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Centering Equity in Health Care Delivery and Payment Reform: a Guide for California Policymakers EXECUTIVE SUMMARY

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Centering Equity in Health Care Delivery and Payment Reform: a Guide for California Policymakers EXECUTIVE SUMMARY Centering Equity in Health Care Delivery and Payment Reform: A Guide for California Policymakers EXECUTIVE SUMMARY Although California has a national reputation for advancing progressive health care policies, California’s communities of color, including lesbian, gay, bisexual, transgender and queer (LGBTQ+) individuals and persons with disabilities, continue to experience discrimination and have poorer outcomes on key health indicators including asthma, diabetes and mental health than other Californians. Despite individual actions and intentions, our health care sys- tem as designed often makes health outcomes worse, particularly for communities of color, by perpetuating the very inequities it seeks to address. The imperative to address these sys- temic inequities is urgent, particularly now against the backdrop of COVID-19 disparities and protests against anti-Black racism and continued violence against Black and Brown commu- nities, sparked by the murder of George Floyd. California’s public health programs, particularly quality, and health outcomes in Medi-Cal and health Medi-Cal, have a stated commitment to addressing care more broadly. health disparities. Yet very few payment and delivery reform efforts are tied directly to measurably reduc- The guide’s recommendations were informed by a se- ing them. The next chapter of health care delivery and ries of focus groups held with diverse patients, families, payment reform in California offers both a significant and caregivers throughout the state on their personal opportunity to address California’s disparities and a risk experiences accessing physical, oral, and behavioral that our continued failure to do so will only make dispari- health care in California. CPEHN shared these experi- ties worse. Centering equity in payment and ences with community partners, advisory committee delivery reform then will require all parts of the health members, and state and national experts composed care system to act with urgency and a willingness to of consumer advocates, health plans, health systems, create a radically different system of care. Change has to health care practitioners, and experts in quality and start with diversifying leadership and governance, which payment reform. CPEHN also partnered with Families must be a top priority. But it will also require a commit- USA, a national, nonpartisan consumer healthcare ad- ment to redesigning our systems of care at all levels and vocacy organization, to conduct an assessment of best touchpoints, with individuals and families at the center. practices across the country that we compared and contrasted with current practices in California today. In January 2019, the California Health Care Founda- tion funded the California Pan-Ethnic Health Network From these discussions, CPEHN identified Six Key (CPEHN) to develop a set of policy recommendations Strategies that will help to radically reform the way on ways to more directly link health care payment care is paid for and delivered in California: and delivery reform efforts to promising strategies to achieve health equity. We were hopeful that now is the 1. Center Equity in Quality & Payment: time for bigger and bolder reforms to our public health In California, health inequities are persistent. However, care system to address persistent inequities in access, efforts to reduce disparities have generally not been 2 tied directly to quality improvement requirements 4. Improve & Integrate Physical, Behavioral & or payment reform. For example, although Medi-Cal Oral Health Care: managed care plans must collect demographic data on California’s health care delivery system is fragmented, their members, financial payments are not contingent particularly for Medi-Cal beneficiaries who must nav- on their ability to do so or to reduce disparities more igate across multiple complex managed care and fee- broadly. Despite ample research demonstrating the for-service delivery systems in order to access physical, effectiveness of tying payment strategies to disparities oral, and behavioral health. This complex array of sys- reduction, California has failed to commit time and tems is confusing and difficult for patients to navigate, resources to disparities reduction and has too often often leading to avoidable gaps in care and treatment. shifted responsibility for progress in this area to health Better care coordination will improve health outcomes, care organizations that have been more consumed with reduce inefficiencies, and address disparities in access business imperatives, or lack the time or resources to to critical services. address disparities seriously. To make real progress, California state policymakers must center equity in all 5. Hold Health Plans and Systems Accountable: quality and payment reform as a top priority. Ultimately, designing an equitable health system will require a fundamental shift in existing health care 2. Engage Patients, Families & Caregivers: spending, from the current corporate-driven model Many health plans and health systems in California to a public and transparent system that proactively already understand the value and importance of patient invests in prevention and community health. However, perspectives as part of quality improvement efforts to improve health outcomes in the short term, we must and have implemented strategies such as Community take immediate and intermediate steps to improve the Advisory Committees (CACs) to better integrate these system we have today through stronger oversight and perspectives in their health system transformation accountability. efforts. Unfortunately, many of these strategies often fall short due to lack of meaningful engagement, resources, 6. Improve Social Determinants of Health: and attention. This guide provides recommendations Social determinants of health are “conditions in which for ways to strengthen patient engagement through people are born, grow, live, work, play, and age that the adoption of more equitable structures that facilitate shape health.” (1) In a state as diverse as California, sys- collaboration, communication, consultation, co-owner- temic racism; persistent poverty and income inequality; ship, and design. lack of affordable housing; under-investment in educa- tion; over-investment in policing, criminalization, and 3. Strengthen Culturally & Linguistically mass incarceration; rural needs; federal immigration Appropriate Care: policies; and factors like climate change also impact California’s population is diverse, yet the racial and health. Other external factors like climate change also ethnic breakdown of California physicians is not rep- impact health. Issues such as housing instability and resentative of the state’s population. Evidence demon- food insecurity are health-related social needs that strates that patients do better with racially, ethnically, require increased attention. and linguistically concordant providers. Changing this will require a long-term commitment and investment by California in improving the health care pipeline. In the near term, the state must focus on systematic data collection on the language proficiencies, disability sta- tus, sexual orientation, or gender identity of health care providers to improve provider-patient concordance with all diverse Californians. 3 Center Equity in Quality & Payment Improve Social Engage Patients, Determinants of Health Families & Caregivers ACHIEVING EQUITABLE CARE AND HEALTH OUTCOMES Hold Health Plans & Strengthen Systems Accountable Culturally & Linguistically Appropriate Care Improve & Integrate Physical, Behavioral & Oral Health Care 4 SUMMARY OF STRATEGIES This guide includes a set of twenty-one priority recommendations tied to each of the six strategies. While some of these strategies can be implemented in the short-term, others may take longer to implement. Although these recommendations are primarily addressed to state policymakers, health care organizations, health plans, systems, providers, and patients can also proactively implement these recommendations absent state policy action, and we encourage them to do so. Many of our suggested approaches will be easier to implement under a more unified health care financing system with better coordination and integration of care between California’s fragmented systems; This will require a strong commitment from our state and federal leaders and policymakers to the type of long-term transformational health care reform we envision. Strategy 1: Center Equity in Quality and Payment 1.A. Embrace and Invest in Community-Based Care Pg 20 1.B. Prioritize Tracking, Reporting, and Reducing Disparities Pg 21 1.C. Implement Equity as a Strategic Organizational Priority Pg 22 Strategy 2: Engage Patients, Families and Caregivers 2.A. Remove Barriers to Engagement of Diverse Patients in Quality and Equity Efforts Pg 26 2.B. Give Patients, Family Members and Caregivers Real Decision-Making Power Pg 27 2.C. Tie Feedback to Meaningful and Measurable Quality Improvement Pg 30 and Disparities Reduction Goals Strategy 3: Strengthen Culturally and Linguistically Appropriate Care 3.A. End Stigmatizing, Disrespectful, and Discriminatory Treatment Across all Pg 32 Provider Types 3.B. Strengthen Access to and Quality of Interpreter and Language Services Pg 34 5 3.C. Increase the Racial, Ethnic, Linguistic, and other Diversity of Health Care Pg 36 Providers, Strengthen Team-Based Care, and Integrate CHWs, Promotoras, Peer Specialists, Personal Care Attendants, and Traditional Health Workers (e.g., Doulas, etc.)
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