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11.5 - Managerial and Administrative Responsibilities of the Intensive Care Medicine Specialist

from Section 11 - Professionalism, Patient Safety, Governance and Health Systems Management

Published online by Cambridge University Press:  27 July 2023

Ned Gilbert-Kawai
Affiliation:
The Royal Liverpool Hospital
Debashish Dutta
Affiliation:
Princess Alexandra Hospital NHS Trust, Harlow
Carl Waldmann
Affiliation:
Royal Berkshire Hospital, Reading
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Summary

Key Learning Points

  1. 1. The role of the intensive care medicine specialist as a manager, or leader, contributes to the efficiency of the intensive care unit.

  2. 2. These non-clinical responsibilities evolve over the lifetime of the specialist’s career.

  3. 3. A significant proportion of the managerial and administrative work occurs as part of normal daily activities.

  4. 4. The lead clinician or clinical director will assume most of the strategic responsibilities, but some of these, and those directly related to service delivery, may be delegated.

  5. 5. Local/national healthcare legislation and the ethical framework within which medicine is practised will affect strategic decision-making.

Type
Chapter
Information
Intensive Care Medicine
The Essential Guide
, pp. 752 - 753
Publisher: Cambridge University Press
Print publication year: 2021

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References

References and Further Reading

Department of Health. 2013. Health Building Note 04–02. Critical care units. www.england.nhs.uk/publication/critical-care-units-planning-and-design-hbn-04-02/Google Scholar
The Faculty of Intensive Care Medicine. 2019. Guidelines for the Provision of Intensive Care, edn 2. www.ficm.ac.uk/sites/default/files/gpics-v2.pdfGoogle Scholar
The Faculty of Intensive Care Medicine. 2019. The CCT in Intensive Care Medicine – Part III. Syllabus. www.ficm.ac.uk/sites/default/files/cct_in_icm_part_iii_-_syllabus_2019_v2.4.pdfGoogle Scholar
Valentin, A, Ferdinande, P; ESICM Working Group on Quality Improvement. Recommendations on basic requirements for intensive care units: structural and organizational aspects. Intensive Care Med 2011;37:1575–87.CrossRefGoogle ScholarPubMed

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