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Author Archives: CIO/COO

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About CIO/COO

Senior Executive with more than 18 years’ diverse experience across FMCG, retail, healthcare, manufacturing, regulation and pharmaceutical industries within public companies, private sector, government and non-profit organisations.

Electronic Medication Management (eMM) in Residential Aged Care – Getting Started

There is something reassuring and comforting about using paper charts in medication rounds. The paper charts are usually up-to-date, the Doctors updates to the medication regime are fairly legible most of the time, paper records never need rebooting, and it has been done this way for years.

Whilst this opening statement is somewhat tongue and cheek, it is reasonably safe to assume that the majority of Residential Aged Care Facilities in Australia still use paper based medication charts.  This is hard to digest considering that electronic solutions are able to deliver quantifiable benefits to client safety and clinical workforce efficiency.  Most clinicians are aware that medication errors are one of the biggest sources of preventable errors for most healthcare organisations. In a report by the Australian Institute of Health & Welfare, 30% of patients admitted from residential aged care facilities to hospitals were as admitted as a result of adverse medication events. Around 75% of these were preventable.

With so much promise of reducing medication incidents, why are more Residential Aged Care Facilities not making the shift to electronic medication management?  Is it the cost, resistance to change, the complexity between the different parties (doctors, pharmacists, nurses), or is this 21st century initiative put into one of those baskets labelled “too hard”, or “next year”?

From my own experience as a Carer and RN in Residential Aged Care, I found it challenging to grasp how all the pieces fit together. The Aged Care Facility holds valuable information relating to patients and their care, whilst the pharmacy has valuable information about patients medication and dosing regimen. Throw the Doctor into the mix with medication changes and we have a melting pot of rich data from different sources, but a seemingly complex web of interrelated yet disparate information.

All is not lost. There are reputable companies out there that do this for a living. You don’t need to go down this journey alone.  Remember, moving to electronic Medication Management (eMM) is essential to reducing medication errors, better compliance, time savings, cost savings and better drug safety. eMM IS a worthwhile initiative.

So, how do we push through the barriers and challenges to facilitate safer medication management practices for our patients/clients?  How do we start the transition to eMM?

  • Be open and prepared for change – Understanding the clear benefits of eMM and discussing it with others is the first step. Set realistic expectations. Keep reminding yourself of the end goal (improve medication outcomes for clients). System changes are only one aspect of the transition to eMM. Processes will also be impacted, and it will take a little time to adjust and work through the teething problems.
  • Plan and communicate – Set clear objectives and plan for the change. Understand the impacts, and communicate your planned changes to clients, colleagues and any person/entity that is potentially affected by the change. Reiterate the benefits.
  • Close the loop – eMM systems that are not connected (ie, pharmacy and aged care systems) hold much less promise of reducing medication errors. If an Aged Care eMM system is not sourcing the drug/dosing data direct from the pharmacy system, then there is significant risks of data entry duplication, transcription errors, contraindication errors, etc. Having connected systems saves time, eliminates duplication, minimises dosing errors, and increases efficiencies and communication between Pharmacy and Aged Care.
  • Plan for implementation – Discuss implementation and planning with your software provider(s). They should have the expertise to properly plan for your transition to eMM.

It may only be a matter of time before the accreditation standards and compliance requirements force Aged Care Providers down the road of eMM. And it makes sense too, as hand-written medication charts need to be a thing of the past (illegible hand writing dramatically increases the chance of medications being wrongly prescribed, dispensed and administered). With the ability to streamline medication administration, improve communication with pharmacies, and integrate the clinical and medication information, now is a good a time as any to make the shift to eMM.

Good luck.

Medications

 
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Posted by on March 3, 2014 in e-health, medication management

 

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Addressing the Barriers of Telehealth Adoption

In a recent article from ehi ehealth insider (http://www.ehi.co.uk/news/EHI/8728/telehealth-doesn%27t-improve-self-care) a “Whole System Demonstrator” programme revealed that telehealth doesn’t improve patients’ self-care behavior. The randomized control trial by the Department of Health was attempting to find evidence to support the use of telehealth and telecare technologies.

A major finding was that the patient outcome pathway was rarely discussed when talking about telehealth. The article goes on to say that “behavior change is the only way to deliver telehealth. We need a new telehealth delivery model to achieve sustained improvement”.

Whilst there is some conflicting research about the cost effectiveness of telehealth, and the improvements in the quality of life for patients, I would suggest that further research is warranted to better define telehealth and determine it’s true effectiveness at delivering positive patient and fiscal outcomes.

There is no doubt that there are many barriers to the adoption of telehealth and telecare. As this article suggests, most of the barriers are to do with integration. In my view, the following activities need to be undertaken to reduce these barriers:

  • Definition of a clear scope of what telehealth is and isn’t. Rather than have a broad high level definition of telehealth, develop an accurate and detailed picture of the processes and technology involved in delivering telehealth.
  • Service delivery models need to be developed that support the process change for telehealth. Telehealth should not be provisioned just because we think that e-health is the way to go.
  • Telehealth needs to be thoroughly considered and tested from a client, safety, financial, benefit, and process perspective.
  • Telehealth needs to be carefully planned to ensure the service delivery models, processes and practices are in place to support the change in service delivery. Staff buy-in is paramount, particularly as it relates to the change to the way care is delivered.
  • The client needs to be involved in the telehealth journey, to facilitate input, feedback, buy-in, etc
  • Organisations need to understand the integration challenges in telehealth. This is from a technology perspective as well as a service delivery model perspective. Integration in relation to data, systems and infrastructure is as important as the integration in relation to service delivery, processes and change. Addressing one component without the other will result in poor outcomes.

The article goes on to say that “there’s no literature about the difficulties of integrating telehealth and telecare and no evidence that there is an awareness of this issue at policy level”. This is somewhat concerning given the push to implement telehealth (and many other ehealth initiatives) in the interest of improved client outcomes, care provision and financial efficiencies.

 
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Posted by on July 16, 2013 in e-health, telehealth

 

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Developing an e-health strategy – top considerations

E-health is considered by many to be one of the most important revolutions in health care. E-health uses technology and telecommunications to deliver health information and services more effectively and efficiently than ever before.  E-health has enormous potential to improve service delivery, reduce costs in caring for the ageing population, and address the inequity in providing care to remote communities.

Despite this potential, the uptake of e-health is varied.  Slow adoption of e-health can be put down to:

–          Funding challenges, and governance of healthcare services

–          Resistance to changes in existing models of care

–          Lack of credible research evidence on the benefits of e-health

–          Costs and complexities associated with e-health implementation

–          The unknown impacts on practitioners and consumers

–          Concerns over privacy

These challenges can, and are, being addressed.  The Australian government has heavily invested in the National e-Health Transition Authority (NEHTA) to address integration and interoperability of health information, and are also focusing on care provision via a consumer directed care model.

For e-health managers, developing an e-health strategy in a period of significant change is an exciting but perplexing activity. Taking into account the barriers and challenges above, some of the key considerations in developing an e-health strategy are:

–          Knowing the key objectives you wish to achieve with e-healthYour e-health strategy needs to align with your organisational strategic plan, have an approved business case, and have clear purpose, goals and KPI’s. Know exactly why you are doing it, the benefits you hope to gain from it, and the key risks involved.

–          Ensuring the foundations are in placeYour e-health strategy needs to account for interoperability and integration with systems internal and external to your organisation. Ensure you take a standards approach to data and information exchange. Interoperability with referrers, service providers, hospitals, GPs, etc is critical.

–          Define the scope of e-healthE-health can mean many things to many people. Make sure you define exactly what e-health is and is not.  The definition and scope of e-health will vary from organisation to organisation, depending on capability, resources and what you are trying to achieve.

–          Getting buy-inImplementing e-health initiatives will have a much greater chance of success if you have buy-in from management, field staff and consumers/patients.  Buy-in is achieved by getting all stakeholders to be part of the e-health story, eliciting input/feedback, education and training, communicating regularly, and remaining focussed.

Whilst there are many other considerations, the above points highlight areas that are critical to e-health strategic success.  Developing and architecting the strategy to suit your organisations individual circumstances is the next step. More about that in a future post.

 
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Posted by on December 14, 2012 in e-health

 

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e-Health and Mobility – Strategy in a Nutshell

There are some staggering statistics recently released by Forbes regarding smartphones and apps. According to Forbes (www.forbes.com) there will be 1 billion smartphones sold in 2013, which is twice the number of PC’s predicted to be sold that year.  By 2016 there will be 10 billion mobile internet devices used globally, which is 50 times the size it is today.  Between 2010 and 2011 the time spent on mobile apps began to outpace the time spent on the desktop or mobile Web.  In the same time period there was a 91% increase in the time users spent on mobile applications. By 2015, mobile application development projects targeting smartphones and tablets will out-number native PC projects by a ratio of 4-1. Between 2009 and 2014 the market for cloud-based mobile apps is projected to increase by nearly 90%.

So what does all this mean ???

The mobile revolution is well and truly here. Organisations of all sizes need to have developed a solid and robust mobile strategy, or face being left behind by clients and competitors.  Whilst there is still some contention over the best strategic approach to mobile application development, there is no doubt that mobile applications are front and centre in leveraging market opportunities, client engagement, process efficiencies, and strategic innovation.

In a recent blog post I proposed the inclusion of a Mobile Enterprise Application Platform (or MEAP) as an integral part of any mobile strategy. Of course, this particular strategy depends on the nature of the organisation and its key mobility objectives; however MEAP should not be overlooked when considering a long term view to deployment of multiple different mobile applications, using multiple back-end systems, across any device.

For medium to large sized healthcare organisations, a MEAP based mobile strategy has several advantages over a natively developed application, which is often built with a pre-defined range of objectives, or based on one back-end system.  In this scenario, a mobile platform approach is superior because it:

–          Enables the organisation to customise a solution into fit exact requirements, tailored to the business needs and processes

–          Can provide a competitive advantage, as no one else has that particular mobile application

–          Ensures that changes to the mobile solution are immediate, flexible and more cost effective

–          Is not restricted by the type of mobile device. Mobile platform applications built using HTML5 ensure availability on any mobile device

–          Aligns to organisational “bring your own device” policies (if applicable)

–          Ensures that any development code (apps or API’s) can be re-used to help build other apps

–          Fits into the organisations long term strategies and e-health vision to provide mobile solutions for other uses, for example

      • Bedside medication management
      • Bedside electronic progress notes and electronic care planning
      • Capturing of client and staff incidents, risks, compliance and improvement initiatives
      • Mobile business intelligence and analytics
      • Mobile clinical assessments
      • Information management (eg, mobile access to policies or corporate documents)
      • Others ???

The above examples are likely to need data integrated from multiple in-house systems, which plays into the hands of a mobile platform. While organisations may not require mobility solutions for all the above examples right now, establishing a mobile platform caters for immediate AND long-term organisational use of mobility, even if the future state is not known.  The mobility platform approach has already harnessed recognition across all the major ICT industry research groups including Gartner and Forrester, and is a key component of the ICT Strategy toolkit.

 
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Posted by on November 30, 2012 in e-health, mobility

 

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The alternative to Microsoft Office – go hybrid !!!

In these challenging economic times, many IT leaders are intrigued by the alternatives to Microsoft Office. This intrigue is generated by an interest in cutting licensing costs, minimising the dependency on Microsoft, eliminating software assurance, and increasing consumerisation of cheaper alternative applications.

There certainly isn’t a shortage of reasonable quality alternatives, with growing awareness of web-based (and desktop based) office productivity tools being generated from the Marketing machines at Microsoft and Google. Much of the open source office productivity software available today is feature rich, has ample support documentation available, and offers cross compatibility with Microsoft. Most have variations of office productivity applications that attempt to rival Microsoft Word, Excel, Powerpoint, Access, and Visio.

Alternatives include:

  • Apache OpenOffice
  • LibreOffice (which has the same underlying code base as OpenOffice)
  • NeoOffice (for Mac OS X)
  • Google Docs
  • K Office (which offers Word, Excel & PowerPoint alternatives)

In a Forrester survey conducted in 2011, 44 percent of survey respondents were “somewhat interested” in Web-based office productivity tools and 25 percent “actively looking” or “piloting”. Only 3 percent report that they have implemented Web-based Office alternatives (i.e. spent money on them). The obstacles to broad deployment, according to this research, continue to be user acceptance and learning curve, and compatibility with Microsoft Office file formats.

Consideration should be given however, for a hybrid approach to office productivity software deployment. A Microsoft Office alternative product can serve as a replacement for selected groups within an organisation, whilst Microsoft Office can be used for power-users or in situations where business processes or functional need require it. For many (or most) users within organisations, there is ample functionality available in non-Microsoft office software alternatives to warrant investigation of a hybrid model. Concerns will no doubt arise over support, maintenance and training of two office productivity applications, and the inevitable integration / compatibility challenges. Integrating a hybrid approach provides users the choice of Microsoft Office and a non-Microsoft alternative. A detailed business case and proof of concept will be essential in getting it across the line.

 
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Posted by on October 8, 2012 in general

 

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Mobile app strategy – what approach is right for you ?

The mobile application revolution is here.  Apple’s app store reached 25 billion downloads this year and offers more than 700,000 apps. In addition, there are more than 600,000 apps available on the android store. Organisations are realising huge potential by utilising apps to entice customers, create market awareness, provide information, remain relevant, be competitive, increase efficiencies, and enhance productivity.  With the popularity and promise of mobile applications, organisations who fail to have a defined mobile strategy will not realise the competitive edge that come with the mobile application revolution.

A key part of an organisations mobile strategy is consideration for how mobile and web applications can be built and delivered. The three most popular approaches are:

1.  Native App

  • A native application is specifically developed for a particular device and mobile operating system (eg, the app is solely developed for either android, apple, blackberry, or windows devices/systems). Native apps provide the best user experience, performance, and access to device functions (eg camera, contacts, etc)

2.  Mobile Web

  • Mobile web apps can run in most browsers on most devices. For example, a web app for an iphone would run in Safari. A web app for a windows mobile phone would run in Internet Explorer. The disadvantage is that they are limited by the capabilities of the browsers they run in, so are currently unable to access all the features and functions on the local device (eg camera, geolocation, etc). The app itself isn’t actually downloaded onto the device, so there is no software or app to install. Mobile web apps have inferior performance compared to native apps.

3.  Hybrid

  • Hybrid apps provide the best of both worlds. Like mobile web apps, hybrid apps can run in most browsers on most devices on the single code base, and gives access to all of the device features.
 

Native

Mobile Web

Hybrid

App performance

Excellent

Good

Very Good

Development speed

Difficult

Fast

Moderate

Can run on multiple devices / platforms

No

Yes

Yes

Device access (camera, gyroscope, accelerometer, etc)

Full access

Partial Access

Full Access

Offline access

Yes

Yes

Yes

Reuse source code for other applications

No

Yes

Yes

Allows for “Bring Your Own Device” (BYOD)

No

Yes

Yes

Advantages Great performance.

Rich user interface

Can use all device features

App runs on any device

Fast development

Simple maintenance

No need to install new software

Updates appear automatically

All users on same version

App runs on any device

Fast development

Can use all device features

All users on same version

Disadvantages One app developed per platform/device

Users must manually download & install app updates

Users may ignore updates, resulting in different app versions

Has limited device access

Slower performance

Very good performance, but not as good as Native

The most appropriate mobile development approach for an organisation depends on the requirements and intended use of the app. As discussed in an earlier blog, research firm Gartner developed a concept called “the rule of three”, where they encourage companies to consider the mobile platform (web/hybrid) approach to mobility when they need their mobile solutions to:

–          Support three or more mobile business applications

–          Support three or more mobile operating systems

–          Integrate with at least three back-end data sources

So the choice of app development strategy you make depends on what you wish to do with the app, your organisations long term vision, the underlying business and functional requirements and intended use of the app.

 
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Posted by on September 28, 2012 in mobility

 

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Do we really need to upgrade to the iPhone 5 ?

It’s that time of year when employees work phones take a swim in the pool, get run over by the car, eaten by the dog or are accidently dropped from a great height. Yes, the new iteration of the iPhone is soon to be released, and employees will be keen to get their hands on the latest smartphone from Apple. Whether many of us like it or not, with each new release of the iphone or ipad, organisations are becoming more entrenched with these devices. A survey from Consumer Intelligence Research Partners found that 20% of consumers who brought the 3rd generation iPad plan to use the device for business. So it’s only a matter of time before the iPhone 5 makes its way into organisations.

The question is, will the iPhone 5 actually be better for business ?

With a faster processer, more memory and a bigger (4 inch) screen, you may argue that we will be more easily able to consume corporate data. A bigger screen will definitely help with looking at corporate information, business data, dashboards, emails, analytics (not to mention games and the internet). The iPhone 5 is also more capable of streaming media and consuming media-rich mobile apps, and is a more robust and sturdy device thanks to the aluminum backing (which may or may not help with breakages when the iPhone 6 is released !!!).

Are these improvements enough to justify the price premium over purchasing a iPhone 4 or iPhone 4s ?

The premium we currently pay is around $250 for the honor of having a iPhone 5 rather than an iPhone 4. The answer relates to many factors including how the device is used, the content that is consumed on the device and the processes/rules in place around purchasing. An iPhone 5 will certainly satisfy the hunger of those Executives who relish new technology, however making the switch is most likely to be a decision based on individual business circumstances. It may be challenging for organisations to justify the price premium against the benefits received for moving to the iPhone 5.

 
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Posted by on September 19, 2012 in mobility

 

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Time to introduce Videoconferencing into Community Health ?

One of the most effective ways for healthcare providers to improve service delivery is by enhancing the level of collaboration between different stakeholders using videoconferencing, according to a recent report by independent analyst firm Ovum.

Putting dedicated telehealth and telemonitoring solutions to one side for the moment, both home grade and enterprise videoconferencing solutions can be used to improve service delivery outcomes, enhance collaboration and communication between patients and practitioners, and provide more equitable healthcare – particularly to those in rural and remote areas.

Clinicians’ and care workers who provide care for patients in their homes can use videoconferencing tools on tablet or laptop devices:

  • for Occupational Therapy reviews, particularly to review and monitor client equipment usage or risks in the home
  • to link with a physiotherapist to review a patients home exercise program
  • to link with wound assessment or diabetes management experts
  • to liaise with the palliative care team for communication and triage
  • for patient social isolation prevention

Whilst there are many more usage senarios, the main point is that we have the technology available today (eg laptop/tablet & skype) to deliver improved outcomes by using this readily available technology. Unfortunately many (dare I say “most”) community healthcare providers are not using it in this manner.

So, why are some/many community healthcare organisations not using videoconferencing ?

  • Culture and process change – using videoconferencing in the clients home requires change in process, documentation and culture. It needs to be driven proactively by organisational leaders, and requires consultation and buy-in from field staff (and patients).
  • Perceived cost – the purchase of laptops/tablets, monthly data plans and systems (corporate systems give the best experience but come at a price). There is also the cost of change and training. A business case is essential in justifying the return on investment and benefits to patients/staff.
  • Lack of connectivity in remote areas – unfortunately many rural pockets of Australia do not have broadband connectivity, and many areas struggle with cellular 3G connectivity.

To have the best chance of success, the above issues need to be addressed, or mitigated as much as possible. Also, video-conferencing solutions must be tailored to various usage scenarios, so having a clear picture of how the technology will be used is very important. Health related video conferencing initiatives must align with, and be included within an over arching e-health strategy.

With the continual improvements in fixed and mobile broadband connectivity, improvements in equipment interoperability, and relatively low cost entry, video-conferencing in healthcare has a lot of potential now and in the future.

 
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Posted by on September 12, 2012 in e-health, videoconferencing

 

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The ICT Service Catalog – Getting Started !!!

A common challenge for many medium sized ICT departments who provide internal services to their organisation, is managing non-standard service requests. For example, internal customers may ask questions such as:

  • “I need IT support 24/7”, or
  • “Wy can’t I use Open Office – It’s free” or
  • “You have limited my mailbox to 10MB, but I can get a 20MB mailbox online through Google”, or
  • “I would like a faster response from ICT to my problems”

There many more examples which either have a productivity, cost or usability driver associated with the request.

So, how does the ICT team manage these requests in a cost effective and efficient way, whilst providing flexibility for users, managers and the organisation?

The answer lies in the development of a ICT Service Catalog. With a Service Catalog, the ICT department can detail all service offerings (and variations of offerings) to internal customers and departments. It provides much needed transparency and documentation around how (and what) ICT charge internal customers/departments for their services, and should include both products and services consumed/sold to customers within the organisation. Although money may not necessarily change hands, it helps to clarify expectations when ICT costs are distributed across the organisation.

In developing an effective ICT Service Catalog, it is important to:

  • Understand the various lines of business within the organisation, to ensure the catalog (and the deliverables/products) are appropriately tailored. Consultation with key stakeholders is critical.

  • Describe the deliverables (or the end result), rather than the tasks involved in producing them

  • Have sufficient detail about what is included in the deliverables, and clarify the subsets of what is available and how much. Effective catalogs define each of the specific things customers may (or may not) choose to “buy”.

  • Solutions / products must be defined consistently, at a uniform level of granularity, and always in terms of deliverables rather than tasks.

  • Ensure Managers have buy-in, and understand the products/services in detail.

Obviously the organisations culture needs to be ready to embrace any move to Service Catalogs. Internal charge-backs processes, activity based costing methods, contractual arrangements and service level agreements also require consideration and review when planning for ICT Service Catalog implementation. Service Catalogs, done well, are essential in providing a flexible, transparent and cost effective ICT function.

 
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Posted by on September 4, 2012 in general

 

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Google Invents 3D Video Conferencing for Notebooks & Beyond

Google appear to have 3D video conferencing in their sights, according to an article recently published on Patent Bolt (http://www.patentbolt.com/2012/08/google-invents-3d-video-conferencing-for-notebooks-beyond.html). According to the article, the US Patent & Trademark Office has published a patent application from Google that reveals that they’re working on a computing device which could either be a laptop or some form of hybrid notebook tablet that will incorporate dual cameras. The dual cameras which could be used in different configurations, appear to have been designed with video conferencing in mind: In fact, 3D video conferencing.

To enable 3D video conferencing, the device (notebook, tablet, smartphone, PDA, etc) would be fitted with dual cameras to produce a stereoscopic image. The dual cameras could also be used by two participants on the one device to display both image separately in the same video conferencing session. The party on the other end of the conference would simply see two side-by-side video boxes on their screen as if the individuals were actually sitting side by side.

Whilst the concept of having two cameras in a device is not new (ie, iPad, iPhone), no consumer available tablet or laptop device is able to render 3D images to the masses. For industry, 3D video conferencing may produce opportunities and applications where depth perception is important. One such example in the health arena may be with remote monitoring and assessments of wounds. Accurately identifying colour, depth, and measurement of wounds and ulcers is an important factor in their diagnosis and treatment.

No doubt time will tell if this technology his the mainstream, however the potential of this technology for industry and consumers is exciting.

 
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Posted by on August 27, 2012 in e-health, videoconferencing

 

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