b'ConclusionThroughout my career as a Clinical Nurse Specialist andAtthatmoment,IwishedIcouldbringthehospitalsCFOoperationalleaderincriticalcare,Ihaveseenfirsthand to the bedside to see what was unfolding. We could have the profound impact on patients and clinicians whena discussion, with the evidence there in front of us, that there is a disconnect between the professionals in thethings needed to change. A new way of thinking needed C-suite and those at the bedside. In truthas withto be adopted. At the same time, I knew the clinicians most things in hospital-based medicine, all reasonableatthebedsidecouldbenefitfromaglimpseintotheperspectives must be acknowledged and aligned forfinancialandoperationalpressuresfacingtheC-suite.hospitals and clinicians to succeed in their core missionMy experiencewhile dramaticwas not unexpected. It andforpatientstobenefitoptimally. is a clear example of why we need to abandon the Old Way of assessing and empowering ICU programs and Notlongafterstartinganewcontract,Iwasonsiteat transition to a better, higher quality, sustainable, and a medium-sized community-based hospital providingcost-efficientNewWay.support to the clinical team, most who were new to the facility. As we were rounding in one of the ICUs, aTransitioning out of these siloed, rigid ways of thinking patient abruptly decompensated and coded in front ofisdifficult.Byadoptingthenewparadigmandfourus. Due to the small size and location of this ICU andinterconnected strategies: expanded role of physicians, lack of organization around location of equipmentvirtual health and teleintensivists, optimized APP scope and supplies, there was confusion during this eventandresponsibility,integratedstaffing,andmodernizedregarding clinical support and responsibilities of thenursetraining,wecanshiftthethinkingintheICUandresponding team. achieve amazing transformation in critical care.Iwastheretodeterminethehospitalscriticalcarepain points: what resources they needed, and how my organization could begin to improve care for patients andenhanceoperationalefficiencyforthehospital.Thepatient who was coding in front of me represented much of what was ailing the program:Anover-relianceontemporarystaffingleadingto lack of continuity of careUnder-trained nurses not comfortable with certainpatient populations or proceduresAn under-resourced department with suboptimalequipment and supplies. The tools for intubation,ultrasound, and invasive catheters were either notin proximity or mislabeled.1 -Lilly & Motzkus, CCM 20172- Kleinpell,CCM2019;Gershengorn,CHEST2011;Kreeftenberg,CCM20193- Kreeftenberg,CCM2019;Kleinpell,CCM20194-Kleinpell, CCM 20195- https://journals.lww.com/pccmjournal/Abstract/2018/08000/The_Impact_of_Critical_Care_Nursing_Certification.4.aspx6-https://journals.lww.com/dccnjournal/Abstract/2022/01000/Critical_Care_Resource_Nurse_Team__A_Patient.10.aspx7- https://journals.lww.com/nursingcriticalcare/Fulltext/2020/05000/CCRN__certification__Why_it_matters.6.aspxTogether, we healTogether, we heal 9Together, we heal SCP HEALTHIBRINGING THE C-SUITE TO THE BEDSIDE IN CRITICAL CARE MEDICINE'