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Laptops by Dan Ackerman Nov 26, Looking for a tech bargain real soon? The Virtual Agent is currently unavailable. The LaserJet series, like most of Hewlett-Packard's laser printer series, follow the standard nomenclature for denoting factory-included features. Product sold without warranty:
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It laseer take a long time to print so unless you need that resolution drop the resolution down to x or install the PCL 5 Instead of the usual PCL 6 driver driver and go with x Download list – Download multiple files at once View, edit and download your entire list of software and drivers here. This is a workhorse of a printer.
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It's got two paper trays. Is my Windows version bit or bit? A cheap and charming color laser printer A cheap and charming color laser printer by Dan Ackerman. This process can take several minutes depending on the number of warranties being checked. This product cannot be identified by Serial Number alone.
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Be respectful, keep it civil and stay on topic. Retrieved from " https: The only time these printers will struggle is with a large PDF at x Tablets by David Carnoy 7 days ago. HP LaserJet tn – printer – monochrome – laser caarg. Researchers find way to track 'untraceable' 3D-printed guns The 3D-printer leaves a hardware fingerprint.
Thank you for your patience. Operating System – Windows 7, Windows 8, Windows 8. Asia Pacific and Oceania. Not sure which drivers to choose?
The LaserJet series printers print letter paper at 17 pages per minuteand can be set to print at dpi or dpi, although when set to print at true dpi, the printer runs at reduced speed. This section needs expansion.
HP LaserJet 4000 series
The LaserJet series was introduced in March and was discontinued in February HP LaserJet tn – printer – monochrome – laser caabm. We delete comments that violate our policywhich we encourage you to read. These aren't the fastest printers out there, nor the highest print quality, but they are are plenty good enough for your typical business reports and letters.
The serial number provided does not match the previously selected product. The LaserJet series was introduced in November and was discontinued in May Warranty withdrawn refurbished product: This product was sold by a third party.

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|Live Scores
2nd ODI - Scotland v Sri Lanka at Edinburgh
Sri Lanka won by 35 runs (D/L method)
2nd ODI - Ireland v Afghanistan at Belfast
Afghanistan won by 126 runs
Dubai: Bhuvneshwar Kumar's tidy seam bowling was complemented by Kedar Jadhav's unconventional off-breaks as India skittled out Pakistan for a modest 162 in 43.1 overs in an Asia Group league encounter Wednesday.
India chase easily with 21 overs remaining. This is also India's biggest win (in terms of balls) over Pakistan.
Rohit Sharma (52) and Shikhar Dhawan (46) added 86-runs for opening wicket. Rohit reached his fifty in 36 balls which is now his fastest ODI fifty which surpassed his previous best of fifty in 42 balls.
India opener added most misery to Usman Khan in the 8th over of the chase where the right-hander pounded the seamer for two sixes and a boundary.
On the fourth delivery of the over, the short ball on the ribs, Sharma was quick to latch on and pull it for a six.
Despite catching the top edge, the ball had enough on it to go over the fine leg boundary. Next ball, another delivery with poor line, was placed at Hitman's hips and Rohit swiveled to guide the ball past the short fine leg fielder.
Thereafter, Rohit hit possible the biggest six of the tournament by sending the ball 96 metres away. By sending the ball over mid-wicket, Rohit ensured 19 runs in the over.
While Bhuvneshwar (3/15) provided initial breakthroughs, Jadhav, making a comeback to the national team, bowled with control to return with exceptional figures of 3 for 23 to break the backbone of the Pakistani lower middle-order.
Jasprit Bumrah (2/23) and chinaman Kuldeep Yadav (1/37) also accomplished their task to perfection.
Jadhav's performance is even more laudable as he did the job of a frontline spinner after Hardik Pandya (0/24 in 4.5 overs) was stretchered off the field due to an acute lower back injury.
This was after young Babar Azam (47) and veteran Shoaib Malik (43) added 82 runs for the third wicket and looked like taking control of the proceedings.
However, Pakistan suffered a batting collapse losing five wickets for 36 runs before Faheem Ashraf (21) and Mohammed Aamir (16) added an invaluable 37 runs for the eighth wicket to take the total past 150-run mark.
Put into bat, Pakistan were in trouble straight away as Bhuvneshwar dealt a twin blow removing the in-form duo of Imam ul Haq (2) and Fakhar Zaman (0) to reduce them to 2 for 3.
Imam charged to a short of length delivery that climbed on him and the thickish outside edge was taken by Dhoni. Zaman, India's tormentor in the Champions Trophy, mistimed a pull-shot and Yuzvendra Chahal took a well-judged catch.
Babar and Malik then resurrected the innings with a fine partnership. The half-volleys on both sides of the wicket were driven with ferocity.
Malik, who is a good player of spin bowling, gave Kuldeep Yadav the charge to hit him for a six and rotated the strike well.
In fact, Malik was dropped off Pandya's bowling, whose agonies increased when he had to leave the field.
Babar failed to read Kuldeep's googly as it clipped his off-bail. From 85 for 2, it soon became 100 for five as Pakistan lost wickets in a heap.
Sarfraz Ahmed (6) was dismissed by Jadhav as substitute fielder Manish Pandey took a blinder at long-on.
The Pakistani batsmen found it extremely difficult to read Jadhav's round arm action as he bowled straight and wide. Asif Ali was caught behind and then Malik was run-out by a direct throw from Ambati Rayudu.
Shadab Khan (8) was stumped by Dhoni as he bacame Yadav's third victim of the match.
Faheem and Aamir did try their bit as Pakistan crossed the 150-run mark before Bhuvneshwar and Bumrah wrapped up the tail in the 44th over.
|Live Scores
2nd ODI - Scotland v Sri Lanka at Edinburgh
Sri Lanka won by 35 runs (D/L method)
2nd ODI - Ireland v Afghanistan at Belfast
Afghanistan won by 126 runs


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If you are in search of your forever home or room to grow your family look no further. This 5 bedroom 3 1/2 bathroom is perfect for you. The 1st floor offers a spacious master with a spa like en suite, formal living, formal dining, large kitchen with solid surface counter tops, laundry room, and large family room with fireplace. Upstairs there are four bedrooms, 2 full baths, and a bonus room for the kids!!! The back yard is completely fenced with a huge deck and a screened in gazebo to enjoy those spring/summer evenings. Call your realtor to schedule an appointment today!!!
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This article is for you - you who have dreams, ideas, and goals you want to accomplish. For many of us, the hardest part of achieving this is getting started. We don't know where to start, what to do, etc.
With this article, I hope to motivate you with the story of Cathy Tie, a young, 19-year-old entrepreneur who pushed forward with her ideas and become the co-founder and CEO of a fast-growing biotechnology company named Ranomics.
Here are some of the highlights from our interview, I know her story will motivate and inspire you guys as well.
What is your story and what do you currently do?
"I loved science fairs growing up, so every year in high school I would do a science fair project and I just loved doing independent science fair projects which led me to do what I am doing today."
"When I started university in 2014 I was working on a really cool genomics project with my professor, Dr. Frederick Roth at the University of Toronto and with my Co-founder Leo Wan. Together we started this company called Ranomics. We shortly moved to San Francisco in early 2015 to build this company and accelerate our company. Now we are operating in San Francisco and Toronto."
"I am currently the Co-founder and CEO of a biotechnology company called Ranomics. I am an entrepreneur and I am also a scientist; I have been doing genomics research since I was 14-years-old and I published my first research paper when I was 16-years-old."
What is Ranomics and what is the purpose of this company?
"Ranomics is a company in the genetic testing space. Our goal is to improve the quality and accuracy of genetic testing. Essentially, genetic testing is an industry where companies use genetics to predict hereditary diseases through genetic makeup. Basically, they sequence your genome and they look for genetic markers that show that you are more prone to certain inherited diseases. However, a huge problem in the industry is that the accuracy of these tests is being hindered by the lack of data on most genetic mutations. That means that over 60 percent of genetic mutations seen by these companies are actually not understood, most likely due to the fact that they have no clinical precedence."
"This is a big problem and so what we do at Ranomics is we solve this problem with science. We take a human disease gene, we make every possible mutation on this gene and we put all of these mutations into animal models or human cell lines and we observe the phenotype (physical characteristics) of these models. Based on that, we can classify the variant as harmful or not harmful. Then, we distribute this data to our partners which will use this data to improve the quality of genetic testing."
What motivated you to start Ranomics?
"The motivation behind why I started Ranomics was really my fascination for the human genetic code. I feel like the human genetic code is the software that programs all of our proteins and basically who we are physically as human beings. I think one of the most important ways that we have been using this knowledge is through genetic testing; using our understanding of the human genome to predict diseases. Therefore, changing the healthcare system from one that is treatment-driven to one that is prevention-driven and genetic testing helps us to do just this."
"I really wanted to help solve a meaningful problem and clearly there was a huge problem in the genetic testing space with all of this lack of information on genetic variants which really lead me to starting this company."
What did you want to be when you grew up?
"I've actually always been interested in outer space exploration. I actually wanted to be an astronaut; I really liked stars, astrophysics -- learning about satellites, planets, and stars was a huge passion of mine."
How do you structure and organize your agenda?
"I try to keep a balance between work and personal life with my family and friends; I think that is very important."
"Being an entrepreneur you always have a big to-do list and for me, it is very important to prioritize what needs to be done, what events I need to attend, etc. It is important to prioritize these things before jumping into this to-do list"
What is it like to be a young, female CEO?
"I think it is really exciting! It is a rare role, but it is also a great opportunity. I am excited to be working on something that I am passionate about and to be supported by a talented and supportive team and advisors."
"At the end of the day it's not about who I am, it's more about what I am working on and that makes me excited."
"Also, being a young, female CEO allows me to inspire other people who have similar dreams and similar backgrounds who are interested in biotechnology and entrepreneurship."
If you could be anyone for a day, who would it be and why?
"The CEO of a chocolate company, so I could be surrounded by chocolate."
What advice would you give to young people who want to become entrepreneurs?
"The most important advice that I can give is to solve a meaningful problem in society. You can skip the networking events, skip the parties and conferences; the key is to build a product that people will love and generate revenue."
"There are so many distractions in the entrepreneurship space at the moment and it is very important to block out that noise and just focus on building a good business and a good team. Everything else comes after that."
Is there anything else you would like to add?
"Another piece of advice for young entrepreneurs is to be passionate about the problem that you are solving. Often times there is a difference between giving up and keep going. Success and failure are really how passionate you are about the problem you're solving and the product you are building."
Throughout the interview, Cathy Tie showed both professionalism and great character. As fellow millennials, we can all take from Cathy Tie's story the importance of passion and dedication. Challenge yourself to follow Cathy Tie's advice: identify a meaningful problem in society, build a way of solving this problem, and keep your eye on the goal.


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Several parents are outraged after students in a high school band spelled out a racially charged word when they hit the field for their halftime show over the weekend.
In a letter to parents, obtained by Channel 2's Nefertiti Jaquez, the principal of Brookwood High School stated the band members normally take the letter covers off their instruments. Since there was a staffing issue, protocol wasn't followed.
"This was not an accident. This was deliberately done. That formation is practiced," Shawn Myers, a mother, told us. "It's derogatory. It's nothing. It means you're nothing."
Apostle Travis Jennings spoke on Fox News on the situation. Almost all of his children have went and graduated from Brookwood High School with one still enrolled and highly active in the theater department and another attends the community's elementary school. Check out what Apostle had to say below:
So glad to see my Pastor on Fox 5 speaking up against the racial gesture displayed at the Brookwood High School football game this past week! Theres NO WAY to justify students spelling out "COON" during the halftime show. Some students are saying "it's not that serious." or "It was just a joke." We can't continue to dumb down these acts of racism. There has always been heavy presence of racism and prejudice in Gwinnett County… Something has to be done! #BrookwoodHighSchool #Justice
Apostle isnt' the only parent who's upset.
Many people reached out to Channel 2 Action News over the weekend, saying they were displeased band members assembled themselves to spell out the racially insensitive word using instrument covers that are normally used to spell "broncos," the school mascot.
"To know the atmosphere is polluted with racism, it hurts my heart," Myers said.
It also hurts her son, a freshman at the school, who is a part of the concert band.
"I don't like being a part of Brookwood because of this. I'm disappointed," he said.
In a letter to students, parents and the community, the school's principal apologized for the "completely unacceptable, racial term" and noted, "Last night during what was already a busy senior night, we experienced several personnel challenges that resulted in our band director not being on the field when the band took the field."
Source: Joy105.com
Photo Credit:YouTube


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Learn more about the healthcare finance industry's leading professional association. Find out why our members rely on HFMA as their go-to source for insight and information.
Members have many options for helping them advance their careers. Conferences, seminars, eLearning, certification, and more -- our education and events will keep you motivated.
HFMA's live webinars provide insight into timely healthcare finance topics and present an opportunity to earn CPEs.
Make the bold choice. This year's HFMA Annual Conference will inspire you to take action, giving you the tools you need to lead change and deliver on the promise of transformation. Focused on improving the business of health care, the conference draws more than 2,500 healthcare leaders from across the nation every year.
No matter your focus in healthcare finance, or the challenges you face, HFMA's online education is designed to sharpen skills and set you up for success.
Healthcare Cost Containment, Revenue Cycle Strategist, and Strategic Financial Planning provide truly actionable steps for healthcare finance leaders needing to stay informed about today's finance challenges.
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Why start your product or service search organically when you can search HFMA's Buyer's Resource Guide - the go-to directory for HFMA members.
Guidance for understanding and communicating about the price of health care.
Find out how to achieve recognition as an Adopter of best practices and earn your patients' trust when it comes to financial matters.
Improve your revenue cycle performance through standard metrics, peer comparison, and successful practices.
Feb. 26—Industry analysts downplayed the recent revelation that 74 Medicare accountable care organizations (ACOs) left the program at some point in 2018.
Although the Centers for Medicare & Medicaid Services (CMS) has not yet released a 2019 tally of current participants in the Medicare Shared Saving Program (MSSP), industry analysts who examined a data set recently concluded that 74 ACOs left during or at the end of 2018. The departure of 13
percent of ACOs left 487 remaining in the program.
But this week, industry advisers said they saw less significance in those departures.
"Frankly, I'm not sure that's a high number," Michael Leavitt, former secretary of the U.S. Department of Health and Human Services, said at the Fourteenth National Value-Based Payment and Pay for Performance Summit. "People may be acknowledging that 'We're not ready yet,' and you want
people to be pushing to be ready, but you don't want them to do it before they're ready."
The departures came as CMS
revamped the MSSP rules regarding payments and potential risk, with the new rules taking effect in July.
"We would have expected more ACOs to leave the program given the lower payouts in the A/B tracks and the fact that tracks C, D, and E have increasing maximum downside risk but no commensurate increase in upside shared savings for the ACO," said Anthony Valdés, president of Collaborative Health
Systems (CHS), which provides operational services for many ACOs.
Mark McClellan, MD, PhD, former administrator of CMS, said the overall dropout rate was not much different than in previous years and appeared to be composed of "organizations that did not seem ready [for more risk] or doing well so far."
The departures also included 26 percent of ACOs that reached the end of their three-year contracts and needed to decide whether to renew at the end of 2018. Specifically, one-third of ACOs that launched in 2016 departed the program, according to a CHS analysis provided to HFMA.
"It's possible that some of the dropped ACOs will renew on July 1 or join other ACOs," Valdés said in comments to HFMA. "It is also very likely that more will drop and will not renew on July 1."
Departing ACOs included some that were operated by federally qualified health centers (FQHCs), as well as some that were unable to achieve the minimum savings-rate requirements of the MSSP, according to the CHS analysis.
A greater share of departures were physician-led ACOs, although most such ACOs remained in the program, according to an analysis cited by McClellan, who is director of the Margolis Center for Health Policy at Duke University. There were higher departure rates among physician-led ACOs that did not qualify under
the new rules for a low-revenue track, which allows more time to move to downside risk.
An earlier analysis by the National Association of ACOs found almost 20 percent of physician-led ACOs would be considered high-revenue under the revised rules. Some FQHCs and rural health clinics also would be categorized as high-revenue ACOs.
CMS "still has some issues to work out on providing good, viable alternatives for smaller physician-led organizations to succeed in these new models, which is certainly CMS's intent," McClellan said.
Leavitt said the "pathway to value is going to be a bit different for smaller physician groups than for it is large" groups.
However, Leavitt warned that part of the challenge for small practices is that they don't see a route to taking on value-based payment. One way to address that challenge is to better collect and disseminate value-based payment approaches that work for smaller and physician-led models, such as the
Accountable Care Learning Collaborative, of which he is co-chair.
"We've asked the community to come in and help us in an open-sourced way to identify those competencies and then to do case studies to help people," Leavitt said.
Despite the departures, Valdés said physician interest in ACOs has not waned. He has been surprised that many independent providers have reached out looking for an ACO to join so they can qualify for bonuses and avoid penalties under Medicare's separately overhauled physician payment
Many physician groups were unable to sign up before this month's deadline to participate in the July 1 launch of ACOs under the revised MSSP rules.
"We expect more to join the program in 2020 when a complete year is available to them versus entering the program in a split year, as is the case with 2019, and [when]there is more time for physicians to fully understand the impact of the new rules," Valdés said.
Leavitt warned that the value-based payment push led by ACOs is under increasing political and financial pressure to show that these approaches can control costs. Otherwise the prospect looms of a single-payer system or comprehensive price controls.
"We're in a race to find an alternative that is not [the] government prescribing what care we can have, and if we can't make it work there will be a point in time when the government takes over a lot of the payment rules, even more than they do now," Leavitt said.
Pressure also will come from the increasing share of the economy that health care is projected to consume. The CMS actuary recently projected that healthcare expenditures will comprise 19.4 percent of GDP by 2027, up from 17.9 percent now.
McClellan said the public will need to be educated over the next two years on the lack of simple answers to the challenges facing the healthcare industry. For instance, he noted that almost all coverage provided by the Medicaid eligibility expansions authorized by the Affordable Care Act is
through private Medicaid managed care plans, which increasingly use alternative payment models and address the social determinants of health.
"The states that are most successful are finding that what they can do to facilitate effective, efficient access to coverage isn't just or mainly price regulation—it's changing the way those organizations are paid, are rewarded, and how they pay the providers in them," McClellan said.
Publication Date: Wednesday, February 27, 2019
A discussion of common clinical documentation gaps that organizations pursuing bundled payment arrangements must close and key strategies for addressing these issues.
Tips-focused article about the role of data governance and how to establish a strategy. Key points pulled from the HFMA Financial Analytics Leadership Council.
A senior leader at Grant Thornton LLP HealthCare Advisory Services talks about key ways to lay the groundwork for a shift to cloud-based ERP solutions. Insights stem from a presentation given at the HFMA Large System Controllers Council.
A senior leader at Grant Thornton LLP HealthCare Advisory Services talks about key ways to lay the groundwork for a shift to cloud-based ERP solutions. Insights stem from a presentation given at the HFMA Large System Controllers Council.
Two of HealthTrust's senior leaders talk about strategies for optimizing the hospital workforce to improve productivity and reduce waste.
Patient financial engagement is more challenging than ever – and more critical. With patient responsibility as a percentage of revenue on the rise, providers have seen their billing-related costs and accounts receivable levels increase. If increasing collection yield and reducing costs are a priority for your organization, the metrics outlined in this presentation will provide the framework you need to understand what's working and what's not, in order to guide your overall patient financial engagement initiatives and optimize results.
No two patients are the same. Each has a very personal healthcare experience, and each has distinct financial needs and preferences that have an impact on how, when and if they chose to pay their healthcare bill. It's no longer effective to apply static billing techniques to solve the complex challenge of collecting balances from patients. The need to tailor financial conversations and payment options to individual needs and preferences is critical. This presentation provides 10 recommendations that will not only help you improve payment performance through a more tailored approach, but take control of rising collection costs.
This white paper, written by Apex Vice President of Solutions and Services, Carrie Romandine, discusses the importance of patient segmentation and messaging specifically related to the patient revenue cycle. Applying strategic messaging that is tailored to each patient type will not only better educate consumers on payment options specific to their billing needs, but it will maximize the amount collected before sending to collections. Further, targeted messaging should be applied across all points of patient interaction (i.e. point of service, customer service, patient statements) and analyzed regularly for maximized results.
This white paper, written by Apex President Patrick Maurer, discusses methods to increase patient adoption of online payments. Providers are now seeking ways to incrementally collect more payments due from patients as well as speeding up the rate of collections. This white paper shows why patient-centric approaches to online payment portals are important complements to traditional provider-centric approaches.
Increased electronic engagement between healthcare providers and patients provides significant opportunities for improving revenue cycle metrics and encouraging patients to access EHRs. This article, written by Apex Founder and CEO Brian Kueppers, explores a number of strategies to create synergy between patient billing, online payment portals and electronic health record (EHR) software to realize a high ROI in speed to payment, patient satisfaction and portal adoption for meaningful use.
Faced with a rising tide of bad debt, a large Southeastern healthcare system was seeing a sharp decline in net patient revenues. The need to improve collections was dire. By integrating critical tools and processes, the health system was able to increase online payments and improve its financial position. Taking a holistic approach increased overall collection yield by 10% while costs came down because the number of statements sent to patients fell by 10%, which equated to a $1.3M annualized improvement in patient cash over a six-month period. This case study explains how.
With the ICD10 deadline quickly approaching and daily responsibilities not slowing down, final preparations for October 1 require strategic prioritization and laser focus.
Read how Gwinnett Medical Center provides clear connections to financial information, offers multiple payment options for patients, and gives onsite staff the ability to collect payments at multiple points throughout the care process.
Read how Orlando Health was able to perform deeper dives into claims data to help the health system see claim rejections more quickly–even on the front end–and reduce A/R days.
To maintain fiscal fitness and boost patient satisfaction and loyalty, healthcare providers need visibility into when and how much they will be paid–by whom–and the ability to better navigate obstacles to payment. They need payment clarity. This whitepaper illuminates this concept that is winning fans at forward-thinking hospitals.
Financial services staff are always looking for ways to improve the verification, billing and collections processes, and Munson Healthcare is no different. Read about how they streamlined the billing process to produce cleaner bills on the front end and helped financial services staff collect more than $1 million in additional upfront annual revenue in one year.
Effective revenue cycle management can be a challenge for any hospital, but for smaller providers it is even tougher. Read how Wallace Thomson identified unreimbursed procedures, streamlined claims management, and improved its ability to determine charity eligibility.
Before launching an energy-efficiency initiative, it's important to build a solid business case and understand the funding options and potential incentives that are available. Healthcare leaders should consider taking the steps outlined in the whitepaper to ease the process of gaining approval, piloting, implementing, and supporting sustainability projects. You will find that investing in sustainability and energy efficiency helps hospitals add cash to their bottom line. Discover how hospitals and health systems have various options for funding energy-efficient and renewable-energy initiatives, depending on their current financial structure and strategy.
Health care is a dynamic mergers and acquisitions market with numerous hospitals and health systems contemplating or pursuing formal arrangements with other entities. These relationships often pose a strategic benefit, such as enhancing competencies across the continuum, facilitating economies of scale, or giving the participants a competitive advantage in a crowded market. Underpinning any profitable acquisition is a robust capital planning strategy that ensures an organization reserves sufficient funds and efficiently onboards partners that advance the enterprise mission and values.
The success of healthcare mergers, acquisitions, and other affiliations is predicated in part on available capital, and the need for and sources of funding are considerations present throughout the partnering process, from choosing a partner to evaluating an arrangement's capital needs to selecting an integration model to finding the right money source to finance the deal. This whitepaper offers several strategies that health system leaders have used to assess and manage capital needs for their growing networks.
Announcements from several commercial payers and the Centers for Medicare and Medicaid Services (CMS) early in 2015 around increased efforts to form value-based contracts with providers seemed to point to an impending rise in risk-based contracting. Rather than wait for disruption from the outside in, health care providers are now making inroads on collaborating with payers on various risk-based contracting models to increase the value of health care from within.
Yuma Regional Medical Center (YRMC) is a not-for-profit hospital serving a population of roughly 200,000 in Yuma and the surrounding communities.
Before becoming a ZirMed client, Yuma was attempting to manually monitor hundreds of thousands of charges which led to significant charge capture leakage. Learn how Yuma & ZirMed worked together to address underlying collections issues at the front end, thus increasing Yuma's overall bottom line.
Kindred Hospital Rehabilitation Services works with partners to audit the market and the facility's role in that market to identify opportunities for improvement. This approach leads to successes; Kindred's clinical rehab and management expertise complements our partners' strengths. Every facility and challenge is unique, and requires a full objective analysis.
As the critical link between patient care and reimbursement, health information enables more complete and accurate revenue capture. This 5-Minute White Paper Briefing shares how to achieve cost-effective revenue integrity by your optimizing HIM systems.
Speedier cash flow starts with better CDI and coding. This 5-Minute White Paper Briefing explains how providers can improve vital measures of technical and business performance to accelerate cash flow.
Qualified coders are getting harder to come by, and even the most seasoned professional can struggle with the complexity of ICD-10. This 5-Minute White Paper Briefing explains how partnerships can help improve coding and other key RCM operations potentially at a cost savings.
The point of managing your revenue cycle isn't just to improve revenue and cash flow. It's to do those things effectively by consistently following best practices— while spending as little time, money, and energy on them as possible.
How Lucile Packard Children's Hospital Stanford increased payments received within 45 days by 20% and reduced paper submission claims by 70% by using ZirMed solutions.
The reasons claims are denied are so varied that managing denials can feel like chasing a thousand different tails. This situation is not surprising given that a hypothetical denial rate of just 5 percent translates to tens of thousands of denied claims per year for large hospitals—where real‐world denial rates often range from 12 to 22 percent. Read about how predictive modeling can detect meaningful correlations across claims denials data.
Emergency Mobile Health Care (EMHC) was founded to be and remains an exclusively locally owned and operated emergency medical service organization; today EMHC serves a population of more than a million people in and around Memphis, answering 75,000 calls each year.
Since the Physician Quality Reporting Initiative (PQRI) introduction, CMS has paid more than $100 million in bonus payments to participants. However, these bonuses ended in 2015; providers who successfully meet the reporting requirements in 2016 will avoid the 2% negative payment adjustment in 2018, so now is the time to act! Included in this whitepaper are implications of increasing patient responsibility, collections best practices, and collections and internal control solutions.
Getting paid what your physician deserves—that's the goal of every biller. Yet even for the best billers, achieving that success can be elusive when denials stand in the way of success, presenting challenges at every turn. Denials aren't going away, but you can learn techniques to manage and even prevent them.Join practice management expert Elizabeth W. Woodcock, MBA, FACMPE, CPC, to: Discover methods to translate denial data into business intelligence to improve your bottom line, determine staff productivity benchmarks for billers, and recognize common mistakes in denial management.
Physician practices must improve organizational efficiency to compete in this era of reduced reimbursement and escalating administrative costs.
Many healthcare organizations are pursuing next-generation health information systems solutions. Learn more about Navigant's work with University of Michigan Health System.
The proper implementation of healthcare information technology systems is crucial to an organization's financial health.
As value-based payment models evolve, providers are challenged to maintain superior clinical outcomes while controlling costs.
Read more about factors contributing to the changes in the post-acute marketplace and what it means for manufacturers, physicians, clinicians, patients, and post-acute facilities as they anticipate the transition to the second curve.
HSG helped the physicians and executives of St. Claire Regional in Morehead, Kentucky, define their shared vision for how the group would evolve over the next decade. As well as, develop the strategic and operational priorities which refocused and accelerated the group's evolution.
The client was a nine-hospital health system with 14 clinics serving communities in a multi-state market with very limited access to care, poor economic conditions, high unemployment, and a heavy Medicare/Medicaid/uninsured payer mix. In most of these communities, the system was the sole source of care.
Though the clinics were of substantial size (they employed 98 physicians) and comprised of multiple specialists, the physicians functioned as individuals and the practices lacked any real group culture.
Clinical integration can be expensive, but it doesn't have to be, as this four-step road map for developing a CIN proves. Does it have to cost millions to initiate a clinical integration strategy?
Contrary to popular belief, we have clients who have generated substantial shared savings and a significant ROI over time, without massive investments. Yes, some financial capital is required for resources the CIN providers can't bring to the table themselves. But the size of that investment can be miniscule relative to the value it produces: improved outcomes and documentation for payers.
Today's concerns about physician compensation are the result of the changing healthcare environment. The transition to value is slow, but finally becoming a reality. Proactive hospitals want to ensure that provider incentives are properly aligned with ever-increasing value-based demands.
This report focuses on the three big questions HSG receives about adding value to physician compensation; Why are organizations redesigning their provider compensation plans? What elements and parameters must be part of successful compensation plans? How are organizations implementing compensation changes?
Revenue Cycle Management has become an even more complex issue with declining reimbursements, implementation of Electronic Health Records, evolving local carrier determinations (LCD), and payer credentialing [The emphasis on healthcare fraud, abuse and compliance has increased the importance of accuracy of data reporting and claims filing).
The efficiency of a medical practice's billing operations has critical impact on the financial performance. In many cases, patient billings are the primary revenue source that pays staff salaries, provider compensation and overhead operating cost. Inefficiencies or inaccurate billing will contribute to operating losses.
This publication identifies and outlines the necessary characteristics of a fully-functioning clinically integrated network (CIN). What it doesn't do is detail how hospitals and providers can participate in the value-based care environment during the development process.
One common misconception is that the CIN can't do anything significant until it has obtained the FTC's "clinically integrated" stamp of approval. While the network must satisfy the FTC's definition of clinical integration before single signature contracting for FFS rates and contracts can legally start, hospitals and providers can enjoy three key benefits during the development process.
Nearly half of all Medicare beneficiaries treated in the hospital will need post-acute care services after discharge. For these patients, a stay in an inpatient rehabilitation facility, skilled nursing facility or other post-acute care setting comes between hospital and home.
With the proper process, tools, and feedback mechanisms in place, budgeting can be a valuable exercise for organizations while helping hold organizational leaders accountable. Having a proper monthly variance review process is one of the most critical factors in creating a more efficient and accurate budget. Monthly variance reporting puts parameters around what is to be expected during the upcoming budget entry process.
Managing the cost of patient care is the top strategic priority of most hospital CFOs today. As healthcare shifts to more data-driven decision making, having clear visibility into key volume, cost and profitability measures across clinical service lines is becoming increasingly important for both long-range and tactical planning activities. In turn, the cost accounting function in healthcare provider organizations is becoming an increasingly important and strategic function. This whitepaper includes five strategies for efficient and accurate cost accounting and service line analytics and keys to overcoming the associated challenges.
A look at how one company is working with health systems and medical groups to better capture and respond to physician practice performance data.
This article takes an in-depth look at how one company is enabling more efficient procure-to-pay processes to streamline healthcare organizations' financial operations.
HFMA's Buyer's Resource Guide is a comprehensive vendor directory that helps healthcare finance professionals find products and services.
HFMA offers online, email, and print opportunities to help you recruit the most talented healthcare finance professionals. Place your classified ads today.
Converse and network with your peers around vital topics.
Drive down costs while improving quality in a reform environment.


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Regional experts urge collaboration to advance the management of inflammatory bowel diseases in Lebanon
More than 125 gastroenterologists, hepatologists and internal medicine specialists gathered recently at the first Middle East Inflammatory Bowel Disease (IBD) summit, which was held in the United Arab Emirates (UAE).
The two-day event was organized by Takeda Pharmaceuticals, one of the world's leading biopharmaceutical companies, focused on the impact of delayed diagnosis on IBD progression, tools for early diagnosis and referral, the important role patient organizations have to drive optimal levels of awareness, as well as diagnostics and therapeutic markers.
Dr. Ala Sharara, Professor, Division of Gastroenterology, American University of Beirut Medical Center said, "People of any age can get IBD, but it's usually diagnosed between the ages of 15 and 40.[1] In Lebanon, more studies are needed to examine local risk factors, disease genotypes and phenotypes, and epidemiologic time trends. The psychosocial burden of IBD in Lebanon appears significant.[2] In a recent study that included 15,073 individuals, 8 had a diagnosis of Crohn's disease and 16 of ulcerative colitis, giving an age-adjusted prevalence of 53.1 per 100,000 people for Crohn's disease and 106.2 per 100,000 people for ulcerative colitis[3]."
"Some of the common challenges amongst IBD adapters, deniers and submitters include spending time and emotional energy managing the symptoms and not considering the long-term management of their disease. IBD ends up affecting personal and professional choices. Our insights suggest that people living with IBD are troubled by their symptoms and the impact of the disease on their lives. Some are also frustrated in a diagnosis wilderness with no consensus on how to treat their condition. There is a direct educational need to drive multidisciplinary care through early diagnosis and advanced disease management," added Dr. Sharara.
Regional experts also highlighted that in Lebanon, more awareness is needed to increase the understanding of IBD and its impact on patients. Increasing awareness may contribute to some of the rise in incidence, while recognition of Crohn's disease as distinct from ulcerative colitis may also contribute to some of the incidence shifts between the two forms of IBD.[4]
Internationally, the incidence of IBD is approximately 0.5-24.5 cases per 100,000 person-years for ulcerative colitis and 0.1-16 cases per 100,000 person-years for Crohn disease. Overall, the prevalence for IBD is 396 cases per 100,000 persons annually. The annual incidence of Crohn disease in the Middle East is 5.0 per 100,000 persons; whereas the incidence rate of ulcerative colitis is 6.3 per 100,000 persons .[5]
IBD is a group of disorders that impact the digestive tract. Types of IBD include ulcerative colitis, which causes long lasting inflammation and sores in the innermost lining of the large intestine and rectum, as well as Crohn's disease, which is characterized by inflammation of the lining of the digestive tract, often spreading deep into affected tissues.[6] Both ulcerative colitis and Crohn's disease usually involve severe bloody diarrhea, abdominal pain, fatigue and weight loss.
[1] NHS | Inflammatory Bowel Disease | www.nhs.uk/conditions/inflammatory-bowel-disease/
[2] Clinical epidemiology of IBD in Lebanon | https://www.ncbi.nlm.nih.gov/pubmed/17206720
[3] Clinical epidemiology of IBD in Lebanon | https://www.researchgate.net/publication/6593950_Clinical_Epidemiology_of_Inflammatory_Bowel_Disease_in_Lebanon
[4] Inflammatory Bowel Disease | A Global Disease | https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3603483/
[5] Medscape | IBD | https://emedicine.medscape.com/article/179037-overview#a5
[6] Mayo Clinic | Inflammatory Bowel Disease (IBD) | https://www.mayoclinic.org/diseases-conditions/inflammatory-bowel-disease/symptoms-causes/syc-20353315


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text: Hello, this is my first post. I'm just wondering if anyone out there has had successful IVF with donor sperm after failed attempts at IUI? I'm struggling to keep faith that things will work out for us and need some advice on how to try and get into a positive mindset ready to begin our IVF cycle. Is there anyone out there who can help? Thank you.


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Ideal for your little one to wear your her for the Giant of the Hill from the cradle, the SPR Vasco da Gama Bear Baby Girl Romper Suit is made of cotton, providing excellent trim and total comfort. The design features light pink as predominant with white cutouts that highlight the charming print view on the sleeves, collar and hem. In addition, in these areas, there is a finish similar to income. The cuff of the sleeves comes with ribbed finish for better fit to the body. The collar, in turn, has opening made by push button. Already the adjustment is due to the buttons of the crotch, guaranteeing greater practicality and comfort. Finally, the Malta Cross on the chest, the illustration of a bear and the inscription "Torcedora Nº1" with the name of the team, both in pink, complement the piece.
About the club
Club de Regatas Vasco da Gama, usually known as Vasco da Gama, is a famous traditional Brazilian multisports club from Rio de Janeiro, Brazil. It was founded on August 21, 1898 (although the football department started on November 5, 1915), by Portuguese immigrants, and it is still traditionally supported by the Portuguese community of Rio de Janeiro. It is one of the most popular clubs in Brazil, with more than 20 million supporters.
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Composition: 100% Cotton
Collar: Collar with buttonhole
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Approximate Dimensions (H x W):
S - 03 months: 35 x 20 cm
M - 06 months: 37 x 22 cm
L - 09 months: 39 x 24 cm
XL - 12 months: 41 x 26 cm
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- Collar: Crew Neck
- Composition: Cotton
- Gender: Kids
- Predominant color: Pink
- Product type: Romper Suit
- Sleeve: Short
- Suitable for: Casual


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Waikiki Health—50 Years of Expanding Medical and Social Services (Out And About)
Waikiki Health & Its Community Wellness Programs. Components will include what is Waikiki Health, what is its mission, what are its core functions, programs and services, how can we get involved and volunteer or donate. Special focus on Community Wellness programs including Smoking Cessation and 'Friendly Neighbor' programs


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Pirates, if you are looking for a mega cheap group getaway you need to check this out. We have come across this awesome holiday in Zante staying in a great rated hotel for under £160 each for a 2 week stay. A s well as your hotel stay the greek holiday includes your flights, all… Lola POSTS ARE NOT OUR ENDORSEMENT
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text:
I want to try to set up my Ooma between the modem and router since this promises the "best voice quality." I own the Asus router and Arris modem. They work correctly when Ooma has an Ethernet connection to the router and maybe this us how I should leave it. My modem's link light keeps flashing orange If I connect Ooma to the modem instead of the router. Are there any instructions showing how this is accomplished or advice as to why it shouldn't?
Solved! Go to Solution.
Don't do it that way. That is rather out-of-date instructions from Ooma. You may also lose speed as the Ooma only support 100Mbit. It should work fine connected as just another device. I have one, and it works fine with my RT-AC68U. If needed, you can set QoS settings in the router if you run into issues with quality when non-phone activity is going on.
Agreed ! Hang the Ooma off of the Asus router. Don't put it in between the modem and the router. It has only a 10/100 port which is why that indicator light blinks *orange*. What is the model number of the Arris modem ?
I see that I can set QOS on the router to prioritize phone. I didn't know if that applied since I've connected Ooma wired, all my other devices wireless.
That makes sense if that is the Ooma speed. My modem is Arris TM822 which I will be upgrading if I decide to drop the landline for VOIP.


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text:
High Court Of Gujarat
Chandrakantbhai Amratlal Thakkar vs. DCIT
Assessment Year : 1997-98
Section : 158BD
Ms. Harsha Devani And Ms. Bela Trivedi, JJ.
Special Civil Appln. No. 2651 Of 2001
April 15, 2011
Ms. Harsha Devani, J. – By this petition under Art. 226 of the Constitution of India, the petitioner has challenged notice dt. 1st March, 2001 issued by the respondent No. 2 under s. 158BD of the IT Act, 1961 (the Act).
2. The facts of the case as appearing in the petition are that the petitioner, an individual, who is being assessed to tax as such for the last several years under the Act, is engaged in the business of transport of goods at Ahmedabad. It is the case of the petitioner that the petitioner's nephew, Atulbhai had gone to Deesa on 22nd Sept., 1998 for purchase of a second-hand truck. As according to Atulbhai, it was not safe to carry cash with him to Deesa, he decided to go first and finalize the deal and then if need be, on finalization of the deal and the price to be paid, he would be making arrangement for payment. On reaching Deesa and making a deal with the seller of the truck, who was a stranger to Atulbhai, Atulbhai made an arrangement to get cash through Devendra Finance of Deesa. Devendra Finance of Deesa which was contacted by Atulbhai, asked Atulbhai to handover Rs. 2,00,000 to Bansi Finance of Ahmedabad situated at Kalupur and told Atulbhai that their representative would be going to Bansi Finance to collect these monies and bring the same to Deesa. Atulbhai, therefore, telephoned the petitioner and asked him to give Rs. 2,00,000 to Bansi Finance at Kalupur in Ahmedabad. On receiving this message, the petitioner, along with Nandkishore M. Thakkar, who is also the petitioner's nephew, went to Kalupur to pay Rs. 2,00,000 which could be transferred to Deesa for the purpose of purchase of truck. As the premises of Bansi Finance was not on the ground floor, and as the petitioner had severe pain in his knees, instead of climbing up, he asked Nandkishore to go and give Rs. 2,00,000 to Bansi Finance. The petitioner also sent a chit along with Nandkishore which was to be handed over to Bansi Finance. Thereafter, the petitioner left in his car for other work leaving Nandkishore at the office building of Bansi Finance. When Nandkishore reached the premises of Bansi Finance, he was not aware that there was an income-tax search at the premises of Bansi Finance. The said monies and chit were seized by the raiding party. A statement of Nandkishore was recorded on 22nd Sept., 1998.
3. On coming to know that the monies had been so seized by the IT authorities, Atulbhai returned to Ahmedabad without purchasing the truck. On 29th Sept., 1998, Atulbhai addressed a letter to the Director of Investigation, wherein he mentioned his PAN and inter alia stated that he had submitted his returns of income for and upto asst. yr. 1997-98 with AO, Ward 8(2). That he had generated substantial revenue from his transport business and that the same was being regularly accounted for in the books of accounts maintained by him. It was further stated that because of the nature of the business carried on by him, Atulbhai was normally having a substantial cash balance which was available with him and which was also duly reflected in the books of accounts regularly maintained by him and that on 22nd Sept., 1998, that is, the date of the search, he had cash balance of Rs. 3,16,719.60 and that Rs. 2,00,000 which Nandkishore had gone to deliver to Bansi Finance were withdrawn from the said amount.
4. The above-referred facts were also submitted to respondent No. 1 by virtue of an affidavit dt. 7th Oct., 1998 made by Atulbhai, wherein it was stated that Rs. 2,00,000 seized were accounted for in the cash book maintained by Atulbhai and the entry of withdrawal of Rs. 2,00,000 had also been accounted for in the concerned book. Atulbhai was, thereafter, served with summons dt. 18th Jan., 1991 under s. 131(1A) of the Act calling upon him to remain present and to produce cash book, ledger, bank book, assessment details along with copy of the acknowledgment for the last return of income filed for the financial year 1998-99 which came to be complied with.
5. Thereafter, after about a gap of 22 months, the petitioner and Atulbhai were required to attend the office of the Dy. CIT and statements of the petitioner as well as Atulbhai came to be recorded on 15th Nov., 2000. Thereafter, the petitioner received a notice under s. 158BD of the Act dt. 1st March, 2001 requiring the petitioner to prepare a true and correct return of total income including the undisclosed income in respect of which the petitioner is assessable for the block period starting from 1st April, 1988 to 31st March, 1998 and 1st April, 1998 to 22nd Sept., 1998, that is, till the date of search. Being aggrieved, the petitioner has filed the present petition challenging the above-referred notice.
6. Mr. J.P. Shah, learned advocate appearing on behalf of the petitioner invited attention to the provisions of s. 158BD of the Act to submit that the basic requirement of the said section is that the AO of the searched party is required to be satisfied that undisclosed income belongs to any person other than the person with respect to whom search was made under s. 132 or whose books of account or other documents or any assets were requisitioned under s. 132A of the Act. It was submitted that in the present case, the very fact that in respect of the amount of Rs. 2,00,000 notices under s. 158BD of the Act came to be issued to the petitioner as well as to Atulbhai shows the absence of the requisite satisfaction that the said amount is an undisclosed income of the petitioner. Hence, the notice under s. 158BD of the Act is bad in law as the condition precedent for issuance of such notice is not satisfied.
7. The next contention raised by the learned advocate for the petitioner was that copies of the original cash book, balance sheet and withdrawal of Rs. 2,00,000 had been duly produced by Atulbhai in support of his say that the amounts in question belonged to him. The search came to be carried out in September, 1998 and as such, the block assessment in the case of Bansi Finance should have been completed by 30th Sept., 2000. Hence, the notice which has been issued under s. 158BD of the Act on 1st March, 2001 is also bad on account of being patently late. It was further submitted that on the facts of the present case, there was no material for the AO to have recorded any satisfaction that the amount in question was the undisclosed income of the petitioner and as such, no satisfaction as required under s. 158BD of the Act could have been recorded by him. It was further submitted that notice under s. 158BD has also been issued to Atulbhai hence, it is apparent that the requisite satisfaction has not been recorded by the AO of the search party in as much as the said amount cannot be the undisclosed income of both the petitioner as well as Atulbhai. In conclusion, it was submitted that the impugned notice having been issued without satisfying the requirements of s. 158BD of the Act is without jurisdiction and deserves to be quashed and set aside.
8. On the other hand, Mr. M.R. Bhatt, senior advocate, learned counsel for the respondents has supported the impugned notice. The attention of the Court was drawn to the affidavit made by the respondent No. 2 wherein it is stated that an appraisal report was prepared by the concerned Dy. Director of IT and sent to Dy. CIT, Central Circle-2(1), Ahmedabad, who is the AO having jurisdiction over the case of the search party, that is, M/s Bansi Finance. He, on being satisfied about necessity of action under s. 158BD in the case of the petitioner, made a reference to ITO, Ward 3(4), Ahmedabad, vide his letter dt. 1st Jan., 2001 and also sent relevant extracts of the appraisal report to him, as at the relevant time ITO, Ward 3(4), Ahmedabad was having jurisdiction over the case of the petitioner. It is further stated in the affidavit that the respondent No. 1 was satisfied as regards the requirement of s. 158BD of the Act and has made reference to issue notice under the said section in the case of the petitioner. It is also stated that there is no time-limit in the IT Act to initiate action under s. 158BD of the Act and as such, the notice under s. 158BD of the Act dt. 1st March, 2001 cannot be said to have been issued beyond the time-limit for completion of block assessment. The learned counsel, accordingly, submitted that the impugned notice having been issued in accordance with law, there is no warrant for any intervention by this Court.
9. Since, the satisfaction note had not been produced along with the affidavit in reply, this Court had called upon the learned counsel for the respondents to produce the same for the perusal of the Court. Pursuant thereto, Mr. M.R. Bhatt has placed on record a communication dt. 1st Jan., 2001 issued by the respondent No. 1 to the ITO, Ward3(4), Ahmedabad, whereby he has forwarded the papers stated therein to him for necessary action.
10. Considering the fact that the principal contention raised in the present petition is that the necessary satisfaction as envisaged under s. 158BD of the Act has not been recorded by the AO of Bansi Finance, it may be germane to reproduce the relevant part of the aforesaid communication which reads thus :
"2. An action under s. 132(1) has been carried out in the group of Bansi Finance on 22nd Sept., 1998. An action under s. 132(1) has also been conducted at the office of Jalaram canvassing, Bansi Finance located at 148/3 Kabbutarkhana, Kalupur, Ahmedabad.
3. During the course of search cash of Rs. 2 lacs has been seized from the custody of Shri Nandkishore M. Thakkar who is an employee of Chandubhai A. Thakkar. An abstract of relevant part of appraisal report is enclosed herewith.
4. Subsequently, statement of Shri Chandubhai A. Thakkar and Shri Atulbhai A. Thakkar has been recorded by the undersigned on 15th Nov., 2000. Shri Chandubhai A. Thakkar has stated in the statement in reply to Q. 11 that he has received a phone from his nephew Atulkumar A. to send Rs. 2 lacs through Bansi Finance and so he send his employee to Bansi Finance with a cash of Rs. 2 lacs. The said cash is to be handed over to a person of Devendra Finance of Deesa. In reply to Q. 12 of the statement of Shri Atulbhai A. Thakkar it is stated that he has asked his uncle on phone to send Rs. 2 lacs through Bansi Finance.
5. Shri Chandrakant A. Thakkar is assessed by you. His PAN is SBJPT6715F. The following papers are submitted herewith for necessary action."
11. The communication thereafter refers to the documents submitted along with the same.
12. A perusal of the aforesaid communication shows that the AO of the person in respect of whom the search was made has recorded that during the course of search, Rs. 2 lakhs had been seized from the custody of Shri Nandkishore M. Thakkar who is an employee of the petitioner. Thereafter, the AO has referred to the statements of Shri Chandubhai A. Thakkar and Shri Atulbhai A. Thakkar recorded on 15th Nov., 2000 as well as replies given by the said persons in relation to certain queries. Thereafter, the AO has merely stated that petitioner is assessed by the ITO and has forwarded the papers referred thereto to him. In the entire communication, there is nothing to indicate any satisfaction having been recorded by the AO of the person with respect to whom the search was made to the effect that Rs. 2 lakhs seized during the course of the search proceedings was an undisclosed income of the petitioner.
13. Sec. 158BD of the Act mandates that the AO of the person with respect to whom search was made should be satisfied that any undisclosed income belongs to any person, other than the person with respect to whom the search was made under s. 132 of the Act and it is after recording such satisfaction that the books of account, other documents or assets seized or requisitioned are required to be handed over to the AO. In the present case, evidently no such satisfaction has been recorded by the AO of the person with respect to whom the search was made, prior to handing over the documents referred to in the aforesaid communication. In the circumstances, the basic condition precedent for invoking s. 158BD of the Act qua the petitioner has not been satisfied. In the aforesaid premises, in the absence of the basic requirement for invoking s. 158BD of the Act being satisfied, the respondent No. 2 lacked the jurisdiction to issue such notice and as such the impugned notice under s. 158BD of the Act cannot be sustained.
14. For the foregoing reasons, the petition succeeds and is accordingly allowed. The impugned notice dt. 1st March, 2001 issued under s. 158BD of the Act (Ext. H to the petition) is hereby quashed and set aside. Rule is made absolute accordingly with no order as to costs.
[Citation : 337 ITR 258]


text:
Belize City
Belize Celebrations
31 Years & Counting: Belizeans Celebrate their Independence
Central America's newest nation turns 31 this September, and a month of Belize celebrations honors the diverse culture & storied history of this small country....MORE
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The Ambler is an endeavor by the Amble Resorts travel community to bring the best elements of travel blogs, travel forums, travel books, and travel magazines together to celebrate and share the incredible places we have traveled the world to find.
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News Alert: Establishing Panama Residency Just Got Easier
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The Beaches of Isla Palenque
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Sizing Up Isla Palenque in Panama: Low-Impact DevelopmentIsla Palenque is a 400-acre island in Panama, covered with mature forests, lagoons, mangroves and beach ecosystems. A highly varied topography complements this varied natural...MORE
Tropical Jungle Scale on Isla PalenqueBen's slideshow depicting the scale of Isla Palenque, comparing it to 9 other recognizable locations, helps viewers define its size. If you're a fan of...MORE
The Beaches of Isla PalenqueWith its 400 acres of ancient tropical forest, coconut groves, lagoons, and mangroves, Isla Palenque offers a multitude of opportunities for hiking, exploration and wildlife...MORE
The Panama CanalThe Panama Canal is a 48-mile-long conduit between the Atlantic and Pacific Oceans, permitting international maritime trade, making Atlantic-to-Pacific shipping much easier, often cutting travel...MORE
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on Best Stores for Furniture Shopping in Panama City, Panama
"Sentences that are fun to read without context: "...that's a solid 4-6 days of shirts, maybe more...""Tank Top (2-3): They take up almost no room, and make you feel islandy.""Crochet Top (1): For the women, if they feel the need to have a different outfit..." MORE
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Boquete, Panama- A must on any coffee lovers' travel bucket list | Travel.Coffee.Repeat:
"[...] …And learn more about the numerous farms that offer tours by reading this great summary: http://amble.com/ambler/2012/06/planning-your-boquete-coffee-tour/ [...]" MORE
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text:
your ideal health is achievable.
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& natural healing modalites you Can live your best life
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based on the natural practices of herboloy, aromatherapy, and ayurveda…
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aromatherapy is one of our favorite healing modalites as it you feel the results the fastest - in 20 seconds, your body responds to the sense of smell!
ayurveda is 5,000 year old ancient healing practice. based on meditation, yoga, the concept that food is medicine, a vegetarian diet, herbs, and essential oils, it empowers you to maintain ideal health and balance.
Healing Teas
with over 100 Healing teas our teas are blended with Intentions to help with your natural healing
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Ancient Wisdom
our mother earth gives us everything we need naturally. we just need the ancient wisdom to know how to live sustainably. the communi(tea) of société is centered on family and sharing this ancient, folkloric Knowledge that has been handed down from our ancestors for centuries.
join us for our workshops to learn how to apply this to modern living.
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White Birch Natural Medicine & Wellness
Located at 51 ceres Street (next to annabelle's & the oar house),
our SISTEr business is opening in December 2018.
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Upcoming Events
healing tea happy hour & reiki, Restorative yoga
starting in 2019 THURSDAYs 6pm
Beginning in 2019, every thursday, join us for a healing tea happy hour and restorative yoga practice. You will learn all medicinal benefits of an herb each week, enjoy a cup of tea, and a restorative, healing yoga practice, infused with reiki.
Heart Centered YOGA & Healing Tea
January 13th 2-3:30pm
Join Kacy Harnedy RYT200 and Joy of Société for an afternoon workshop of yoga and tea!
Kacy will guide you through an hour slow flow heart centered practice to open Anahata Chakra paired with a heart chakra or kava kava cacao tea.
Love POTIONS & Elixirs
February 10th 2019 2-6pm
In the spirit of St. Valentines, come learn about 40 natural love elixirs to enhance your passion this month! Learn the history of how herbs and natural aphrodisiacs can be used to enhance your sacral, heart chakras fire and love life. Taste many of the potions and learn how to make these at home!


text: The road out of mistrust and abuse is long and difficult but for those reasons it can be the most rewarding. The road can bring you to what you have always wanted - to be loved and to love. Do not live your whole adult life caught in this trap, get help to get you out, you should have no shame about needing help. Realise these things that are rightfully yours.Back to home