This document summarizes tools for gathering performance improvement evidence, including the Template Analysis Tool (TAT). TAT provides clinic and provider-specific templates to analyze appointment categories, statuses, and dates. It summarizes appointment data for specific clinics, providers, and time periods to evaluate access and utilization. The document discusses using TAT and other sources like the Tricare Operations Center to examine metrics like empaneled patients, visits per 1000 patients, and provider availability. The goal is to provide actionable data to support decision making and demonstrate improvement tools for staff.
This presentation provides real, in-depth information from a doctor as well as prostate cancer survivors and their partners. Treatments for prostate cancer carry significant side effects that change many issues.
We recognize that prostate cancer becomes a problem for the survivor and partner.
Traditional concepts of masculinity and femininity often complicate the problem.
SPICE MODEL of TC74HC04AP in SPICE PARK. English Version is http://www.spicepark.net. Japanese Version is http://www.spicepark.com by Bee Technologies.
SPICE MODEL of TC74AC04FN in SPICE PARK. English Version is http://www.spicepark.net. Japanese Version is http://www.spicepark.com by Bee Technologies.
SPICE MODEL of TC74HC04AF in SPICE PARK. English Version is http://www.spicepark.net. Japanese Version is http://www.spicepark.com by Bee Technologies.
This presentation provides real, in-depth information from a doctor as well as prostate cancer survivors and their partners. Treatments for prostate cancer carry significant side effects that change many issues.
We recognize that prostate cancer becomes a problem for the survivor and partner.
Traditional concepts of masculinity and femininity often complicate the problem.
SPICE MODEL of TC74HC04AP in SPICE PARK. English Version is http://www.spicepark.net. Japanese Version is http://www.spicepark.com by Bee Technologies.
SPICE MODEL of TC74AC04FN in SPICE PARK. English Version is http://www.spicepark.net. Japanese Version is http://www.spicepark.com by Bee Technologies.
SPICE MODEL of TC74HC04AF in SPICE PARK. English Version is http://www.spicepark.net. Japanese Version is http://www.spicepark.com by Bee Technologies.
High performance,high contact density miniature circular connectors are designed according to MIL MIL Qualified Connectors.Up to 128 contacts per connector
[BLT] 스타트업을 위한 인증제도 안내 2016.08.03 엄정한_ver3.1 - 복사본JEONG HAN Eom
기업을 하면서 필요한 기본적인 인증제도에 대한 안내자료입니다. 인증에 관련된 컨설팅이 필요하시면 언제든지 연락주세요. ^^
- 엄정한 변리사 드림 (shawn@BLT.kr / 010-2393-5709)
- BLT특허법률사무소 (info@BLT.kr / 070-4100-0102)
High performance,high contact density miniature circular connectors are designed according to MIL MIL Qualified Connectors.Up to 128 contacts per connector
[BLT] 스타트업을 위한 인증제도 안내 2016.08.03 엄정한_ver3.1 - 복사본JEONG HAN Eom
기업을 하면서 필요한 기본적인 인증제도에 대한 안내자료입니다. 인증에 관련된 컨설팅이 필요하시면 언제든지 연락주세요. ^^
- 엄정한 변리사 드림 (shawn@BLT.kr / 010-2393-5709)
- BLT특허법률사무소 (info@BLT.kr / 070-4100-0102)
We have created a simple and cheap system of monitoring and correction of condition of patients with diabetes through the tiny device in the form of an accessory to the mobile phone. In the basis of the diagnostic test Аkabane. Individual correction is done with the help of the address of influence on certain organs and systems through certain specially calculated point of modulated infrared radiation. All calculations are made on the server. The system is designed for the mass market
Crystal light Mocktails. New beverage innovation from Kraft Foodservice. For more information be sure to contact Fred Steel email:Fred.Steel1@kraft.com
From temporal to static networks, and backPetter Holme
Infectious diseases are a major burden to global health. Understanding their mechanisms and being able to predict and intervene epidemic outbreaks is an important challenge for researchers and decision makers alike. It should not be too hard either―if we include human contact patterns, the mechanisms of contagion and the typical features of the disease, we could model most infectious-disease related phenomena. Of these three components, the network epidemiology of the last decade has shown that our limited understanding of human contact patterns is probably the most important focus are for advancing infectious disease epidemiology. We will discuss what is known about human contact patterns and how to include this knowledge in epidemic modeling. First, we discuss recent work on what the epidemiologically most important temporal structures of human contacts are. We use about 80 empirical temporal network datasets, several arguably important for disease spreading, and scan the entire parameter space of disease-spreading models. By comparing to null-models, we identify important, simple temporal patterns that affect disease spreading stronger than the bursty interevent time distributions. Furthermore, we investigate how to eliminate the temporal information to make an as relevant static network as possible. After all, static network epidemiology has more methods and results than temporal network epidemiology and it for some purposes it is necessary. We find that an “exponential threshold” representation almost always the best performance, but time-sliced network (with a carefully chosen window, usually considerably different than the sampling time of the data) works almost as good. In contrast, networks of concurrent contacts do not seem to carry so important information.
Similar to Session 12 - Introduction to Information Tools (20)
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
1. Session 12: Performance
Improvement Tools: Gathering the
Evidence
R.S. Crawford, III, MD, MBA
rcrawford@usuhs.mil
William Hirst, BSN, MPH, CPHQ
MHirst@SouthcentralFoundation.com
April 2012
2. Setting the Stage
Analyst Goal with Dr Crawford
• Establish a working relationship, trust and listen
What insight does he already have
• Assist in decreasing his level of uncertainty
This isn’t a research study
• Provide useful information for decision support
• Demonstrate actionable information tools for all staff
Executives
Managers
Front-end Staff
3. Big Picture
Population at
Prevention
Risk
Recovery
Incidence of
Disability or Disease
Case Management Level 1
Level 2
Prevalence of Level 3
Disability or Disease Level 4
Level 5
Death
4. Mean 68.13
d
l
e
n
a
p
m
P
0
1
/
t
s
i
V
R
E
60
65
70
75
80
9
0
-
g
u
A
9
0
-
p
e
S
LCL 62.4
UCL 73.9
9
0
-
t
c
O
Mean 68.1
9
0
-
v
o
N
9
0
-
c
e
D
0
1
-
n
a
J
0
1
-
b
e
F
0
1
-
r
a
M
0
1
-
r
p
A
0
1
-
y
a
M
u
J
0
1
-
n
0
1
-
l
u
J
0
1
-
g
u
A
0
1
-
p
e
S
0
1
-
t
c
O
0
1
-
v
o
N
0
1
-
c
e
D
1
-
n
a
J
1
-
b
e
F
ER Visits / 1000 Pt. Empanelled
1
-
r
a
M
1
-
r
p
A
1
-
y
a
M
u
J
1
-
n
1
-
l
u
J
1
-
g
u
A
1
-
p
e
S
1
-
t
c
O
75.2
77.5
1
-
v
o
N
1
-
c
e
D
5. %
55
60
65
70
75
u
A
9
0
-
g
9
0
-
p
e
S
LCL 60.6
UCL 67.0
9
0
-
t
c
O
Mean 63.8
9
0
-
v
o
N
c
9
0
-
e
D
0
1
-
n
a
J
0
1
-
b
e
F
0
1
-
r
a
M
p
A
0
1
-
r
0
1
-
y
a
M
0
1
-
n
u
J
0
1
-
l
u
J
u
A
0
1
-
g
0
1
-
p
e
S
0
1
-
t
c
O
0
1
-
v
o
N
c
0
1
-
e
D
1
-
n
a
J
1
-
b
e
F
1
-
r
a
M
% ER Visits Between 0800 - 1700
p
A
1
-
r
1
-
y
a
M
1
-
n
u
J
1
-
l
u
J
u
A
1
-
g
1
-
p
e
S
1
-
t
c
O
70.3
1
-
v
o
N
c
1
-
e
D
69.8
6. c
a
m
h
A
0
1
/
t
s
i
V
R
E
10
15
20
25
30
35
40
45
9
0
-
g
u
A
9
0
-
p
e
S
LCL 16.5
UCL 37.2
9
0
-
t
c
O
Mean 26.8
v
o
N
9
0
-
9
0
-
c
e
D
0
1
-
n
a
J
0
1
-
b
e
F
0
1
-
r
a
M
0
1
-
r
p
A
0
1
-
y
a
M
0
1
-
n
u
J
0
1
-
l
u
J
0
1
-
g
u
A
0
1
-
p
e
S
0
1
-
t
c
O
v
o
N
0
1
-
0
1
-
c
e
D
1
-
n
a
J
1
-
b
e
F
ER Visits / 1000 Asthmatics
1
-
r
a
M
1
-
r
p
A
1
-
y
a
M
1
-
n
u
J
1
-
l
u
J
1
-
g
u
A
1
-
p
e
S
1
-
t
c
O
v
o
N
1
-
40.2
1
-
c
e
D
7. Dec 11
Clinic ER Visits Total ER Visits per 1000 % of Total
Empanelled Empanelled Visits
Family Practice 1,844 17,500 105.37 79.31%
Internal Med 97 2,500 38.80 4.17%
Peds 384 10,000 38.40 16.52%
Total 2,325 30,000 77.50 100.00%
Dec 10
Clinic ER Visits Total ER Visits per 1000 % of Total
Empanelled Empanelled Visits
Family Practice 1,498 17,500 85.60 74.94%
Internal Med 103 2,500 41.20 5.15%
Peds 398 10,000 39.80 19.91%
Total 1,999 30,000 66.63 100.00%
16. No Show Appointments by Day
CY 2011
# No-Show Appointments by Day (1 Jun 06 - 31 May 07) Family Med
n=5720 (11% of 52,000 appts)
5720 100%
91% 90%
5005
81% 80%
4290
70%
66%
3575
60%
Number
2860 50%
2117 40%
2145 37%
1659
30%
1430
858 20%
715 572 514
10%
0 0%
Monday Friday Thursday Wednesday Tuesday
17. No Shows by Day and Hr
CY 2011
Monday No-Shows Family Med (1 June 06 - 31 May 07)
n=2117
100%
98%
2000 96%
93%
89% 90%
84%
80%
78%
1500 70% 70%
1270
60% 60%
Number
50%
1000
40%
30%
500
20%
212
169
127 105 10%
84 64 44 42
0 0%
0800-0859 0900-0959 1700-1759 1300-1359 1500-1559 1400-1459 1000-1059 1600-1659 1100-1159
Time of Day
18. No Shows by Day and Hr
CY 2011
Friday No-Shows Family Med (1 June 06 - 31 May 07)
n=1659
100%
98%
96%
93%
1500 90% 90%
86%
80% 80%
70% 70%
1000 60%
Number
50%
664
40% 40%
500
500 30%
20%
165
100 10%
66 50 49 34 31
0 0%
1700-1759 0800-0859 0900-0959 1300-1359 1400-1459 1000-1059 1100-1159 1600-1659 1500-1559
Time of Day
19. Tricare Operations Center (TOC)
Many More Reports
• 3rd Next Available – under beta testing
• Appointment Utilization
• Access to Care Reports
• Enrollment & Population Reports
• Booked Management Report
• Length of Stay
20. Valhalla Findings
• Provider availability ~ 50% last 12 mo
• % of Appt with PCM is low (44%)
• % of 3rd Next Available Acute Appointments meeting
Access Standards (24hrs) is low in Family Medicine
• Decrease in team continuity
• Low appointment availability on peak days
• Deployment in 6 months
• No-show rates of 11%
• Training during peak hours
21. Potential Items Affecting Capacity
• Provider availability / schedules / templates
• Team experience and continuity
• Provider specialties & manpower issues
• No-show rates
• Leave, TDY, Holiday’s
• Additional duty, provider call
• Procedures
• Facility layout & Support services
• Technology
• Service level agreements with referrals
• Don’t rely on historic utilization patterns
23. Population Questions
• Who are my patients?
• What are their preventive service needs?
• What conditions do they have?
• Who are my high utilizers that may need case
management?
• How well am I doing in the management of their
care?
• HEDIS
• Primary Care Medical Home
• How do I forecast & manage the demand for
services?
25. MHSPHP Data Sources
DEERS M2 CHCS
AdHocs
Direct Care Purchased
Care/Network PDTS
Inpt and
Outpt Inpt and Outpt
TRICARE Mammography
Enrollment Pap Smears
Clinical Chemistry
Enrollment
MHS Population
Health Portal
30. MHSPHP Patient Detail
•Last 3 B/P’s (currently from Clinical Data Repository)
•Last 6 Labs (note labs in network have no values)
31. MHSPHP Local Exclusions
•Exclusions automatically expire after 1 year
•Exclusions follow pt (new facility can validate or delete)
•30 day flag before they expire
•Different icon if exclusion was at other facility
•Apply to Medical Home and Action Lists, not HEDIS
32. MHSPHP Local Entered Notes
•Notes are NOT MEDICAL RECORD
•Stay forever unless deleted by user
•System flags not when pt changes facility, new facility can
validate it or delete it
•Default is current list, can choose more than 1
33. MHSPHP HEDIS & Medical Home
•Score = Completed/Total as percentage
•Score as compared to All HEDIS® measured health plans
Green=Score is greater than 90th percentile
Yellow= Score is between 50th and 90th percentile
Red= score less than 50th percentile
•Medical Home Completed/Medical Home Total
•No benchmark for comparing medical home scores
•Can be same, higher or even lower than HEDIS® score
36. Demand Forecasting
• Daily Demand Forecasting:
• Team huddles with integrated care team
• Same reasons as inpatient report
• Planning, Coordination, Safety
• Demand Forecasting and Planning:
• Deployment coming up in 6 months in which 6 of the 20
providers will be deployed.
• If we decided to contract out Well Women Exams to
include pap smears. How many would we need to
contract out for?
• School physical demand what can we expect? Do we
need to adjust schedules?
38. Demand Forecasting and Planning
• Women 18 and older = 9231
9231/ @ least one Pap q3 yrs = ~3077/yr
• Women 40 and older
2632/ @ least one Mammogram q 2 yrs = ~1316/yr
• Children 5 years old ready to start school
256 School Physicals
• 1 Jan 11 – 31 Dec 11 ~ 52,000 FMC Appts
42. d
l
e
n
a
p
m
P
0
1
/
t
s
i
V
R
E
60
65
70
75
80
9
0
-
g
u
A
9
0
-
p
e
S
MEAN 68.13
9
0
-
t
c
O
LCL 62.4
UCL 73.9
Mean 68.1
9
0
-
v
o
N
9
0
-
c
e
D
0
1
-
n
a
J
0
1
-
b
e
F
0
1
-
r
a
M
0
1
-
r
p
A
0
1
-
y
a
M
0
1
-
n
u
J
0
1
-
l
u
J
0
1
-
g
u
A
0
1
-
p
e
S
0
1
-
t
c
O
0
1
-
v
o
N
0
1
-
c
e
D
1
-
n
a
J
1
-
b
e
F
1
-
r
a
M
1
-
r
p
A
ER Visits / 1000 Pt. Empanelled
1
-
y
a
M
1
-
n
u
J
1
-
l
u
J
1
-
g
u
A
1
-
p
e
S
1
-
t
c
O
75.2
1
-
v
o
N
77.5
1
-
c
e
D
Mean 65.3
2
1
-
n
a
J
2
1
-
b
e
F
64.0
2
1
-
r
a
M
43. %
55
60
65
70
75
9
0
-
g
u
A
9
0
-
p
e
S
LCL 60.6
9
0
-
t
c
O
UCL 67.0
Mean 63.8
9
0
-
v
o
N
9
0
-
c
e
D
0
1
-
n
a
J
0
1
-
b
e
F
0
1
-
r
a
M
0
1
-
r
p
A
0
1
-
y
a
M
0
1
-
n
u
J
0
1
-
l
u
J
0
1
-
g
u
A
0
1
-
p
e
S
0
1
-
t
c
O
0
1
-
v
o
N
0
1
-
c
e
D
1
-
n
a
J
1
-
b
e
F
1
-
r
a
M
1
-
r
p
A
1
-
y
a
M
% ER Visits Between 0800 - 1700
1
-
n
u
J
1
-
l
u
J
1
-
g
u
A
1
-
p
e
S
1
-
t
c
O
70.3
1
-
v
o
N
1
-
c
e
D
Mean 62.7
69.8
2
1
-
n
a
J
2
1
-
b
e
F
64.1
2
1
-
r
a
M
44. c
a
m
h
A
0
1
/
t
s
i
V
R
E
10
15
20
25
30
35
40
45
9
0
-
g
u
A
9
0
-
p
e
S
UCL 37.2
LCL 16.5
9
0
-
t
c
O
Mean 26.8
9
0
-
v
o
N
9
0
-
c
e
D
0
1
-
n
a
J
0
1
-
b
e
F
0
1
-
r
a
M
0
1
-
r
p
A
0
1
-
y
a
M
0
1
-
n
u
J
0
1
-
l
u
J
0
1
-
g
u
A
0
1
-
p
e
S
0
1
-
t
c
O
0
1
-
v
o
N
0
1
-
c
e
D
1
-
n
a
J
1
-
b
e
F
1
-
r
a
M
ER Visits / 1000 Asthmatics
1
-
r
p
A
1
-
y
a
M
1
-
n
u
J
1
-
l
u
J
1
-
g
u
A
1
-
p
e
S
1
-
t
c
O
1
-
v
o
N
40.2
Mean 24.1
1
-
c
e
D
2
1
-
n
a
J
2
1
-
b
e
F
22.8
2
1
-
r
a
M
45. Mar 12
Clinic ER Visits Total Empanelled ER Visits per 1000 % of Total Visits
Empanelled
Family Practice 1,450 17,500 82.86 75.40%
Internal Med 100 2,500 40.00 5.20%
Peds 373 10,000 37.30 19.40%
Total 1,923 30,000 64.10 100.00%
Dec 11
Clinic ER Visits Total Empanelled ER Visits per 1000 % of Total Visits
Empanelled
Family Practice 1,844 17,500 105.37 79.31%
Internal Med 97 2,500 38.80 4.17%
Peds 384 10,000 38.40 16.52%
Total 2,325 30,000 77.50 100.00%
Dec 10
Clinic ER Visits Total Empanelled ER Visits per 1000 % of Total Visits
Empanelled
Family Practice 1,498 17,500 85.60 74.94%
Internal Med 103 2,500 41.20 5.15%
Peds 398 10,000 39.80 19.91%
Total 1,999 30,000 66.63 100.00%
46. Patient Appointments with PCM
(Goal 70%)
Valhalla Medical Center (Jan – Mar 2012)
Source: Tricare Operations Center
MEPRS Clinic % with PCM
Family Practice Clinic A (BGAB) 70.1
Family Practice Clinic B (BGAC) 67.5
Family Practice Clinic C (BGAD) 68.7
47. Access to Care 3rd Next Available
(Acute) - Goal 80%)
Valhalla Medical Center (Jan – Mar 2012)
Source: Tricare Operations Center
MEPRS Clinic % @ Std
Family Practice Clinic A (BGAB) 83.3
Family Practice Clinic B (BGAC) 87.2
Family Practice Clinic C (BGAD) 91.2
Critical Decision Making for Medical Executives: Keys to Improving Healthcare Delivery June 2010October 2007
Critical Decision Making for Medical Executives: Keys to Improving Healthcare Delivery June 2010October 2007 October 2007 Critical Decision Making for Medical Executives: Keys to Improving Healthcare Delivery
Critical Decision Making for Medical Executives: Keys to Improving Healthcare Delivery June 2010October 2007 Critical Decision Making for Medical Executives: Keys to Improving Healthcare Delivery
Critical Decision Making for Medical Executives: Keys to Improving Healthcare Delivery June 2010October 2007 Also access to appointments and services (TRICARE Online)
Critical Decision Making for Medical Executives: Keys to Improving Healthcare Delivery June 2010October 2007 Mike: You know Dr Crawford the questions you asked, fit perfectly into the MHS Population Health Model. You asked…. Mike: Ok enough about theory. Lets look at a couple of tools the MHS supports to answer your type of questions.
Critical Decision Making for Medical Executives: Keys to Improving Healthcare Delivery June 2010October 2007 Critical Decision Making for Medical Executives: Keys to Improving Healthcare Delivery
Critical Decision Making for Medical Executives: Keys to Improving Healthcare Delivery June 2010October 2007 Critical Decision Making for Medical Executives: Keys to Improving Healthcare Delivery