Workforce, Workload, and Burnout in Critical Care Organizations: Survey Results and Research Agenda.
Workforce, Workload, and Burnout in Critical Care Organizations: Survey Results and Research Agenda.
复制标题
DOI：
10.1097/ccm.0000000000004552
复制
发表时间：
2020-11
影响因子：
8.8
通讯作者：
Academic Leaders in Critical Care Medicine Task Force of the Society of Critical Care Medicine
中科院分区：
文献类型：
--
作者：
Lilly CM;Oropello JM;Pastores SM;Coopersmith CM;Khan RA;Sessler CN;Christman JW;Academic Leaders in Critical Care Medicine Task Force of the Society of Critical Care Medicine
本报告提供了对美国和加拿大知名重症监护组织 (CCO) 的重症监护医师和高级实践提供者 (APP) 的重症监护劳动力、工作量和职业倦怠调查的分析和观点，并提供了研究议程。向 27 个合格组织的领导发放了包含 97 项的电子调查问卷。美国和加拿大的 CCO 领导人。我们收到 23 份回复 (85%)。 CCO 调查记录了大多数组织方面的显着变化，这些变化不受 CCO 定义或监管要求的限制。最常见的医生人员配置模式是全职和兼职重症监护医师的结合。大约 80% 的 CCO 拥有专门的 APP，为部分或全部 ICU 配备人员。全职重症监护医生在 ICU 工作的中位数为 168 天（范围 42-192）天（168 个轮班 = 24 个 7 天周）。轮班持续时间中位数为 12 小时（范围 7 -14），允许的连续轮班次数中位数为 7（范围 7-14）。超过一半的 CCO 报告针对 ICU 医生、APP 和护士制定了职业倦怠预防计划。当前方法的可变性表明系统的比较分析可以确定最佳的组织实践。 CCO 研究议程应包括提供有关 CCO 综合结构对患者、劳动力、工作实践和可持续性层面结果影响的见解的研究。
This report provides analyses and perspective of a survey of critical care workforce, workload, and burnout among the intensivists and advanced practice providers (APPs) of established United States and Canadian critical care organizations (CCOs) and provides a research agenda. A 97-item electronic survey questionnaire was distributed to the leaders of 27 qualifying organizations. Leaders of CCOs in the United States and Canada. We received 23 responses (85%). The CCO survey recorded substantial variability of most organizational aspects that were not restricted by the CCO definition or regulatory mandates. The most common physician staffing model was a combination of full time and part time intensivists. Approximately 80% of CCOs had dedicated APPs that staffed some or all their ICUs. Full-time intensivists worked a median of 168 (range 42–192) days in the ICU (168 shifts = 24 7-day weeks). The median shift duration was 12 hours (range 7 −14) and the median number of consecutive shifts allowed was 7 (range 7–14). More than half of CCOs reported having burnout prevention programs targeted to ICU physicians, APPs, and nurses. The variability of current approaches suggests that systematic comparative analyses could identify best organizational practices. The research agenda for the study of CCOs should include studies that provide insights regarding the effects of the integrative structure of CCOs on outcomes at the levels of our patients, our workforce, our work practices, and sustainability.