RHIA dumps with test questions are for you if you have no time to read books

killexams.com offers legitimate and forward-thinking RHIA free pdf with Actual Registered Health Information Administrator (AHIMA RHIA) 2023 Exam Questions and Answers for new subjects of Healthcare RHIA Exam. Practice our RHIA test questions and Answers to Improve your insight and finish your test with High Marks. We ensure your accomplishment in the Test Center, veiling every one of the subjects of RHIA test and assembling your Knowledge of the RHIA test. Pass 4 sure with our right inquiries.

Exam Code: RHIA Practice exam 2023 by Killexams.com team
RHIA Registered Health Information Administrator (AHIMA RHIA) 2023

Exam : RHIA

Exam Name : Registered Health Information Administrator(R)

Questions : 180

Question Type : multiple choice

Scored : 160

Unscored : 20

Exam Time : 4 hours

Domain 1 – Data Content, Structure & Standards (Information Governance) (18-22%)


A. Classification Systems

A1. Code diagnosis and procedures according to established guidelines

B. Health Record Content & Documentation

B1. Ensure accuracy and integrity of health data and health record documentation (paper or electronic)

B2. Manage the contents of the legal health record (structured and unstructured)

B3. Manage the retention and destruction of the legal health record

C. Data Governance

C1. Maintain data in accordance with regulatory requirements

C2. Develop and maintain organizational policies, procedures, and guidelines for management of health information

D. Data Management & Secondary Data Sources

D1. Manage health data elements and/or data sets

D2. Assist in the maintenance of the data dictionary and data models for database design

D3. Manage and maintain databases (e.g., data migration, updates)

Domain 2 – Information Protection: Access, Disclosure, Archival, Privacy & Security (23-27%)


A. Health Law

A1. Maintain healthcare privacy and security training programs

A2. Enforce and monitor organizational compliance with healthcare information laws, regulations and standards (e.g., audit, report and/or inform)

B. Data Privacy, Confidentiality, and Security

B1. Design policies and implement privacy practices to safeguard Protected Health Information

B2. Design policies and implement security practices to safeguard Protected Health Information

B3. Investigate and resolve healthcare privacy and security issues/breaches

C. Release of Information

C1. Manage access, disclosure, and use of Protected Health Information to ensure confidentiality

C2. Develop policies and procedures for uses and disclosures/redisclosures of Protected Health Information

Domain 3 – Informatics, Analytics & Data Use (22-26%)


A. Health Information Technologies

A1. Implement and manage use of, and access to, technology applications

A2. Evaluate and recommend clinical, administrative, and specialty service applications (e.g., financial systems, electronic record, clinical coding)

B. Information Management Strategic Planning

B1. Present data for organizational use (e.g., summarize, synthesize, and condense information)

C. Analytics & Decision Support

C1. Filter and/or interpret information for the end customer

C2. Analyze and present information to organizational stakeholders

C3. Use data mining techniques to query and report from databases

D. Healthcare Statistics

D1. Calculate healthcare statistics for organizational stakeholders

D2. Critically analyze and interpret healthcare statistics for organizational stakeholders (e.g., CMI)

E. Research Methods

E1. Identify appropriate data sources for research

F. Consumer Informatics

F1. Identify and/or respond to the information needs of internal and external healthcare customers

F2. Provide support for end-user portals and personal health records

G. Health Information Exchange

G1. Apply data and functional standards to achieve interoperability of healthcare information systems

G2. Manage the health information exchange process entity-wide

H. Information Integrity and Data Quality

H1. Apply data/record storage principles and techniques associated with the medium (e.g., paper-based, hybrid, electronic)

H2. Manage master person index (e.g., patient record integration, customer/client relationship management)

H3. Manage merge process for duplicates and other errors entity-wide (e.g., validate data sources)

Domain 4 – Revenue Management (12-16%)


A. Revenue Cycle & Reimbursement

A1. Manage the use of clinical data required in reimbursement systems and prospective payment systems (PPS)

A2. Optimize reimbursement through management of the revenue cycle (e.g., chargemaster maintenance, DNFB, and AR days)

B. Regulatory

B1. Prepare for accreditation and licensing processes [e.g. Joint Commission, Det Norske Veritas (DNV), Medicare, state regulators]

B2. Process audit requests (e.g., RACs or other payors, chart review)

B3. Perform audits (e.g., chart review, POC)

C. Coding

C1. Manage and/or validate coding accuracy

D. Fraud Surveillance

D1. Participate in investigating incidences of medical identity theft

E. Clinical Documentation Improvement

E1. Query physicians for appropriate documentation to support reimbursement

E2. Educate and train clinical staff regarding supporting documentation requirements

Domain 5 – Leadership (12-16%)


A. Leadership Roles

A1. Develop, motivate, and support work teams and/or individuals (e.g., coaching, mentoring) A2. Organize and facilitate meetings

A3. Advocate for department, organization and/or profession

B. Change Management

B1. Participate in the implementation of new processes (e.g., systems, EHR, CAC)

B2. Support changes in the organization (e.g., culture changes, HIM consolidations, outsourcing)

C. Work Design & Process Improvement

C1. Establish and monitor productivity standards

C2. Analyze and design workflow processes

C3. Participate in the development and monitoring of process improvement plans

D. Human Resources Management

D1. Perform human resource management activities (e.g., recruiting staff, creating job descriptions, resolving personnel issues)

E. Training & Development

E1. Conduct training and educational activities (e.g. HIM systems, coding, medical and institutional terminology, documentation and regulatory requirements)

F. Strategic & Organizational Management

F1. Monitor industry trends and organizational needs to anticipate changes

F2. Determine resource needs by performing analyses (e.g., costbenefit, business planning)

F3. Assist with preparation of capital budget

G. Financial Management

G1. Assist in preparation and management of operating and personnel budgets

G2. Assist in the analysis and reporting on budget variances

H. Ethics

H1. Adhere to the AHIMA code of ethics

I. Project Management

I1. Utilize appropriate project management methodologies

J. Vendor/Contract Management

J1. Evaluate and manage contracts (e.g., vendor, contract personnel, maintenance)

K. Enterprise Information Management

K1. Develop and support strategic and operational plans for entity-wide health information management

Registered Health Information Administrator (AHIMA RHIA) 2023
Healthcare Administrator mock
Killexams : Healthcare Administrator mock - BingNews https://killexams.com/pass4sure/exam-detail/RHIA Search results Killexams : Healthcare Administrator mock - BingNews https://killexams.com/pass4sure/exam-detail/RHIA https://killexams.com/exam_list/Healthcare Killexams : Clinical Practice Guidelines and Healthcare Decisions: Credibility Gaps and Unfulfilled Promises?

As clinical practice guidelines (CPG) development has gained momentum, so has skepticism about their effectiveness. Improvements in CPG development methods are creating better tools for decision making, but are they having the desired impact? There are concerns about the gap between actual practice and what guidelines recommend. Gaps exist, both at the clinical and policy levels. At the clinical level, there is some evidence that CPGs influence practice, but their effects on practice patterns and outcomes are modest.[1] This has led some to question their utility and even cost-effectiveness as healthcare interventions.[2,3] Despite the greater investment in CPGs, and their increased rigor, which ensures that recommendations are valid and evidence-based, uptake of CPGs is lower than expected. In response, the focus is shifting from 'getting the evidence straight' to 'research transfer'—identifying reasons for the gap between evidence and clinical practice—and designing interventions to address the gap.

To be useful, CPGs need to inform the clinician about appropriate practice. Recommendations can be made more accessible within a clinical environment by improving the format or mode of presentation. They should be better contextualized, so that recommendations can be fitted to specific local circumstances, with sufficient flexibility to allow legitimate differences in interpretation. They should also be made more sensitive to the social culture of medical practice, by fostering a sense of ownership and accountability in those intended to use them, resulting from participatory processes.[4,5] Improvement in the uptake of CPGs is being actively pursued by different groups. The contrast between the extremely rigorous evidence-based CPGs produced by Cancer Care Ontario[6] and the more accessible expert consensus algorithms of the National Comprehensive Cancer Network (NCCN)[7] highlight different philosophical approaches to producing effective guidelines. recent innovative processes for CPG adaptation are intended to address issues of local buy-in within local practice contexts.[4] The tools offered by the US Guideline Clearinghouse[8] allow users to contrast recommendations on the same syllabu from different CPGs, thus providing more opportunity for considering local contexts and circumstances. Finally, there is growing awareness of the potential benefits of adopting from the business community the 'communities of practice' concept.[9]

These areas of potential improvement are characterized by common assumptions about how clinical healthcare is practiced—one patient at a time, negotiating with one provider at a time about the intervention(s) that best serve the patient in relation to outcome, and within a defined system of care. In the early phases of the CPG movement the ultimate goal was to Excellerate healthcare for individual patients and to offer choices to patients and providers within an evidence-based framework. At that time, CPGs were being promoted as clinical tools (not rules) for decision making. They were intended to assist practitioners (and patients) in making decisions about the healthcare of individuals. In our experience, initial resistance to CPGs by practitioners has been gradually eroded as they have seen the advantages of such tools, and have been reassured that CPGs would not be abused as primarily cost-saving devices.[6] Meanwhile, healthcare administrators and insurers were hopeful that this approach would produce a spin-off benefit in cost savings. The hypothesis was that many healthcare decisions are unsupported by strong evidence, and that many unnecessary practices would be discouraged. Increasing awareness of unexplained and unnecessary variations in practice within and across geographically separate communities gave hope that practice choices would be narrowed, thereby reducing costs. However, the promise of this scenario has not generally materialized. If anything, expensive technological diagnostic and treatment advances have been validated as effective, leading many policy makers to doubt the sustainability of increasing expenditure on healthcare.

Thus, policy makers in several countries have used so called 'clinical guidelines' as instruments for rationing healthcare services. Ministries of Health, or equivalent governmental agencies in publicly funded systems (e.g. in Canada, the UK, New Zealand, the Netherlands and France) and Medicare in the US are exploring the use of such tools to evaluate value for money and decide what services they can afford to offer at the population level.[10,11] There has been widespread failure to implement these strategies, leading to a gap between evidence and policy. Reasons that have been suggested include empirical information problems, institutional decision-making structures, and a lack of workable methodologies for eliciting values from a population of heterogeneous stakeholders and incorporating them into healthcare decisions.

CPGs comprise an evolving healthcare technology that needs to be continuously improved. Health services researchers are now addressing some issues that might explain the gaps and their unfulfilled promise. It is hoped that CPG effectiveness will Excellerate as we learn more about how they should be used, and implement refinements. If clinical decision making is complex, then population-based decision making is even more so. Individual and societal values, competing interests, political, financial and social circumstances, as well as evidence, can affect both clinical and policy decisions, but the non-evidentiary elements of decision making play a relatively greater role at the population level.

If CPGs are to fulfill their promise of promoting better and more affordable healthcare for individuals and populations, we need to ensure that we keep our promise to use them appropriately. If we promote each CPG as an 'enabling' tool to assist decision making by the practitioner and the patient, we cannot then abuse it as a 'controlling' tool to legislate practice or set reimbursement policies.[12] Otherwise, declining trust will erode the gains made in acceptance of CPGs.

It is naive to assign the responsibility for implementing guidelines to those commissioned to develop them. CPGs are tools, which are available to organizations that have the accountability for monitoring and defining appropriate practice within their jurisdiction. Rather than pointing fingers at CPG developers, those who can benefit from CPGs should take a more active role in their local implementation. The traditional oncology 'tumor group' is a promising means for local modification and implementation of cancer-related CPGs; it is a well recognized, multidisciplinary entity that has traditionally functioned as a quality control mechanism for clinical decision making at the local or institutional level, usually through individual case review.[13] Such multidisciplinary groups have contributed to CPG development,[5,6] and to health policy decision making.[14] Exploring these broader emerging roles for tumor groups within revised clinical governance models might enhance local CPG implementation strategies.[15]

The promise of CPGs will be realized as the research transfer agenda matures. As we recognize the importance of attending to more than scientific rigor in evaluating CPGs, we will build on the capacity of decision makers to participate in CPG development. We must realize and 'live the values' of transparency within ethical frameworks that distinguish between healthcare decisions at the clinical and population levels.

CLICK HERE for subscription information about this journal.

Fri, 18 Aug 2023 12:00:00 -0500 en text/html https://www.medscape.com/viewarticle/514624
Killexams : Pennsylvania finalizes multistate license practice for nurses

Pennsylvania Gov. Josh Shapiro and his administration took key steps to begin implementing the Nurse Licensure Compact across the state, according to an Aug. 22 news release. 

The goal is to release some of the strain on the healthcare workforce by allowing nurses with multistate licenses to practice without barriers. 

"Allowing nurses who have a compact license from another state to start work without unnecessary bureaucratic hoops to jump through is a great first step," Pennsylvania State Sen. Lisa Boscola, who sponsored the state bill, said in the release. "I will continue to work to ensure this compact is fully implemented in Pennsylvania because our nurses deserve the full benefits of being a compact state."

Leaders from multiple state healthcare associations including The Hospital and Healthsystem Association of Pennsylvania and the Pennsylvania Association of Staff Nurses and Allied Professionals applauded the administration for taking these steps. 

The new law will go into effect Sept. 5.

Wed, 23 Aug 2023 10:08:00 -0500 en-gb text/html https://www.beckershospitalreview.com/nursing/pennsylvania-finalizes-multistate-license-practice-for-nurses.html
Killexams : Cincinnati weather: When is it too hot to practice outside? Ohio, KY differ on guidelines No result found, try new keyword!Get all the news you need in your inbox each morning. What is the Wet Bulb Globe Temperature? Knowing the safe temperatures and conditions for athletes to compete isn't just ... Wed, 23 Aug 2023 11:33:20 -0500 en-us text/html https://www.msn.com/ Killexams : Shapiro administration to allow nurses from more than 30 states to practice in PA No result found, try new keyword!Currently, nurses who want to practice in Pennsylvania need to get licensed by the state’s Board of Nursing. That process can take months. Tue, 22 Aug 2023 08:07:00 -0500 en-us text/html https://www.msn.com/ Killexams : St. Mary’s Healthcare names new director of specialty care, ambulatory nurse practice
Woman in blue jacket

Nichole Mello, the new director of specialty care and ambulatory nurse practice at St. Mary’s Healthcare in Amsterdam.

AMSTERDAM — St. Mary’s Healthcare has appointed Nichole Mello as the new director of specialty care and ambulatory nurse practice.

Jeffrey Methven, president and CEO at St. Mary’s, said the position is critical to ensuring quality care and the best possible outcomes and experience for patients. Mello developed and led efforts to Excellerate care and enhance patient experience in past leadership roles at Saratoga Hospital.

“Nichole is an ideal choice for this position and an asset both to the St. Mary’s team and the community we serve,” said Methven in a prepared statement.

Bringing over a decade of clinical and leadership experience to the new role, Mello will oversee operations of specialty medical practices, provide clinical leadership for physician offices and lead nursing practice activities at physician and outpatient locations for St. Mary’s.

Mello, a registered nurse, joins St. Mary’s after holding positions of increasing responsibility at Saratoga Hospital. She previously served as manager of population health and engagement and most recently was director of nursing for Saratoga Hospital Medical Group.

After graduating from SUNY Adirondack, Mello earned her bachelor’s degree in nursing and master’s in nursing administration from Empire State College. She is a Certified Professional in Healthcare Quality and a member of the American Academy of Ambulatory Care Nursing.

Mello is the latest staffer from Saratoga Hospital to join St. Mary’s following the appointment of Kristin Mosher as the new director of marketing and communications earlier this month.

“Kristin brings an invaluable combination of strengths to St. Mary’s — exceptional marketing and communications skills, a track record of success, and an appreciation of the vital role of a community hospital,” said Methven in a prepared statement.

Originally from Johnstown, Mosher has over a decade of integrated marketing experience with healthcare organizations. She most recently served as director of marketing and communications at Saratoga Hospital where she oversaw the expansion of digital marketing efforts.

Methven also came from Saratoga Hospital when he was named the new president and CEO of St. Mary’s at the end of last year. He held various leadership roles over the course of nearly 20 years at Saratoga Hospital where he ended his tenure as executive vice president.

A nationwide search led the St. Mary’s Board of Trustees to select Methven to succeed Scott Bruce, who retired as president and CEO after an over 25 year career at St. Mary’s.

Other recent openings for leadership roles at St. Mary’s were filled from within. Patricia “Trish” Sanders was named vice president of operations and chief operating officer at the beginning of the year. She previously served as vice president of nursing and chief nursing officer.

Raquel “Rocky” Parisi was simultaneously promoted to vice president of nursing and chief nursing officer to fill the position previously held by Sanders. Both Sanders and Parisi are long-time employees of St. Mary’s.

Reach Ashley Onyon at [email protected] or @AshleyOnyon on Twitter.

Categories: Fulton Montgomery Schoharie, News

Sun, 20 Aug 2023 12:00:00 -0500 en-US text/html https://dailygazette.com/2023/06/26/st-marys-healthcare-names-new-director-of-specialty-care-ambulatory-nurse-practice/
Killexams : To reduce hospital staffing shortages, Pennsylvania to allow out-of-state nurses to practice

Nurses with multi-state licenses issued by 40 states will be able to practice in Pennsylvania this fall as part of an effort to address an ongoing workforce shortage, the Department of State said Tuesday. 

Beginning Sept. 5, registered nurses and licensed-practical nurses from states that are part of the Nurse Licensure Compact will be able to work in Pennsylvania without needing to obtain a Pennsylvania license. The NLC allows RNs and LPNs licensed in one compact state to work in the others. 

Previously, all nurses needed to obtain a license from the state's Board of Nursing to practice in Pennsylvania. That process can take several months, has left nurses exhausted and contributes to hospital staffing shortages.

New Jersey, Delaware, Maryland, Ohio and West Virginia are NLC members.

Though nurses from other NLC states can begin practicing in Pennsylvania early next month, nurses from Pennsylvania will not immediately be able to work in other states. Before the Board of Nursing can begin issuing multi-state licenses to Pennsylvania nurses, it must certify that it has performed FBI criminal background checks on its applicants, a process that requires FBI authorization. There is no timeline for when that will be completed.   

"The Shapiro administration is committed to ensuring that Pennsylvanians can receive top-notch care from licensed, qualified health care professionals," Secretary of the Commonwealth Al Schmidt said. "By implementing this first phase of Pennsylvania's engagement in the NLC, we are expanding opportunities for patients and providing hospitals with access to an approved, vetted group of licensed RNs and LPNs." 

Pennsylvania has been working to become an active NLC member since July 2021, when Gov. Tom Wolf signed legislation allowing the state to join the compact. 

But the law lacked language that the U.S. Department of Justice and the FBI needed to conduct and submit criminal background checks, which has stalled its execution, the Morning Call reported. The delay led to frustration among out-of-state nurses that came to Pennsylvania without realizing they still needed to apply for state certification.

By joining the NLC, Pennsylvania seeks to increase the number of nurses working in the state, thereby improving health care. 

A 2022 survey from the Hospital and Healthsystem Association of Pennsylvania found that 30% of registered nurse positions in direct care went unfilled, a 10% increase from 2019. Another report by the same organization found Pennsylvania could have a shortfall of 20,000 nurses by 2026.

This shortage has persisted since the COVID-19 pandemic, despite Pennsylvania having one of the largest concentrations of registered nurses in the country. Pennsylvania has about 100 nursing schools that graduate about 9,000 nurses per year. 

A survey conducted earlier this year by AMN Healthcare Services, Inc. found that nearly one-third of nurses are considering leaving the profession in the aftermath of the COVID-19 pandemic. The bulk of the 18,000 nurses surveyed said they were seeking increased salaries or better working conditions to help manage their stress. 

"It's critically important that we do everything we can to alleviate the hospital staffing crisis that is driving RNs from the bedside and imperiling patient care in every corner of our state," said Maureen May, president of the Pennsylvania Association of Staff Nurses and Allied Professionals. "By drawing more nurses to (Pennsylvania), the Nurse Licensure Compact will help ensure that, at this very critical time, our hospitals are amply staffed and that our nurses are able to deliver the care they want and have been trained to give."

In the wake of the COVID-19 pandemic, Pennsylvania waived some licensing requirements for health care providers, including nurses. Retired physicians, nurses and pharmacists could reactivate their licenses through the end of 2020 at no cost. In late 2021, the Federal Emergency Management Agency sent strike teams to the Pennsylvania hospitals hit hardest by COVID-19 to ease the strain on overburdened facilities. 

In June, the Pennsylvania House passed the Patient Safety Act, which specifies the number of patients that can be cared for by one nurse in different health care settings. If it's passed by the Senate and signed into law by Shapiro, Pennsylvania would be among the first states to enact specific staffing-level requirements for nurses in hospitals. 

Though some hospital leaders have opposed the bill, saying it will further exacerbate the nursing shortage, supporters like Linda Aiken, the director of the Center for Health Outcomes at the University of Pennsylvania, told the Inquirer that Pennsylvania's participation in the NLC will address that issue by bringing more nurses to the state. 

Wed, 23 Aug 2023 04:33:00 -0500 text/html https://www.phillyvoice.com/pennsylvania-nurse-license-shortage-nlc-/
Killexams : Shapiro administration to allow additional licensed nurses to practice in Pennsylvania No result found, try new keyword!Secretary of the Commonwealth Al Schmidt has announced that Pa. is taking the first steps to implement the Nurse Licensure Compact. Starting Sept. 5, registered nurses (RN) and licensed practical ... Tue, 22 Aug 2023 03:40:21 -0500 en-us text/html https://www.msn.com/ Killexams : AI's Role in Modern Healthcare: A Closer Look at Clinical Practice

DUBLIN, Aug. 11, 2023 /PRNewswire/ -- The "Artificial Intelligence (AI) in Clinical Practice" report has been added to ResearchAndMarkets.com's offering.

This report delves into the use of AI in clinical practice and its potential to revolutionize healthcare by enhancing diagnoses, treatment, and clinical workflows.

Enhancing Healthcare Through AI:

Artificial intelligence (AI) is poised to reshape healthcare by streamlining clinical workflows, addressing staffing challenges, and improving patient diagnoses and treatment. This report investigates the application of AI in clinical practice across the eight major pharmaceutical markets: US, France, Germany, Italy, Spain, UK, Japan, and China.

Key Drivers of AI in Clinical Practice:

The report identifies several key drivers that highlight the potential of AI in clinical practice:

  • AI is becoming an integral part of healthcare provision.
  • China is emerging as a leader in adopting AI in healthcare.
  • Physicians with prior AI experience are more supportive of AI integration in clinical practice.
  • AI is more comfortably used for administrative tasks than direct patient care.
  • Healthcare professionals (HCPs) with AI experience are more at ease with personalized AI messaging from sales representatives.
  • Patients' comfort with AI support for clinical decisions is higher among those who have prior AI experience.
  • AI's benefits will require time and strategic implementation.
  • AI is a technology with the potential to mitigate healthcare inflation.

Scope of the Report:

The report combines data from secondary sources and primary research, including insights from healthcare industry professionals, key opinion leaders (KOLs), and physicians specializing in various therapy areas. The research was conducted between March and June 2023. The study's objectives encompass evaluating the current use of AI in clinical practice, capturing physicians' opinions on AI, identifying areas where AI can optimize clinical practice, exploring future AI prospects, and investigating AI's applications beyond clinical practice.

Key Highlights:

The report underscores that AI is poised to transform healthcare by enabling improved patient care and clinical processes. The adoption of AI often correlates with hands-on experience and an understanding of the technology. While AI holds significant potential for healthcare enhancement, its implementation requires responsibility and foresight.

Companies Mentioned:

The report highlights key companies playing a role in AI healthcare advancements, including National Health Service (NHS), World Health Organization (WHO), US Food and Drug Administration (US FDA), Qure.ai Technologies Inc, AstraZeneca, Deloitte, ODAIA, HEVI AI, International Organization for Standardization (ISO), and Hippocratic AI.

For more information about this report visit https://www.researchandmarkets.com/r/vk0wcs

About ResearchAndMarkets.com
ResearchAndMarkets.com is the world's leading source for international market research reports and market data. We provide you with the latest data on international and regional markets, key industries, the top companies, new products and the latest trends.

Media Contact:

Research and Markets
Laura Wood, Senior Manager

For E.S.T Office Hours Call +1-917-300-0470
For U.S./CAN Toll Free Call +1-800-526-8630
For GMT Office Hours Call +353-1-416-8900

U.S. Fax: 646-607-1907
Fax (outside U.S.): +353-1-481-1716

Logo: https://mma.prnewswire.com/media/539438/Research_and_Markets_Logo.jpg

View original content:https://www.prnewswire.com/news-releases/ais-role-in-modern-healthcare-a-closer-look-at-clinical-practice-301898701.html

SOURCE Research and Markets

© 2023 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.

Fri, 11 Aug 2023 10:38:00 -0500 text/html https://www.benzinga.com/pressreleases/23/08/n33765664/ais-role-in-modern-healthcare-a-closer-look-at-clinical-practice
Killexams : Lamoille Health Partners to acquire Family Practice Associates

Lamoille Health Partners further extends access to high-quality care services in Vermont with the addition of the Cambridge-based primary care provider to its health center network 

Vermont Business Magazine Lamoille Health Partners today announced it has entered into an agreement to acquire Family Practice Associates, an independent primary care provider located at 272 North Main Street in Cambridge, Vermont. Pending final regulatory approval, the transaction will bring a third family medicine practice location to the growing Lamoille Health Partners quality care network.

The acquisition aligns with Lamoille Health Partners' commitment to expand consumer access to health and wellness services in the Lamoille Valley to create healthy, thriving communities.

"As the only Federally Qualified Health Center (FQHC) in the county, we're relentlessly focused on our purpose to ensure everyone in the community can live their best lives," said Lamoille Health Partners President and CEO Stuart G. May. "By expanding our footprint to the western edge of the county with the planned acquisition of Family Practice Associates, we can serve more families and individuals with access to high-quality services.  We can continue to optimize care with integrated Lamoille Health Partners services, such as nutrition programs, health education, care coordination, pharmacy services, 340B discounts on medications, and medication-assisted treatment for substance use, just to name a few."

Under May's leadership, Lamoille Health Partners has grown significantly to touch the lives of more community members than ever before. Today, more than 19,000 people trust Lamoille Health Partners with their healthcare needs. The dedicated FQHC organization is recognized by the federal Health Resources and Services Administration (HRSA) and the National Committee for Quality Assurance for notable achievements in the areas of access, quality, health equity, health information technology, and COVID-19 public health emergency response. Lamoille Health Partners ranks among the top 30% of all HRSA-supported health centers nationally for best overall clinical performance.

The acquisition is expected to be completed in October 2023. Family Practice Associates will continue to serve patients in its current location with its team of health professionals and support staff and will be rebranded as Lamoille Health Family Medicine Cambridge.

"Family Practice Associates has been supported by their community and community board for nearly 5 decades. We're eager to proactively build upon that trust and extend our patient services in Cambridge to further support the needs of our neighbors," May said. "By making comprehensive primary care services more accessible, we're delivering not only premier healthcare, but also excellent value that contributes to improved outcomes and stronger economic growth in Vermont."

About Family Practice Associates:

An independent medical practice, Family Practice Associates for the past forty-eight years has been providing primary care, pediatric care, women's health, mental health screenings, chronic condition management, prevention, education, and resources to advance health and wellness. Supported by the community and their community board, Patients are cared for by a clinical team of board-certified family medicine physicians, nurse practitioners, licensed practical nurses, medical assistants, and other professional staff.

About Lamoille Health Partners:

Lamoille Health Partners is the only Federally Qualified Health Center (FQHC) in Lamoille County. Committed to high-quality, whole-person care with a superior patient experience, Lamoille Health Partners delivers on its mission to help people live their best lives by providing premier, comprehensive healthcare for everyone including: family medicine, pediatrics, dentistry, psychiatry, behavioral health, medication-assisted treatment for substance use disorders, onsite pharmacy services, and community health. Lamoille Health Partners also funds The Lamoille Health Collaborative, a partnership of community health organizations that share resources and expertise to advance population health and wellness. For more information, visit lamoillehealthpartners.org.

SOURCE MORRISVILLE, Vt., Aug. 10, 2023 /PRNewswire/ -- Lamoille Health Partners

Thu, 10 Aug 2023 03:43:00 -0500 en text/html https://vermontbiz.com/news/2023/august/10/lamoille-health-partners-acquire-family-practice-associates
Killexams : Biden administration opens new office to study long COVID response, NIH begins clinical trials

The Biden administration announced Monday it is forming a new Office of Long COVID Research and Practice to study the condition and help those who have been diagnosed with it.

The office, which will be under the Department of Health and Human Services, "is charged with on-going coordination of the whole-of-government response to the longer-term effects of COVID-19," according to a news release.

"The Office of Long COVID Research and Practice will enhance efforts being undertaken across the U.S. government to Excellerate the lives of those who continue to experience the long-term impacts of the worst public health crisis in a century," HHS Secretary Admiral Rachel Levine said in a statement.

"Bringing together the resources and expertise of federal, state, and local partners, patients, providers, researchers, and the business sector to answer the American people's most urgent calls to action," Levine said

Long COVID is a condition that occurs when patients still have symptoms at least four weeks after they have cleared the infection. In some cases, symptoms can be experienced for months or years.

The HHS estimates that anywhere from 7.7 million to 23 million Americans have developed long COVID after being infected with the virus.

PHOTO: Rebecca Schleider rests in her living room, April 27, 2023, in Stuart. Fla.

Rebecca Schleider rests in her living room, April 27, 2023, in Stuart. Fla. Schleider has lived with long COVID since contracting the virus during the first wave in 2020. "I'm too unwell to do most outside activities," said Schleider. "It's really tough. I have a lot of interests, a lot of things I'd like to do."

Crystal Vander Weit/USA Today Network

Symptoms vary and can include fatigue, difficulty breathing, headaches, brain fog, joint and muscle pain and continued loss of taste and smell, according to the Centers for Disease Control and Prevention.

A CDC survey last year found 81% of adults with ongoing symptoms of COVID lasting three months or longer -- or four out of five adults -- are experiencing limitations in their daily activities compared to before they had the virus. Additionally, 25% said they were experiencing significant limitations.

It's unclear what causes people to develop long COVID but research is ongoing.

The HHS also announced Monday that the National Institutes of Health is launching long COVID clinical trials through the RECOVER Initiative, which seeks to understand, treat and prevent long COVID.

The new clinical trials will explore possible treatments for extreme fatigue, sleep disturbances, changes in body function and cognitive dysfunction,

"As our nation continues to make strides in combating COVID-19, it is crucial that we address the impact of Long COVID and provide resources to those in need," HHS Secretary Xavier Becerra said in a statement. "Last year, President Biden called on HHS to coordinate the response to Long COVID. The Official establishment of the Long COVID Coordinating office and the launch of the RECOVER clinical trials solidifies this issue as an ongoing priority."

Tue, 01 Aug 2023 13:25:00 -0500 en text/html https://abcnews.go.com/Health/biden-administration-opens-new-office-study-long-covid/story?id=101873413
RHIA exam dump and training guide direct download
Training Exams List