• 主题
高级搜索  >
历史搜索 清空历史
首页> 美国卫生研究院文献>Current Oncology >An Integrated Support and Information Centre in a Large U.K. Cancer Centre Established in 1993 and Replicated in More Than 60 Units Across the United Kingdom and Australia
【2h】

An Integrated Support and Information Centre in a Large U.K. Cancer Centre Established in 1993 and Replicated in More Than 60 Units Across the United Kingdom and Australia

机译：英国大型癌症中心的综合支持和信息中心成立于1993年在英国和澳大利亚各地复制了60多个单位

代理获取
本网站仅为用户提供外文OA文献查询和代理获取服务，本网站没有原文。下单后我们将采用程序或人工为您竭诚获取高质量的原文，但由于OA文献来源多样且变更频繁，仍可能出现获取不到、文献不完整或与标题不符等情况，如果获取不到我们将提供退款服务。请知悉。
页面导航
  • 摘要
  • 著录项
  • 相似文献
  • 相关主题

摘要

Established in 1993 after a 2-year consultation between professionals and cancer patients, the Lynda Jackson Macmillan Centre (ljmc) has been a catalyst for change in the United Kingdom. The Centre began with a small core staff in a purpose-built building next to a cancer centre, networking with outreach workers in 12 surrounding hospitals, with a mission to improve information, communication, and support for cancer patients. Since 1996, the ljmc model has been adopted and developed by the charity Macmillan Cancer Support and has been spread to more than 60 units across the United Kingdom and Australia.Introducing complementary therapies (cams) to a cancer centre was a particular early challenge. Establishing a shared understanding of the role of complementary therapies and developing nationally accredited written information about them, credible recruitment and governance procedures for therapy practitioners, agreed outcome measures, and peer-reviewed evaluation and research have all been important in engaging cancer physicians and managers; however, charitable funding is still required to support free access to most complementary therapies.An integrated supportive care service for cancer patients begins with a shift in the culture of cancer treatment organizations, moving from a professional-centred to a patient-centred agenda. Real reach and impact requires “new” ideas and services to be integrated into the routine practice of the cancer care delivery organizations. A key lesson learned over the last 15 years is that an integrated support centre must continually adapt to be viable. Sustaining meaningful user guidance is a particular challenge. Support for self-management and the testing and development of cam services are growing parts of the portfolio.
机译：琳达·杰克逊·麦克米伦中心（ljmc）在经过专业人员和癌症患者两年的咨询后于1993年成立，一直是英国变革的催化剂。该中心的一小部分核心人员开始在癌症中心旁的一幢专门建造的大楼中，与周围12家周围医院的外展工作人员建立联系，其使命是改善癌症患者的信息，沟通和支持。自1996年以来，慈善机构Macmillan Cancer Support采纳并开发了ljmc模型，并将其推广到英国和澳大利亚的60多个单位。在癌症中心引入补充疗法是一项特别的早期挑战。建立对辅助疗法作用的共识并开发获得国家认可的书面信息，针对治疗从业人员的可靠招募和管理程序，商定的结果措施以及经过同行评审的评估和研究，对于吸引癌症医生和管理人员都非常重要；然而，仍然需要慈善资金来支持免费获得大多数辅助疗法。针对癌症患者的综合支持护理服务始于癌症治疗组织文化的转变，从以专业为中心的议程转变为以患者为中心的议程。真正的影响力和影响力要求将“新的”思想和服务整合到癌症护理交付组织的常规实践中。过去15年中获得的主要经验教训是，综合支持中心必须不断适应变化，以实现生存能力。维持有意义的用户指南是一个特殊的挑战。对自我管理的支持以及对凸轮服务的测试和开发是产品组合中越来越重要的部分。

著录项

相似文献

  • 外文文献
  • 专利
代理获取

客服邮箱：kefu@zhangqiaokeyan.com

京公网安备：11010802029741号 ICP备案号：京ICP备15016152号-6 六维联合信息科技 (北京) 有限公司©版权所有

  • 客服微信

  • 服务号