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![Page 1: Approaches to Organizing and Delivering Care to Reduce Disparities Marshall H. Chin, MD, MPH Associate Professor of Medicine Co-Director, Hartford Center.](https://reader030.fdocuments.in/reader030/viewer/2022032604/56649e5d5503460f94b563da/html5/thumbnails/1.jpg)
Approaches to Organizing and Delivering Care to Reduce Disparities
Marshall H. Chin, MD, MPH Associate Professor of Medicine
Co-Director, Hartford Center
of Excellence in Geriatrics
University of Chicago
Director, RWJF Finding Answers:
Disparities Research for Change
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Goals• Present conceptual model for reducing disparities• Systematically review evidence for reducing health
care disparities• Raise ongoing research questions from review• Provide example of Health Disparities
Collaboratives (HDC) – clinical, financial, organizational change
• Brainstorm applications to aging
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![Page 4: Approaches to Organizing and Delivering Care to Reduce Disparities Marshall H. Chin, MD, MPH Associate Professor of Medicine Co-Director, Hartford Center.](https://reader030.fdocuments.in/reader030/viewer/2022032604/56649e5d5503460f94b563da/html5/thumbnails/4.jpg)
Non
-Min
orit
y
Min
orit
y
Difference
Clinical Appropriateness and Need
Patient Preferences
The Operation of Healthcare Systems and the Legal and Regulatory Climate
Discrimination: Biases andPrejudice, Stereotyping, andUncertainty
Disparity
Qua
li ty
o f H
e al th
Car
eFigure 1: Differences, Disparities, and Discrimination: Populations with Equal Access to Health Care
Populations with Equal Access to Health Care
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Institute of Medicine:6 Domains of Quality
• Safety
• Timeliness
• Effectiveness
• Efficiency
• Equity
• Patient-centeredness
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Equity as the Poor Stepchild of Quality: Example of SQUIRE Guidelines
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Our Philosophy
• “QI should be an integral part of the plan to reduce disparities in care.”
• “danger is that they create the impression that reducing racial disparities is a marginalized activity distinct from the mainstream QI efforts of an organization.”
Chin MH, Chien AT. Qual Saf Health Care 2006; 15:78-79.
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Recommendations to SQUIRE
• What is the effect of the QI intervention on racial and ethnic disparities?
• What is the plan for addressing racial and ethnic disparities in health care with the QI intervention?
• Are there important unintended positive or negative consequences from the QI intervention that affect disparities?
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Finding Answers: Disparities Research for Change
A national program supported by RWJF with direction and technical assistance provided by the University of Chicago.
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Goals of Finding Answers
• Grant funds to evaluate practical solutions to reduce racial and ethnic health care disparities.
• Conduct systematic reviews of racial and ethnic health care disparities interventions.
• Disseminate results to encourage health care systems to address racial and ethnic gaps in care.
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Conceptual Model
Provider
Patient
Financing / Regulation / Accreditation
Health CareOrganization
Person
Community
Process
Outcomes
Access
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RWJF Finding Answers:Systematic Review of Interventions to Reduce Racial and Ethnic Disparities
• Medical Care Research and Review 10/07 supplem
• Intro, Cardiovascular, Depression, Diabetes, Breast cancer, Culture, Pay-for-Performance
• www.SolvingDisparities.orgArticles and Searchable database of 200 interv.
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RWJF Finding Answers:Disparities Research for Change
Lessons from Systematic Reviews
• Multifactorial interventions that target multiple levers of change
• Culturally tailored quality improvement
• Nurse-led interventions in context of wider systems change
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Factors Determining Depression Disparities
• System– Lack of access to mental health providers
• Community– Preference to seek treatment within ethnic community
• Provider– Diagnostic uncertainty / Cultural barriers
• Person– Cultural bias against mental health treatments
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Key Findings: Chronic Care Model• Not Effective
– Interventions addressing barriers at only one level• Access to mental health services alone does not reduce disparities
• Single component interventions targeting providers did not reduce disparities
• Effective
– Multi-component primary care interventions using the Chronic Care Model • Addressed factors at system, community, provider and person level
• Improved ethnic minority care processes and outcomes
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Case Study: IMPACT Study• Elderly in primary care with depressive disorder• Chronic care model
– Screening in primary care– Consultation liaison psychiatry available for decision support– Case-management assist patients
• Navigate fragmented healthcare system• Enhance trust and knowledge• Reduce stigma and negative attitudes
• Disparities eliminated
Arean PA et al. Med Care. 2005;43:381-390
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Key Findings: Socio-culturally Tailored Behavioral Interventions
• Socio-culturally tailored interventions may reduce disparities compared to standard approaches– Focus on unique problems of ethnic minorities– Build on successful coping strategies within patient’s
culture– Incorporate cultural frameworks of target population
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Case Study: Mamás y Bebés
• Socio-culturally adapted depression prevention intervention targeting post-partum depression– Focused on problems encountered by low-income new mother in
Hispanic community
– Built on cultural strengths (family solidarity)
– Incorporated Hispanic family culture/structure
• Pilot study– Reduced risk of major depression
Munoz RF et al. Prevention of Postpartum Depression in Low Income Women: Development of the Mamas y Bebes/Mothers and Babies Course. Cognitive and Behavioral Practice. in press.
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Key Findings—Heart Failure
• Care Management—can ↓ hospitalization rates in advanced heart failure
• Useful elements— specialty nurse case management, education, frequent telephone follow-up with medication adjustment, oversight by a specialist
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Key Findings—Diabetes
• No single optimal target
• Culturally-tailored interventions may be > standard QI programs
• Human capital interventions > technological interventions
• Better utilization of non-physician staff can improvements in diabetes care
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REACH 2010:Charleston and Georgetown Diabetes Coalition
• South Carolina – 28 coalition partner organizations
• Health system change
– Chart audits, feedback to organization, diabetes registry
– Patient empowerment – Gold Card, ABCs of diabetes
• Community development, empowerment, and education
– Interdisciplinary team– Five community health workers
• Eliminated disparities in processes and outcomes
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Finding Answers Intervention Research
FAIR Database• 206 Articles• Designed to provide a customized list of interventions that
match a user’s interest– health topic
– racial/ethnic population
– organizational setting
– intervention strategy
• http://www.SolvingDisparities.org/fair_database
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Priority Research Questions from Review
• What parts of a multi-component intervention provide the most value?
• How can interventions developed in the research setting be successfully implemented in other organizations and patient populations?
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Research Questions 2
• Given heterogeneity within each type of intervention, what conclusions can be made about the effectiveness of classes of interventions?
• What interventions reduce disparities in understudied populations such as American Indians and Asian American subgroups, and pediatric and geriatric ethnic subgroups?
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Research Questions 3
• How can we comprehensively integrate the strengths of the community and health care system?
• What effect do policies linking quality to payment and other performance incentives have on disparities?
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RWJF Aligning Forces for Quality / Regional Quality Strategy
• Improve quality of care and reduce disparities in 14-20 regions of country
• Principles– QI– Public reporting of performance data– Consumer engagement
• Nursing, community involvement
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RWJF Commission to Build a Healthier America
• Mark McClellan, Alice Rivlin – Co-Chairs
• 2 year effort – recommend short and longterm strategies
• Look beyond health care system
• Education, environment, income, housing, personal health choices
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Observations for ABIM:Cultural Competency Useful
But Not Enough
• CC improves knowledge, attitudes, skills
• Lacks comprehensive skill set– Social, political, economic
• Fail to demonstrate improved health outcomes
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Observations for ABIM:3 Levels of Systems
• Health care organizations – QI
• Health care organization – community linkage– E.g. – community health workers, patient navigators
• Macro health policy systems
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Health Disparities Collaboratives:A Quality Improvement Collaborative• National effort in about 1000 health centers
beginning in 1998
3 Components
• CQI: Rapid Plan-Do-Study-Act cycles
• Chronic Care Model
• Learning sessions
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Plan-Do-Study-Act Cycles (PDSA)
Associates in Learning / Institute for Healthcare Improvement
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Informed,ActivatedPatient
ProductiveInteractions
Prepared,ProactivePractice Team
Functional and Clinical Outcomes
DeliverySystemDesign
Decision Support
ClinicalInformation
Systems
Self-Management
Support
Health System
Resources and Policies
Community
Health Care Organization
MacColl Institute Chronic Care Model
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Breakthrough Series
• Commitment of CEO
• HDC QI team in each of health center
• 4 regional learning sessions
• Cluster coordinator support
• Monthly telephone conference calls
• Monthly written progress reports
• Computer listserver
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Organizational Schema of Intervention
Collaborative
Team
Center
15-20 HCs / Trainers
HDC QI Team
Providers & Patients at HC
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Methods
• Systematic review of literature
• Focus on key studies in this presentation
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Results: Participants’ Perceptions of Outcomes
• HDC is a success and worth effort > 80%
• Improved patient outcomes 88%
• Improved processes of care 83%
• Improved patient satisfaction 71%
• Qualitative interviews Similar
Chin et al.; Chin et al. Diabetes Care 2004; 27:2-8.
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Short-Term Clinical (1-2 years):Diabetes
• Random chart review
• Pre-post improvement in 7 diabetes processes of care
• No improvement in intermediary outcomes
Chin et al. Diabetes Care. 2004.
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Short-term Clinical:Asthma, Diabetes, Hypertension
• Pre-post controlled (1 yr pre and 1 yr post)• Improvements in processes of care for asthma and
diabetes– Asthma – Rx anti-inflam med 14%– Diabetes – HbA1c measurement 16%
• No improvement in intermediary outcomes
Landon et al. NEJM 2007; 356:921-934.
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Long-term Clinical (2-4 years):Processes of Care (%)
Process of Care 1998 2000 2002
At least 1 A1c 71 88 92
Lipid assessment 52 65 70
Aspirin 22 37 41
ACE inhibitor 33 42 50
Chin et al. Medical Care 2007.
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Long-term Clinical:Outcomes
Outcome 1998 2000 2002
HbA1c (%) 8.6 8.5 7.9
LDL (mg/dl) 127 116 108
Systolic BP (mm Hg) 133 135 133
Diastolic BP (mm Hg) 79 80 78
Chin et al. Medical Care 2007.
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Societal Cost-Effectiveness Analysis: Diabetes
• Incorporate clinical results into a NIH simulation model of diabetes complications
• Simulation model needed to translate changes in processes and risk factor levels into complications
Huang et al. HSR 2007.
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Base Case ResultsProgram 1:
Without HDC Program 2:
With HDC
Blindness,% 17 15
ESRD,% 18 15
Amputation,% 20 20
CHD,% 28 24
Quality-adjusted life years, mean
10.58 10.93
Lifetime costs, mean
$90,085 $101,770
ICER = $33,386/QALY
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Business Case: Case Study of 5 Health Centers with Diabetes
Huang ES, et al. The cost consequences of improving diabetes care: the community health center experience. Joint Commission Journal on Quality and Patient Safety 2008; 34:138-146.
Brown SES, et al. Estimating the costs of quality improvement for outpatient health care organizations: a practical methodology. Quality and Safety in Health Care. 2007; 16 (4): 248-251.
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Local Economy
External Environment
Payor Mix
Insurance reimbursement and incentives
Internal Environ-ment
Admini-strative
Revenues Grants Donations -
Costs Daily QI activities Personnel Equipment
= Administrative Balance
ClinicalPatient care revenues
Patient care costs =- Clinical Care Balance
Overall Overall center revenues
Overall Center Costs =- Direct Overall Balance
+ + +
===
Indirect Benefits Improved clinical care Morale
-Costs Focus of leadership on other priorities =
Indirect Balance
Patient Demographics and numbers
Accreditation Bodies
Conceptual Model of the Short-Term Financial Impact of Quality Improvement for Outpatient Facilities
Direct
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Business Case Study Results
• Additional admin cost = $6-$22 per patient (Year 1)
• No regular source of revenue for these costs
• Balance of diabetes clinical costs/revenues did not clearly improve
• Diabetes Collaborative 2-8% of health center budget
• QI programs represent a new cost
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Organizational Change and Implementation
• Common barriers
– Lack of resources
– Lack of time
– Staff burnout
Chin et al.
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Wish List fromBureau of Primary Health Care
Percentage Ranked #1
Direct patient care services 44
Data entry activities 34
Staff time spent on quality improvement 26
Training in quality improvement techniques 20
Information system technical support 18
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Additional Support
• Help patients with self-management 73%
• Information systems 77%
• Get providers to follow guidelines 64%
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Predictors of Staff Morale and Burnout
• Low cost– Personal recognition– Career promotion– Skills development– Fair distribution of work
• More expensive – Funding, personnel
Graber et al. HSR 2008.
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Unintended Consequences
• Quality of care of chronic conditions not emphasized by HDC increased 45%
• HDC has drawn time, energy, resources away from other health center activities 61%
Chien et al.
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Summary Conclusions
• HDC improve clinical processes of care over short-term 1-2 year time periods and improve both processes of care and outcomes over longer 2-4 year periods.
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Conclusions 2
• Diabetes Collaborative is societally cost-effective, but there are no consistent financial streams for individual centers, raising concerns about the whether there is a business case for CEOs to adopt and sustain the HDC over the longterm.
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Conclusions 3
• Some methods to enhance implementation of the HDC are low-cost and reasonably feasible.
• Some methods to enhance implementation of the HDC will require more resources and work.
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Key Research Questions
• How to tailor implementation of the HDC to different HCs that may be at different stages of organizational readiness to change and that may have different strengths, weaknesses, organizational contexts, and patient populations?
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Research Questions 2
• How to create a viable long-term business case for the HDC to complement the analysis demonstrating that the Diabetes Collaborative is societally cost-effective?
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Research Questions 3
• How to successfully spread the HDC across multiple diseases, conditions, and processes?
• How to sustain the HDC over time?
• How to integrate the general QI process of the HDC with menus of specific model programs?
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Applications for Aging
• Fundamental tenets are natural to aging– Multifactorial– Cultural tailoring– Nurses, interdisciplinary teams
• 3 levels of systems– QI – organization– Organization-community linkage– Health care system – health policy
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Describing and Evaluating Model Programs in Aging
• What’s the intervention? – Black box
• What’s the implementation process?
• What’s the business case?
• Where’s the toolkit?
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Financial Models – Medicare and Others
• Patient-Centered Medical Home– Access, continuity, care coordination
• Pay for Reporting (PQRI – Physician Quality Reporting Initiative)– Race/ethnicity, SES (education), language
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Financial Models 2
• Pay for Performance– What measures?
• Global
• Disease-specific
• Syndrome-specific
– Scheme design and unintended consequences• “Rich get richer”
• Absolute vs. relative improvement
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Framing the Disparities Issue
• Moral imperative
• Quality issue
• [Economics]
• Regulation and incentives are coming– Be positioned to address disparities well
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Disparity Questions for You
• What is the disparity challenge for your organization?
• What are your barriers and facilitators?
• What are your interventions and solutions?
• What is the business case?
• What is the policy fix?
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Funding
• AHRQ R01 HS 10479 • AHRQ/HRSA U01 HS13635 • NIA 1K23 AG021963• NIH/NIDDK P60 DK20595 Diabetes Research & Training
Center • NIDDK K24 DK071933 • RWJF Generalist Physician Faculty Scholar • RWJF Finding Answers: Disparities Research for Change