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The Maryland (USA) Critical Care Coordination Center (C4): From Pandemic to Permanence
Melissa A Kelly1, Luis M Pinet-Peralta1,2, Tara M Roque1,3
1Maryland Institute for Emergency Medical Services Systems (MIEMSS), Baltimore, MarylandUSA.
Insights
Maryland
Area of Science:
- Critical care coordination
- Public health preparedness
- Emergency medical services
Background:
- COVID-19 pandemic overwhelmed critical care capacity in Maryland.
- Intensive care unit (ICU) boarding in emergency departments (EDs) increased mortality and costs.
- Need for proactive, state-wide critical care resource management strategies.
Purpose of the Study:
- To describe the implementation of a state-wide Critical Care Coordination Center (C4).
- To ensure timely and equitable access to critical care during public health emergencies.
- To present a public safety-based model for critical care coordination.
Main Methods:
- Implementation of a novel state-wide Critical Care Coordination Center (C4).
- Staffing C4 with intensivist physicians and paramedics.
- Retrospective cohort study design analyzing C4 requests as a case series.
Main Results:
- The C4 received 2,790 requests, facilitating transfers for 67.4% and in-place management for 27.8%.
- COVID-19 patients constituted 29.5% of the cohort; C4 usage predicted state-wide ICU surges.
- C4 expansion to pediatric services demonstrated its adaptability and broad utility.
Conclusions:
- The Critical Care Coordination Center (C4) is integral to Maryland's commitment to optimal patient care delivery.
- The C4 model, leveraging EMS and intensivist collaboration, ensures the right care at the right time.
- This public safety-based coordination center serves as a replicable model for global adoption.
Introduction:
The 2019 coronavirus disease (COVID-19) pandemic created overwhelming demand for critical care services within Maryland's (USA) hospital systems. As intensive care units (ICUs) became full, critically ill patients were boarded in hospital emergency departments (EDs), a practice associated with increased mortality and costs. Allocation of critical care resources during the pandemic requires thoughtful and proactive management strategies. While various methodologies exist for addressing the issue of ED overcrowding, few systems have implemented a state-wide response using a public safety-based platform. The objective of this report is to describe the implementation of a state-wide Emergency Medical Services (EMS)-based coordination center designed to ensure timely and equitable access to critical care.
Methods:
The state of Maryland designed and implemented a novel, state-wide Critical Care Coordination Center (C4) staffed with intensivist physicians and paramedics purposed to ensure appropriate critical care resource management and patient transfer assistance. A narrative description of the C4 is provided. A retrospective cohort study design was used to present requests to the C4 as a case series report to describe the results of implementation.
Results:
Providing a centralized asset with regional situational awareness of hospital capability and bed status played an integral role for directing the triage process of critically ill patients to appropriate facilities during and after the COVID-19 pandemic. A total of 2,790 requests were received by the C4. The pairing of a paramedic with an intensivist physician resulted in the successful transfer of 67.4% of requests, while 27.8% were managed in place with medical direction. Overall, COVID-19 patients comprised 29.5% of the cohort. Data suggested increased C4 usage was predictive of state-wide ICU surges. The C4 usage volume resulted in the expansion to pediatric services to serve a broader age range. The C4 concept, which leverages the complimentary skills of EMS clinicians and intensivist physicians, is presented as a proposed public safety-based model for other regions to consider world-wide.
Conclusion:
The C4 has played an integral role in the State of Maryland's pledge to its citizens to deliver the right care to the right patient at the right time and can be considered as a model for adoption by other regions world-wide.
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