Posts Tagged ‘Windber’

Living the Dream – Southwest Florida Global Research Institute

January 30th, 2012

Greetings From Florida - Southwest Florida Research Institute - Nick Jacobs, FACHEI’ve been on a blog hiatus — the longest since I began writing this back in 2005, but for good reason. Another former trumpet player, Kevin Taylor and I have been working on the creation of a research institute in Southwest Florida.  It will embrace an ambitious research mission, academic excellence and become the biotech engine of what could become the future of Southwest Florida’s clinical research, environmental, aging research, behavioral health and translational medicine efforts for the region.

The structure of the not-for-profit arm of this project and the strategic direction of this new 501(c)3 corporation will be the Southwest Florida Global Research Institute.

The initial primary services outlined in this plan are to outfit and set up a tissue repository. From this hub, numerous spokes will emanate that will include opportunities for faculty-student involvement from the Florida Gulf Coast University and other Florida universities, as well as research opportunities for organizations that will eventually feed other related organizations such as an incubator and an accelerator.

It is our intent to focus on the various ideas, concepts, and programs that have been embraced by the leadership of all of the local organizations with whom we have interacted during this effort to include health systems, universities, the private and public pharmaceutical and research communities, environmental science, public health officials and political leaders.

In the financial summary of a business plan, it is evident that the revenue from programs, grants contributions, sponsorships and subsidies must initially be the fiscal drivers behind all of the suggested work at SFGRI with a clear goal of having financial streams in place by year four of the operation to allow the organization to not only survive but also to thrive. With all relevant guidelines, requirements, restrictions, and recommendations in mind, let us begin with an analysis of each suggested area of concentration.

Southwest Florida Regional map - Nick Jacobs FACHE - HealingHospitals.comThe Southwest Florida Global Research Institute tissue repository is a key to growth for both research and biotech efforts in the region. Physician, faculty, staff and community involvement will all determine the degree of success that will ultimately emanate from this key research component, but the ultimate determinant for the success of this repository will come from professional guidance and initial oversight provided through the Clinical Breast Care Project’s Windber Research Institute Tissue Repository.

It is imperative that this program carries the most immediate gain for the overall success and future of the institute. The very essence of this initiative revolves around not only equipment and space, but also quality tissue derived through comprehensive protocols. In time, this effort could lead to an ongoing stream of funding that will help to meet the myriad fiscal needs of the other aspects of this project.

Equipment for setting up this program is relatively inexpensive, but expertise and recommendations for the actual business model are not and it is our recommendation that these efforts should be led through a consulting assignment with the Clinical Breast Care Project’s Windber Research Institute. In order to activate a comprehensive program such as this, highly skilled PhD’s and techs will be needed. Having contributed to the design of the numerous other programs and centers, we would recommend the researchers and employees at the Windber Research Institute as consultants to assist in this effort.  Under their direction, they have successfully put together and managed a similar program that has been identified by the National Cancer Institute as the only platinum quality tissue repository in the United States. They also have world-class experience in data management for the control of the tissue, as well as expertise in accounting, staffing, billing, and management systems that allow for the comprehensive management of the collected tissue.

Windber Research Institute - Image by PlanetRussell.netThe timeline for this program can be relatively immediate, but the overall effort must be seen as neutral and independent from all of the participating organizations. This tissue repository will contribute to biotech research which will enrich physician recruitment opportunities, for profit biotech spin-offs and training experiences for students in the schools of arts and science, business and public health at the local universities.`

In summary, the Southwest Florida Global Research Institute will be the centerpiece for what will become the vision of this region; care for aging, preventative medicine, auto-immune and diseases of the brain while spinning off companies to address all of these maladies and meeting these challenges. It will become part of a world-wide effort based in Southwest Florida with a singular goal —  to improve the health of humanity on many different levels.  That will be the mission of the Southwest Florida Global Research Institute.

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Chico's in Lee County, near Ft. Myers, FL

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Posted in Future, Healthcare, Science

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Finding the Cure…for Bullying

January 21st, 2011

No workplace bullying - Nick Jacobs - healinghospitals.comThis week, NBC’s Today Show featured another story about bullying. As I have have mentioned in previous posts here and elsewhere, I believe that bullying is the quintessential cancer on our lives in places of business, in the military, politics, and relationships of all types.  The good news – actually the very good news –  is that there has been some incredible work being performed on this topic through the efforts of Dr. Matt Masiello at my former place of employment, the Windber Research Institute in Windber, PA.  Grants through the Highmark Blue Cross Foundation of Pittsburgh have fueled this initial effort and the academic and quantitative analysis being done by Clemson University has documented this work.  I believe that this joint effort is a magnificent  example of what can be done to change the future course of events currently being controlled by bullies.

The Today Show story that I saw featured the Massachusetts school where, due to cyber-bullying, a young girl committed suicide last year.  Apparently, another girl is now having the same experience at the same school. With the help of programs like this comprehensive anti-bullying program, the former Secretary of Education from PA, Jerry Zahorchak, (now Superintendent of the Allentown PA school system), embraced the effort to quell and discourage this type of destructive behavior.  And the program, under the direction of Dr. Matt Masiello has successfully been introduced across the  entire State of PA. (Matt had started the Allegheny County’s Goods for Guns program in 1994, when he was the head of pediatric intensive care at Allegheny General Hospital. To date, this program is responsible for collecting more than 11,000 illegal guns from the streets of Pittsburgh.) Matt has had the same success with this anti-bullying program. Now, both Massachusetts and Maryland are looking into embracing this effort.

This anti-bullying program is based on a European program with which Dr. Masiello had become familiar.  This is a school system-wide effort that is very well documented and results in tremendous awareness and reduction of bullying at all grade levels.

The trainers bring a group of teachers and administrators together in the school system, and then “train the trainers” as to how this effort can become part of the philosophy of the school.  They start the training in the spring, typically launch the school wide effort in the fall and run it for at least a year. During that time, detailed records are kept measuring outcomes.

Matt Masiello, MD - Windber Research Institute - Nick Jacobs - Taking the Hell OUt of Healthcare

Matt Masiello, MD

Matt is a wonderful physician, a truly giving person and a saint of a man who is the only U.S. representative on the board of the World Health Organization’s Health Promoting Hospitals program. I hired him before I left Windber Research Institute, and he has worked tirelessly to address both this problem and the problems of childhood obesity.

The Olweus Bullying Prevention Program (Olweus.org on the web, @Olweus on Twitter) has impacted more than 400 school districts and 20% of all school-aged children in Pennsylvania. It has also had up to a 50% reduction in student reports of bullying …and bullying others.

For more information, please contact me or Dr. Matthew Masiello at the Windber Research Institute.

Michael & Marisa’s anti-bullying song – “The Same”

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Posted in Current Affairs, Healthcare, Hospital Administration, Hospitals, Leadership

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$500 Billion From Where?

October 26th, 2010

In a recent conversation with a long time healthcare CEO, he made the following observation:

“There are about 2,750 pages to Obamacare.  I have no idea what the implications are of the first 2,700 pages, but I do know that at least 50 pages allude to the fact that $500B will be cut from hospital reimbursements in order to support the new legislation, and it’s also clear that these monies will be cut based upon quality.  Pay-for-performance will be the new catch phrase of the reimbursement world, and our peers are not ready for this stark reality.”

How does one move from a non-transparent system to one that allows anyone to log onto healthcare websites and search every detail relating to the success rates, scores, and capabilities of any given institution?  One very obvious “missing element” in hospital-related problems is the lack of dedication to getting to the “root cause” of most issues.  We are great at work arounds, but rarely take the time, energy, and have the cultural commitment to dig deeply enough to literally stop the root cause of the problem.  Is that why there are a reported 98,000 people killed by our facilities, and about an equal number injured each year?


Several organizations have attempted to take on these issues, but few have gone beyond scratching the surface of the real problems.  As bundled payments become the norm, a commitment to getting the highest available reimbursement for procedures will take on a new meaning.  Imagine a great doctor in an under-performing medical center where his or her work is not rewarded equally to a peer in a stronger hospital, because that bundled reimbursement was lowered due to institutional medical imperfections. Charles Kenney in  The Best Practice, and Steven Spear in The High-Velocity Edge have both addressed some of the nuances of this new culture, this new world order, but for hospital administrators, physicians, and staff to “get their arms around it,”  there will need to be transformational shifts in the fundamental culture of the organization.

Leadership will be forced to accept personal responsibility for virtually everything that occurs in an organization.  Employees will need to be empowered to embrace shared values, and key targets such as patient and employee safety will need to be identified so that goals can be set that stop nothing short of a level of complete PERFECTION.

The healthcare establishment will also need to embrace transparency within their organizations, and that information must be shared with everyone.  Most importantly, it must include the human element.  What is the human impact of each and every error or mistake?  This point alone will represent a major cultural shift in the way we do business.

Truman's phrase "The Buck Stops Here" - F. Nicholas Jacobs, FACHE

Employees, physicians, and administrators will need to actually be taught to see risk, and be provided with data upon which actions may be taken.  Most importantly, however, problem solving must be encouraged and supported at every level of the organization.

How is this all possible?  I was recently on a speaking tour to several hospitals, and the bottom line at these facilities was that their leadership was “new age.”  They had worked diligently to decrease the hierarchy and to reduce and reorganize the roles of those in operations in order to support the fastest possible improvements.

The tsunami is coming, however slowly it may appear to be; it is approaching our healthcare shores, and quality – no, perfection, is the only means left for achieving success or, in many cases, is the only way to survive.  We must discipline ourselves to see problems and not simply try to work around them.  We must establish a problem solving culture.  We must set our goals and empower all of the players to do what is needed to solve these problems once and forever.  Harry Truman’s phrase, “The Buck Stops Here,” should become every CEO’s mantra, and the journey will finally begin, the journey to solve the myriad repeating problems in our current system.

Nick Jacobs, FACHE - HealingHospitals.com

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Posted in Healthcare, Hospitals, medical errors

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Thanksgiving and CHANGE…

November 21st, 2009

One of the sometimes-challenging realities of Thanksgiving is that it forces us to look into the microscope of our personal time here on earth and acknowledge the change that will always be a part of our humanity.  This week I received a phone call that should never have been necessary “in my lifetime.”  One of my former employees passed away. For those of you who have some knowledge of my past, you might scratch your head in confusion regarding my deep consternation and pain from the loss of one person, because there were literally thousands of employees with whom I have worked over the years. But, for the others of you who know me well, you will clearly understand.

When I became the president of my former hospital, the waves of change had touched on it shores only briefly as it had attempted to avoid being consumed by neighboring health systems.  Because of this challenge of competition, we were given the authority to “try some new things” to attempt to preserve the facility as a community hospital.  To say that the road ahead was laced with hazards would be a serious understatement, but we did  navigate those sometimes treacherous waters successfully.

Carolyn "Winnie" Horner (1961-2009)As my tenure began in this difficult environment, a few people stepped forward who “got it.”  Winnie Horner was one of those people.  She “got it” from our first presentation about our dreams and plans.  Winnie was literally one of a handful of people who was willing to put herself out there to help the hospital establish new dreams, new ideals, new goals, and new caring philosophies.

Because a concept seems easier to embrace if it can be identified with others, we became a Planetree Hospital, the third in the United States and the first in Pennsylvania.  It was our goal to become a Healing Hospital.  It helped to jump start us into a new world of compassionate, healing, loving care that literally gave new life to the organization and helped it to remain not only open but also to succeed in ways that could never have been imagined.

Winnie not only “got on board,” for a long time she became the engineer of that train.  Her passion, her kind ways, her belief in spirituality, her amazing  voice, and her commitment to change was always obvious and appreciated.  She was a leader, a champion, the Joan of Arc of this effort, and I loved her for this.

Unfortunately, she will not get to read this because, at 48 years of age, she died this week.  Unbeknownst to her, she had been working with pneumonia, but, like Winnie always did, she kept giving of herself.  Who would have ever thought that it would have had this ending, and her three beautiful children are now without their mom this Thanksgiving.

So today, I write to you, Winnie.  You were a very important part of the soul of Windber Medical Center, and your presence will always be felt, but your absence will be felt even more deeply.

For me, Thanksgiving has always been a time of change, starting at a very young age as grandparents, uncles, aunts, and parents passed on.  The empty chairs at the table were always indicative of our own mortality, and the loss of those we love, be it permanent or just because of the sometimes-messy circumstances that are a part of living,  is a reality that we all must deal with throughout our time here on Earth.

thanksgiving_table_white

It’s ironic that, as commercial as our country has become, the tradition of Thanksgiving has remained virtually untouched in the essence of its meaning.  If you are alone for Thanksgiving, or with a cast of dozens, take a moment to reflect upon your life and your gifts.  Understand that nothing is permanent, and that, like Winnie Horner, we all have a chance to make a difference in thousands of lives, a positive, forever difference.

This year, Winnie and her passionate partners were able to achieve something that has only happened a handful of times in the world.  Through their work, Windber became a Planetree Designated Hospital, a model of care in the Planetree philosophy, my final Windber dream.  Thank you, Winnie, and if any of you don’t believe that you can make a difference, a real difference, take a page out of “Winnie’s Book.”  She was one of the best.

Planetree banner

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Posted in Healthcare, Hospital, Leadership

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The Health Care Reality

May 15th, 2009

1979 was the year in Johnstown, Pennsylvania when I decided that it was time to leave teaching and transition into business.  For those of you who don’t remember that year, it was the beginning of some serious financial challenges for our country, but it was also two years after the Johnstown Flood of ’77, and there was an unemployment rate of 19.5% in Cambria County, PA.

1979 Rolling Stone cover Blues Brothers SNL Dan Ackroyd John BelushiIn 1980, when I accepted a job with a then bankrupt nonprofit organization in Somerset, PA, what had been a booming coal industry went into the skids. My house mortgage was about the same as the unemployment rate, 19%.  The job that I took was in the arts and Ronald Reagan was interested in cutting funding to the National Endowment for the Arts.

In 1985, my new job was with a tourism agency, and that was the year that then-PA Governor Casey cut funding to tourism.

In 1988, when I entered healthcare, it was clear that Johnstown could no longer support four hospitals, and the next decade and a half resulted in the closing of two (and almost three) of the four hospitals in that area.

Turn the clock forward to last October, when I announced my decision to become a healthcare consultant.  The stock market crashed, eight of every ten hospitals stopped, postponed, or scaled back needed capital projects, 58% of hospitals are now reporting  increases in uninsured patients using the emergency departments, 48% of hospitals have cut staff, and 80% have reported cutting expenses that include consultants.

As a consultant, the first thing I would tell anyone is that “No matter how bad things appear to be, you can do it.”

  • Our successes as a teacher continue to remain evident as former students ranging in age from 38 to 58 continue to remind me of great memories of our time together.
  • The arts organization became the largest and most successful rural arts organization east of the Mississippi.
  • The Convention Bureau went from almost closed to the fifth largest agency in the State, and most of you have tracked the successes that we experienced at Windber.

Not unlike the little engine that could, we focused on the positive, forgot about the negative, and never dealt with “Mr. In-between.”

roosevelt_action400

There are those who approach life cautiously, carefully, and very conservatively, and then there are those of us who drink from that same cup in big gulps and dream about how things could be rather than how they are.  There are those who are afraid of failure, and those of us who embrace failure because we know that it is getting us closer to more dramatic successes.

The only boundaries that we have are between our ears.

Because the future is a design function. Let me close this blog post with the ending from my commencement address to the graduate students of St. Francis University (with the help once again of Dr. Leland Kaiser):

  • Nothing has to be the way it is.
  • We can invent (or prevent) our future, because all limitations are self imposed.
  • We can empower ourselves to create a new world.
  • Reframe any limitations to become opportunities because…
  • Tremendous limitations breed success. They open doors.

So, as we design our future, remember that we should not work to create what people will like, but instead work to create what people will love!

…and we will know success beyond our wildest dreams.

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Posted in Healthcare, Hospital Administration, Leadership, Public Policy

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Focus on the Positive

April 29th, 2009

Okay, who wants to be the first one to have written about a pandemic?  Unfortunately, I know way too much about this stuff.  Guess it’s that old hospital CEO mindset.  Prepare for the worst, and expect it.  Well, let’s all pray that this thing settles down before more people die.  My friend, Dr. Matt Masiello wrote an E-mail today that could probably help a lot of people.  A public health message with a level of calm urgency.

Dr. Matt MasielloBased on the cumulative experience of the scientific and health promotion/disease prevention staff at WRI, we began a more active approach in  preparedness then what had been recommended by WHO/CDC and the local EMS. We feel that with WHO now raising the alert level to 5 our actions were appropriate. May I suggest the following.

1.    Prepare and distribute a letter to parents asking them to keep their children home if they have a cough, fever, headache. If someone in the family has the same signs and symptoms the children should also stay home until  the illness by the family member is confirmed not to be Swine flu.

2.    Place a small table with sanitizer bottles at the entrance ways of the school buildings.

3.    Encourage staff to carry on their person the small hand sanitizers.

4.     Instruct your teachers to review with the students advice on handwashing and use of the sanitizers. Teachers should remind students throughout the day of the importance of handwashing as well as keeping their hands away from their face and the importance of coughing into their sleeves. Wash/sanitize hands afterwards. I would encourage formal, scheduled trips to the BR to wash hands and when ever necessary.

5.    Place the attached sign in key locations and encourage staff and familes to take them and post at home as a reminder. Wash hands prior to and returning from work/school/play.

6.    Get plenty of rest, eat well and exercise.

7.    Open windows for better movement of air, when and if possible.

8.    Minimize social gatherings. The canceling of social events may come as  a formal recommendation via the CDC in the very near future.

Matt

So, that’s the official word from the United States’ representative to the World Health Organization.

Now, onto life.  Last night we completed a list of services that we are helping to provide to hospitals, schools, hotels, newspapers,  businesses and anyone else that might be interested.  Rather than list each business individually, let me list their services, products, and work, and, if you’re interested, give me a call.

  • Technology Solutions for Government
  • Sophisticated market research
  • Physician billing/Pre-certification and approval of payments for doc offices.
  • Telemedicine and medical device marketing analysis and launch
  • Food Services for hospitals and long term care centers
  • Education Programs and Leadership Solutions
  • Continuing Medical Education for physicans and nurses
  • State and Federal Lobbyists and Business Development Experts
  • Personal Healthcare and Corporate Wellness
  • Crisis Response Communications
  • Construction solutions (REIT)
  • HR and House Wide Quality System for Job Descriptions
  • Translation services (Contract pending)
  • Specialized Cancer Laboratory Services
  • Removal and disposal of hazardous waste, a green company
  • Economic Development and ECAP green initiative
  • The Doctors’ Doctor – Physician office mergers, acquisitions and general business operations consulting, and Hospital Physician strategic planning

Obviously, each line represents a company that we represent, and even more obviously, SunStone Consulting is your answer for all of the financial challenges that hospitals face.

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Posted in Current Affairs, Epidemics, Hospital Administration, Hospitals

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Healing and the Mind Revisited

April 8th, 2009

I’m working in Chicago right now, feeling a little overwhelmed by a phone call that I had from one of my very dearest friends about his impending future, about my son-in-law in Baghdad and his family who are living without him at home, and also about the challenges that we individually and collectively face both nationally and internationally during this time of economic crisis and overall unrest. During the midst of my thoughtful contemplation, I received an E-mail from a very dear friend, Savery, with a link to open. I was so moved by it that I decided to post the link on Facebook.

Almost immediately after it went out, my friend, Dr. Dean Ornish, sent me this follow up link from Bill Moyer’s show. For those of you who don’t know this about me, the Bill Moyers series, “Healing and the Mind” was my inspiration for the Planetree Philosophy that we implemented at Windber all those years ago. For some reason, he and I keep intersecting, and here we are again.

So, thanks, Savery, Dean, and Bill, but most of all, thanks to the amazing man who created this wonderful experience that you are all about to have.

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Posted in Healthcare, Leadership, Music, patient-centered care

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Two Guys Medical Center

January 9th, 2009

Back in the early nineties, two of my peers replicated the pro forma and business plan of an offer made by a for profit hospital system that was interested in buying a specific medical center. They then presented it to a religious order and ended up buying a hospital which many of us began to refer to as “Two Guys Medical Center.” The difference was that, unlike the religious order, they were interested in it for some personal financial gain, the American way. Once the cash flow turned into a trickle, they found their way clear of ownership with heavy golden parachutes from the organization that bought the hospital, and it became the gift that kept on giving. All in all I’m sure that it was a very lucrative series of events that, after their or my death would make for a great fiction novel.

As I prepared for my departure from my previous employer, the entire issue of identifying someone to continue to carry the torch of leadership weighed heavily on my mind. Succession planning, if you will, was never far from my thoughts. With that in mind, I looked into the region and found, well, two guys. These two guys were very different from the previous two mentioned. They were committed to the good of mankind on so many levels that no one could question their personal intentions. Over a year later, the reality of their futures does not lie firmly in my hands when succession is discussed, but they certainly are two people to watch as the region’s health systems continue to morph medically.

Only four short years ago, Tom Kurtz, one of my two recruits, was working diligently every day in every way to ensure that four heart stents was an inadequate number for my chest. It had been his job at the competitor to literally master my strategic plan and to replicate it at an even higher level. He found federal, state, and local funds to begin a neuro-science center, research in post polio syndrome, work in anesthesia that would be converted to the battlefield, and, in his spare time to build and promote a Tech Park for the City of Johnstown.

We were usually friendly, but fierce competitors. He honestly has never told me the entire story of his journey with his former employer’s leadership, but I’m sure it would fill about ten of these blog posts. Tom was a master at political nuance and learned quite a bit about grants from the Department of Defense. He not only knew where to find them, he learned how to get the monies delivered to the projects for which he was responsible. Tom is progressive, aggressive, and knowledgeable about both the need to find sustainability on the research side and growth on the hospital side. When it comes to the “vision thing,” Tom embraced that as well. He’s not one of those cant-see-the-forest-for-the-trees guys. In fact, he is just the opposite of that. He sees the big picture and quickly embraces just exactly how things can be in the future with a little guts and a lot of persistence.

Dr. Matt Masiello

Then came Matt. Dr. Matt Masiello has been a friend for over a decade. He represents almost everything that I embrace philosophically. Matt is a gentle and kind man who fully comprehends the value of treating human beings like human beings. A background as a pediatrician has enabled him to understand compassion, and after having been in charge of intensive care for years, he has also learned of the heartbreak that this profession can bring. Dr. Matt captured my attention a year or so ago when, like me, he got involved with the World Health Organization. This time, however, he went way beyond my wildest dreams and has literally been appointed the U.S. representative for the WHO.

When my short history on this planet is finally written, let it be said that Matt and Tom have had a tremendous impact on our community, our region, and now our world as special attention is given to breast cancer research, and as health and wellness, prevention and anti-bullying programs are nurtured, cultivated, and grown by these two men. No, it’s not “Two Guys Medical Center,” but it sure is a medical center that has been positively impacted by two guys. Keep up the good work, Matt and Tom. This region needs you.

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Posted in Breast Care, Hospital, Leadership, Uncategorized

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A Note From Nick Jacobs

October 24th, 2008

A Note from Nick Jacobs

On October 23, it was my honor and privilege to speak at the PATIENT-CENTERED CARE CEO CONFERENCE in Chicago with some very impressive CEO’s and Leaders. My topic was “Linking a Patient-Centered Approach to Quality Improvement and HCAHPS,” but my deeper theme was “Leadership with a Heart – Developing Love and Respect in the Workplace by Nurturing Staff, Physicians, and Patients.” For those of you who were able to attend, thank you for your kind words of encouragement and support.

As was explained during my introduction, I have made the very difficult decision to leave Windber Medical Center, but I leave with a commitment to spread the word both nationally and internationally about the journey to Patient Centered Care and how to achieve it.

Obviously, it is a risky time to attempt to begin this endeavor, but, because no time is ever completely safe, it was my decision to reach out to my peers and friends to offer my commitment to work with you with that same passion to help you achieve your goals regarding this effort.

Because Sunstone Consulting is an organization that has specialized in finding additional financial support for hospitals, we can bring you not only the formula for Patient Centered Care, but also the needed additional financial support to achieve your goals in this area.

Although I will not officially complete my assignment at WMC until December 31st of this year, my current schedule permits me two days per week to begin to develop new relationships with my friends and peers. Should you have interest in contacting us for a visit to Windber, or if you would just like to make inquiry regarding engaging us for work at your facility, please feel free to either respond to this letter by E-mail or to call me at the following contact address below.

Once again, thank you for the privilege of working with you on such a significant topic.

Warmest Regards,

Nick Jacobs

Nick Jacobs FACHE - Author of Taking the Hell Out of Healthcare

Nick Jacobs

F. Nicholas Jacobs, FACHE
International Director
SunStone Consulting, LLC
1411 Grandview Avenue Apt. 803
Pittsburgh, PA 15211
nickjacobs@sunstoneconsulting.com
jacobsfn@aol.com
Mobile: 412-992-6197
Fax: 866-381-0219

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Posted in Healthcare, Hospitals, Leadership, Partnerships

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