2021
DOI: 10.1136/bmjopen-2020-042723
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Co-designing organisational improvements and interventions to increase inpatient activity in four stroke units in England: a mixed-methods process evaluation using normalisation process theory

Abstract: ObjectiveTo explore facilitators and barriers to using experience-based co-design (EBCD) and accelerated EBCD (AEBCD) in the development and implementation of interventions to increase activity opportunities for inpatient stroke survivors.DesignMixed-methods process evaluation underpinned by normalisation process theory (NPT).SettingFour post-acute rehabilitation stroke units in England.ParticipantsStroke survivors, family members, stroke unit staff, hospital managers, support staff and volunteers. Data inform… Show more

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Cited by 21 publications
(43 citation statements)
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References 44 publications
(42 reference statements)
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“…NPT focuses on the work done by staff collectively to understand the processes by which a complex health care intervention is or is not implemented, embedded, and integrated into practice [ 28 ]. NPT has been applied in health care settings [ 40 ], including stroke care and rehabilitation [ 40 - 42 ], allowing us to compare our findings with previous studies. NPT is a sociologically informed theory of how new interventions in health care and social care are implemented and embedded as normal practice.…”
Section: Methodsmentioning
confidence: 94%
“…NPT focuses on the work done by staff collectively to understand the processes by which a complex health care intervention is or is not implemented, embedded, and integrated into practice [ 28 ]. NPT has been applied in health care settings [ 40 ], including stroke care and rehabilitation [ 40 - 42 ], allowing us to compare our findings with previous studies. NPT is a sociologically informed theory of how new interventions in health care and social care are implemented and embedded as normal practice.…”
Section: Methodsmentioning
confidence: 94%
“…Without a designated method or trained facilitator, it is unlikely that clinicians or service managers could effectively lead or allocate time to run codesign processes that have sustainable implementation and impact. 55 The need for codesign to foster a true collaboration that prevents or overcomes power differentials is also a skilled facilitator's task and a major concern aligned with the current health codesign literature. 9,16,69 Finally, the complementary focus on using staff experiences, appreciative inquiries, and efficient solutions that fit busy daily practices was also reported as factors enabling the implementation of the improvement activities.…”
Section: Discussionmentioning
confidence: 99%
“…time and resources), not necessarily participation in every meeting. 55 For example, one chief executive matched the sum of funds raised by one unit's sponsored run to complete the codesigned activities. 55 In another project, funding was made available for hiring a part-time staff member to perform a newly developed follow-up call.…”
Section: Content Analysis: Implementation Enablers and Study Gapsmentioning
confidence: 99%
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“…There is a need for innovative approaches that can support stroke survivors to reduce SB in a realistic and individualised way. Examples include co-producing interventions with stroke survivors [15,16]. Robust intervention development must be informed by current practice and should take account of the views of service providers and users [17].…”
Section: Introductionmentioning
confidence: 99%