Young Alison, Marshall Ernie, Krzyzanowska Monika, Robinson Bridget, Brown Sean, Collinson Fiona, Seligmann Jennifer, Abbas Afroze, Rees Adrian, Swinson Daniel, Neville-Webbe Helen, Selby Peter
St. James's Institute of Oncology, St. James's University Hospital, Leeds, United Kingdom
Medical Oncology, Clatterbridge Cancer Centre, Merseyside, United Kingdom.
Oncologist. 2016 Mar;21(3):301-7. doi: 10.1634/theoncologist.2014-0341. Epub 2016 Feb 26.
Remarkable progress has been made over the past decade in cancer medicine. Personalized medicine, driven by biomarker predictive factors, novel biotherapy, novel imaging, and molecular targeted therapeutics, has improved outcomes. Cancer is becoming a chronic disease rather than a fatal disease for many patients. However, despite this progress, there is much work to do if patients are to receive continuous high-quality care in the appropriate place, at the appropriate time, and with the right specialized expert oversight. Unfortunately, the rapid expansion of therapeutic options has also generated an ever-increasing burden of emergency care and encroaches into end-of-life palliative care. Emergency presentation is a common consequence of cancer and of cancer treatment complications. It represents an important proportion of new presentations of previously undiagnosed malignancy. In the U.K. alone, 20%-25% of new cancer diagnoses are made following an initial presentation to the hospital emergency department, with a greater proportion in patients older than 70 years. This late presentation accounts for poor survival outcomes and is often associated with poor patient experience and poorly coordinated care. The recent development of acute oncology services in the U.K. aims to improve patient safety, quality of care, and the coordination of care for all patients with cancer who require emergency access to care, irrespective of the place of care and admission route. Furthermore, prompt management coordinated by expert teams and access to protocol-driven pathways have the potential to improve patient experience and drive efficiency when services are fully established. The challenge to leaders of acute oncology services is to develop bespoke models of care, appropriate to local services, but with an opportunity for acute oncology teams to engage cancer care strategies and influence cancer care and delivery in the future. This will aid the integration of highly specialized cancer treatment with high-quality care close to home and help avoid hospital admission.
在过去十年中,癌症医学取得了显著进展。由生物标志物预测因素、新型生物疗法、新型成像技术和分子靶向治疗推动的个性化医疗改善了治疗效果。对许多患者来说,癌症正逐渐成为一种慢性病而非致命疾病。然而,尽管取得了这些进展,但要让患者在合适的地点、合适的时间获得持续的高质量护理,并得到正确的专业专家监督,仍有许多工作要做。不幸的是,治疗选择的迅速扩展也带来了日益增加的急诊护理负担,并侵蚀了临终姑息治疗。急诊就诊是癌症及其治疗并发症的常见后果。它占先前未诊断恶性肿瘤新就诊病例的很大比例。仅在英国,20% - 25%的新发癌症诊断是在患者首次前往医院急诊科就诊后做出的,70岁以上患者的比例更高。这种延迟就诊导致了较差的生存结果,并且常常与患者体验不佳和护理协调不善相关。英国近期急性肿瘤学服务的发展旨在提高所有需要紧急就医的癌症患者的医疗安全、护理质量和护理协调性,无论其就医地点和入院途径如何。此外,由专家团队协调的及时管理以及采用协议驱动的治疗路径,在服务全面建立后有可能改善患者体验并提高效率。急性肿瘤学服务领导者面临的挑战是开发适合当地服务的定制护理模式,但要让急性肿瘤学团队有机会参与癌症护理策略,并在未来影响癌症护理和提供方式。这将有助于将高度专业化的癌症治疗与家门口的高质量护理相结合,并有助于避免患者住院。