多学科的实施评估持续疼痛服务内伦敦自治市镇的塔哈姆雷特

D. Carnes, J. Gallagher, S. Leak, M. Underwood
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引用次数: 1

摘要

目的本研究的目的是评估多学科持续性疼痛服务(PPS)的实施阶段。背景2008年1月,伦敦塔村自治市成立了一个多学科PPS。转介服务由全科医生(全科医生)提供。患者看到适当的临床医生组合;他们包括疼痛专家、物理治疗师、职业治疗师、心理学家和/或健康和咨询工作者。方法采用患者问卷调查、临床医生每月活动报告、服务管理、患者和工作人员访谈等方式收集资料。9个月后,服务活动稳步增加至满负荷。82%(31/38)的Tower Hamlets全科医生诊所将患者转介到该服务;推荐是适当的。9个月的出院率为5%,而9%的人未能或拒绝参加。患者平均看了两个临床专科,多学科小组讨论后,有四次预约。大多数患者为女性(89/144,62%);年龄在41至60岁之间(55%),失业(79%),领取残疾或丧失工作能力津贴(28%),疼痛超过10年(27%),英语不流利(37%)。患者和从业人员的访谈强调:很难跟踪患者在服务过程中的进展,不一致的管理影响了患者的满意度,缺乏对治疗过程和计划的理解,以及对工作人员的跨学科学习的好处。结论开展多学科服务需要有先见之明,定期监测,确保工作效率。对于多学科服务,我们建议:全科医生教育,员工之间明确的职责划分,跟踪患者进展的有效系统,定期的员工会议以及患者可以遵守的共同协商治疗计划。
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An evaluation of the implementation of a multidisciplinary persistent pain service in the inner London Borough of Tower Hamlets
Aim The aim of this study was to evaluate the implementation phase of a multidisciplinary persistent pain service (PPS). Background A multidisciplinary PPS was established in January 2008 at the London Borough of Tower Hamlets. Referral is made into the service via general practitioners (GPs). Patients see an appropriate mix of clinicians; they include a pain specialist, physiotherapists, an occupational therapist, psychologists and/or health and advice worker. Method Data were collected by using patient questionnaires, monthly activity reports from clinicians, service administration and patient and staff interviews. Findings Service activity steadily increased to full capacity after nine months. Eighty-two percent (31/38) of Tower Hamlets GP clinics referred patients to the service; the referrals were appropriate. The discharge rate at nine months was 5% while 9% failed to attend or declined to attend. Patients saw on average two clinical specialities, post multidisciplinary team discussion and had four appointments. The majority of patients were female (89/144, 62%); between 41 and 60 years old (55%), unemployed (79%), received disability or incapacity allowances (28%), had pain for more than 10 years (27%) and were not fluent in English (37%). The patient and practitioner interviews highlighted: difficulties keeping track of patients as they progressed through the service, inconsistent administration that affected patient satisfaction, lack of understanding of treatment process and plans and cross discipline learning benefit for staff. Conclusion Implementing a multidisciplinary service requires forethought, and regular monitoring to ensure efficiency. For multidisciplinary services we recommend: GP education, clear delineation of responsibilities between staff, efficient systems for tracking patient progress, regular staff meetings and jointly negotiated treatment plans that patients can keep.
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