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. Is it a unique project that will promote the mission and vision of SCCM?
2. Does it ultimately serve the patient?
3. Does the project serve SCCM customers?
4. Is SCCM competent to accomplish the project?
5. What is the probability of SCCM’s succeeding at the project?
SCCM Member Guiding Principles
• Achieve the best possible outcome for each patient.
• Serve patients, their families, and society.
• Promote care delivery by integrated teams of dedicated experts.
• Demonstrate leadership.
• Behave ethically and honestly with compassion.
• Commit to being a critical care professional.
Crucial Factors Impacting SCCM and its Members
• Aging Population
• Workforce
• Political and Economic
• Research Funding
• Conflict of Interest
Strategic Planning
Goals and Objectives 2010-2012
Goal 1: Education (Learn It)
Enhance and expand integrated offerings and distribution of SCCM educational programs.
1.1 Increase the breadth, depth, distribution, and impact of educational programs including online learning programs
1.2 Increase 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 Engage in 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 Expand and integrate current, and develop new programs to improve quality patient care and outcomes measurement 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
2012 Strategies and Action Plans
Goal 1: Enhance and expand offerings and distribution of SCCM educational programs
1.1 Increase the breadth, depth and distribution of educational programs including electronic learning programs:
1.1.1 Expand the distribution of the Fundamental Critical Care and Pediatric Fundamental Critical Care Support Course (PFCCS)
1.1.2 Expand the number of Fundamentals of Disaster Management (FDM) course participants.
1.1.3 Strategically identify markets and related languages for translation where FCCS expansion will have the most impact.
1.1.4 Develop and refine online versions of the FCCS, PFCCS, and FDM courses.
1.1.5 Develop “Preparing your ICU for Effective Disaster Response” toolkit.
1.1.6 Expand the number/type of skills training courses (ultrasonography, echo, bedside, etc).
1.1.7 Develop and implement a plan from the results of the interim 2012 educational needs assessment survey into the 2011 educational programs.
1.1.8 Develop, launch and refine an online version of the Self-Assessment and a new practice exam for individuals.
1.1.9 Refine and expand LearnICU.
1.1.10 Update and improve content for Resident Online Education Program (RICU)
1.1.11 Replace the Learning Management System with software features that better meets the needs of the Society.
1.1.12 Work with the Strategic Education Committee to develop and implement recommendations to better coordinate SCCM’s educational offerings.
1.2 Increase member communications:
1.2.1 Increase usage of all SCCM online educational offerings.
1.2.2 Improve the click-through rate of electronic communications analyzing and utilizing the collected data to increase customer response.
1.2.3 Continue to expand SCCM’s social media networks thereby encouraging member interactions.
1.2.4 Increase usage of online workspaces (iRooms) to enhance members' ability to interact.
1.3 Increase development and readership of publications/guidelines:
1.3.1 Update SCCM’s critical care unit design guideline and include with the Award Winning ICU Designs CD/DVD product.
1.3.2 Develop one or two publications from educational conferences and activities as appropriate to expand access to SCCM educational materials.
1.3.3 Develop and present a report on the possibility of publishing topical compilations of articles from SCCM periodicals or topical literature reviews.
1.3.4 Develop and impliment an action plan based on the results of the reader assessment survey for SCCM periodical publications.
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 Implement a plan to increase distribution of the 'survey' publications (compensation, practice survey, and job descriptions/contracts ublications)
2.1.3 Publish a manuscript on physician staffing rations 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 Update SCCM ICU Resource, Evaluation, and Patient Outcomes Rating Tool (ICU REPORT) and Index.
2.3 Increase the number of individuals practicing critical care in all related disciplines:
2.3.1 Develop a survey tool for post-course follow up to analyze for compliance with course processes and gaps.
2.3.2 Develop an online medical student/undergraduate education program (similar to the RICU program for residents).
2.3.3 Work with other entities to determine areas of redundancy and synergy and report findings and recommendations to the SCCM Executive Committee.
2.3.4 Collaborate with CCSC and other organizations to increase the number and improve utilization of healthcare professionals caring for the critically ill and injured.
2.3.5 Seek to place key members in positions of significant influence such as the ACGME and related RRCs, quality improvement organizations, etc.
2.3.6 Develop and implement a plan to reinvigorate selected sections.
2.4 Increase public, payor and administrator awareness of the integrated team of dedicated experts:
2.4.1 Interact with federal agencies such as HHS on projects of mutual interest.
2.4.2 Partner with CCSC to analyze effectiveness of telemedicine in the ICU.
2.4.3 Determine whether the level of critical care funding is commensurate with the burden of critical illness in the U.S.
2.4.4 Refine the SmartBrief eNewsletter and increase distribution.
2.4.5 Partner with CCSC to define and submit a research agenda to coordinate and eventually increase funding for critical care research.
2.5 Increase the number of collaborative relationships that support the integrated team of dedicated experts:
2.5.1 Increase the SCCM and public critical care profile by strategically identifying new organizations with which to participate.
2.5.2 Publish findings from the Improving Long Term Consequences after Discharge from a Prolonged ICU Stay Stakeholders Meeting. Implement recommendations.
2.5.3 Expand organizational participation in MCCKAP to be the preferred multiprofessional in-service exam.
2.5.4 Collaborate with hospitalists, emergency providers and others to support the team.
Goal 3: Develop ICU outcome measurements and reporting systems that will lessen variability in the delivery of care, thereby reducing errors.
3.1 Expand current and develop new programs to improve the quality of patient care including the use of outcomes measurements and reporting.
3.1.1 Revise the SSC database to align with the revised guidelines and bundles.
3.1.2 Revise the Surviving Sepsis Campaign Guideline and bundles.
3.1.3 Work with the Global Sepsis Alliance (GSA) to ensure coordination with the SSC.
3.1.4 Develop knowledge transfer initiatives for all guidelines for which they are appropriate.
3.1.5 Pursue industry and payor interest in supporting quality improvement activities
3.1.6 Develop online educational activities as well as conference/Congress sessions and webcasts to educate the membership on how to use outcomes measures to improve care.
3.1.7 Determine the feasibility of funding quality improvement initiatives through government, foundation, and payor grants.
3.1.8 Develop and implement the work plans of the Quality and Safety Committee. Goal 4: Develop information to create high reliability organizations through a continuous improvement process.
Goal 4: Develop information to creat high reliability organizations thourhg a continuous improvement process.
4.1 Promote quality critical care
4.1.1 Seek external funding for additional Vision Grant(s).
4.1.2 Promote the Vision Grant by updating the SCCM Website with prior winners and their work, along with activities at Congress.
4.1.3 Update patient and family brochures and increase distribution.
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 Develop program specifications and launch the VAP PI-CME module
4.2.3 Expand PI-CME programs by adding a new program in Sepsis or Palliative Care Bundles.
Goal 5: OPERATIONS: Improve management and administration of SCCM to provide a framework on which SCCM can achieve its goals. This area includes staff and leadership development, business processes, teamwork and communications, and budget and strategic activities.
5.1 Staff Development/Leadership
Enhance staff performance, expand staff skills and knowledge. Work to more fully
engage the staff. Encourage professional growth to improve bench strength.
5.2 Business Processes
Implement technology projects on time and on budget. Enhance staff technology knowledge, skills and use. Maintain the technical and physical infrastructure. Refine and automate administrative processes to reduce labor cost and improve service to members.
5.3 Teamwork/Communications
Improve and enhance teamwork skills with colleagues and/or volunteers. Improve and enhance communication skills across all groups. Ensure committees, task forces, etc. are informed, engaged and appropriately implementing their charge in a timely manner.
5.4 Budget/Strategic Activities
Improve financial outcomes by meeting or exceeding budgeted revenues and by containing expenses without sacrificing quality. Participate in the budgeting process by preparing realistic forecasts of revenues and expenses. Refine strategic measures and set new business plan measures and goals. Drive solicitation of proposals to meet strategic needs of the Society. Expand and improve the volunteer leadership development process. Develop and implement new conflict of interest policies for volunteers. Expand support to enhance international growth.
