No One Knows Trauma Centers Better

When a trauma center has determined with B+A’s support that it is feasible to increase to a higher level of trauma care, B+A is equipped to facilitate the upgrade process. We have worked with hospitals of all sizes that have increased their trauma center designation level. Most commonly, this includes assessment of feasibility for moving from:

• Level II trauma center to Level I trauma center

• Level III trauma center to Level II trauma center

• Moving from state-verified to ACS-verified trauma center

Increasing the level of a trauma center can have huge impact on hospital costs, medical staff needs, facility requirements, and nursing services. While the trauma center already knows how to be a trauma center, increasing to a higher level of trauma center can pose new administrative, financial, staff, and marketing challenges. B+A has been involved with several trauma center upgrades occurring across the nation over the past decades. Our comprehensive and hands-on process can help hospitals plan for, develop, and operate a new level of trauma center.

Our Process Is Collaborative and Exhaustive

As consultants, we recognize that our involvement in your hospital is temporary. As such, our approach works directly with hospital staff to help them increase the level or quality of the new trauma center program. This is critical for many reasons. First, the trauma center must reflect and work within your unique hospital culture, regional trauma environment, and state regulations. Second, a trauma center must be improved organically so hospital staff feel invested in the process. Third, a higher-level trauma center is sustainable only when physicians and staff take ownership of the program as “their” trauma program.

B+A can provide the structure and organization to start the process, but from the beginning we will work with hospital administration, trauma program leaders, and hospital staff to execute a collaborative, team-building approach. This is of particular importance with the medical staff, as they have strong feelings and often misconceptions about the impact of trauma patients on their workload and call schedule.

We keep “hearts and minds” at the center of the process and empower your administrative and clinical staff to be the visible leaders of the process. We are committed to help your people provide the best possible trauma care.

Components of the Project

The components of a typical trauma center upgrade differ by trauma level but may include the following:

• Organization of a trauma center steering committee to lead the process and ensure hospital administrators are informed at each step of the process.

• Identification of key stakeholders to serve on development committees, particularly in the areas of medical staff development and trauma center operations.

• Execution of a sequential and orderly process for ensuring all departments understand the new requirements and have a role in building trauma center protocols and practices.

• Facilitation of stakeholder meetings to ensure that hospital staff receive regular updates on the trauma center upgrade and have opportunities to ask questions and provide feedback throughout the process.

• When necessary, assist with attracting, identifying, vetting, and recruiting new trauma program leadership, including the Trauma Medical Director and Trauma Program Manager.

• Collaboration with the trauma system governing body to ensure the hospital meets new standards for designation.

• Development of a trauma research program to meet Level I trauma center requirements.

• Creation of a marketing and communication strategy to ensure internal and external audiences (including EMS and referral facilities) are informed about the higher-level trauma center.

• Identifying new educational requirements for physicians, nurses, and ancillary staff.

• Preparation of a budget to project and track new or incremental trauma costs.

• Collaboration with hospital financial department and hospital or system staff to optimize revenue with trauma charges and managed care carve-outs. (See Trauma Charge Assessment)

• Assistance with required improvements in the trauma registry to comply with the National Trauma Data Standard and county/state data requirements.

• Identification of strategies for maximizing the “halo effect,” including the development of a Trauma and Acute Care Surgery service or Surgical Center of Excellence.

• Support for the ongoing trauma center upgrade process.

We’ve Got Your Back For The Long Term

New issues are bound to arise as a trauma center begins operating at a higher level. B+A traditionally provides strong support to former clients. Our clients will tell you they feel supported by us if needed, rarely at an added cost.

We regularly provide ongoing advice on medical staff arrangements by specialty, recruitment of trauma surgeons, and strategies for working with the state or regional agency governing trauma, as well as other issues that arise as you manage your trauma center. We stand by our work.