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Hospital-Based Integrative Medicine
A Case Study of the Barriers and Factors Facilitating the Creation of a Center
Current integrative medicine practices in hospital settings involve some form of partnership between complementary and alternative medicine and biomedicine. This five-year study adopted a longitudinal methodology to track the establishment of a single hospital-based Integrative Medicine Center. Using extensive qualitative interview data, the project staff conducted a stakeholder analysis of all participants involved in the establishment and continuation of the Integrative Medicine Center and collected data from hospital documents, patient files, patient questionnaires and provider questionnaires. Although some factors clearly worked in favor of the center, the hospital had few models to guide it and no experience in creating such a clinic. Thus, it made many decisions in the areas of administration, finance, and legal issues that created barriers to the center’s success, and the center was ultimately closed.
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Contents
Chapter One:
Introduction
Chapter Two:
The Study
Chapter Three:
Creation and Development
Chapter Four:
Implementation and Operation
Chapter Five:
The Demise of the Center
Chapter Six:
Evaluation
Chapter Seven:
Conclusions: Facilitators and Barriers
Appendix A:
Expert Panel
Appendix B:
Brief Time Line
This work was supported by the National Center for Complementary and Alternative Medicine. The research was conducted in RAND Health, a division of the RAND Corporation.
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