Establishing a critical care organization (CCO) requires administrative, clinical, and financial alignment across traditionally independent and self-contained hospital departments. Success depends on stakeholder engagement, integration of resources, clear revenue, and compensation models, and standardized clinical protocols supported by robust data oversight. A CCO fosters multidisciplinary collaboration among physicians, nurses, therapists, and support services, promoting transparency, quality, and shared ownership. Despite implementation challenges, a CCO can unify intensive care unit services into a cost-effective, efficient, and academically driven model that enhances outcomes for patients, providers, and health systems.
Key points
-
•
Developing a critical care organization (CCO) requires alignment of traditionally siloed stakeholders, clearly defined clinical roles and responsibilities, and integrated administrative, financial, and operational structures.
-
•
Success depends on standardized protocols, shared performance metrics, strong data infrastructure, and a collaborative culture across multidisciplinary teams including physicians, nurses, respiratory therapy, pharmacy, rehabilitation, nutrition, palliative care, and social services.
-
•
When effectively structured, a CCO leverages collective intensive care unit resources to create a cost-efficient, quality-driven, and academically strong model that benefits patients, clinicians, and the broader health system.
Abbreviations
| ACLS | advanced cardiovascular life support |
| APP | advanced practice practitioner |
| CAUTI | catheter associated urinary tract infection |
| CCO | critical care organization |
| CLABSI | central line-associated blood stream infections |
| COVID-19 | corona virus disease 2019 |
| CVVH | continuous veno-venous hemofiltration |
| ECMO | extracorporeal membrane oxygenation |
| ICCM | Institute for Critical Care Medicine |
| ICU | intensive care unit |
| PIV | peripheral intravenous line |
| RRT | rapid response team |
| VAS | vascular access service |
Introduction
Mount Sinai Health System
The Mount Sinai Health System is a quaternary care health system spanning 6 hospital campus locations in the greater New York Metropolitan area. It is affiliated with the Icahn School of Medicine at Mount Sinai. The health system has a capacity of 3919 beds and 144 operating rooms with over 40,000 employees and services over 4 million patients annually.
Institute for Critical Care Medicine
The Institute for Critical Care Medicine (ICCM) developed in 2016 with the integration of the 5 intensive care units (ICUs) at Mount Sinai Hospital under a unified administrative and management structure. Over the subsequent decade it has expanded its mandate to include management of 15 ICUs across 6 campuses of the Mount Sinai Health System with a capacity of over 200 critical care beds ( Table 1 ). ICCM has over 100 board-certified intensivists as part of its critical care faculty. Additionally, ICCM employs over 100 board certified intensivists as clinical faculty along with over 300 nursing personnel and advanced care practitioners. ICCM provides specialized critical care services including neurosurgical, cardiac, cardiothoracic, transplant, surgical and medical critical care management. Beyond the ICUs, ICCM is responsible for operating
-
The rapid response service responding to clinical decompensation across the hospital
-
Central intensivist service responsible for coordinating interhospital ICU transfers
-
The VAS service responsible for providing vascular access for patients depending on their specific clinical needs
-
The difficult airway response team to manage critical airway related issues
Table 1
Institute for Critical Care Medicine at Mount Sinai Health System
| Hospital | ICU | Number of ICU Beds | |
|---|---|---|---|
| Mount Sinai Hospital (MSH) | |||
| Cardiac ICU/Cardiac Stepdown Unit | 107 | ||
| (CICU/CSDU) | 20 | ||
| Neurosurgical ICU (NSICU) | 18 | ||
| Cardiovascular ICU (CVICU) | 17 | ||
| Medical ICU (MICU) | 14 | ||
| Surgical ICU (SICU) | 14 | ||
| Cardiothoracic ICU (CTICU) | 12 | ||
| Transplant ICU (TICU) | 12 | ||
| Mount Sinai Morningside (MSM) | 50 | ||
| Cardiac ICU (CICU) | 14 | ||
| Medical ICU (MICU) | 12 | ||
| Surgical ICU (SICU) | 12 | ||
| Cardiothoracic ICU (CTICU) | 12 | ||
| Mount Sinai West (MSW) | 23 | ||
| Medical/surgical ICU (M/S ICU) | 13 | ||
| Neurosurgical ICU (NSICU) | 10 | ||
| Mount Sinai South Nassau (MSSN) | 22 | ||
| Cardiac ICU (CICU) | 12 | ||
| Medical/surgical ICU (M/S ICU) | 10 | ||
| Mount Sinai Brooklyn (MSB) | Medical/surgical ICU (M/S ICU) | 12 | |
| Mount Sinai Queens (MSQ) | Medical/surgical ICU (M/S ICU) | 8 | |
ICCM serves as the training ground for house staff across a range of disciplines including medical students and residents from surgical medical and anesthesia programs, as well as being the site for the largest dedicated critical care training fellowship in the county. ICCM also provides oversight of all research trials and protocols that are conducted in the ICU setting. In regard to its organizational reach and impact, ICCM stands among the largest CCOs in the world.
Stay updated, free articles. Join our Telegram channel
Full access? Get Clinical Tree

