ArticleBMC infectious diseases2022
Essential elements of and challenges to rapid ART implementation: a qualitative study of three programs in the United States.
Article in BMC infectious diseases, 2022. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 9 papers.
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Who cites it
9 citing papers in PubMed.
- Evaluating B/F/TAF at the first HIV-specialist appointment in antiretroviral naive persons living with HIV: the bifast study.BMC infectious diseases · 2026Trial
- Outcomes of Rapid Restart Among People With Previously Diagnosed HIV at a Safety-Net HIV Clinic in San Francisco.Journal of acquired immune deficiency syndromes (1999) · 2025Article
- Policymaker Perspectives on Implementation Determinants of Rapid ART and Same-Day PrEP in Seven Priority Jurisdictions for Ending the HIV Epidemic: A Multisite Qualitative Study.Journal of acquired immune deficiency syndromes (1999) · 2025Article
- Unlocking the Keys to Swift HIV Treatment: A Qualitative Exploration of Rapid Antiretroviral Therapy Initiation Among People Living with HIV in China.Patient preference and adherence · 2025Article
- Veteran's Health Administration HIV Care Continuum: 2019 vs 2022.Open forum infectious diseases · 2024Article
- Pharmacist-Driven Rapid Initiation of Antiretroviral Therapy Decreases Time to Viral Suppression in People With HIV.Open forum infectious diseases · 2024Article
- Lessons learned from U.S. rapid antiretroviral therapy initiation programs.International journal of STD & AIDS · 2023Article
- The Rapid interaction: a qualitative study of provider approaches to implementing Rapid ART.Implementation science communications · 2023Article
- Rapid start antiretroviral therapies for improved engagement in HIV care: implementation science evaluation protocol.BMC health services research · 2023Article
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Authors and funding
9 authors.
Funding
Abstract
backgroundAntiretroviral therapy (ART) initiation on the day of an HIV diagnosis or as soon as possible after diagnosis, known as rapid ART (henceforth "RAPID"), is considered to be a safe and effective intervention to quickly reduce viral load and potentially improve engagement in care over time. However, implementation of RAPID programming is not yet widespread. To facilitate broader dissemination of RAPID, we sought to understand health care worker experiences with RAPID implementation and to identify essential programmatic elements.
methodsWe conducted 27 key informant interviews with medical providers and staff involved in RAPID service delivery in three distinct clinical settings: an HIV clinic, a Federally Qualified Health Center and a sexual health and wellness clinic. Interviews were structured around domains associated with the Consolidated Framework for Implementation Research and were audio-recorded, transcribed, and thematically analyzed.
findingsWe identified seven (7) essential elements across settings associated with successful RAPID program implementation. These high-impact elements represent essential components without which a RAPID program could not function. There was no one requisite formation. Instead, we observed a constellation of essential elements that could be operationalized in various formations and by various people in various roles. The essential elements included: (1) presence of an implementation champion; (2) comfort and competence prescribing RAPID ART; (3) expedited access to ART medications; (4) expertise in benefits, linkage, and care navigation; (5) RAPID team member flexibility and organizations' adaptive capacity; (6) patient-centered approach; and (7) strong communication methods and culture.
conclusionsThe RAPID model can be applied to a diverse range of clinical contexts. The operational structure of RAPID programs is shaped by the clinical setting in which they function, and therefore the essential elements identified may not apply equally to all programs. Based on the seven essential elements described above we recommend future implementers identify where these elements currently exist within a practice; leverage them when possible; strengthen them when necessary or develop them if they do not yet exist; and look to these elements when challenges arise for potential solutions.
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