- Section 1 ICU organization and management
- Part 1.1 The intensive care unit
- Part 1.2 Communication
- Part 1.3 Training
- Part 1.4 Safety and quality
- Part 1.5 Governance
- Chapter 20 ICU admission and discharge criteria
- Chapter 21 Resource management and budgeting in critical care
- Chapter 22 Costs and cost-effectiveness in critical care
- Part 1.6 Research
- Part 1.7 Medico-legal and ethical issues
- Part 1.8 Critical illness risk prediction
- Section 2 Pharmacotherapeutics
- Section 3 Resuscitation
- Section 4 The respiratory system
- Section 5 The cardiovascular system
- Section 6 The gastrointestinal system
- Section 7 Nutrition
- Section 8 The renal system
- Section 9 The neurological system
- Section 10 The metabolic and endocrine systems
- Section 11 The haematological system
- Section 12 The skin and connective tissue
- Section 13 Infection
- Section 14 Inflammation
- Section 15 Poisoning
- Section 16 Trauma
- Section 17 Physical disorders
- Section 18 Pain and sedation
- Section 19 General surgical and obstetric intensive care
- Section 20 Specialized intensive care
- Section 21 Recovery from critical illness
- Section 22 End-of-life care
(p. 90) Resource management and budgeting in critical care
- Chapter:
- (p. 90) Resource management and budgeting in critical care
- Author(s):
Jukka Takala
- DOI:
- 10.1093/med/9780199600830.003.0021
Resource management is a core task for intensive care unit (ICU) leadership. Budgeting covers optimizing resource use, planning for future needs, and continuous monitoring of actual resource use. Short-term budgeting is operational planning, whereas mid- and long-term budgeting should focus on strategy. Resource management is an integral and continuous part of the ICU management process. Hence, the regional and local availability of health care services rarely depends on rational or objective factors alone. For budgeting purposes, the needs for intensive care for the population of the main referral area of the hospital, the actual structure of the local health care system and probable changes during the strategic planning period should be considered. The resources needed for emergency admissions is relatively constant as long as the referral population the indications for intensive care and the treatments offered do not change. The ICU is part of a multidisciplinary, horizontal care process. The amount and level of care provided in all the participating units must be considered.
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- Section 1 ICU organization and management
- Part 1.1 The intensive care unit
- Part 1.2 Communication
- Part 1.3 Training
- Part 1.4 Safety and quality
- Part 1.5 Governance
- Chapter 20 ICU admission and discharge criteria
- Chapter 21 Resource management and budgeting in critical care
- Chapter 22 Costs and cost-effectiveness in critical care
- Part 1.6 Research
- Part 1.7 Medico-legal and ethical issues
- Part 1.8 Critical illness risk prediction
- Section 2 Pharmacotherapeutics
- Section 3 Resuscitation
- Section 4 The respiratory system
- Section 5 The cardiovascular system
- Section 6 The gastrointestinal system
- Section 7 Nutrition
- Section 8 The renal system
- Section 9 The neurological system
- Section 10 The metabolic and endocrine systems
- Section 11 The haematological system
- Section 12 The skin and connective tissue
- Section 13 Infection
- Section 14 Inflammation
- Section 15 Poisoning
- Section 16 Trauma
- Section 17 Physical disorders
- Section 18 Pain and sedation
- Section 19 General surgical and obstetric intensive care
- Section 20 Specialized intensive care
- Section 21 Recovery from critical illness
- Section 22 End-of-life care