And now I'd like to start with a brief introduction regarding goals of patient care, leadership and patient flow. It's very important to note what matters to patients and their families during and after critical illness. And in this qualitative study, it was found that as the population of ICU survivors has increased, research has shifted to understanding and improving outcomes of survivors, and in particular on providing high quality patient and family-centered care. Today's talks will shed light on this important aspect, and especially during COVID, the importance of these aspects have become front and center. And as a result, the debate has now been rekindled as to how we can provide this sort of very personalized patient and family-centered care. This study provides a conceptual framework for improving critical care patient flow and bed use. We noticed during COVID a high demand for ICU services and limited bed availability. And because of this, hospitals have started to address the capacity planning challenges. And again, today's deep dive will take us deeper into understanding these challenges and how we can overcome these capacity challenges. An important aspect of critical care leadership came up during COVID as well. And in this paper, Hayes et al. bring to light the special challenges during COVID, the pandemic taxed critical care and its leaders in unprecedented ways. Medical directors, nursing directors, division chiefs, and department chairs were forced to lead their staff through the pandemic with personal and professional safety concerns, uncertainty, and more debt than most critical care practitioners had ever seen. No leader was fully prepared for the COVID-19 pandemic. We really don't want this to happen again. And as a result, this deep dive will bring to us those aspects of leadership, which we should consider. In this paper in Anesthesia and Analgesia, Tang et al. talk about these various challenges. They call it the next next wave, how critical care might learn from COVID in responding to the next pandemic. With that, I'll bring you to today's learning objectives. It is to identify the qualities of a successful intensive care leader in academic and community hospital settings, explain operational capacity and flow sizing critical care services during normal, strain, and crisis situations, discuss the role of palliative care consultations in goals of care discussions, and strategies to improve interprofessional support of families by the ICU team, and describe strategies to mitigate burnout and improve professional fulfillment. The course description is that in 2020, SCCM ICU Readiness Assessment Report revealed clinician concerns related to ICU resource shortages, including supplies, beds, and staffing, as well as issues of patient surge and overcrowding. Critical care medicine's role was highlighted further during the COVID-19 pandemic, and with capacity and strain issues, strategies to address the growing demand for beds and material resources and ensure the well-being of critical care professionals are required. This course will describe the qualities required to lead a successful critical care program in academic and community settings, provide an understanding of operational capacity and how to flow size critical care services during normal and strain situations, discuss the role of palliative care consultants in goals of care discussions, and provide strategies to mitigate burnout and improve staff professional fulfillment.

patient care

leadership

patient flow

COVID-19 pandemic

high-quality care