利用实施科学推动的共同框架,弥合五种非传染性疾病的“知行”差距。

IF 3.4 Q1 HEALTH POLICY & SERVICES
James F Donohue, J Stuart Elborn, Peter Lansberg, Afzal Javed, Solomon Tesfaye, Hope Rugo, Sita Ratna Devi Duddi, Niraksha Jithoo, Pai-Hui Huang, Kannan Subramaniam, Nagendra Ramanjinappa, Arkady Koltun, Shari Melamed, Juliana C N Chan
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引用次数: 0

摘要

根据2018年联合国高级别会议,包括心血管疾病、慢性呼吸系统疾病、糖尿病、癌症和精神健康状况在内的五种非传染性疾病占全球死亡人数的三分之二。这五种非传染性疾病有五个共同的风险因素,包括吸烟、不健康饮食、缺乏身体活动、饮酒和空气污染。由于生态、技术、社会经济和卫生系统发展的差异,低收入和中等收入国家比高收入国家面临更大的非传染性疾病负担。根据高级别证据(尽管主要来自高收入国家),可通过负担得起的药物和最佳做法减少非传染性疾病造成的负担。然而,“知道-做”差距,即我们在科学上所知道的与我们在实践中所做的之间的差距,限制了这些战略的影响,特别是在中低收入国家。实施科学倡导使用强有力的方法来评估卫生、教育和社会保健领域的可持续解决办法,旨在为实践和政策提供信息。在本文中,具有非传染性疾病专业知识的医师研究人员回顾了这五种具有不同临床病程的非传染性疾病所面临的共同挑战。他们解释了实施科学的原则,并主张使用循证框架来实施以早期发现、预防和赋权为重点的解决方案,并辅以高收入国家和中低收入国家的最佳实践。这些成功案例可用于激励政策制定者、付款人、提供者、患者和公众共同设计框架,并实施与具体情况相关的、多成分的、基于证据的实践。为实现这一目标,我们建议将伙伴关系、领导力和获得持续护理作为制定路线图的三大支柱,以解决患有或面临这五种非传染性疾病风险的人在旅途中的多重需求。通过改变生态系统、提高认识并将与具体情况相关的做法和政策与正在进行的评估结合起来,就有可能使医疗保健变得可获得、负担得起和可持续,从而减轻这五种非传染性疾病的负担。
本文章由计算机程序翻译,如有差异,请以英文原文为准。

Bridging the "Know-Do" Gaps in Five Non-Communicable Diseases Using a Common Framework Driven by Implementation Science.

Bridging the "Know-Do" Gaps in Five Non-Communicable Diseases Using a Common Framework Driven by Implementation Science.

Bridging the "Know-Do" Gaps in Five Non-Communicable Diseases Using a Common Framework Driven by Implementation Science.

Bridging the "Know-Do" Gaps in Five Non-Communicable Diseases Using a Common Framework Driven by Implementation Science.

According to the United Nations High-Level Meeting 2018, five non-communicable diseases (NCDs) including cardiovascular diseases, chronic respiratory diseases, diabetes mellitus, cancer, and mental health conditions accounted for two-thirds of global deaths. These five NCDs share five common risk factors including tobacco use, unhealthy diets, physical inactivity, alcohol use, and air pollution. Low- and middle-income countries (LMICs) face larger burden of NCDs than high-income countries (HICs), due to differences in ecological, technological, socioeconomic and health system development. Based on high-level evidence albeit mainly from HICs, the burden caused by NCDs can be reduced by affordable medicines and best practices. However, "know-do" gaps, ie, gaps between what we know in science and what we do in practice, has limited the impact of these strategies, especially in LMICs. Implementation science advocates the use of robust methodologies to evaluate sustainable solutions in health, education and social care aimed at informing practice and policies. In this article, physician researchers with expertise in NCDs reviewed the common challenges shared by these five NCDs with different clinical courses. They explained the principles of implementation science and advocated the use of an evidence-based framework to implement solutions focusing on early detection, prevention and empowerment, supplemented by best practices in HICs and LMICs. These successful stories can be used to motivate policymakers, payors, providers, patients and public to co-design frameworks and implement context-relevant, multi-component, evidence-based practices. In pursuit of this goal, we propose partnership, leadership, and access to continuing care as the three pillars in developing roadmaps for addressing the multiple needs during the journey of a person with or at risk of these five NCDs. By transforming the ecosystem, raising awareness and aligning context-relevant practices and policies with ongoing evaluation, it is possible to make healthcare accessible, affordable and sustainable to reduce the burden of these five NCDs.

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来源期刊
Journal of Healthcare Leadership
Journal of Healthcare Leadership HEALTH POLICY & SERVICES-
CiteScore
5.40
自引率
2.30%
发文量
27
审稿时长
16 weeks
期刊介绍: Efficient and successful modern healthcare depends on a growing group of professionals working together as an interdisciplinary team. However, many forces shape the delivery of healthcare; changes are being driven by the markets, transformations in concepts of health and wellbeing, technology and research and discovery. Dynamic leadership will guide these necessary transformations. The Journal of Healthcare Leadership is an international, peer-reviewed, open access journal focusing on leadership for the healthcare professions. The publication strives to amalgamate current and future healthcare professionals and managers by providing key insights into leadership progress and challenges to improve patient care. The journal aspires to inform key decision makers and those professionals with ambitions of leadership and management; it seeks to connect professionals who are engaged in similar endeavours and to provide wisdom from those working in other industries. Senior and trainee doctors, nurses and allied healthcare professionals, medical students, healthcare managers and allied leaders are invited to contribute to this publication
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