Bronwyn Avard - Getting Your Foot In The Door
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This document outlines the differences between clinical and non-clinical duties for an Intensive Care Unit Director. Clinical duties include directly providing care to critically ill patients, supervising medical staff, performing resuscitations, and transporting patients. Non-clinical duties encompass administrative tasks, education, quality assurance programs, committee work, research activities, rostering staff, equipment procurement, and disaster planning. The document concludes by advising intensivists to focus on one project they want to do and one project they have to do.
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Bronwyn Avard - Getting Your Foot In The Door
- 1. Getting your foot in the door Dr Bronwyn Avard Director, Intensive Care Unit The Canberra Hospital, ACT
- 2. Conflict of Interest • No conflict of interest to declare
- 9. “Clinical Duties” • Providing care for ICU/HDU patients • Supervising medical staff in ICU/HDU • Resuscitation & management of critically ill/injured patients • Acute resuscitation in context of medical emergency teams • Transport of critically ill • Parenteral nutrition & venous access services • Assessment, management & review of patients in “follow up” initiatives outside ICU
- 10. • Administrative duties • Education • Audit, peer review & quality assurance programs • Continuing education & professional development • Committee work • Contributing to college activities • Research activities “Non-Clinical Duties”
- 14. Primary teaching program Fellowship teaching program Simulated learning program External courses – BASIC etc Nursing/multidisciplinary Medical student JMO program
- 15. Clinical information system Equipment procurement Replacement schedule Business cases WHS committee Difficult airway trolley
- 17. Disaster planning MET involvement Patient flow QI
- 18. Policies & protocols QA/QI project ‘Best practice’ Patient/family feedback Patient info leaflets
- 19. “One thing that you want to do, and one thing that you have to do”
- 39. ICU@act.gov.au
Editor's Notes
- Not really a conflict of interest, but as a declared bias, I am a Director of a major metropolitan ICU
- However I do have some biases.
- The challenge in a talk like this one is to try not to waffle , so I will try very hard to stick to just a few points.
- I am going to go through - Unit culture and what I look for as a Director in the people I employ What we mean by the term “non clinical portfolio” Accountability as an employee in the organisation
- Clinical work is defined as anything you do with the patient.
- For example, this is a governance map for my own unit. Each of these coloured segments represents a clinical portfolio. A specialist leads each of these major portfolios Thoughts on things trainees can get involved in for each of these areas Education : primary & second part programs, simulation Resources : difficult airway trolley, learn how to write a business case, equipment replacement schedules Research : Care, Planning, coordination & delivery Patient Safety & experience Workforce : get involved in recruitment – you can help with the SRMO level recruitment for example
- For example, this is a governance map for my own unit. Each of these coloured segments represents a clinical portfolio. A specialist leads each of these major portfolios Thoughts on things trainees can get involved in for each of these areas Education : primary & second part programs, simulation Resources : difficult airway trolley, learn how to write a business case, equipment replacement schedules Research : Care, Planning, coordination & delivery Patient Safety & experience Workforce : get involved in recruitment – you can help with the SRMO level recruitment for example
- Thoughts on things trainees can get involved in for each of these areas Education : primary & second part programs, simulation Resources : difficult airway trolley, learn how to write a business case, equipment replacement schedules Research : Care, Planning, coordination & delivery Patient Safety & experience Workforce : get involved in recruitment – you can help with the SRMO level recruitment for example
- Thoughts on things trainees can get involved in for each of these areas Education : primary & second part programs, simulation Resources : difficult airway trolley, learn how to write a business case, equipment replacement schedules Research : Care, Planning, coordination & delivery Patient Safety & experience Workforce : get involved in recruitment – you can help with the SRMO level recruitment for example
- Thoughts on things trainees can get involved in for each of these areas Education : primary & second part programs, simulation Resources : difficult airway trolley, learn how to write a business case, equipment replacement schedules Research : Care, Planning, coordination & delivery Patient Safety & experience Workforce : get involved in recruitment – you can help with the SRMO level recruitment for example
- Thoughts on things trainees can get involved in for each of these areas Education : primary & second part programs, simulation Resources : difficult airway trolley, learn how to write a business case, equipment replacement schedules Research : Care, Planning, coordination & delivery Patient Safety & experience Workforce : get involved in recruitment – you can help with the SRMO level recruitment for example
- Thoughts on things trainees can get involved in for each of these areas Education : primary & second part programs, simulation Resources : difficult airway trolley, learn how to write a business case, equipment replacement schedules Research : Care, Planning, coordination & delivery Patient Safety & experience Workforce : get involved in recruitment – you can help with the SRMO level recruitment for example
- The other important concept around “getting your foot in the door” is around being a team player and being aware of our accountability to the organisation
- The other important concept around “getting your foot in the door” is around being a team player and being aware of our accountability to the organisation We train to be autonomous – the team leader, the decision maker, the boss – but you will be employed by an organisation and we are increasingly accountable for our decisions. We are now in an age where we need to justify
- Performance plans are common place for staff specialists and Vmos in the healthcare system. Documenting expectations, objectives and performance
- You may also have heard of personality testing – scoring systems like Myers Briggs are done in some units now to
- As a final note, consider your strengths. How can you work to your strengths? How do you promote your strengths? How can you develop certain characteristics into strengths?
- HBDI thinking
- Does anyone know what this is?
- The Tui : present on our ICU crest.
- That brings me to my first point : unit culture
- We see unit culture demonstrated in the way things are done
- The culture which is displayed in a unit is built on the values & attitudes of the people in employed in the unit and the assumptions & beliefs commonly held So if you are the one building the culture of a unit or responsible for the culture, you can start to see that you would want to employ people with similar values or attitudes, and positive values & attitudes.
- OK, everyone close your eyes. I want you to visualise the last shift you worked. Just run through that day or night in your mind and think how others you interacted with would have described your values or attitudes based on that shift. Just think for a moment – what values and attitudes do you contribute to your department? Would you think that others would say the same thing?