By Ian D. Coulter, Marcia A. Ellison, Lara Hilton, Hilary J. Rhodes, Gery Ryan
This examine tracks the institution of a unmarried hospitalbased integrative drugs heart. even if a few elements in actual fact labored in prefer of the heart, the clinic had few versions to steer it and no event in growing one of these health facility. therefore, it made many selections within the components of management, finance, and felony concerns that created limitations to the center's luck, and the guts was once eventually closed.
Read Online or Download Hospital-Based Integrative Medicine: A Case Study of the Barriers and Factors Facilitating the Creation of a Center (Rand Corporation Monograph) PDF
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Extra resources for Hospital-Based Integrative Medicine: A Case Study of the Barriers and Factors Facilitating the Creation of a Center (Rand Corporation Monograph)
Referring clinicians were identiﬁed from abstracts of patient records and by providers in the IM center. Community clinicians (n=21) included private attending clinicians with hospital privileges at the medical center. These providers could act as a more removed source of referrals to the IM center; their role in the integration of the center into the community was unclear. As with attending clinicians, we used interviews to elicit data on community clinicians’ attitudes, beliefs, and practices relative to CAM, and their links with the IM center.
This analysis is organized around the themes that emerged from the interviews. Chapter Seven presents our conclusions: It identiﬁes the principal facilitating factors and barriers to creating and sustaining a successful IM center and draws lessons for future eﬀorts to integrate a CAM facility into a traditional hospital setting. In this report, we use the word “success” in two ways. The ﬁrst is whether the center survived; in this sense, the center was not successful. But success can also refer to its achievements during its existence; in this sense, the center was successful.
So I had buy-in at the top of the institution for the program. [Administrator P6] The task force was multidisciplinary. It included key players but also persons perceived as potential threats or necessary allies. Two of the key players were physician administrators, one was a successful IM practitioner, one represented the CEO’s oﬃce, and at least one was a board member. Over time, the task force also included a pharmacist, a pathologist, surgeons, and an OB/GYN provider. There were two schools of thought among the hospital staﬀ about the impetus for the task force.