Abstract
Herein, we detail some of the issues related to the organization and staffing of a modern ICU. This is evaluated from both the practitioner’s viewpoint and that of the institution. We present some of the innovations we have developed in this arena.
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Notes
- 1.
Retrospective analysis of the SCCMs Project IMPACT national database. This had significant limitations, perhaps the most significant on being that it was not always possible to determine whether patients had been cared for by intensivists or not (Reference # 12, page 808).
- 2.
For example, over an approximate 8- to 12-month period, the Department of Critical Care Medicine developed Service Line Standards. These were distributed and discussed over 3Â months at our system-wide CCM meetings. In January 2014, they were formally approved by our multicampus and multi- and interdisciplinary committee and sent to MLC for approval. Those not taking part in the multi-month process when they were asked for input cannot be allowed to holdup the process of implementation. ICU standards were ultimately put into effect but were, indeed, held up for almost 12Â months by individuals who had not taken part. This health system leadership issue was poorly handled in our institution.
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Reed, M.J., Layon, A.J. (2020). Setting the Goals. In: Hidalgo, J., Pérez-Fernández, J., RodrÃguez-Vega, G. (eds) Critical Care Administration. Springer, Cham. https://doi.org/10.1007/978-3-030-33808-4_3
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