Explanation:
<h3>I’ll describe this in simplest terms. Things can be considerably more complex that this, and many reimbursement model variants exist in between these two “extremes”</h3>
<h3><em><u>Fee</u></em><em><u> </u></em><em>for</em><em> </em><em>Service</em><em> </em>: the provider (e.g. doctor or hospital) bills the insurer. The insurer adjudicates the claim, and reimburses the provider at rates that have been agreed upon by the two, less any portions for which the patient is held responsible per the terms if their policy.</h3>
<h3>(Large provider organizations may negotiate their own reimbursement schedules with insurers. Smaller ones mostly just make “take it or leave it” decisions on whether or not they want to accept the insurer’s members as patients, based on whether the insurer’s reimbursement rates appear acceptable to them in light of how badly they need access to the insurer’s supply of patients.)</h3>
<h3>In this model, all risk is carried by the insurer and its members. The insurer’s risk is that its members will require care for which it must pay out as just described. The members’ risk consists of how much they might have to pay in the form of deductibles, co-payments, and coinsurance if they require care. The providers mostly avoid risk because even if they end up treating a particularly expensive mix of patients, their revenue will go up accordingly.</h3>
<h3><em>Capitation</em><em> </em>: the provider is compensated primarily by a flat amount - the ‘capitation amount’ - that the insurer pays to them, per member/per month. Typically there will also be co-pays that are the responsibility of the member/patient. Then it is up to the provider to do its best to manage how it treats its cap patient population so that its costs of caring for them do not exceed the corresponding cap income.</h3>
<h3>In this model, considerable risk has been shifted to the provider. (Not all of it. There typically are provisions in the insurer-provider agreement that shift risk back to the insurer in circumstances of high patient utilization beyond the provider’s control. As previously noted, there can be many variants. And of course the member/patients still bear some risk with the copays etc.). This model creates incentive for the provider to think and act like they are “part provider, part insurer”. It is an “in between” model that stops short of the providers and insurer becoming one-and-the-same business (like Kaiser is, for example).</h3>
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<u>Sorry</u><u> </u><u>for</u><u> </u><u>the</u><u> </u><u>Subheadings</u><u> </u><u>letters</u></h3><h3>
<u>#Mark</u><u> </u><u>me</u><u> </u><u>as</u><u> </u><u>Brainliest</u><u> </u><u>Answer</u></h3>
To find the TDEE you need to know the age and height of the person.
If Alex is an 18 year old woman who is 5'2 and 125 pounds her bmr would be 1,300 her TDEE on light exersice would be 2,016.
Answer:The Short acting insulin is administered before breakfast while the intermediate-acting insulin is administered before the evening meal.
Explanation: Humulin R is an example of short acting insulin while Humulin N is an example of intermediate acting insulin. Humulin R which is a short-acting insulin covers your insulin needs during meals. It is taken about 30 minutes to an hour before a meal to help control blood sugar levels. This type of insulin onset of action, takes effect in about 30 minutes to one hour, and peaks after two to four hours. Its effects tend to last about five to eight hours. The short acting insulin is advantageous because you don't have to take it at each meal. It can be taking at breakfast and supper and still have good control because it lasts a little longer.
Humulin N (NPH), which is an Intermediate-acting insulin can control blood sugar levels for about 12 hours or longer, so it can be used overnight. It starts to work within one to four hours, and peaks between 4 and 12 hours, depending on the brand. It is important to know that Intermediate-acting insulin offer baseline insulin coverage and can be used with short-acting insulin to boost synergy of the drugs.
The total patient care model requires a greater number of registered nurses to provide the care. This results in increased costs, making the model less cost-effective. Continuity of care is a problem if the registered nurse is unable to communicate the patient's needs. In the team nursing model, the team leader needs to take time to delegate work. The total patient care model does not have a lack of collaboration; rather the model allows a high degree of collaboration with other healthcare team members. In the primary nursing model, the associate nurse cannot change the care plan without discussing it with the primary nurse.<span>Building an </span>
