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  • 1
    In: Implementation Science, Springer Science and Business Media LLC, Vol. 12, No. S1 ( 2017-4)
    Type of Medium: Online Resource
    ISSN: 1748-5908
    Language: English
    Publisher: Springer Science and Business Media LLC
    Publication Date: 2017
    detail.hit.zdb_id: 2225822-X
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  • 2
    In: Preventive Medicine, Elsevier BV, Vol. 33, No. 5 ( 2001-11), p. 485-494
    Type of Medium: Online Resource
    ISSN: 0091-7435
    RVK:
    Language: English
    Publisher: Elsevier BV
    Publication Date: 2001
    detail.hit.zdb_id: 1471564-8
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  • 3
    Online Resource
    Online Resource
    Informa UK Limited ; 2010
    In:  Topics in Stroke Rehabilitation Vol. 17, No. 2 ( 2010-03), p. 140-149
    In: Topics in Stroke Rehabilitation, Informa UK Limited, Vol. 17, No. 2 ( 2010-03), p. 140-149
    Type of Medium: Online Resource
    ISSN: 1074-9357 , 1945-5119
    Language: English
    Publisher: Informa UK Limited
    Publication Date: 2010
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  • 4
    In: Stroke, Ovid Technologies (Wolters Kluwer Health), Vol. 51, No. Suppl_1 ( 2020-02)
    Abstract: Background and Aims: In the Veterans Administration, we found an absence of acute TIA care protocols and broad clinician uncertainty. To address these gaps, the PREVENT program was implemented in a stepped-wedge trial involving 6 medical facilities. To promote local adaptation, we employed external facilitation (EF) delivered by nurse as a key implementation strategy. The specific aim of this evaluation was to examine the effect of EF strategy on PREVENT implementation. Methods: We adapted an EF tracking template to prospectively monitor facilitation type, dose and temporality. We defined 17 apriori facilitation EF activity codes based upon the PREVENT protocol, and Consolidated Framework for Implementation Research (CFIR). We evaluated the EF activities delivered at each site over a 1 year and how the EF dose corresponded to the number of implementation activities completed and the level of team cohesion (beginning, developing, basic, intermediate, advanced) for providing and improving TIA care. Results: A total of 1209 EF activities delivered were delivered to QI teams and most frequently to the clinical champions; with a mean number of 242 EF activities per facility (range 182-295). Facility-level clinical champions were most likely to participate in EF activities compared to other team members. The most common EF activities delivered were: education (mean=34.3); planning (mean=27.8); overcoming barriers (mean=22.2) and ongoing quality process monitoring (mean=32.3). Teams with high initial team cohesion, & gt intermediate level, used EF early in the implementation process while teams that gradually developed cohesion over time, developing to basic levels of team cohesion, utilized EF later. QI teams with greater success in implementation activities had far more implementation activities completed (IA= 29-39) than EF activities related to barriers (B=18-28). However, QI teams with the least success in implementation activities (IA=11-25) had similar levels of EF activities related to barriers or higher (B=18-25). Conclusions: EF impacts real-world implementation by facilitating team education; planning; navigating the barriers; and enhancing the champions' skills. Early team cohesion was related to greater implementation success.
    Type of Medium: Online Resource
    ISSN: 0039-2499 , 1524-4628
    RVK:
    Language: English
    Publisher: Ovid Technologies (Wolters Kluwer Health)
    Publication Date: 2020
    detail.hit.zdb_id: 1467823-8
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  • 5
    In: Stroke, Ovid Technologies (Wolters Kluwer Health), Vol. 50, No. Suppl_1 ( 2019-02)
    Abstract: Introduction: The 2017 ACC/AHA updated hypertension guideline recommends a “new” goal blood pressure (BP) of 〈 130/80 mmHg for stroke survivors. Little is known regarding the perceived barriers and facilitators to implementing this recommendation and whether Veterans Health Administration medical centers (VAMCs) routinely achieving this degree of post-stroke BP control. Methods: Chart review was conducted to determine the numbers of patients with hypertension who obtained ACC/AHA (i.e., 〈 140/90 mmHg) and Joint National Committee (JNC)-8 recommended BP goals (i.e., 130/80 mmHg). Thematic analysis was performed on 27 semi-structured qualitative interviews with providers, hospital and clinic administrators, and quality improvement staff conducted February-April 2018 at two diverse VAMCs. Interviews were conducted prior to the start of a CAre Transition and Hypertension (CATcH) improvement intervention. Code descriptions of “opinions regarding ‘new’ BP guidelines,” “barriers to BP management,” and, “facilitators to BP management” were compared across sites and among providers. A multidisciplinary team conducted consensus-based coding of transcripts. Results: In the sixteen-months prior to the implementation of CATcH, facility-level pass rates for BP control were: 50% (18/36) patients at Site 1 and 64% (16/25) at Site 2 had obtained old goal BP, whereas 28% (10/36) at Site 1 and 20% (5/20) at Site 2 obtained new goal BP. Barriers and facilitators of bp management were identified at the patient-, provider-, and facility-levels (Table). Similar themes were seen across sites. Conclusions: Pre-intervention pass rates for bp need to improve. Multiple barriers and facilitators at the patient-, provider-, and systems-levels have been considered in designing the CATcH intervention, which seeks to incorporate the 2017 ACC/AHA hypertension guidelines into routine clinical care and improve on current facility-level performance.
    Type of Medium: Online Resource
    ISSN: 0039-2499 , 1524-4628
    RVK:
    Language: English
    Publisher: Ovid Technologies (Wolters Kluwer Health)
    Publication Date: 2019
    detail.hit.zdb_id: 1467823-8
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  • 6
    Online Resource
    Online Resource
    Ovid Technologies (Wolters Kluwer Health) ; 2013
    In:  Stroke Vol. 44, No. suppl_1 ( 2013-02)
    In: Stroke, Ovid Technologies (Wolters Kluwer Health), Vol. 44, No. suppl_1 ( 2013-02)
    Abstract: We conducted an evaluation of the implementation of a Veteran Secondary Stroke Prevention Program at two VA medical center sites. We prospectively recruited patients hospitalized for stroke/TIA and randomized to either an intervention or a control group. Each site locally tailored the intervention. The program targeted stroke self-management and risk factors or a placebo telephone call program that mimicked the intervention schedule. The self-management program followed a standardized manual (control call simply asked how the patient was doing), and interviews were conducted at baseline during hospital visit, 3 and 6 months. To address veteran preferences, both sites implemented the ASA Sharegiver peer support program to subjects in the intervention.We assessed stroke health-related quality of life with the SS-QOL and depression with the PHQ9. Results: The final sample included 174 veteran patients with an acute stroke/TIA and were randomized to receive either a VSPP (n=87) or a control program (n=87) stratified by stroke/TIA and by receipt of inpatient rehabilitation to control for stroke severity. A random subject effect was used to correlate observations from the same subject. Subgroup analyses were run with subgroups defined as diagnosed TIA or Stroke at acute event. On the SSQoL overall score and the Language subscale, those with a TIA in the intervention group reported an improved score while those in the control group reported a declined score at 3 mos. For those with Stroke in the intervention group, improvements in the Energy subscale were reported compared to declines in the control group at 3 months. For those with TIA in the intervention reported less depression than those in the control group and this effect was maintained at 6 months. Self-efficacy increased among those with stroke in the intervention group while decreased among the control group; although not significant. Our results indicate the feasibility of delivering a local, secondary stroke prevention program. We report better stroke specific quality of life at 3 months among stroke/TIA survivors and less depression among those with TIA 6 months after the intervention suggesting that a post stroke program may enhance recovery. Funded by Veterans Health Administration HSRD IAB 05-297-2
    Type of Medium: Online Resource
    ISSN: 0039-2499 , 1524-4628
    RVK:
    Language: English
    Publisher: Ovid Technologies (Wolters Kluwer Health)
    Publication Date: 2013
    detail.hit.zdb_id: 1467823-8
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  • 7
    Online Resource
    Online Resource
    Ovid Technologies (Wolters Kluwer Health) ; 2014
    In:  Stroke Vol. 45, No. suppl_1 ( 2014-02)
    In: Stroke, Ovid Technologies (Wolters Kluwer Health), Vol. 45, No. suppl_1 ( 2014-02)
    Abstract: Aims: In 2011, the VA released the Acute Ischemic Stroke (AIS) Directive which mandated reorganization of acute stroke care, including self-designation as Primary (P), Limited Hours (LH), or Supporting (S) stroke center. We conducted interviews across stroke centers to understand barriers and facilitators faced in response. Methods: The final sample included 38 (84% invited) facilities: 9 P, 24 LH, and 5 S facilities. In total, 107 persons were interviewed including ED Chiefs, Chiefs of Neurology, ED Nurse Managers/Nurses and other staff. Semi-structured interviews were based on the AIS Directive. Completed interviews were transcribed and analyzed using Nvivo 10. Results: Barriers reported were a lack of personnel assigned to coordinate the facility response to the directive. Data collection and lack of staff were likewise commonly reported as barriers. For thrombolysis measures, the low number of eligible Veterans was another major barrier. LH and S facilities reported some unique barriers: access to radiology and neurology services; EMS diverting stroke patients to nearby stroke centers, maintaining staff competency, and a lack of stroke clinical champions. Some solutions applied included cross training X-ray technicians to provide head CT coverage, developing stroke order sets and templates, and staff training. Larger facilities added a stroke code pager system and improved upon its use, and established ED nurses to become first alerts for an acute stroke patient. LH and S facilities also responded by attempting to secure additional services and by establishing formal transfer agreements to improve Veteran tPA access. Conclusions: The AIS Directive brought focused attention to reorganizing and improving stroke care across a range of facility types. Larger VA facilities tended to follow established practices for organizing stroke care, but the unique LH designation presented challenges to consistently organize systems. Since Veterans have financial interest in presenting to a VA facility, ongoing work to organize VA care and to improve access to thrombolysis at smaller VA facilities is needed. This protocol was supported by Genentech Inc. Protocol ML 28238, VA HSRD QUERI Rapid Response Project 11-374, and the VA Stroke QUERI Center.
    Type of Medium: Online Resource
    ISSN: 0039-2499 , 1524-4628
    RVK:
    Language: English
    Publisher: Ovid Technologies (Wolters Kluwer Health)
    Publication Date: 2014
    detail.hit.zdb_id: 1467823-8
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  • 8
    In: Stroke, Ovid Technologies (Wolters Kluwer Health), Vol. 50, No. Suppl_1 ( 2019-02)
    Abstract: Background: In most hub-and-spoke telestroke systems, geographically co-located hub stroke specialists support regional spoke sites. In the VA’s National Telestroke Program (NTSP), a virtual hub of stroke specialists located around the country provides 24/7 consults nationwide. We examined how stroke specialists adapted to virtual teamwork, and identified factors important in developing and sustaining a high-functioning virtual team. Methods: Semi-structured, confidential interviews with hub stroke specialists were audiotaped and transcribed. Probes were used to explore the extent to which providers had developed a sense of a teamness or a community of practice, and what factors helped or hindered this development. Core elements of a high-functioning team were defined using Mitchell's taxonomy, developed as part of the IOM's Best Practices Innovation Collaborative. Each interview transcript was independently coded by two investigators using NVivo11. The constant comparative method and matrix displays were used to identify themes, with special attention to themes about team, communication, trust, and satisfaction. Results: Of 13 hub providers with 〉 8 months NTSP participation, 12 were interviewed; 7 had prior telestroke experience. Participants reported high levels of trust and sense of teamwork with their virtual colleagues, sometimes even more than with local colleagues. Factors facilitating perceived teamness included communicating via a weekly case conference call, a sense of transparency in discussing challenges, engagement in NTSP development tasks, and leadership support. Lack of in-person contact decreased perceived teamness, but having an in-person NTSP meeting helped mitigate this issue. Despite technical challenges, providers reported high levels of satisfaction with the NTSP. Conclusions: Practicing as a virtual Telestroke hub provider can provide an equal or greater sense of trust and sense of teamwork with colleagues compared with traditional practice. Engaging in transparent discussion of challenging cases and contributing to program improvements may be key to promoting high-functioning virtual teams. Ongoing surveys will assess providers’ satisfaction with program outcomes over time.
    Type of Medium: Online Resource
    ISSN: 0039-2499 , 1524-4628
    RVK:
    Language: English
    Publisher: Ovid Technologies (Wolters Kluwer Health)
    Publication Date: 2019
    detail.hit.zdb_id: 1467823-8
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  • 9
    In: Stroke, Ovid Technologies (Wolters Kluwer Health), Vol. 49, No. Suppl_1 ( 2018-01-22)
    Abstract: Objectives: To compare the effect of behaviorally-tailored mailed messages on patient activation to reduce stroke risk. Methods: We used EHR data to construct Framingham Stroke Risk Scores (FSRS) in primary care patients in one VA and one non-VA urban healthcare system. Patients in the highest risk quintile were eligible. We recruited 15 subjects to develop four stroke risk messages: standard, incentive ($5 gift card), salience, and incentive plus salience. Patients were randomly assigned to receive one of the messages. All letters asked the patient to call a stroke prevention coordinator. Response to the messages (calling the prevention coordinator) was modeled separately in the two healthcare system cohorts using logistic regression. Results: From 6,695 eligibles, 1,759 Veterans (mean age 75.6, 99% male, 61% White, mean FSRS 18.6) and 2,084 non-Veterans (mean age 65.6, 36% male, 68% Black, mean FSRS 13.1) received a letter. Overall call response rate was 23% among Veterans and 13% among non-Veterans. Both cohorts were significantly more likely to respond to the incentive and to the incentive plus salience message compared to the standard message (Table). Older age (for Veterans) and Black race (for non-Veterans) were also significantly associated with response, but FSRS and medical comorbidity were not. Among 631 subjects calling the stroke prevention coordinator, 26% (100/390) of Veterans and 30% (73/241) of non-Veterans were unaware of their risk factors. Conclusions: A mailed letter including a small monetary incentive may be more effective than standard or salience-related messages in engaging high-risk patients with their health care system. Many patients are unaware of their stroke risk. Future analyses will examine the relationship between messages and primary care follow-up.
    Type of Medium: Online Resource
    ISSN: 0039-2499 , 1524-4628
    RVK:
    Language: English
    Publisher: Ovid Technologies (Wolters Kluwer Health)
    Publication Date: 2018
    detail.hit.zdb_id: 1467823-8
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  • 10
    In: Stroke, Ovid Technologies (Wolters Kluwer Health), Vol. 51, No. Suppl_1 ( 2020-02)
    Abstract: Introduction: Systems Redesign approaches have the potential to be used to develop, implement, and evaluate the implementation of post-ischemic stroke hypertension quality improvement initiatives. Methods: The CAre Transitions and Hypertension (CATcH) management program is a bundled, multi-faceted, provider- and healthcare-systems level pilot-intervention designed to enhance care coordination using infrastructure routinely available within a Veterans Health Administration (VHA) medical center delivering suboptimal post-stroke hypertension care. A rapid process improvement workshop with local personnel from internal medicine, neurology, clinical pharmacy, and facility leadership. The team process mapped out the current state of post-stroke blood pressure (BP) control from the hospitalization period to outpatient follow-up, and conceptualized a future state where there was enhanced care coordination between inpatient and outpatient providers, generalists and specialists, and increased engagement of underutilized talent within clinical pharmacy and telehealth. The CATcH bundle also included a Transition in Care note to improve communication between providers. The team decided to meet weekly to determine newly identified and ongoing needs for patients. Chart review was conducted to determine healthcare utilization. Results: In the six-months prior to the implementation of CATcH, facility-level pass rate for BP control (i.e., obtaining BP 〈 140/90 mmHg) was 50% (18/36). Stroke survivors were neither discharged with telehealth for BP monitoring nor received clinical pharmacy appointments. In the six-months after CATcH implementation, facility-level pass rate for BP control was 69% (22/32). Nineteen percent were enrolled in telehealth whereas all patients received and attended at least two clinical pharmacy appointments post-discharge. All patients discharged during the intervention period were recipients of the CATcH program. Conclusions: A Systems Redesign approach could be used to eliminate waste and minimize variability in the process of post-stroke hypertension management while using readily available hospital infrastructure to improve hypertension care for stroke survivors.
    Type of Medium: Online Resource
    ISSN: 0039-2499 , 1524-4628
    RVK:
    Language: English
    Publisher: Ovid Technologies (Wolters Kluwer Health)
    Publication Date: 2020
    detail.hit.zdb_id: 1467823-8
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