Release date: 2015-03-23 Based on the reality that the supply and demand of intensive care resources are not balanced, more and more hospitals are turning their attention to the clinical and economic benefits of tele-intensive care units (tele-ICUs). As with any clinical or commercial collaboration, an in-depth analysis of the right remote ICU partner is critical. Issues to be explored include the level of collaborative effort to focus on the ICU project goals, and the extent to which clinical “best practices†for the best results for all shareholders are developed. The following are four issues that the hospital leadership team must consider when evaluating remote ICU partners. 1. What clinical and technical capabilities must the hospital evaluate? Hospital leaders must conduct a comprehensive inspection of the remote ICU cooperation from the overall situation. ICU partners that hospitals can consider to work with need to have a clear understanding of how best-practice clinical alliances with hospital intensive care bedside teams can be created. In the business plan, the needs and concerns of the bedside care team must be recognized, respected and clearly positioned. If the remote ICU organization has extensive experience in attracting and retaining highly skilled coordinating nurses, nurse practitioners and other clinicians, this can be of great benefit to hospitals. From a technical perspective, hospitals should look for a remote ICU platform that supports the entire clinical team. In addition, they should expect remote ICU partners to have the necessary resources for technology integration. 2. What kind of clinical benefits can the remote ICU provide? With the cooperation of the bedside care team, the remote ICU can achieve the effects of reduced mortality, shorter hospital stays, reduced clinical complications, and improved diagnostic measurements. In fact, remote ICUs can help reduce mortality and make predictions lower than industry-standard algorithms such as APACHE, which has a similar effect on shortening hospital stays. One of the key factors in achieving this effect is the fact that the remote ICU can support the bedside care team 24/7 and enables high-quality care driven by best practices to be implemented around the clock. While many ICUs are adapting strategies to accommodate real-world human resource constraints, remote ICUs allow hospitals to provide more comprehensive care for patients and their families. 3. What is the impact of remote ICU on the configuration of intensive care personnel? The excellent remote ICU project can effectively solve the challenges brought by the high demand of refined human resources control and critical care patients and their families. In fact, research shows that the presence of the remote ICU project team increases the satisfaction of the intensive care team and reduces the frequency of team turnover, both of which are positive improvements for the hospital. Most of these results are due to the fact that when the bedside care team knows they can rely on more information acquisition methods and nursing expertise in the ICU, they feel better supported. 4. What are the economic and operational benefits of remote ICU? The remote ICU project team can provide a report on the performance of the ICU, which is a very interesting part of the hospital. In many cases, these reports reveal the combined economic benefits of shorter hospital stays and increased patient turnover. In addition, remote ICUs allow hospitals to retain typical cases because they provide more specialized and focused treatment during patient ICU hospitalization. As a result, patients are closer to home and hospitals can increase their case-combination index (CMI). This is a win-win situation that provides patients and their families with a more satisfying care experience while increasing hospital revenues and increasing market impact. Written in the end: the introduction of remote ICU needs to be cautious Effective cooperation between the two parties, the rational implementation of the project, the clear definition and implementation of the agreement, and a shared commitment to improving patient outcomes can lead to a successful remote ICU project. Well-designed remote ICU projects can provide hospitals with opportunities to improve patient care and ICU operations, even in critical care services that exceed the resources of critical care professionals. However, not all remote ICUs can achieve this effect, so careful evaluation is a smart move. Through comprehensive consideration of the above four issues, hospital leaders can make smart decisions and ultimately gain effective use of remote ICUs. (Original title: [Exclusive] Remote ICU must consider 4 questions before the critical care revolution cooperation) Original title: 4 questions to weigh before adopting a tele-ICU Original author: Lou Silverman Source: China Digital Medical Network
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Micro cameras are widely used in aviation, commerce, media, enterprises, institutions, families and other industries. The appearance of micro cameras has brought convenience to people's lives. At the same time, some phenomena related to corporate secrets and personal privacy have also emerged.
In 1991, the world's first camera (called CoffeeCam) first appeared in the Trojan room coffee pot at the University of Cambridge, UK.
The oldest camera, FogCam of San Francisco State University, has been used since 1994
In 1996, AXIS Communications published the first IP Camera using Internet architecture as the basis for signal transmission.
In 1999, AXIS Communications published IP Camera based on Linux system.
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