Trauma centers are an important but sometimes underused partner in suicide prevention.

The trauma surgeon still needs to be the expert in trauma. What may need to change is the composition of the team around that surgeon.

An increase in the number of geriatric trauma patients appearing in trauma data likely reflects both a real increase in the burden of injury and changes in how injured older adults are identified and counted.

As the trauma population ages, trauma centers will need to evolve from a model focused primarily on treating injuries to one that also accounts for frailty, function, cognition, comorbidities, goals of care, and the patient's ability to return to their previous life.

Trauma Program Coordinators support and coordinate the work, Trauma Program Managers oversee day-to-day operations and accountability, and Trauma Program Directors provide broader strategic leadership and organizational authority.

Trauma surgeon compensation is ultimately about more than physician billing. Because much of their work generates fewer billable revenue than elective surgery, hospitals have developed several compensation models for trauma surgeons.

Hospitals that intentionally invest in APP recruitment, training, and integration today will be better positioned to meet the growing demands of trauma care tomorrow.

Trauma call structures vary considerably across the country. The right model affects physician satisfaction, patient outcomes, recruitment, financial performance, and long-term sustainability of the trauma program.

What happens if a hospital doesn't meet the standards? The answer is: It depends.

At its core, trauma designation and verification are not about earning a certificate on the wall. They exist to answer one question: If a critically injured patient arrives at your hospital, will every system function exactly as it should?

A mock survey should provide a clear roadmap that helps the trauma program prioritize improvements, assign responsibilities, and establish realistic timelines before the official designation or verification visit.

Trauma centers need staffing plans that grow with patient volume—not just enough to meet ACS or state requirements. Relying on minimum FTEs can lead to delayed registry work, weaker performance improvement, staff burnout, and turnover. By defining clear volume thresholds for adding trauma program, registry, PI, education, and outreach staff, hospitals can support quality care, maintain compliance, and ensure long-term program sustainability.

Intermountain St. Vincent Regional Hospital provides trauma care for isolated communities in Montana. Collaboration with Level I facilities is essential for smaller hospital in trauma deserts.

Top reasons physicians resist protocols, and what trauma leaders can do about it.

What's In a Name? A breakdown of terms for trauma policies, protocols, and guidelines.

Becoming a verified trauma center is a complex, multi-year process that requires far more than simply treating injured patients. Hospitals must build specialized teams, develop trauma-specific protocols, collect extensive performance data, and demonstrate compliance with rigorous standards established by the American College of Surgeons (ACS). From provisional designation to final verification, each step involves significant planning, documentation, and continuous quality imp

A post describing the differences between two commonly misused terms: designation and verification.

Key strategic considerations for hospitals considering a new trauma program.

Trauma centers make critical mistakes when they fail to plan for staffing, overlook finances, and maintain status-quo.

Trauma survivor story from Garrett Ebling, injured in the 35W Bridge Collapse in Minneapolis on August 1, 2007.