Making a business case for a model of regionalization with neonatologist availability at all facilities: one institution's financial tell-all

NICU Graduate Reunion: "A Celebration of Life"

BACKGROUND

Few understand the experience of having an infant in the neonatal intensive care unit (NICU). This article provides a discussion about the importance of an annual reunion for former NICU infants, their families, and neonatal staff.

PURPOSE

The purpose of this article is to explain the impact of the NICU reunion on families and neonatal healthcare providers and describe the experience of organizing this reunion over the past 20 years.

METHODS

This is a description of how a NICU reunion was organized at a regional neonatal center. Graphic-designed invitations were e-mailed to NICU graduates, who previously agreed to being contacted, 2 months prior to the reunion date. Social media were utilized to publicize the event on the hospital's Web site.

RESULTS

At the reunion, parents and families introduced their NICU graduate to the neonatal staff who cared for them while hospitalized. Sometimes staff found it difficult to recognize the NICU graduates, who were toddlers or older. Parents were relaxed, expressing their appreciation for care received.

IMPLICATIONS FOR PRACTICE

The impact of seeing an infant, born at 24 weeks, now walking, talking, and running cultivates pride in the NICU healthcare team. The reunion adds a positive dimension to the work of NICU caregivers. Parents look forward to attending the reunion to reconnect with NICU staff and other NICU parents.

IMPLICATIONS FOR RESEARCH

Directions for future study include a comparison of staff and families who attend the NICU reunion and those who do not, by using a survey or online evaluation tool, to improve future reunions.

Development of a points-based system for determining workload for a neonatology full-time equivalent

Quantifying the workload for a hospital-based physician can be a challenge. We developed a novel approach to providing equity and flexibility for physicians working in a large system with heterogeneous clinical activities. In developing this points-based system, expected clinical work hours were calculated for a full-time equivalent. A point value was assigned to each clinical service based upon the hours, complexity and intensity of the work. A hypothetical work schedule was created using the expected clinical hours and translated into points needed for a full-time clinician. Faculty appreciate the flexibility and feel appropriately valued and equitably paid. Our system serves as a recruitment tool and enables the division to better understand resource needs and predict the need for additional staff. Development of a point-based model for calculating clinical work has successfully created a homogeneous system to define and measure physician work expectations in a heterogeneous clinical environment.