for pyelonephritis. For chronic care, patients need the knowledge, skills and confidence to participate in their own care. Otherwise, the effectiveness of treatment is limited.

Why can’t doctors help with behavior change? 

Simply put, physicians lack the time and training. The average visit with a primary care physician lasts 10 to 12 minutes—barely enough time to review the patient’s current medications, ask them about new symptoms, and prescribe a new drug. It’s not even close to the amount of time necessary to identify areas for improvement, assess a patients diet, behavior, and lifestyle. Even if they make the time during a visit, how are they going to provide the support necessary for sustaining these changes? The reality is, most doctors, nurses, and physician assistants aren’t trained in behavior change. Instead, they are trained in the “expert” model of care, where they simply tell patients what to do and expect them to do it. This approach works for acute health issues, but fails for long-term behavioral changes like managing stress, starting an exercise routine, or losing weight. For most people, information itself does not change behavior. Also, there aren't enough physicians to address the problem. It’s estimated that we'll have a significant shortage of primary care physicians by the year 2025. If that’s true, we’ll need them to practice at the top of their license and focus on activities specific to their training; like interpreting lab results, making diagnoses, and recommending treatment plans. Finally, health and wellness coaches are an incredible asset to any clinical practice. But unfortunately, most clinics lack the staff, training and technology to support these efforts. They don’t have the infrastructure in place to effectively treat patient health before, after, and in-between care encounters.

Here’s where we can help.

Vigilance Health care managers are trained in healthcare coaching and motivational interviewing techniques to effectively help patients become partners in their own care and empower them to make positive changes to their health. Our suite of services compliment—rather than replace—a physicians supporting staff, and don’t require upfront costs, staff increases or capital investments. The Vigilance care team performs as an extension of a private practice or health system, brings with them today’s leading population health and care management technologies, and provides care programs that address patient health in-between visits as part of our care management program. This not only helps free up physician time and improve patient care, it offers health care organizations a low-risk way to gain experience and proficiency with population health management and value-based reimbursement models. Moreover, partnering with Vigilance Health will help create several new revenue streams to make this transition with the least amount of financial and operational discomfort. For detailed guidance on how to begin the transition to value-based care using the Vigilance Health Chronic Care Management program, please contact us here to schedule a complimentary consultation with a Vigilance Health Care Management Specialist.  

The state of American health care is simply unsustainable and reform is desperately needed. Costs are rising faster in the United States than anywhere else, and Health care is now a shocking 18 percent of our national GDP. That figure is nearly double the global average and represents approx. $3.2 trillion dollars in health care spending. Unfortunately, that means medical costs for a family of four (assuming employer-provided PPO insurance) have increased nearly 180 percent since 2002. But household income has barely moved since then, which means American families are diverting more and more of their hard-earned dollars toward health care. BUT THERE IS A SOLUTION... Population Health Management (PHM) and Value-Based Care (VBC) WHAT IS POPULATION HEALTH MANAGEMENT? It is collecting and analyzing patient data, aggregating it to segment the patient population and stratifying risk (into low risk, rising risk, and high risk), transforming that data into a single, actionable patient record, uncovering and filling gaps in care, aligning physicians, coordinating care, optimizing efficiency and reducing costs. PRIMARY BENEFITS: Improving clinical and financial outcomes, reducing the onset of disease, slowing disease progression, and helping patients live happier, healthier lives. WHAT IS VALUE BASED CARE? It is a healthcare delivery model in which providers, including hospitals and physicians, are paid based on patient health outcomes rather than volume of services provided. Under value-based care agreements, providers are rewarded for helping patients improve their health, reduce the effects and incidence of chronic disease, and live healthier lives. Value-based care differs from a fee-for-service or capitated approach, in which providers are paid based on the amount of healthcare services they deliver. The “value” in value-based care is derived from measuring health outcomes against the cost of delivering those outcomes. PRIMARY BENEFITS: Patients spend less money to achieve better health. Providers become more efficient and provide superior quality care resulting in greater patient satisfaction. Payers control costs and reduce risk by spreading it across a larger patient population. Suppliers align prices with positive patient outcomes and reduced care costs. We become a healthier society while reducing overall healthcare costs. AS MORE HEALTHCARE PAYERS ADOPT VALUE-BASED PAYMENT MODELS, PROVIDERS MUST ADVANCE THEIR POPULATION HEALTH MANAGEMENT STRATEGIES. But healthcare organizations navigating the transition are faced with a dilemma: They don’t have the data, technology or human capital to support the transition, and they are not operationally structured to provide and manage care before, after and in-between visits—which is largely untouched by encounter based medicine and essential to a more effective health care system. Here's where we can help. Vigilance Health's value based care solutions provide population health management technologies combined with care management, practice transformation and quality improvement teams. We empower healthcare organizations with strategies and programs that reduce the financial burden and facilitate the transition to these new care delivery models—at a comfortable pace with the least amount of operational discomfort. Our suite of services revolve around a unique team of healthcare professionals who have skills and attributes that compliment—rather than replace—a physicians supporting staff. The Vigilance care team performs as an extension of a private practice or health system, brings with them today’s cutting edge population health and care management technologies, and provides care programs that address patient health in-between care encounters. This not only helps providers improve patient care and increase revenue, but it offers them a low-risk way to gain experience and proficiency with population health management and value-based reimbursement models without upfront costs, technology investments or additional staff. For detailed guidance on how to begin the transition to value-based care using population health management service lines, please contact us here to schedule a complimentary consultation with a Vigilance Health Population Health Management Specialist.  

Post-acute care costs the healthcare industry more than $100 billion annually and readmissions cost $30 billion to $40 billion each year. Now that healthcare has shifted to value-based reimbursement, the importance of care coordination has been elevated. When a patient is seen by multiple providers, such as a primary care physician and one or more specialty providers, that patient’s care must be coordinated between those providers to ensure that the care provided by all is efficient and effective. It has become a key feature of evolving care models (Population Health Management or PHM, and Value-Based Care or VBC) designed to avoid episodic care for patients, with a focus on preventative care, reducing the onset of disease, slowing disease progression, and helping patients build healthier habits and lifestyles. FINANCIAL IMPLICATIONS Financially, value-based care coordination can help reduce costs incurred both by the patient and the independent physician. When reimbursement is based on the quality of care rather than the quantity, your emphasis has to be on optimizing each patient visit and ensuring that your patient is knowledgeable, leaving your office with the appropriate treatment plan, and follows through with the physicians directives. Otherwise, time and money can be wasted on unnecessary repeat office visits, lab tests, and even hospital admissions. VALUE-BASED CARE COORDINATION IS NOT CASE OR DISEASE MANAGEMENT It has a much wider focus. Traditional case management or acute episode management addresses a single event with a focus on utilization, length of stay, and benefits management offering a short term impact. Traditional disease management or chronic condition management addresses a single medical condition, provides education on that condition, and self-care adherence. It has a narrow focus and limited impact. Comprehensive care coordination addresses the whole person; including management of physical and psychosocial issues, community resource referrals, care coordination, behavior modification, healthcare coaching and self-care adherence. It also offers a care transition component, an interdisciplinary team and provider engagement. The primary goal is sustainable behavior change that impacts both the patient and provider. Unlike case managers or care managers of the past, new skills are needed to produce improved results:

1. HEALTHCARE COACHING — Can be defined as helping patients gain the knowledge, skills, tools and confidence to become active participants in their own care so they can reach their self-identified health goals.
2. MOTIVATIONAL INTERVIEWING — A gentle form of counseling – which is extremely effective in fostering change in a wide range of health behaviors for all demographics. It works by activating patients own motivation for health changes which significantly improves patient engagement and facilitates a stronger adherence to their Physician’s directives.

WHAT ARE THE TYPICAL MONTHLY CHRONIC CARE MANAGEMENT ACTIVITIES?

• First priority: Ensure patient is adhering to physician’s directives
• Identify any obstacles patient may have adhering to directives
• Ensure the beneficiary’s receipt of all recommended preventative services
• Monitor the beneficiary’s condition (physical, mental, social)
• Provide education and address questions from the beneficiary, family, guardian, and/or caregiver
• Motivate patient and promote self-management and investment
• Identify and arrange needed community resources
• Communicate with home health agencies & other community providers utilized by the beneficiary
• Implementation, maintenance & modification with communication of Care Plan

WHY SHOULD PROVIDERS ENGAGE THIS NEW APPROACH TO PATIENT CARE? Health care organizations that leave now can put in place the necessary capabilities and processes that will give them first-mover advantages and increased market share, while others are left behind. And it is hard to disagree with the concept of value-based care and population health management. Done correctly, these care models achieve the Quadruple Aim, improve the patient experience of care (including quality and satisfaction), improve the health of populations, and reduce the per capita cost of health care. As Benjamin Franklin once said “An ounce of prevention is worth a pound of cure.” For more detailed guidance on how to leverage care management as a reimbursable service within your practice, please contact us here to schedule a complimentary consultation with a Vigilance Health Care Management Specialist.  

[vc_row gap="40" hide_on_tablet="true" hide_on_mobile="true" css=".vc_custom_1525461901353{margin-bottom: 0px !important;border-bottom-width: 0px !important;padding-bottom: 0px !important;}"][vc_column][vc_row_inner][vc_column_inner][vc_custom_heading text="MORE THAN A CAREER" font_container="tag:h6|text_align:center|color:%2300aae0" use_theme_fonts="yes" text_transform="uppercase" css=".vc_custom_1525724344404{margin-bottom: 10px !important;padding-top: 105px !important;}"][ut_header style="pt-style-2" align="center" title="AN OPPORTUNITY TO CHANGE LIVES."]At Vigilance, every day is a chance to make a meaningful difference in people's lives. Our team of physicians, nurses, nursing assistants, care managers and more—pursue the mission to help our providers improve the health and lives of their patients, care givers, and family members. Vigilance is looking for extraordinary people to join our rapidly growing team. We offer an inspirational, fun, innovation-driven work environment. Our team members enjoy great pay, benefits and perks, but they also value the opportunity to learn from some of the most passionate and driven people in the industry. If you share our obsession with patient satisfaction and patient improvement, as well as our absolute focus on changing healthcare by enhancing the experience of both the patient and healthcare providers, then we invite you to send us your application today![/ut_header][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_row gap="20" hide_on_desktop="true" hide_on_tablet="true" css=".vc_custom_1525115562627{margin-top: -60px !important;border-top-width: 0px !important;padding-top: 0px !important;}"][vc_column][vc_row_inner css=".vc_custom_1524864390653{margin-bottom: 0px !important;border-bottom-width: 0px !important;padding-bottom: 0px !important;}"][vc_column_inner][vc_custom_heading text="MORE THAN A CAREER" font_container="tag:h6|text_align:center|color:%2300aae0" use_theme_fonts="yes" text_transform="uppercase" css=".vc_custom_1525724344404{margin-bottom: 10px !important;padding-top: 105px !important;}"][ut_header style="pt-style-2" align="center" title="AN OPPORTUNITY TO CHANGE LIVES."]At Vigilance, every day is a chance to make a meaningful difference in people's lives. Our team of physicians, nurses, nursing assistants, care managers and more—pursue the mission to help our providers improve the health and lives of their patients, care givers, and family members. Vigilance is looking for extraordinary people to join our rapidly growing team. We offer an inspirational, fun, innovation-driven work environment. Our team members enjoy great pay, benefits and perks, but they also value the opportunity to learn from some of the most passionate and driven people in the industry. If you share our obsession with patient satisfaction and patient improvement, as well as our absolute focus on changing healthcare by enhancing the experience of both the patient and healthcare providers, then we invite you to send us your application today![/ut_header][/vc_column_inner][/vc_row_inner][/vc_column][/vc_row][vc_section full_width="" css=".vc_custom_1525735513187{margin-top: 0px !important;margin-right: 0px !important;margin-left: 0px !important;border-top-width: 0px !important;border-right-width: 0px !important;border-left-width: 0px !important;padding-top: 0px !important;padding-right: 0px !important;padding-left: 0px !important;}"][vc_row full_width="" gap="20"][vc_column][vc_column_text][jobpost posts][/vc_column_text][/vc_column][/vc_row][/vc_section]