SCCM - Society of Critical Care Medicine

2009 Strategic Plan

Mission

The mission of the Society of Critical Care Medicine is to secure the highest quality care for all critically ill and injured patients.

Envisioned Future

The Society of Critical Care Medicine envisions a world in which all critically ill and injured persons receive care from integrated teams of dedicated experts directed by trained and present intensivist physicians.

Multi-professional teams use knowledge, technology and compassion to provide timely, safe, effective and efficient patient-centered care.

SCCM Organizational Guiding Principles

• Promote a healing, safe and effective critical care environment for patients, their families and caregivers wherever critical care occurs across the health care continuum
• Promote the implementation of the integrated team of dedicated experts in the ICU for delivery of the highest quality, safest, most effective, and most cost-efficient critical care
• Advocate to patients, the public, and policy makers that critical care is a compassionate discipline that seeks to make sick patients well and return them to normal life
• Advocate a career pathway in critical care that will attract and retain a quality team of personnel dedicated to ICU service
• Provide the finest education for health care professionals, the public and policy makers regarding optimal delivery of critical care
• Promote and support quality research in critical care
• Promote evidence-based practice and outcomes measurement to improve the delivery of critical care
• Promote continuous quality improvement of all critical care-related endeavors

The Society adheres to five considerations for decision making by all levels of leadership regarding whether current projects will continue and new projects will be initiated:

1. Does the project serve SCCM customers?
2. Does it ultimately serve the patient?
3. Is SCCM competent to accomplish the project?
4. What is the probability of SCCM’s succeeding at the project?
5. Is it a unique project that will promote the mission and vision of SCCM?

SCCM Member Guiding Principles

• Achieve the best possible outcome for each patient.
• Serve patients and society.
• Promote care delivery by integrated teams of dedicated experts.
• Demonstrate leadership.
• Behave ethically, honestly, credibly and with compassion.
• Commit to being an intensive care professional.

Crucial Factors Impacting Care

• As the population ages, the current workforce shortages in all disciplines will be exacerbated and threaten our members’ ability to provide the best and most cost-effective care.
• Political and economic issues will impede our ability to implement integrated services by a team of experts dedicated both to the care of the individual patient and to the organization of the ICU.
• External research funding sources will continue to decline.
• Members will have less available time for Society activities.
• Identification and correction of errors in the ICU will be difficult to implement due to the current blame/shame/litigate atmosphere.

Strategic Planning

Goals and Objectives 2009-2011

Goal 1: Education (Learn It)
Enhance and expand offerings and distribution of SCCM educational programs.

1.1. Increase the breadth and depth of educational programs including online learning programs
1.2. Increase inter- and intra-member communications
1.3. Increase development and readership of publications/guidelines

Goal 2: Integrated Team of Dedicated Experts (Deliver It)

Promote access to compassionate, patient-centered care delivered by an integrated team of dedicated experts who provide service both to the individual patient and to the organization of the ICU.

2.1 Describe the current ICU profile and scope of practice
2.2 Increase the number of ICUs that utilize the integrated team of dedicated experts, including a trained and present intensivist
2.3 Increase the number of individuals practicing critical care in all related disciplines
2.4 Increase public, payor and administrator awareness of the integrated team of dedicated experts
2.5 Increase the number of collaborative relationships that support the integrated team of dedicated experts

Goal 3: Outcome Measurements and Reporting (Measure It)

Develop ICU outcome measurements and reporting systems that will lessen variability in the delivery of care, thereby reducing errors.

3.1 Identify errors that occur in the ICU and reduce them in number
3.2 Expand current and develop new programs to improve quality patient care
3.3 Expand current and develop new programs around outcome measurements and reporting

Goal 4: Continuous Improvement (Improve It)

Develop information to create high reliability organizations through a continuous improvement process.

4.1 Promote quality critical care
4.2 Disseminate knowledge of improvement processes in critical care delivery for widespread implementation by integrated team of dedicated experts

Strategies and Action Plans

Goal 1: Enhance and expand offerings and distribution of SCCM educational programs

1.1 Increase the breadth and depth of educational programs including online learning programs:

1.1.1 Implement and evaluate Pediatric Fundamental Critical Care Support Course (P-FCCS)
1.1.2 Evaluate effectiveness and determine if future courses on ultrasonography are warranted.
1.1.3 Submit a strategic planning proposal to improve and expand the FCCS Course.
1.1.4 Develop, distribute, analyze results from the educational needs assessment survey.
1.1.5 Develop and action plan from the Education Needs Assessment
1.1.6 Divest the Hospital Mass-Casualty Disaster Management course or partner with an appropriate organization to facilitate more widespread dissemination of the materials
1.1.7 Develop an online version of the Self-Assessment publication for the LMS.
1.1.8 Implement a learning management system to provide consistency and data collection opportunities for SCCM’s online learning activities.
1.1.9 Review, update and develop current and new content for PICU (Pediatric Resident Online ICU Education Program) and incorporate it into the learning management system.
1.1.10 Review, update and develop current and new content for AICU (Adult Resident Online ICU Education Program) and incorporate into the learning management system.
1.1.11 Expand the breadth and depth of information contained on LearnICU.
1.1.12 Evaluate and develop a plan to better coordinate SCCM’s educational offerings inclusive of publications, guidelines, conferences, etc.

Increase inter – and intra - member communications:

1.2.1 Increase the frequency of SCCM Podcasts.
1.2.2 Increase usage of all SCCM online tools.
1.2.3 Improve the click-through rate of the eNewsletter and take advantage of the collected data.
1.2.4 Develop member vs. non-member versions of the eNewsletter.
1.2.5 Review the results of member satisfaction survey and develop an action plan.

1.3 Increase development and readership of publications/guidelines:

1.3.1. Train volunteers to produce ACCM guidelines by holding an evidence-based medicine training course for guidelines development at the 2009 annual Congress with follow up coaching.
1.3.2. Update SCCM’s Critical Care Unit Design and Furnishings book and include with the Award Winning ICU Designs CD/DVD product.
1.3.3. Revise Fundamentals of Disaster Management (FDM) and develop criteria and train instructors and course coordinators.
1.3.4. Develop publications from educational conferences and activities as appropriate to expand access to SCCM educational materials.
1.3.5. Develop and implement a plan to publish topical compilations of articles from SCCM periodicals (journals, news magazine and other sources)
1.3.6. Develop an action plan based on the reader assessment survey for SCCM periodical publications.
1.3.7. Evaluate the need for additional patient and family brochures and work to expand distribution of current brochures through sales or industry support.
1.3.8. Publish the SCCM history book with the use of a freelance writer and disseminate at the 2011 annual Congress.

Goal 2: Promote access to compassionate, patient-centered care delivered by an integrated team of dedicated experts that provide service both to the individual patient and to the organization of the ICU without competition from other duties.

2.1 Describe the current ICU profile and scope of practice:

2.1.1 Participate in multi-organizational activity led by Perren Cobb to define the critical care research agenda.
2.1.2 Determine whether the level of critical care funding is commensurate with the burden of critical illness in the U.S.
2.1.3 Query possible grant providers and determine if funding may be available to expand research in critical care.
2.1.4 Implement a three-year plan to update SCCM survey publications (compensation, practice survey, and job descriptions/contracts publications)
2.1.5 Improve the demographic data in the SCCM database to support survey and research activities.
2.1.6 Implement a survey on physician staffing of ICUs, develop a set of guidelines or recommendations and publish a manuscript in CCM.

2.2 Increase the number of ICUs that utilize the integrated team of dedicated experts, including a trained and present intensivist

2.2.1 Re-offer the Rapid Response Teams (RRT) course regionally to meet market demands and develop related product(s)

2.3 Increase the number of individuals practicing critical care in all related disciplines:

2.3.1 Evaluate the effectiveness of the prior effort to include the use of FCCS in medical student education.
2.3.2 Expand the use of FCCS in medical student education.
2.3.3 Evaluate the survey data related to critical care professionals leaving the field and determine the impact it will have on the workforce.
2.3.4 Participate in Joint Leadership meetings on the Partnership Workforce Collaborative.
2.3.5 Develop a paper on the regionalization of critical care.
2.3.6 Analyze and publish a report on the number of fellowship slots and fellows entering critical care.

2.4 Increase public, payor and administrator awareness of the integrated team of dedicated experts:

2.4.1 Develop materials/articles for dissemination to the creative community, particularly including articles on pay-for-performance and value based purchasing.
2.4.2 Meet with federal agencies to discuss telemedicine and its outcomes on patient care.
2.4.3 Develop a plan and budget for a process for the development and dissemination of public policy statements.

2.5 Increase the number of collaborative relationships that support the integrated team of dedicated experts:

2.5.1 Increase the critical care profile by evaluating the effectiveness of current relationships and identifying new organizations with which to participate (i.e., AHA, AARP, CMSS, HQA, NQF, etc.)
2.5.2 Exhibit at the 2009 AARP conference and submit a proposal to be on the program.

Goal 3: Develop ICU outcome measurements and reporting systems that will lessen variability in the delivery of care, thereby reducing errors.

3.1 Identify errors that occur in the ICU and reduce them in number:

3.1.1 Develop articles and information from Paragon program site visits and disseminate via Critical Connections
3.1.2 Through collaboration with the NQF, HQA, and the AMA Consortium, work to develop and implement quality improvement and pay-for-performance measures
3.1.3 Analyze the effectiveness of the joint SCCM/ASPF task force on HRO and determine the viability of the activity.

3.2 Expand current and develop new programs to improve the quality of patient care:

3.2.1 Re-offer the Excellence in Critical Care Conference.
3.2.2 Evaluate and report on member usage of the NIH critical care database on the SCCM website.
3.2.3 Surviving Sepsis Campaign (SSC)– Phase III – publish results.
3.2.4 Transition SSC into maintenance phase.
3.2.4.1 Develop a web-based automated reporting tool for individuals that continue to use the database
3.2.4.2 Develop a guidelines revision plan
3.2.4.3 Clarify the role of ISF in future SSC activities
3.2.5 Continue to support healthcare professionals who wish to implement the sepsis bundles.

3.3 Expand current and develop new programs around outcome measurements and reporting

3.3.1 Increase the number of guidelines that have bundles/implementation tools.
3.3.2 Develop and implement the Paragon business plan.
3.3.2.1 Develop tools to support the Paragon Quality Implementation Program
3.3.2.2 Expand the number of Paragon coaches through training.
3.3.2.3 Pursue industry interest in supporting Paragon activities
3.3.2.4 Assist hospitals with implementing the guidelines that have the new bundles/implementation tools

Goal 4: Develop information to create high reliability organizations through a continuous improvement process.

4.1 Promote quality critical care

4.1.1 Evaluate and update SCCM ICU Resource, Evaluation, and Patient Outcomes Rating Tool (ICU REPORT) and Index
4.1.2 Seek external funding for additional Vision Grant(s).

4.2 Disseminate knowledge of improvement processes in critical care delivery for widespread implementation by integrated team of dedicated experts.

4.2.1 Integrate sessions into Congress activities, conferences and publications on implementation and measurement of quality improvement initiatives
4.2.2 Expand number of hospital ICU’s involved in Paragon Quality Implementation program

OPERATIONAL GOALS

1. Grow SCCM’s programs, membership, revenues and financial reserves
2. Refine the strategic plan measures.
3. Drive the solicitation of proposals for the strategic planning process.
4. Develop scenario plans around the loss or severe reduction of industry funding.
5. Analyze the SCCM membership and make recommendations regarding the appropriate mix and marketing focus.
6. Analyze the SCCM volunteer recruitment and retention process to retain the most talented pool of volunteers.

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