California Health Care Improvement Projects (CHIPs)

Ako Jacinto presents his CHIP

California Health Care Improvement Projects (CHIPs) are designed by CHCF Health Care Leadership Program participants with the goal of addressing meaningful challenges or opportunities in health care. 

Browse CHIPs to leverage the work of CHCF alumni and find opportunities to collaborate in order to improve health for Californians.

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Cultivating Outcomes through Equity in Behavioral Telehealth

Jennifer Clancy, MSW

As behavioral health needs skyrocketed when the COVID-19 pandemic took hold, specialty behavioral health organizations which provide services to people with serious mental illness and/or substance use disorder pivoted to delivering significantly more care via telehealth. While behavioral telehealth access may be a point of pride, racial inequity is also evident in telehealth access. It is disproportionately inaccessible to people of color, in particular those from the Black and Latinx communities, people with limited English proficiency, people facing poverty, and older adults. The key structural barriers often cited are limited access to broadband or technology and lack of digital literacy. However, institutional racism in behavioral health organizations also influences other practices and policies that negatively impact not only telehealth access but also quality. When behavioral telehealth access and quality are both compromised due to racism at structural, personal, and interpersonal levels, inequities in behavioral telehealth outcomes will also persist. As the specialty behavioral health system integrates learning from the dual public health crises of COVID-19 and racism into more permanent telehealth practices, racial equity must be named as a central aim.

This CHIP aims to help organizations address these issues by launching Cultivating Outcomes through Equity in Behavioral Telehealth, a 16-month learning collaborative. I designed the model using feedback gained between January-December 2021 from key informant interviews and Expert Meetings with behavioral health leaders, providers, and clients from underserved communities. I recruited diverse faculty and coaches with expertise in operationalizing strategies to counter structural racism in behavioral health and improve the engagement of people from minoritized communities in telehealth. This collaborative is funded by the California Health Care Foundation. Its goal is to help specialty behavioral health organizations make racial equity in telehealth a strategic priority to improve their behavioral telehealth and hybrid practices. The initiative aims to ensure clients have equitable access to high-quality services that promote meaningful outcomes and flourishing for people from communities with historic behavioral health inequities.

October 18, 2022
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Build a Public Health Infrastructure for Prevention of Oral Health Disease: School-Based Dental Programs

Paula Lee, MPH, RDHAP

Problem: Currently, more than half of California kindergartners have experienced tooth decay, and by third grade, this number rises to over 70 percent. If left untreated, tooth decay effects children's overall health, social-emotional development, and academic performance.

Current Status: In California, SB 1433, the kindergarten oral health assessment (KOHA) requirement was signed into law in 2006 and requires children enrolled in public school for the first time (at kindergarten or first grade) have an oral health assessment. AB 1433 was amended in 2017 per SB 379 states that each school or school districts are responsible for reporting KOHA data annually. However, the compliance rate is low for schools distributing, collecting. and uploading KOHA data. Once COVID-19 pandemic, the compliance rate plummeted.

Solution: This CHIP project was aimed to conduct an environmental scan of key issues and barriers, identify collaborative partners, and build public health infrastructure for school-based screening programs aimed to create access to oral health screening for families, link them to a dental home, and increase compliance rate of KOHA requirement.

October 18, 2022
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Healing the Streets: Integrated, Person-centered, Street-based Care for People Experiencing Homelessness and Severe Mental Illness in Santa Cruz County

Shelly Barker

CalAIM and recent Whole Person Care pilot programs are redesigning how care is offered to people with complex needs in the MediCal system. Housing First models have demonstrated the importance of housing for client well-being, stability, and health outcomes, yet most communities lack adequate temporary and permanent housing options. Efforts thus far have failed to demonstrate compelling outcomes due to a combination of the small sample size and the complexity inherent in interventions for people who are unhoused and often have severe mental illness with co-occurring substance use disorder. The Healing the Streets Program (HTS) set out to test an integrated, person-centered, street-based care model that is not based on offering housing. As a society, we tend to “treasure what we measure;” HTS designed the program uniquely focused on articulating and addressing clients’ goals.

The HTS team of Case Managers, Peers, and a Nurse Practitioner began targeted street-based outreach with an existing physical health street medicine team in February 2022 and started enrolling clients in April. HTS staff utilize motivational interviewing and a “circle chart” depicting potential areas of need (hygiene, food assistance, housing navigation, mental health, etc.) to elicit the client’s goals and begin prioritizing them.

October 18, 2022
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It takes a village – promoting health equity domestically and globally

Takudzwa Shumba, MD, MPH

In recent years, there has been increased focus on health equity, galvanized by events such as Black Lives Matter, and increased awareness of the porosity of borders during the COVID19 pandemic. In my role as faculty lead for DEI efforts within Stanford’s Division of Primary Care and Population Health (PCPH) as well as faculty lead for the division’s global health partnership in western Kenya, I realized that many of the challenges to health equity globally are at play domestically. Our division’s overarching goal is to create a culture of medicine that embraces belonging and mutual respect. My main curricular tasks were to create a DEI curriculum for faculty and staff in our division; as well as to create a curriculum for rotating Kenyan students to Stanford that ensured reciprocal change. I will present the Kenyan student elective curriculum creation to illustrate the complexities and challenges in creating this shared culture, and to highlight the numerous stakeholders involved.

October 18, 2022
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GAIN Project (GAmified INcentives-Based Treatment): Digital Rewards-Based Treatment for Justice-involved Dually Diagnosed Clients

Fumi Mitsuishi, MD, MS

In 2020, there were 700 overdose deaths in San Francisco, which was more than double the number of COVID deaths. Though the proximal cause of death is Fentanyl, 60% of those who died were using methamphetamines, which means that many of those deaths may have been prevented by targeting stimulant use. UCSF Citywide serves nearly 2000 people annually with serious mental illness (SMI), homelessness, and institutionalization (long-term locked psychiatric hospitalization and incarceration). Over the last ten years, we have noted a steady rise in methamphetamine use and associated adverse outcomes in our client population, including worsened psychotic symptoms, increased likelihood of arrests or recidivism, increased social challenges (such as houselessness), and increased use of acute psychiatric services. Unlike many substance-use disorders, methamphetamine-use disorder (MUD) lacks an effective medication-based intervention. The only treatment with a clear evidence base is contingency management (CM). However, this treatment has not been widely used because of two challenges, (1) it has only been used experimentally because it financially rewards clients for reducing substance use, which brings up concerns about cost, sustainability, and diversion of funds, and (2) it is administratively complex to implement. The first challenge has been answered. The fact that California will launch a state-wide CM pilot through CalAIM and there is interest at the federal level to make CM reimbursable through public insurance indicates that CM will become a mainstream treatment. T A digital solution can answer the second challenge by using an app that would make CM more scalable by reducing the heavy administrative burden. We have obtained $1M philanthropic funding to develop an app to provide contingency management to our justice-involved clients who struggle with mental health challenges and substance use disorder. This project aims to (1) provide CM to reduce stimulant use, (2) increase digital literacy and access to aim for “digital belonging” for those at the margins of society, (3) support overall recovery goals through gamification and rewards, and (4) clarify implementation steps necessary to provide CM to this highly marginalized population successfully.

October 18, 2022
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Team Based Care to Reduce Burnout

Anjali Mahoney, MD, MPH

Clinicians at Keck Medicine of USC are burned out due to the COVID 19 pandemic, competing demands on their time and insufficient support to achieve work life balance. This project was designed to establish a team-based care program at Keck Medicine of USC to reduce clinician and staff burnout in the Family Medicine Department. Burnout affects over 50% of physicians and nurses and leads to reduced access to care due to sick calls, reduced patient safety and lower quality of care. Clinicians are more likely to leave practice due to burnout and depersonalize patients which leads to poor interactions. Keck Medicine was facing a high turnover rate for clinicians and nurses (close to 20%). The goal was to create a team-based care program by December 2022 to reduce clinician burnout and improve engagement. In our health system clinicians spend an inordinate amount of “pajama time” doing charts, paperwork and answering messages. Charts are late, patient messages are unanswered, and prescriptions are not refilled in a timely manner due to burnout. Patient complaints have gone up and patient satisfaction scores decreased. To achieve Team Based care at Keck Medicine the goals were identify the steps, get leadership buy in, launch a prototype. Develop a plan to build the necessary infrastructure, learn the roles of the team members and train to work at the top of the skill sets, understand the barriers to overcome them.

October 18, 2022
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A Digital Safety Net Engaging Patients through Automation to Drive Outcomes

Barbara Rubino, MD

“Lost to follow up” is a too-common refrain in the ambulatory healthcare setting and is particularly problematic in primary care, whose focus and value lie in an ongoing, longitudinal relationship with the patient. Academic primary care practices often care for socially or medically complex patients and may lose 25-45% of patients to follow-up. Patients, PCP teams, and the system are all impacted differently by this challenge. Patients can experience a decline in their health status and poor outcomes if they cannot access care in ways and at times that are convenient for them. PCPs can get burnt out and frustrated trying and failing to keep track of their patients. Our systems then see the cost of care increase.

Working for a primary care practice embedded in a healthcare technology company has opened my eyes to data and technology tools. An added focus on engagement can bolster the traditional healthcare focus on outcomes. With these tools, we’ve created a digital backstop and started to mitigate the “lost to follow up” problem by building a system that continuously engages patients. Notably, we began with a much more specific focus – to improve patent outcomes on key quality metrics (such as rates of cancer screening and diabetes eye exams) but uncovered and are successfully addressing this broader opportunity.

We built a digital safety net – a dynamic data model which keeps track of all empaneled patients and deploys automated patient- and team-facing communication at clinically appropriate intervals. This model is always updating and drives patients back to care. Our goals were: 1) to engage patients with their primary care team at clinically appropriate intervals, 2) to prompt patients to follow through with their care plans, and 3) to promote the healthcare team to reach out to patients when they become overdue for care, to take away the cognitive load of manually tracking patient registries that often burden the care team.

October 18, 2022
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