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As usual guys I see where I have it a messed up.... again!
Hey, I've told a couple of friends here do not sell your farm land. Oh Jefferson City eventually going to pass it. Can not turn their heads from that revenue.
I used to be Republican, but a year & 1/2 before GWB left office I left the party. I voted for GHW against Reagan in 1980.
The only thing Bone supports these days is TERM Limits. As for pot it's coming & it can't be stopped. Just like prohibition.
Lord, I pray for all, everyone stay safe.
I don't think so BSB. lol... getting you 2 (BJ77) confused. 1 of the conversations I've had with him was when he was in the hospital.
Somebody please tell Bone what IBRC stands for?
PB, they pulled your post but feel free to email me at dealernews@yahoo.com & I add you to a list of just a handful.
The stock is going to blow I just can't pin point when. But it is coming.
Stay safe!
If Everyone Would Carefully Notice.
All the photos being talked about out here of Kira & BL have been posted on facebook by Kira on her Facebook page. She Tags BL which then make those photos appear on his (Personal) facebook page.
But if everyone would carefully notice these photos DO NOT appear on the companies "MMRGlobal, Inc." facebook page unless they pertain to company business.
https://www.facebook.com/MMRGlobal
Tell this slow boat to china what the hell are U 2 discussing?
Yes it is BJ77. People can say what they want but I say... & I'd say this to BL.... my eyes find it quite easy to look upon her. You go little lady & network MMRGlobal, Inc. along the way.
Speaking About Patents, Court Hearings & Sueing
WebMD Commences Litigation Against Everyday Health for Trademark Infringement
Lawsuit filed in the United States District Court for the Southern District of New York
NEW YORK , June 19, 2014 /PRNewswire/ -- WebMD Health Corp. (Nasdaq: WBMD), the leading source of health information today announced that its subsidiary, WebMD LLC , has commenced litigation against Everyday Health Media LLC , a subsidiary of Everyday Health, Inc. (NYSE: EVDY), for trademark infringement, false advertising and unfair competition.
WebMD's complaint, filed today in the United States District Court for the Southern District of New York , shows that Everyday Health is using the WebMD trademark on Everyday Health's web pages; in Everyday Health website addresses; and in search advertising campaigns to deceive and mislead consumers into believing they are visiting WebMD's trusted health and wellness resources. WebMD believes that these practices also mislead advertisers whose ads are placed by Everyday Health on areas of its website that infringe WebMD's brands. These activities infringe on WebMD's trademarks and go well beyond the legally permissible practice of simply buying search terms against a competitor's name.
"We are committed to protecting the integrity of the WebMD brand," said David Schlanger , CEO of WebMD . "Millions of consumers and health care professionals rely on WebMD for its trusted and credible health information. Today's action is necessary to protect our brand, uphold our high quality standards, and defend the trust our users and advertisers have placed in WebMD ."
WebMD believes Everyday Health's conduct constitutes trademark infringement, false advertising and unfair competition under the Lanham Act, 15 U.S.C. Sec. 1114(a), 1125(a), trademark dilution under the Lanham Act, 15 U.S.C. Sec. 1125(c) and New York State law, and deceptive acts, false advertising, misrepresentation and unjust enrichment under New York State law.
WebMD is seeking a permanent injunction barring Everyday Health from engaging in such illegal acts, damages for the harm to WebMD's business and reputation, an accounting of the profits Everyday Health secured for itself from its wrongful conduct, and the attorneys' fees and costs incurred by WebMD in enforcing these laws against Everyday Health's willful misconduct.
About WebMD
WebMD Health Corp. (NASDAQ: WBMD) is the leading provider of health information services, serving consumers, physicians, healthcare professionals, employers, and health plans through our public and private online portals, mobile platforms and health-focused publications. The WebMD Health Network includes WebMD Health , Medscape , MedicineNet, eMedicineHealth, RxList, theheart.org, Medscape Education and other owned WebMD sites.
All statements contained in this press release, other than statements of historical fact, are forward-looking statements. These statements are based on WebMD's current plans and expectations and involve risks and uncertainties, including those described in our SEC filings.
WebMD®, Medscape®, CME Circle®, Medpulse®, eMedicine®, MedicineNet®, theheart.org® and RxList® are among the trademarks of WebMD Health Corp. or its subsidiaries.
SOURCE WebMD Health Corp.
SMF, do you really believe the SEC needs to be contacted on MMRGlobal. Inc.? If so how come? And if you think they should be contacted, why haven't you contacted them? You have their contact info & know that they are located just down the street from the company.
BD, yes I did see & read your earlier post. Thank you. And your sure welcome to post who you spoke to & their relationship to the case. We'd all would like to know that. Thanks again.
BJ77, on a serious note if they met in court yesterday like the partial document SMF posted & DYF stated he knew someone who attended that court hearing....
I'd like to hear from FJ74, you & I both know he's out here. If copies of the court hearing are available??? he's seen & interpreted them.
BJ77 are you educating me that a source maybe the cleaning crew of a company & not high level executives? I had no idea.
Your contacts a good source. They never heard of this scam company but they would never trust vital medical records in the hands of Bob. Implying that they know & have heard of BL. Right.
We all appreciate your input here Beazy.
Your post is misleading, you don't know
Walgreen to provide services for Arizona Priority Care
By Andis Robeznieks Posted: June 18, 2014 - 12:15 pm ET
Tags: Arizona, Medicare Advantage, Population Health, Retail Clinics, Walgreen
Walgreen Co. has entered into a collaborative agreement to provide expanded services for Arizona Priority Care, the Phoenix-area affiliate of Marina Del Ray, Calif.-based Heritage Provider Network.
The retail pharmacy chain, which recently entered into a pact to work on “ innovative models of care” with Livonia, Mich.-based CHE Trinity Health, will be providing population health services such as medication management, health-assessment, health testing and immunizations for 19,000 Arizona Priority Care Medicare Advantage and accountable care organization patients.
Ron Weinert, Walgreen vice president for accountable care services, told Modern Healthcare the collaboration between his company and Arizona Priority Care, or AzPC, goes beyond other health system-retail clinic operator agreements.
“What's different is the service we are providing is very targeted, coordinated and connected,” Weinert said, explaining that Walgreen pharmacists and retail clinic staff will be doing outreach to bring patients into stores and clinics for needed care.
“It's based on gaps in care,” he said.
The program is set to begin July 23, and Weinert said AzPC ACO and Medicare Advantage members can visit any of the Walgreen Healthcare Clinics in the Phoenix area, but the “intensified services” will be focused at five hub stores where pharmacists dedicated to the program will be located.
Goals of the program include avoiding preventable hospitalizations and raising patient satisfaction scores for the Heritage network.
“We see this as a model for how affordable healthcare could be more effectively delivered in the U.S., and we are proud to be piloting this type of innovative effort with Walgreens,” Dr. Richard Merkin, Heritage Provider Network president and CEO, said in a news release.
When asked if Walgreen would be paid in a fee-for-service or some type of global, capitated arrangement, the company released a statement saying that “Walgreens is being compensated for providing certain population health management services for targeted patients,” but it could not provide additional detail because of competitive concerns.
Walgreen, based in Deerfield, Ill., operates more than 8,200 drugstores and 750 retail clinics.
http://www.modernhealthcare.com/article/20140618/NEWS/306189964?AllowView=VDl3UXk1Ty9DL3lCbkJiYkY0M3hlMFdvaDBVZERPST0=&utm_source=link-20140618-NEWS-306189964&utm_medium=email&utm_campaign=mpdaily&utm_name=bottom
The $9B Company About to Revolutionize Healthcare, And You've Probably Never Heard of It
Written by Lindsey Dunn | June 16, 2014
Last week, Fortune profiled 30 year-old Elizabeth Holmes, CEO of Theranos — a company you probably haven't heard of yet, but should.
Even more impressive is the company's board of directors, which according to Fortune's Roger Parloff, "in terms of public service at least, may be the single most accomplished board in U.S. corporate history. It includes former U.S. Secretary of State, Treasury, and Labor George Shultz; former Secretary of Defense Bill Perry; former Secretary of State and National Security Adviser Henry Kissinger; and former U.S. Senators Sam Nunn and Bill Frist (who is also a heart transplant surgeon), among others."
Why Silicon Valley investors want in
If you're wondering why Silicon Valley is so bullish about a diagnostic testing company (when competitors like Quest Diagnositcs already have such a large market share), then it's worth a quick explanation of the company's technology.
Holmes' name is on 82 U.S. and 189 foreign patent applications, 18 and 66 of which, respectively, have been approved, according to Fortune. The first patent — and the innovation on which Holmes founded her company — is for a patch that not only delivers medication to the bloodstream, but can simultaneous test the blood to assess the effectiveness of the therapy, and uses a cellphone chip to send results in real-time to physicians.
Other patents include a new method of blood testing that uses just 1/100th to 1/1,000th of the amount currently required for diagnostic testing and minimizes the already minor discomfort of a finger prick, according to Fortune. The company operates a CMS-approved high-complexity laboratory offering more than 200 diagnostic tests, and plans to soon expand that to over 1,000.
The really exciting thing, though is this: These tests are cheap. According to Fortune:
"Theranos tests cost less. Its prices are often a half to a quarter of what independent labs charge, and a quarter to a 10th of what hospital labs bill, with still greater savings for expensive procedures. Such pricing represents a potential godsend for the uninsured, the insured with high deductibles, insurers, and taxpayers. The company’s prices are set to never exceed half the Medicare reimbursement rate for each procedure, a fact that, with widespread adoption, could save the nation billions." (emphasis mine)
When is the last time ANY INNOVATION cost less than current Medicare rates?
In an era of transition to value-based care, and consumer-based decision making, a medical innovation that lowers costs is worthy of a lot of interest, which Theranos has certainly received.
Another reason to fear Walgreens
Currently, Theranos operates just 22 lab locations, one at its headquarters in Silicon Valley and the others at Walgreen pharmacies in California and Arizona. Walgreens has partnered for a nation-wide rollout in a "substantial" number of its locations across the country. Holmes wants one within five miles of every American home.
UCSF Medical Center, Dignity Health and Intermountain are all currently in talks with the company, to use its low-cost methods at its facilities as well.
UCSF CEO Mark Laret told Fortune, "This is the true transformation of healthcare, right here in front of us."
And indeed it is.
Medicine is one of the few industries plagued with innovation that drives costs, rather reducing them — which is the norm in nearly every other industry. The cost of the average hospital stay rose 90 percent in 10 years, driven largely by new technologies that are then incorporated into the cost of care. That's remarkable, and remarkably concerning given the demands rising healthcare costs place on our government and patients. So, when a medical innovation cuts cost significantly, that is remarkable too, and hospitals, investors and providers should take note. Some of the biggest names in Silicon Valley and public service certainly are.
http://www.beckershospitalreview.com/healthcare-blog/the-9b-company-about-to-revolutionize-healthcare-and-you-ve-probably-never-heard-of-it.html
Though he may be posting positively, Bettindad is getting a repetitive as the bashers. lol....
35% of EHR users will increase investment in patient portals
Author Name Jennifer Bresnick | Date June 13, 2014 | Tagged EHR Adoption, EHR Satisfaction, Patient Engagement, Patient Portal
Providers who don’t yet have a patient portal are likely to purchase or upgrade one in 2014, finds a new survey by Software Advice. Thirty-five percent of EHR users are investing more in their patient engagement infrastructure in 2014 than they did the previous year, while the majority of providers will maintain their levels of investment when it comes to EHRs, billing and scheduling, and e-prescribing. However, just a quarter of providers stated that their EHR systems provide highly satisfactory patient engagement abilities.
In general, providers are still using desktop computers to access their EHRs, but mobile devices are gaining in popularity. Nearly 70% use laptops, while 35% routinely use tablets and 20% browse their records on smartphones. Whatever the method used to log in, 87% of providers believe their EHRs provide easy access to information and a similar number think that electronic records provide more legible and/or more robust data than paper files. Users also approved of how well EHRs deliver drug interaction alerts, billing data, and lab value alerts, while fewer providers were satisfied with population health management features and care coordination abilities.
But some very common challenges remain. Slowed productivity and frustration with a lack of interoperability topped the list of provider gripes. More than half thought productivity challenges had a major or moderate effect on their workflow, while others complained of poor customization options, a steep learning curve, high costs, and system bugs. Encouragingly for CMS and the ONC, relatively few providers cited achieving meaningful use as a major challenge.
Dissatisfaction with EHRs continues to drive a lucrative replacement market for vendors as providers continue to seek systems that can adequately address their increasingly complex needs. “What we are hearing increasingly from healthcare leaders is dissatisfaction with their existing EHR systems, often citing cost and difficulty of use,” said Premier, Inc. COO Michael J. Alkire in response to his company’s research indicating continued growth in the health IT market over the next few years. “Providers need a solution that integrates clinical, financial and operational data across their hospitals and health systems; the majority of EHR systems cannot do that.”
Overall, 72% of providers in the Software Advice survey rated their EHR systems as acceptably satisfactory, but some vendors stood well above their competitors when it came to user satisfaction. McKesson-owned products, branded under the names Medisoft and Lytec, produced 100% satisfaction rates, along with IOS Medios. Other top ten vendors included Amazing Charts, AllMeds, Practice Fusion, and ChartLogic.
http://ehrintelligence.com/2014/06/13/35-of-ehr-users-will-increase-investment-in-patient-portals/
I only get 1 post a day on the other home front. But what gets me is all of their time those folks waste bashing that stock.
Life has to have something else to do with their time???????????????????????????????????????
As in.... How would you like your steak cooked? Well Done, thank you!
SSC, the USPTO awarded the patents to MMRGlobal, Inc. wouldn't that sum it up?
I'm ready, lets get it on & over with.
Epic, IBM launch joint effort on new military EHR system
By Bob Herman Posted: June 11, 2014 - 1:45 pm ET
Tags: Allscripts, Cerner Corp., Epic Systems Corp., Eric Shinseki, Hospitals, Information Technology, Labor, Military Health
Epic Systems Corp. and IBM have partnered to bid on what could be an $11 billion contract to replace the Military Health System's electronic health-record system.
The contract—the Department of Defense Healthcare Management Systems Modernization project—will update all clinical systems throughout the MHS. The organization includes 56 military hospitals and about 360 clinics, which is about one-third the size of the Veterans Affairs health system. Dr. Jonathan Woodson, assistant secretary of defense for health affairs, said in an April House Appropriations Subcommittee of Defense hearing that the “lifecycle” cost of a project such as this could cost $11 billion.
Epic will focus on the EHR side of the equation, while IBM will oversee operations. Dr. Keith Salzman, IBM's chief medical information officer and a former Army physician, will spearhead the joint project.
Epic spokesman Shawn Kiesau said the company will not comment further on the bid. In a statement, Epic President Carl Dvorak said, “We would be honored to be part of the solution to modernize the MHS. In collaboration with IBM, we can provide a successful implementation that will support innovation and interoperability within military healthcare.”
Other major EHR vendors, including McKesson and GE Healthcare, were not immediately available to comment if they, too, had planned on making a bid on the DHMSM deal. However, Cerner Corp. Senior VP Sam Pettijohn indicated in a statement that Cerner would push for the contract. “Military members and their families deserve an open, interoperable platform that lets them manage their healthcare needs throughout their lifetime,” he said. “Cerner is proud to be considered for this opportunity.”
Seth Frank, vice president of external communications at Allscripts, said Allscripts “doesn’t publicly discuss relationships with existing or potential clients.” Bidding is expected to formally commence later this summer.
This January, the Defense Department released a draft request for proposals for a new EHR system that would also be interoperable with VistA, the system used within the VA. Former VA Secretary Eric Shinseki had said the agency would compete for the EHR contract, and interoperability between the two departments would be a key outcome even if the VA didn't win the bid.
Defense Secretary Chuck Hagel said last May that a bidding process that includes commercial contractors “is the optimal way to ensure we select the best value solutions for DoD,” essentially nixing an in-house solution.
http://www.modernhealthcare.com/article/20140611/NEWS/306119945?AllowView=VDl3UXk1Ty9DL1dCbkJiYkY0M3hlMFdvamtVZER1TT0=&utm_source=link-20140611-NEWS-306119945&utm_medium=email&utm_campaign=hits&utm_name=top
Not wanting to argue but I would bet the Cerner agreement in the long haul will be more advantageous to MMRF than the WAG.
Sakata7 I'd bet Rite Aid is the other 1.
New ONC Leadership and Organizational Structure
Karen DeSalvo recently announced some changes to the ONC leadership structure. This isn’t surprising since it often happens when there’s a leadership change. Here’s a look at the new ONC leadership organization:
Office of Care Transformation: Kelly Cronin
Office of the Chief Privacy Officer: Joy Pritts
Office of the Chief Operating Officer: Lisa Lewis
Office of the Chief Scientist: Doug Fridsma, MD, PhD
Office of Clinical Quality and Safety: Judy Murphy, RN
Office of Planning, Evaluation, and Analysis: Seth Pazinski
Office of Policy: Jodi Daniel
Office of Programs: Kim Lynch
Office of Public Affairs and Communications: Nora Super
Office of Standards and Technology: Steve Posnack
Each of these leaders will report directly to the Immediate Office of the National Coordinator, which includes Jacob Reider, MD and Karen DeSalvo.
I asked HHS for a short description of what each “Office” will oversee and do. Turns out that they posted the details to the Federal Register http://www.ofr.gov/OFRUpload/OFRData/2014-12981_PI.pdf . Makes you wonder what else is in the Federal Register that never sees the light of day.
http://www.emrthoughts.com/2014/06/03/new-onc-leadership-and-organizational-structure/?utm_source=Healthcare+Scene&utm_medium=email&utm_campaign=777739baef-RSS_EMAIL_CAMPAIGN&utm_term=0_4092230e89-777739baef-61022129
T believe our time is coming.
Patient Engagement vs. Patient Education: What’s the Difference?
The following is a guest blog post by Jamie Verkamp, Chief Speaking Officer at (e)Merge.
Healthcare organizations often see attesting to the Measures included in Meaningful Use Stage 2 as a burdensome checklist which results in a massive resource drain in exchange for inadequate financial compensation. MU Stage 2 Measure 7 is one such oft-maligned requirement for attestation. This Measure requires that online access to records is provided to 50% of patients and that 5% of patients execute the viewing, download, or transmission of their online health information. Organizations should not see Measures regarding patient engagement as intimidating or inconvenient. Instead, these Measures seeking to improve patient engagement should be seen as an opportunity to create more loyal, involved, and empowered patients. The importance of engaging our patients in their own health shows itself in current statistics relating to personal health. According to a study by TeleVox, roughly 83% of Americans don’t follow treatment plans as prescribed by their physicians. Adding to that, 42% of Americans feel they would be more likely to follow their care plan if they received some form of motivation to participate. By giving patients a channel to monitor and participate in their own health, organizations can develop a more educated population capable of producing greater outcomes.
Understanding the reasoning behind the Measures driving patient engagement is the first step; now, we must educate our patient population on the value of logging in and connecting with their information. While the frequency of patients physically visiting their provider’s office is somewhat inconsistent, this is often the most successful way to encourage electronic patient access. Patient facing staff members should be well educated on electronic patient access and be prepared to answer questions as they arise. Physically walking patients through the engagement process of maneuvering their electronic access, or providing video tutorials with simple instructions in the office lobby can increase patient engagement substantially. Consider setting up a station in the waiting room to allow patients to sign up for the service, thus solving the issue of forgotten motivation.
However, organizations must seek to include in their engagement plan the younger and healthier population who may not enter the physical office space outside of unforeseen emergency visits or more often than their annual checkup requires. Looking online to relate with these patients can be beneficial, as this has been found to be where this demographic spends the majority of their time and communication engaging with brands and services. Providing information and education on an organization’s website, Facebook, Twitter, or even YouTube page through video promotion can assist in sparking an interest with this patient population. Many times, those likely to engage in a patient engagement offering remain unaware of its availability due to a lack of communication from the healthcare organization. From the practice standpoint, we must understand our work is not done once the portal is merely completed; rather this is when the real challenge presents itself.
In today’s society, consumers are bombarded with promotional emails and routinely asked for their contact information so further communication can be established. With this in mind, consumers are more cautious as to what and how much information they provide to companies. Unfortunately, for the healthcare industry, this includes a cautious nature toward information shared with healthcare organizations. With this barrier in place, administrators must actively engage with their patients to educate them on the benefits of becoming involved in electronically managing their care. Before consumers choose to willingly hand over their personal contact information, they will likely need to understand the reasons for doing so and what advantages they will receive.
Convenience has become one of the most desired aspects of communication and buying behaviors in consumers today. As a society, we have adopted a “need it now” expectation. With the ease portable technology has brought to our information search, patients and consumers count on service when they desire it. This is especially true when it comes to customer service; consumers are becoming less patient and beginning to expect service when they desire. In a recent study, it was found businesses offering a “Live Chat” option online saw a 15% increase in conversions. Explaining to patients the ease of communication with physicians and key staff members through the portal can be a helpful start in creating buy in. Communication via the portal includes direct messaging, appointment reminders, and more. Informing patients of potential time saving factors in appointments down the road and quicker access to lab results can also establish and pique interest. In many instances, finding the optimal moment to address the patient portal can create successful outcomes. Patients burdened by numerous prescription refill requirements or those frustrated with waiting in line to pay a bill can be directed back to the convenience of a patient portal to handle all of these items at their own computer at home.
As a whole, those looking to meet this Stage 2 requirement must focus their attention on creating personalized communication with patients. Standardized information will not entice patients and may easily be looked over. Begin to examine which staff members may be the best fit for providing patient education and focus on educating patients on what they will get out of participating, not just simply meeting your Measure 7 requirements. Potential touch points can be found within your signage, billing communications, appointment reminders and especially on your practice website and social sites.
According to HealthIT.gov, Meaningful Use Stage 3 will continue with the goal of driving patient engagement and improving outcomes. This will include, “patient access to self-management tools”. The options for healthcare organizations are clear:
1. An organization can meet the bare minimum for the Stage 2 requirements using a patchwork of initiatives which produce minimally satisfying results while have no significant effect on the patient experience. Then repeat the entire process for the applicable Measures in Stage 3.
2. An organization can have a well-articulated and executable plan. In doing so, the practice, hospital or healthcare organization can commit to utilizing technology for the optimization of patient care, get a full return on investment from the Patient Portal, and simultaneously grow their business through the competitive advantage of a successful online presence. Initiating this push now will further develop readiness for Stage 3 as the implementation date approaches and with productive workflows in place, administrators can free themselves to focus on other Measures for attestation.
So which option will your organization choose? It’s not going to be easy, but change seldom is. Every industry experiences social and digital evolution, now it is healthcare’s turn.
About Jamie Verkamp
This article is a result of a partnership between (e)Merge, a medical growth consulting firm and DataFile Technologies, an outsourced medical records management and compliance company. Jamie Verkamp leads (e)Merge as Managing Partner and Chief Speaking Officer, she works shoulder to shoulder with medical professionals the healthcare industry to improve the patient experience and see measurable growth in clients‘ customer service efforts, referral volumes and bottom lines. DataFile Technologies is led by Janine Akers, CEO. DataFile’s passion for compliance allows them to be thought leaders in HIPAA interpretation while executing innovative medical records workflow solutions on behalf of their clients. Our companies produce white papers, speaking engagements, and videos to keep health professionals up to date on the latest industry topics.
http://www.emrandhipaa.com/guest/2014/06/03/patient-engagement-vs-patient-education-whats-the-difference/?utm_source=Healthcare+Scene&utm_medium=email&utm_campaign=777739baef-RSS_EMAIL_CAMPAIGN&utm_term=0_4092230e89-777739baef-61022129
What do you all think about DamnYankeeFan & his 4 post & change of heart? He used to get under BL skin.
A New Twist in the Case of the $142 Million CEO -- WSJ Blog
DOW JONES & COMPANY, INC. 1:00 PM ET 06/02/14
Symbol Last Price Change
LNG 68.7 +0.59 (+0.87%)
QUOTES AS OF 03:16:06 PM ET 06/02/2014
As the WSJ reported last week, Houston-based Cheniere Energy hasn't made an annual profit in 18 years, pulled in just $267 million in revenue last year, and paid its CEO Charif Souki $142 million in 2013, making him one of America's best paid executives.
That pay package, and plans to ask shareholders at next week's annual meeting for permission to issue another 30 million shares for employee compensation over the next five years (valued at about $2 billion based on Friday's closing price), led to quite a few raised eyebrows among investors.
"The management team has done a phenomenal job," a large shareholder opposed to the company's pay plan told the WSJ last week. "The current proposal is beyond what is reasonable."
And now, it seems, those raised eyebrows have translated into a lawsuit, and postponement of next week's annual meeting. Via an announcement from Cheniere this morning:
The 2014 Annual Meeting of Stockholders of Cheniere Energy, Inc.(LNG) (the "Company"), scheduled to be held at 9:00 a.m., Central Daylight Time, on Thursday, June 12, 2014, has been postponed and will now take place on Thursday, September 11, 2014. A formal notice setting forth the exact location and time of the rescheduled meeting will be mailed to you in due course.
We have decided to postpone the Annual Meeting in light of a complaint that has been filed in the Delaware Court of Chancery of the State of Delaware styled Jones v. Souki, et al., C.A. No. 9710-VCL (Del. Ch.) and plaintiff's request to expedite proceedings before the June 12th Annual Meeting.
Cheniere provided a copy of the lawsuit in another SEC filing. The claim, according to the filing:
Plaintiff, on behalf of himself and all other similarly situated stockholders of Cheniere, brings this action both directly and derivatively to recover 25 million shares of Cheniere stock that were improperly awarded to Cheniere's employees, consultants and directors under the Cheniere Energy, Inc.(LNG) 2011 Incentive Plan (the "2011 Plan") despite the fact that the stockholder vote to permit such awards did not receive the required majority vote. Defendants improperly failed to count abstentions as "no" votes, as was required by Delaware law, and as a result, Defendants falsely claimed the vote passed with a majority vote. Beyond being wholly irrational and in contravention of Delaware law, the awarding of these restricted stock awards was an unauthorized act by the Board that exceeded the Company's own authority under its own bylaws and is thus ultra vires.
(Cornell University's handy legal dictionary defines ultra vires, meaning "beyond the powers," as "actions taken by government bodies or corporations that exceed the scope of power given to them by laws or corporate charters.")
With next week's annual meeting postponed until September, the company and it's dissatisfied shareholders have a few more months to fight out the dispute over pay. As the WSJ's Daniel Gilbert reported last week, shareholder advisory services made their opposition to the plan known ahead of the now-postponed meeting:
"Shareholders should be deeply concerned with the structure of the company's compensation program," says advisory firm Glass, Lewis & Co.
While recognizing that executives have created substantial value for shareholders--Cheniere's stock price doubled last year as its first gas export plant began to materialize on Louisiana's coast--Glass Lewis says that the proposed compensation plan could be excessive and dilute existing shareholders' stake by 12%.
Egan-Jones Proxy Services recommends that shareholders reject the compensation plan and vote against compensation- committee chairman David Kilpatrick at the company's annual meeting on June 12. Mr. Kilpatrick, in a message to The Wall Street Journal, credited Mr. Souki and other executives with adding billions of dollars to the company's market value. " With the amazing value they have created for the stockholders through their fine work, they deserve a share of the wealth creation."
We've reached out to Cheniere to see if it has anything more to say about the lawsuit, and will update here if we hear anything back.
See also:
Cheniere Energy Pitches Big Boost in Employee Compensation - WSJ
18 Years, No Profit, $1.9 Billion in Stock for Employees: Which Dot-com? - Corporate Intelligence
More at The Wall Street Journal's Corporate Intelligence blog, http://blogs.wsj.com/corporate-intelligence/
Access Investor Kit for Cheniere Energy, Inc.(LNG)
Visit http://www.companyspotlight.com/partner?cp_code=A591&isin=US16411R2085
(END) Dow Jones Newswires
06-02-141300ET
Copyright (c) 2014 Dow Jones & Company, Inc.
New York medical database aids doctors, patients
Nice, very nice.
This company & stock are done. It may be bought & reemerge as a new company & stock symbol but this game is over.
How the Meaningful Use Stage 2 Timeline Affects Your Medical Practice
The year of 2014 will be a year of great transition for most medical practices. You may be in the beginning stages of using EHR/EMR software, or you may be installing Medical Practice (MP) software for the first time. Perhaps you have been using a software program, but you’ve realized you need to upgrade to software that is certified for Meaningful Use. Or, if you’ve purchased certified software, you may need help proving the “meaningful use” of that software, meeting the requirements of Stage 2.
What does Stage 2 Meaningful Use mean for your medical practice? In addition to more recording and reporting measures, Stage 2 of Meaningful Use emphasizes care coordination and HIPAA-compliant engagement with patients.
Meaningful Use Stage Requirements
Stage 1
Beginning in 2011, the focus was on data capturing and sharing. Eligible providers and hospitals were required to show meaningful use of software by meeting a set number of objectives. These objectives were broken down into core objectives and menu set objectives. To be eligible for incentive payments, eligible providers and hospitals needed to prove they met the requirements for a 90-day period in the first year of participation and the entire second year of participation.
In a nutshell, during Stage 1, you are expected to:
•Capture health information in a standardized electronic format
•Use EHR/EMR or MP software to track clinical conditions
•Report clinical quality measures and public health information
•Begin engaging electronically with patients via HIPAA-compliant software
Your EHR/EMR or MP software vendor should be able to explain the practical applications of these requirements to you, training your staff how to prove and report compliance.
Stage 2
Once you’ve met the requirements for Stage 1 of Meaningful Use, you will need to widen your focus to include clinical processes.
In shorthand, during Stage 2, you will be expected to:
•Engage in more rigorous health information exchange
•Engage in e-prescribing
•Deliver lab results electronically
•Offer increased patient-controlled data and engagement with patient through electronic means
•Transmit patient care summaries securely and compliantly through approved electronic methods
On a practical level, this means your office will need to use software that provides the following features, amongst others:
•Patient engagement portal, including mobile device access to messages and records
•Electronic recording of and communication of immunization records
•E-prescribing capabilities and communication
You can begin meeting Meaningful Use Stage 2 requirements now (2014), assuming you have already met Meaningful Use Stage 1 requirements for the minimum time frame. (Ninety consecutive days one year, and an entire year the following year. Be sure to learn more about the possible Meaningful Use Stage 2 delay.) You will need to do the same with Meaningful Use Stage 2 before you can proceed to Stage 3.
Stage 3
Beginning in 2016, eligible providers and hospitals can take on a third set of requirements, focused on improving quality of care, safety and efficiency. The end goal is to provide improved health outcomes.
Meaningful Use Timeline
Eligible hospitals are held to a fiscal-year timeline, but eligible providers are held to the calendar year. This means you will need to ask your EHR/EMR or MP software vendor to help you figure out what your practice’s deadline is and how to meet it for each stage. A good vendor should be able to help you overcome obstacles like:
•Employee resistance to using new software or processes
•Software implementation and integration challenges
•Office procedure modifications and work flow changes
Participation in Stage 1 opened in 2011. Practices that were early participants are now moving into Stage 2 here in 2014. Those who participate soon will be eligible for Stage 3 participation as soon as 2016, taking advantage of years of incentive payments.
Medical Practice Participation
According to the Centers for Medicare and Medicaid Services, more than 355,000 health care providers have received incentive payments for their participation in the Medicare and Medicaid Electronic Health Record (EHR) Incentive Programs (as of February 2014). Over $13.6 billion has been paid out through the Medicare EHR Incentive Program thus far, and over $7.5 billion has been paid out through the Medicaid EHR Incentive Program.
Incentive payments aren’t the only reason to upgrade your MP software. Medicaid and Medicare eligible providers and hospitals that do not meet Meaningful Use requirements will be subjected to penalties starting in 2015. These penalties will come in the form of payment reductions, starting at one percent, capped at five percent for each year eligible providers don’t demonstrate meaningful use.
If you haven’t tackled this challenge yet, you’ll want to take it on now, before you miss out on the incentive payments and lose out on a percentage of your Medicaid and Medicare payments.With the right guidance, you’ll find that the upgrade and training will result in an improved experience for everyone, staff and patients alike.
http://www.emrthoughts.com/2014/05/30/how-the-meaningful-use-stage-2-timeline-affects-your-medical-practice/?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+HealthCareSceneBlogNetwork+%28Health+Care+Scene+Blog+Network%29
About Dana Deardorff of MediPro
MediPro, Inc. is a full-service medical billing software company offering practice management (PM) software, electronic health records (EHR) and electronic medical records (EMR) from IMS and McKesson. As of April 2014, IMS is certified for Meaningful Use Stage 2, and McKesson, which is certified for Stage 1, will soon also be certified for Stage 2. (McKesson is certified for Stage 2 now, they just haven’t made the formal announcement).
Dang, that is nice. But I still say this company needs to be marketing out here in Bone's area of the country.
Missouri, Kansas, Nebraska & Iowa.
Stay safe all & GL.
Damn my brother, I do believe your right.
I'm glad to see you on the seen again, I hope all is well with you & your family. Stay safe, T
I'm disagreeing with U, I think it will be Rite Aid
Either way MMRF is on the move.
DB2014 Quest would be fine,,,, but I have money on Rite Aid being 1 of the next 2 agreements.
What else would you expect 2 see from the company website? I've been here for a few years.... SHOW ME THE MONEY!
Watch the Jerry McGuire movie, it might help.