| POINT OF VIEW |
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| Year : 2018 | Volume
: 11
| Issue : 1 | Page : 65-70 |
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The Intensive Care Unit Perspective of Becoming a Level I Trauma Center: Challenges of Strategy, Leadership, and Operations Management
Richard H Savel1, Wess Cohen2, Dena Borgia2, Ronald J Simon3
1 Maimonides Medical Center, Adult Critical Care Services, Brooklyn, New York, USA
2 Department of Surgery, Maimonides Medical Center, Brooklyn, New York, USA
3 Division of Acute Care Surgery, Maimonides Medical Center, Brooklyn, New York, USA
Correspondence Address:
Dr. Richard H Savel
Adult Critical Care Services, Maimonides Medical Center, 4802 10th Avenue, Brooklyn, New York 11219
USA
 Source of Support: None, Conflict of Interest: None  | Check |
DOI: 10.4103/JETS.JETS_9_17
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The primary purpose of this narrative is to elucidate the numerous significant changes that occur at the intensive care unit (ICU) level as a medical center pursues becoming a Level I trauma center. Specifically, we will focus on the following important areas: (1) leadership and strategy issues behind the decision to move forward with becoming a trauma center; (2) preparation needed to take a highly functioning surgical ICU and align it for the inevitable changes that happen as trauma go-live occurs; (3) intensivist staffing changes; (4) roles for and training of advanced practice practitioners; (5) graduate medical education issues; (6) optimizing interactions with closely related services; (7) nursing, staffing, and training issues; (8) bed allocation issues; and (9) reconciling the advantages of a “unified adult critical care service” with the realities of the central relationship between trauma and surgical critical care.
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