Design and Implementation of an Intensive Care Unit Command Center for Medical Data Fusion.

The rapid advancements in Artificial Intelligence of Things (AIoT) are pivotal for the healthcare sector, especially as the world approaches an aging society which will be reached by 2050. This paper presents an innovative AIoT-enabled data fusion system implemented at the CMUH Respiratory Intensive Care Unit (RICU) to address the high incidence of medical errors in ICUs, which are among the top three causes of mortality in healthcare facilities. ICU patients are particularly vulnerable to medical errors due to the complexity of their conditions and the critical nature of their care. We introduce a four-layer AIoT architecture designed to manage and deliver both real-time and non-real-time medical data within the CMUH-RICU. Our system demonstrates the capability to handle 22 TB of medical data annually with an average delay of 1.72 ms and a bandwidth of 65.66 Mbps. Additionally, we ensure the uninterrupted operation of the CMUH-RICU with a three-node streaming cluster (called Kafka), provided a failed node is repaired within 9 h, assuming a one-year node lifespan. A case study is presented where the AI application of acute respiratory distress syndrome (ARDS), leveraging our AIoT data fusion approach, significantly improved the medical diagnosis rate from 52.2% to 93.3% and reduced mortality from 56.5% to 39.5%. The results underscore the potential of AIoT in enhancing patient outcomes and operational efficiency in the ICU setting.

Trend of mortality and length of stay in the emergency department following implementation of a centralized sepsis alert system.

Introduction: Sepsis alerts based on laboratory and vital sign criteria were found insufficient to improve patient outcomes. While most early sepsis alerts were implemented into smaller scale operating systems, a centralized new approach may provide more benefits, overcoming alert fatigue, improving deployment of staff and resources, and optimizing the overall management of sepsis. The objective of the study was to assess mortality and length of stay (LOS) trends in emergency department (ED) patients, following the implementation of a centralized and automated sepsis alert system. Methods: The automated sepsis alert system was implemented in 2021 as part of a hospital-wide command and control center. Administrative data from the years 2018 to 2021 were collected. Data included ED visits, in-hospital mortality, triage levels, LOS, and the Canadian Triage and Acuity Scale (CTAS). Results: Mortality rate for patients classified as CTAS I triage level was the lowest in 2021, after the implementation of the automated sepsis alert system, compared to 2020, 2019, and 2018 (p < 0.001). The Kaplan-Meier survival curve revealed that for patients classified as CTAS I triage level, the probability of survival was the highest in 2021, after implementation of the sepsis alert algorithm, compared to previous years (Log Rank, Mantel-Cox, χ²=29.742, p < 0.001). No significant differences in survival rate were observed for other triage levels. Conclusion: Implementing an automated sepsis alert system as part of a command center operation significantly improves mortality rate associated with LOS in the ED for patients in the highest triage level. These findings suggest that a centralized early sepsis alert system has the potential to improve patient outcomes.

The image of old age emerging from place personalization in older adults' dwellings.

This paper aims to present the process of older adults' place personalization and the image of old age emerging from it. The focus is on the material environment where participants live. This environment reveals one of the many layers of becoming an older adult. Results indicate that older people are strongly integrated into the place in which they live, and the components of this process are presented. The dwelling place echoes the acquired identity of an older person in many dimensions-physical, biographical, aesthetic, and axiological. Following main themes were generated inductively from the data, which reveals two aspects of place: the structural aspect, relating to the objects gathered - (personal belongings, aestheticization of place with objects of biographical significance, objects pointing to values), and the agency aspect, relating to the characteristic activities that older adults engage in where they live (place adaptation, command center, and customization of objects and actions). The context of the current discussion is the knowledge provided by environmental gerontology and an identity perspective on both collective and individual aspects of housing. The study was based on qualitative data-photographs of the interiors of older adult's dwellings and transcripts of conversations obtained using the photowalking technique. The analysis and interpretation of the research material was performed in accordance with visual grounded theory methodology. Findings can be used to design an environment for older adults, which may improve their quality of life. It is crucial when designing rooms in residential care homes and when sensitizing their staff to the need to provide residents with appropriate space for accumulating, storing, and displaying familiar and important objects rooted in their values, biographies, and established rituals.

Measuring impact of Covid-19 pandemic at a teaching hospital in north India.

Introduction: Government runs teaching hospitals to impart a high-quality medical education to budding medicos and paramedical students in training. The experiences these trainees at various tenure positions get then and there shape their worldview for rest of the life and have an indelible impression. The Covid-19 pandemic disrupted all the routines at the hospitals around the world-including ours-and we make an attempt to measure it in one dimension in this study. Materials and Methods: We obtained attendance data of patients at out patient department and in patient department of our hospital. During the pandemic for a certain duration offline (physical) registrations were closed and they were attended only by online ones. Hence that data (actually a part of it) got captured electronically and we analyzed it to get an idea of the traversed course of the scourge. Results: When the pandemic surged during the spring and summer of 2021, our hospital was turned into a Covid facility. Hence average routine attendance of patients got reduced to a significant extent, elective surgeries/interventions and procedures were postponed and this data is reflected in an electronic system, perhaps making a long-lasting effect on the budding trainees. This fact needs to be realized so as to take appropriate action. Conclusion: We need to realize that the effects of the viral communicable disease may be enduring, not only for the infected patients and their families but also for those who learn on those patients. Therefore, the transmissible diseases disabled not only our society, economy, and health care services when they ascended but pedagogy too. Online learning came to rescue but only up to a certain extent and with several caveats and limitations.

Framework for creating an incident command center during crises.

The Hospital Incident Command System (HICS) is an incident management system specific to hospitals based on the principles of Incident Command System (ICS), and it includes prevention, protection, mitigation, response, and recovery. It plays a crucial role in effective and timely response during the periods of disasters, mass casualties, and public health emergencies. In recent times, hospitals have used a customized HICS structure to coordinate effective responses to public health problems such as the Ebola outbreak in the US and SARS epidemic in Taiwan. The current COVID-19 pandemic has placed unprecedented challenges on the healthcare system, necessitating the creation of HICS that can help in the proper allocation of resources and ineffective utilization of healthcare personnel. The key elements in managing a response to this pandemic include screening and early diagnosis, quarantining affected individuals, monitoring disease progression, delivering appropriate treatment, and ensuring an adequate supply of personal protective equipment (PPE) to healthcare staff.

Mater Artium Necessitas: The Birth of a COVID-19 Command Center.

In February of 2020, New York City was unprepared for the COVID-19 pandemic. Cases of SARS-CoV-2 infection appeared and spread rapidly. Hospitals had to repurpose staff and establish diagnostic testing for this new viral infection. In the background of the usual respiratory pathogen testing performed in the clinical laboratory, SARS-CoV-2 testing at the Montefiore Medical System grew exponentially, from none to hundreds per day within the first week of testing. The job of appropriately routing SARS-CoV-2 viral specimens became overwhelming. Additional staff was required to triage these specimens to multiple in-house testing platforms as well as external reference laboratories. Since medical school classes and many research laboratories shut down at the Albert Einstein College of Medicine and students were eager to help fight the pandemic, we seized the opportunity to engage and train senior MD-PhD students to assist in triaging specimens. This volunteer force enabled us to establish the "Pathology Command Center," staffed by these students as well as residents and furloughed dental associates. The Pathology Command Center staff were tasked with the accessioning and routing of specimens, answering questions from clinical teams, and updating ever evolving protocols developed in collaboration with a team of Infectious Disease clinicians. Many lessons were learned during this process, including how best to restructure an accessioning department and how to properly onboard students and repurpose staff while establishing safeguards for their well-being during these unprecedented times. In this article, we share some of our challenges, successes, and what we ultimately learned as an organization.

Brief communication: A departmental "command center" to facilitate staff safety and patient care during the peak of the COVID-19 pandemic.

During the initial peak of the COVID-19 crisis, for the approximately 6 weeks beginning on April 8, 2020 and continuing through mid-May 2020, our academic radiology department shifted all nonprocedural operations to a "Command Center" model. This intervention was designed to maximize faculty and resident safety while continuing to provide prompt radiology care to our patients and support to front-line clinicians. During this time most of our radiology faculty and residents worked remotely. The five on-site residents were stationed together in a single large reading room where they worked as generalists, supervised by remote faculty. This room became the hub of all clinical communications. This brief report describes this experience, reviewing what was done and what was learned.

Addressing the threat from within: Investigation of respiratory symptoms in a health care worker with untreated latent tuberculosis infection.

Tuberculosis (TB) in the health care worker demands orchestrated efforts from health care institutions to promptly identify cases and address community risk. We describe a pediatric intensive care unit nurse with latent TB infection who developed hemoptysis and a lung infiltrate concerning for active TB. Her evaluation and contact investigation were facilitated by our institution's command center. Although TB was ultimately ruled out, this case tested our team-based care in response to a suspected high-consequence pathogen.

Organizing Health Care Services for the 2017 "Athens Marathon, The Authentic:" Perspectives on Collaboration among Health and Safety Personnel in the Marathon Command Center.

INTRODUCTION: Mass gatherings pose unique challenges for interorganizational collaboration. The "Athens Marathon, The Authentic" is a 42,195m (26.2mile) race with approximately 18,000 runners that increases annually. On the same day, additional races take place and a grand total of more than 50,000 runners fill the city center of Athens, Greece. Responding effectively to unexpected incidents requires comprehensive planning, clear decision-making structure, and effective collaboration. Nonetheless, there is limited empirical evidence to support interagency collaboration in mass gatherings. PURPOSE: This study used the 2017 Athens Marathon and related races as the empirical setting to examine how interagency collaboration was perceived among the multiple public health and safety professionals involved in the marathon command center. METHODS: Data comprised 10 semi-structured, in-depth interviews with key informants, direct observations of meetings and the event itself, and documentary analysis. Open coding and thematic analysis were used to analyze the data. RESULTS: Findings indicated four key components of interagency collaboration in such an event: organizational culture, team synthesis, on-site spatial planning, and the usage of radio-amateurs. CONCLUSION: This study outlined the factors that shaped interagency collaboration in the context of a mass event. Practical implications arising from this study may inform the ways organizers of marathons and other mass sporting events can engage in effective partnerships and joint working.

Battling Superstorm Sandy at Lenox Hill Hospital: When the Hospital Is Ground Zero.

In preparation for Superstorm Sandy, the emergency control center at Lenox Hill Hospital (LHH) was activated. Patients were evacuated safely to increase hospital capacity, including increased critical care beds, hospital equipment and supplies, including ventilators. A triage center was established in the emergency department at LHH. Efforts were coordinated between LHH and New York University (NYU) Langone Medical Center. NYU medical staff was granted Disaster Emergency privileges, credentialed at LHH, and oriented to LHH. NYU residents and fellows were added by the Office of Graduate Medical Education.