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This article reviews evidence on the benefits of ICU physician staffing and explores strategies to enhance it, including the compact model and financial support from hospitals. It also discusses alternative models and action plans for optimizing physician staffing in ICUs.
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Learning Objectives • To review the evidence on the benefits of ICU physician staffing • To explore strategies to improve ICU physician staffing
Intensivists Reduce Mortality Costs Question is not Whether to but How to implement IPS
Intensivists Reduce Mortality:Hospital Mortality Pronovost JAMA 2002
Intensivists Reduce Mortality:ICU Mortality Pronovost JAMA 2002
Net Savings of IPS for Hospitals in $000 Pronovost CCM 2004
Leapfrog modelNet savings for hospital $000 Conrad, Gardner 2004 Leapfrog report
Net Savings per ICU day Leapfrog model $ Conrad, Gardner 2004 Leapfrog report
FOUR FORTUNE 500 COMPANIES JOIN EMPIRE BLUE CROSS and BLUE SHIELD TO RECOGNIZE AND REWARD HOSPITALS THAT ACHIEVE LEAPFROG SAFETY STANDARDS Insurer to Provide Bonuses to Hospitals That Rapidly Adopt Proven Patient Safety Programs NEW YORK (10/18/01) – IBM, PepsiCo, Inc., Verizon Communications and Xerox Corporation announced today that they will join Empire Blue Cross and Blue Shield in an innovative program designed to save lives by providing financial incentives to hospitals that rapidly achieve proven patient safety standards.
Key Attributes of Physician Staffing • Present • Posses skill/knowledge • Communicates/works with team of caregivers • Manages the ICU Little is known about the relative value of each attribute
Extremes 24 X 7 NoIntensivist
Team Care • Avoid Open versus Closed debate • Both primary care and ICU physician add value • Obtain financial support from hospital for physician staffing • Create Compact of what is expected • Include performance measures in contract • Obtain admission and discharge authority
Strategies for Implementing Intensivists • Meet with medical staff • Review evidence • Discuss team approach rather than open closed • Create Compact with hospital • Hospital to provide financial support • Intensivists will staff ICU, monitor and improve quality • Review performance quarterly
How Can You Realize these Attributes without Intensivists • Discuss alternative models • Hospitalist • Regionalization • NP/PA • Other • Ensure a physician rounds on all patients every day • Call list
Action Plan • Discuss with team and hospital your current ICU physician staff, are you meeting the 4 attributes • Develop plan to enhance ICU physician staffing • Ensure nurses know which physician to page for all patients at all times • Create explicit Compact; hospital will provide financial support and physician will provide services
References • Levy MM, Rapoport J, Lemeshow S, Chalfin DB, Phillips G, Danis M. Association between critical care physician management and patient mortality in the intensive care unit. Ann Int Med 2008;148:801-9. • Pronovost PJ, Holzmueller CG, Clattenburg L, Berenholtz S, Martinez EA, Paz JR, Needham DM. Team care: beyond open and closed intensive care units. Curr Opin Crit Care 2006;12:604-8. • Pronovost PJ, Needham DM, Waters H, Birkmeyer CM, Calinawan JR, Birkmeyer JD, Dorman T. Intensive care unit physician staffing: Financial modeling of the Leapfrog standard. Crit Care Med 2006;34:S18-24. • Pronovost PJ, Angus DC, Dorman T, Robinson KA, Dremsizov TT, Young TL. Physician staffing patterns and clinical outcomes in critically ill patients: a systematic review. JAMA 2002;288:2151-62. • Pronovost PJ, Jenckes MW, Dorman T, Garrett E, Breslow MJ, Rosenfeld BA, Lipsett PA, Bass E. Organizational characteristics of intensive care units related to outcomes of abdominal aortic surgery. JAMA 1999;281:1310-17.
