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People frequently wonder about website hosting; think of it as renting a place online to keep all of your possessions; your possessions are the material you have on your website, such as pictures, videos, text, and pdf files, all of which must be kept (or hosted) somewhere.
Websites should be maintained ensuring your site is safe, relevant, and current. We go over all of our websites once a month to look for any errors, upgrades, or changes that need to be made. Your website should constantly be current and relevant; this will help you rank higher on Google (SEO).This is one of two land development projects we have with our operating partner DDC Management. The Ford Plot is well located along Interstate 4 in Deland, metro Orlando Florida. We are currently entitling the project to develop 440 residential lots for sale to national homebuilders, and our final entitlements are expected to be received in Q2 2020 with lots on the ground for sale by year-end 2020. Upon final entitlements, we will likely partner with both an institutional private equity firm as well as institutional lender for developing the project.
Thank you for asking! I love to be corrected on the mistakes I make when I try to speak foreign languages and I like to help others by correcting theirs. 
First, it should be "muito obrigado ~~para~~ por (ou pela if you're feeling casual) sua reposta". It's never "obrigado para" unless you say something like "Mande meu obrigado para pessoa X". Even then you should probably say "agradecimento" in that case. 

Second "Esta subreddit precisa **de** mais respostas ~~do que~~ sobre **o** Bra**s**il". This isn't the place to talk about prepositions or articles, so you can study them on your own, but Brazil with a z is the biggest foreigner-tell there is (either that or you were alive back in the [Estados Unidos](https://i.ytimg.com/vi/xwp6aTZbsr0/maxresdefault.jpg) do [Brazil](http://media.liveauctiongroup.net/i/12305/12431095_1.jpg?v=8CEE5F4001362B0) days).This little metal container holds a waxy fuel that creates enough heat to cook with but only as much light as a candle. To snuff the flame, close the metal lid on the container; it cools enough that it can be carried in a few minutes. Each lasts 5 hours (enough to cook about 10 meals).A systematic review: the dimensions to evaluate health care performance and an implication during the pandemic

Background The balanced scorecard (BSC) has been implemented to evaluate the performance of health care organizations (HCOs). BSC proved to be effective in improving financial performance and patient satisfaction. Aim This systematic review aims to identify all the perspectives, dimensions, and KPIs that are vital and most frequently used by health care managers in BSC implementations. Methods This systematic review adheres to PRISMA guidelines. The PubMed, Embase, Cochrane, and Google Scholar databases and Google search engine were inspected to find all implementations of BSC at HCO. The risk of bias was assessed using the nonrandomized intervention studies (ROBINS-I) tool to evaluate the quality of observational and quasi-experimental studies and the Cochrane (RoB 2) tool for randomized controlled trials (RCTs). Results There were 33 eligible studies, of which we identified 36 BSC implementations. The categorization and regrouping of the 797 KPIs resulted in 45 subdimensions. The reassembly of these subdimensions resulted in 13 major dimensions: financial, efficiency and effectiveness, availability and quality of supplies and services, managerial tasks, health care workers' (HCWs) scientific development error-free and safety, time, HCW-centeredness, patient-centeredness, technology, and information systems, community care and reputation, HCO building, and communication. On the other hand, this review detected that BSC design modification to include external and managerial perspectives was necessary for many BSC implementations. Conclusion This review solves the KPI categorization dilemma. It also guides researchers and health care managers in choosing dimensions for future BSC implementations and performance evaluations in general. Consequently, dimension uniformity will improve the data sharing and comparability among studies. Additionally, despite the pandemic negatively influencing many dimensions, the researchers observed a lack of comprehensive HCO performance evaluations. In the same vein, although some resulting dimensions were assessed separately during the pandemic, other dimensions still lack investigation. Last, BSC dimensions may play an essential role in tackling the COVID-19 pandemic. However, further research is required to investigate the BSC implementation effect in mitigating the pandemic consequences on HCO. Supplementary Information The online version contains supplementary material available at 10.1186/s12913-022-07863-0.


Introduction
Evaluating the health care sector is quite challenging and complex. Unsatisfactory performance can result from long waiting times (WTs), inefficiency, dissatisfactory patients, and health care workers' (HCWs) burnout [1,2]. Coronavirus disease 2019 (COVID- 19) imposed further burdens on the health care system worldwide due to the limited capacity of hospital beds and the increased psychological stress of HCWs during the COVID-19 pandemic [3,4]. There is still a lack of information that would help health care managers and policymakers in the era of COVID-19 to improve the delivery of health care quality and to learn for the future [5]. Higher pandemic burdens, such as HCW burnout and stress, will rise when health care organizations (HCO) lack plans and preparedness to strengthen their surge capacity and HCW resilience [6,7].
The World Health Organization (WHO) initiated the Performance Assessment Tool for Quality Improvement in Hospitals (PATH) in 2003. It aimed to develop a framework for the assessment of hospital performance. The resulting dimensions from this project were clinical effectiveness, efficiency, HCW orientation, responsive governance, safety, and patient-centeredness. However, studies have shown that there are still some gaps in this model and issues concerning the dimensions investigated [13,14]. Additionally, the Organization for Economic Co-operation and Development (OECD) launched the Health Care Quality Indicator (HCQI) project in 2006; it aimed to develop key performance indicators (KPIs) to compare quality in health care at the international level and achieve international benchmarking. This project concluded that health care must be safe, effective, patient-centered, timely, efficient, equitable, acceptable, and accessible [15,16].
Most of the abovementioned managerial tools mainly focused on the KPIs related to quality, efficiency, productivity, and timeliness dimensions [8][9][10][11][12]17]. Each of these dimensions is considered a dimension at the internal perspective of the BSC, which consists of four perspectives: the internal process, customer, knowledge and growth perspectives, and financial perspectives [18]. Dimensions are described as collections of homogeneous or related KPIs. They are also referred to as diagnostic related groups (DRGs) [19], which have been proven to allow performance comparisons across hospitals and positively impact efficiency improvement [19].
The use of KPIs in the health care system before the pandemic has been beneficial for many reasons. First, the satisfaction rates of patients and HCWs were increased. Second, they lead to better efficiency, effectiveness, and financial performance and adapt to new technologies and ideas. Third, they lead to higher productivity and profitability [20][21][22]. In the pandemic, it is also crucial for HCO to track the performance of KPIs, which could draw faster attention to areas that require rapid responses and strengthening [6].
Most of the available PE models mainly focus on the internal perspective but lack coverage of the other dimensions or perspectives that are also important. BSC was considered different from the other managerial tools for two reasons. First, it offers a holistic approach to PE since it allows managers to highlight both financial and nonfinancial metrics. Second, the BSC is not only a planning or a PE tool. It is also a strategic managerial tool that assigns KPIs compatible with the HCO strategy [23,24]. However, other PE tools, such as total quality management (TQM), lack these comprehensive properties [25]. The first generation of the BSC, unveiled by Kaplan and Norton in 1992, involved four perspectives: the financial, customer, internal process, and knowledge and growth perspectives, steered by the organizational vision and strategy [18]. See Fig. 1.
Later, the second generation of BSCs was developed to include strategic maps, in which cause-effect cascades between perspectives or KPIs were inspected [23]. In the third generation of BSCs, a destination statement was incorporated, which evokes where the organization plans to go within a time horizon and the action plans to