Rheumatoid arthritis Part 1, case based approach with application of the late...
CUPS Calgary Presentation from Sept 2017 CACHC conference
1. CUPS
& THE SCIENCE OF BUILDING
BRAINS AND RESILIENCY
PRESENTATION AT:
CACHC 2017 CONFERENCE TOUR
SEPTEMBER 26, 2017
2. OUTLINE OF PRESENTATION
Overview of CUPS
CUPS before vs CUPS today
Introduction to the science of building
brains and resiliency
Play the brain game
3. WORKING AS A NON-PROFIT
Established 1989
Serves low-income Calgarians
$14 Million Operating Budget (60% private/40%
Government)
Programs & services across health, education & housing
10,000 unique participants and growing
300+ partnerships
22 Research Projects
2 Facilities + satellites
4. PROFILE OF CUPS PARTICIPANTS
59% did not graduate high school
44% of these failed to graduate middle school
44% were abused as a child
42% have symptoms of depression or mental
illness
62% of family incomes under $24,000/year
36% fall between $12,000 - $24,000/year
26% under $12,000/year
Multi-ethnic
36% Aboriginal
33% Caucasian
13% African/Caribbean
18% other
6. 6
Resilience Domain Subdomain In-Crisis Vulnerable Stable
Self-
Sufficient
Thriving
Economic
Housing & Living Conditions
Income & Finances
Education, Job Skills & Training
Food
Social-
Emotional
Community Involvement & Social
Relations
Family Relations
Executive Function & Self-
regulation
Substance Use
Legal & Justice
Health
Physical Health
Mental Health
Access to Health Care
Developmental
Early Years Development (0-
6 years)
Black = before services Green = after services
RESILIENCY MATRIX
A SPECTRUM OF RESILIENCE FORMS THE FRAMEWORK FOR OUR THEORY
OF CHANGE Resilience1
1Resilience: The ability for individuals to cope with change and flexibly respond to challenges to maintain positive functioning. (Bomke, Kendall-Taylor & Cawthorpe, 2014)
7. CUPS BEFORE VS TODAY
CUPS TodayCUPS Before
• Professional
• Strategic
• Supports continuous
improvement
• Results-oriented
• Implemented evidence-
based practice
• Small health clinic
• Basic need referral services
• Grass roots
• Reactive
• Crisis-oriented
8. WHAT INSTIGATED THE SHIFT
Even with all the work that goes on, poverty is still not
changing
Change for participants was not sustainable or as effective
as originally thought – participants returned to CUPS
when crisis occurred
Improved access to research and evidence bridged by
AFWI’s work
Core story of building brains and resiliency
Adverse childhood experiences (ACEs)
9. INTRODUCTION TO THE SCIENCE OF
BUILDING BRAINS AND RESILIENCY
Early experiences build brains
Positive experiences build sturdy brain
architecture (serve and return)
Executive function and self-regulation
Toxic stress disrupts brain architecture
Adverse Childhood Experiences affect
health outcomes later in life
10. NEXT UP
The Brain Architecture Game
https://dev.thebrainarchitecturegame.com/
11. Community Supports for the Socially
Vulnerable During Transitions of Care
Dr. Van Nguyen, CUPS Health Director
Elaine Wilson, Program Manager, CUPS
13. CUPS Health Clinic
Primary
Health Care
Women’s Health
Prenatal care
Obstetrics
Pediatrics
Mental Health
Hepatitis C
On-site lab
Outreach Clinics
Dental Clinic
Optometry
Dietician
Foot Care
Visiting Specialists
Opioid Agonist
Treatment
PATIENT
Over 5000 unique patients per year
Over 28,000 visits in 2016-17
14. ‘Alberta urged to re-think how it spends health-care dollars as
costs soar’ (November 9, 2014)
‘A study released recently by the
Canadian Institute for Health
Information (CIHI) indicates Alberta will
spend nearly $4,700 per capita on
health care this year... more than any
other province besides Newfoundland
and Labrador’.
16. Challenges with the Current System
• Patient factors for those living in poverty
– Homelessness, poverty
– Addictions, mental illness, cognitive impairment
– Mobility, disability
– Lack of transportation
– Lack of Alberta Health Care # (11% of patients at CUPS) and health
insurance benefits plan (Alberta Works, AISH) to cover medications
• Health system factors
– High volumes in the ED, pressures to discharge
– Social stigma
– Inadequate knowledge about social determinants of health
– Inadequate knowledge of community resources in ED staff
– Health information privacy, agencies work in silos
17. We Need Better Care Coordination
• Initial partnership between CUPS and Emergency
Medicine in 2015
• Identified gaps in care for homeless/low income
patients accessing the ER
• Communication
• Information sharing
• Transition care
18. Calgary 2015 Frequent Users
In patients with No Fixed Address (NFA) who visited the
ED in 2015:
1213 unique patients with >3 visits
7.4 visits per person
482 unique patients with >6 visits
13.3 visits per person
Top diagnoses:
Alcohol related problems
Cellulitis
COPD
Abdominal pain
Drug related problems
Other mental health complaints
19. A Community Based Approach
• Evidence-based
• Studies have shown that
intensive case management
approaches that work
together with hospitals have:
o Lowered ER visit rates
o Improved engagement
with primary care and
community programs
o Reduction in
homelessness
o Cost-effective
Primary Care
Housing
Specialty
Care
Addictions
Treatment
Health
Insurance
Income
Support
Transportation
Mental
Health
Family
Employment
Education
Hospital
20. Connect 2 Care Team
• Beyond the 2 year pilot………
• Alberta Innovates – Health Solutions PRIHS 3 funded for 3 years
starting October 2016.
• Calgary scale and spread
• The TEAM:
– 2.0 FTE RN (CUPS)
– 4.0 FTE Health Navigators (DOAP Team)
– MOBILE – 2 vehicles
• Direct partnership between CUPS and Alpha House
• Research: O’Brien Institute for Public Health
21. Alpha House
• Shelter
• Detox Program
• Housing-First
• Outreach
o Encampment Team
o DOAP Team (Downtown Outreach and Addictions
Partnership)
22. CAMPP
• Calgary Allied Mobile
Palliative Program
• Nurse navigator from
CUPS + palliative care
consultant
• Advocacy to support
navigation of palliative,
housing, and
health/addiction services
23. • Low-income adults AND
• Homeless or vulnerably
housed AND
• 3 ED/UC visits in past year
OR 2 inpatient admission
• OR end of life diagnosis
C2C Target Population
24. C2C Activities
• Provide intensive case management that is very client-driven
and includes extensive outreach into the community
• In acute care we are ADVOCATES
• Housing support
• Advocate for appropriate housing placement and support the transitions to housing or
treatment programs
• Provide ongoing case management focused on addressing health concerns – both in
shelter and when housed
• Coordinate services to support clients in maintaining their housing
• Provide addictions support including advocacy, harm reduction and care through points of
transition
• Support connection to primary care
• Connect client to appropriate PCP and communicate/advocate
• Palliative care and end of life supports
26. Acute Care Use
Based on 127 patients seen Nov 2015-Feb 2016
ED and Urgent Care visits
Avg Visits/yr 12.7
Range 1-140
Arrival by EMS 38.4%
Top 3 Diagnoses
Alcohol related
Cellulitis
COPD
Admissions
Medical/
Surg
Psychiatry
Avg
Admissions/yr
1.4 0.5
Mean LOS 8.9 7.2
% with ICU 5.6% 4.7%
Top 3 Diagnoses
Cellulitis
Sepsis
Pneumonia
Alcohol related
Stress reaction
Drugs
27. C2C Demographics
220 individuals referred since Feb 1, 2017
Mean Age (years) 46.5
Male 69%
Indigenous 24%
Addictions 93%
Dx Mental Illness 47%
29. Primary Referral Reason
0 10 20 30 40 50 60 70 80 90
Medication coverage
Dental referral
Mental health supports
Frequent acute care use
Addiction supports
Care coordination
Advocacy in hospital
Discharge planning
Housing supports
PCP attachment
0.5%
1%
4%
6%
9%
11%
12%
14%
22%
22%
30. C2C progress update
• 78/115 (68%) unhoused and engaged clients have
been housed since working with C2C
• 7 of the 38 housed individuals have been supported by
C2C to move to more appropriate housing
• 52/84 (62%) engaged clients who were previously not
connected are now connected to PCP
19%
81%
Housed
Unhoused
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Housing status on intake
31. STAGE 3
STAGE 2
STAGE 1
ROCKYVIEW HOSPITAL
2RNs
+2HNs
PETER LOUGHEED CENTER
FOOTHILLS HOSPITAL
CONSOLIDATION
SOUTH HEALTH CAMPUS
Jan 2017
Apr 2018
Jan 2018
Jul 2018
Stakeholder Meetings and
Plans for Upscale with
other urban centers in
Alberta
Jan 2019
Calgary
Scale
Edmonton
&
Provincial
Implementation and Scale
+2HNs
32. STRUCTURE PROCESS OUTCOMES
Program
Goals
Evaluation
Methods
Expected
Outcomes
↓ ED visits,
hospitalizations
↑ Self-reported
health
Understand the
Mechanism
Developmental
evaluation
Refined,
consistent, and
effective
program
↑ Care
Experience
Qualitative
interviews
Understand the
personal
experience
↓ Acute Care
Use
↑ Patient
Health
Pre-post
study with
comparator
group
Survey
(PROMs) at 0,
6, 12 months
34. Questions to the Group
1. How can we continue to improve the
communication between acute care and
community partners regarding this
population?
2. How do we support graduation from C2C?
Should this be a goal?
35. QUESTIONS
Dr. Van Nguyen vann@cupscalgary.com
Elaine Wilson, RN elainew@cupscalgary.com 403-613-8736
Editor's Notes
Data here is gathered through our Family Development Centre
These statistics serve to represent the individuals that CUPS’ serves
5 Points about the theory of change:
1) Spectrum of resilience
We believe people progress (and retreat) along a spectrum of resilience.
2) Success is self-sufficiency on multiple dimensions
Our intent is to support adults and families living with the adversity of poverty and traumatic events to advance towards increasing levels of resilience, with the goal of ensuring that, by 2021, a high portion of them is self-sufficient.
3) Integrated Health, Education and Housing services delivered by CUPS and partners
To ensure that the adults and families we serve advance towards increasing levels of resilience, we will deliver an integrated set of Health, Education and Housing services. These services will be delivered through our own activities and the activities of a select set of other agencies with whom we will work in close partnership.
Because our participants’ ability to achieve self-sufficiency relies on services provided by partners, we will focus and strengthen our relationships with a select set of those agencies. We will classify our partnerships into three categories:
Primary partners (Intimate relationships) – Those that we will collaborate with on outcome-focused program planning and data sharing.
Secondary partners (Collaborative relationships) – Those that we will work together with to advance participants towards common goals (not necessarily sharing data).
Tertiary partners (Transactional relationships) –Those that we will refer to and from (no data sharing).
4) Applying, and contributing to, the science of building brains and resiliency
The science of building brains and resiliency is essential to the work of helping adults and families overcome poverty and trauma and achieve self-sufficiency. It needs to be applied in all of our practice.
We will align our programs with current research as refinements occur, and coach and mentor our staff to ensure they understand the science and how to apply it into practice. We will also prioritize Primary partnerships with agencies that apply this research themselves.
Beyond applying the research in our practice, we will contribute to the ongoing advancement of the science of building brains and resiliency. We will document findings about the impact of applying this science in our practice, to enhance the evolving body of knowledge for training and development of practitioners.
5) Advocating to reduce barriers to services among those we serve
Adults and families in Calgary living with the adversity of poverty and traumatic events face barriers in accessing services that can support them in achieving self-sufficiency.
Through our own advocacy efforts, and in collaboration with partners, we will work to reduce barriers such as:
Funding criteria that currently do not support inter-disciplinary working;
Regulatory and training bodies’ collective challenge regarding interdependence and inter-professional working;
Privacy legislation that prevents information sharing within and across social service agencies and health agencies; and
Insufficient focus and funding by the Government of Alberta for early years initiatives.
Now we support a fully functioning health clinic, housing and education programs
Over 15 years the Palix Foundation has supported CUPS in its transition to become the professional organization we are today. This support has included capital start up dollars, operating funds to get projects off the ground, capacity building supports for staff to take programming to the next level as well as professional expertise, access to conferences and training, and other supports a grassroots NFP would typically not have access to.
It would take hours to detail exactly how deeply Palix’s support has impacted CUPS growth and development, but want to show a couple examples from pre-AFWI in depth to illustrate the domino effect that having the right supports in the right place at the right time has had on our organization and ultimately CUPS participants
Two examples:
One World
Medical Clinic
OPTIONAL: Play AFWI video https://www.youtube.com/watch?v=23jDxNOdDCk
Around 5000 unique patients per year with over 25,000 visits across all health programs
We see patients without valid Alberta health care, who otherwise would not be able to access mainstream fee for service clinics. We keep statistics on the # of patients who lack Alberta health care for 2013, this percentage was 11% of our total patient visits. We connect people to our CUPS ID clinic which helps them to obtain their identification, birth certificate so that they can apply for Alberta health care insurance.
Almost 4500 total visits in our shelter outreach clinics in 2013/14, averaging about 375 patients per month
We are all familiar with the revolving door care pathway:
highly complex individuals are using the hospitals A LOT
These include people who are homeless or unstably housed.
They who may have nowhere else to turn or are simply not accessing the care need in the community.
As a result, many end up in crisis.
Hospital staff, primary care providers, community organizations and patients are all frustrated by the ineffective transitions in care and the lack of communication across silos
Just last week while I was on inpatient service, I admitted a patient who had been in and out of hospital x times in the last 6 months, had discontinued his x treatment 3 times, and was …
We believe the Coordinated Care Team is the missing link for a long needed integrated system of care for this population
(ER pic – creativecommons.org; person – pexels.com; sleeping outside – commons.wikipedia.org; alcohol – pixabay.com)
We see patients without valid Alberta health care, who otherwise would not be able to access mainstream fee for service clinics. We keep statistics on the # of patients who lack Alberta health care for 2013, this percentage was 11% of our total patient visits. We connect people to our CUPS ID clinic which helps them to obtain their identification, birth certificate so that they can apply for Alberta health care insurance.
Higher users can be defined by # visits, length of stays or cost. In this case we have chosen to define by # ED visits.
2013 – 3247 total visits by homeless patients across 4 Calgary ER and 2 urgent care sites= ~500 visits per site
So total for 2 hospital EDs, would target 500 or more referrals.
“A collaborate process of assessment, planning, facilitation and advocacy for options/services to meet an individual’s health needs through communication and available resources to promote quality cost-effective outcomes”
30% of Calgary income earners make less than $15,000 per year (CHF annual report 2013)
Emphasize that most of the data we are presenting are for homeless and not for vulnerable pops
Why this population? Higher morbidity/mortality rates than general population, least able to access services.
Acute care:
Advocate for appropriate assessments, admissions, specialist consults, OT/Physio, addictions support
Attend case conference meetings in hospital and advocate for appropriate care
Support discharge planning
Self identified indigenous peoples make up 2.2% of Calgary’s population according to 2012 census
The C2C program was launched on November 1, 2015 with two Registered Nurses and we plan to increase the program scope and capacity by incorporating 4 community health workers starting January 2017.
We have been working closely with the Foothills hospital emergency department to institute a formalized referral process, such that the C2C nurses are notified within X hours of a …
Also, working closely with the Emergency department at the Foothills hospital we have instituted a simple formalized referral process for C2C.
This has resulted in a significant increase in the number of referrals received from the ED from 20/month to begin to now over 40/month – we can’t say this... Our scale plan is based on going from 20-25 now to 40 with 2 CHWs .
Further, we have been working closely with the Peter Lougheed Hospital where I work clinically, to help the ARCH team recruit patients for our shared control group. This, in combination with our with with the Foothills hospital, will pave the way for expansion to this site. As such, we will be ready to expand to this site next.
We are confident that we can institute similar referral processes across all 4 hospitals where we have partners in the ED, and also among the hospitalist, internal medicine and psychiatry services where we focus our recruitment.
Finally, we have a strong working partnership with the Inner City Health and Wellness program in Edmonton, and have already begun to identify potential collaborating sites partners for future scale through our joint learning collaborative
Our evaluation plan was designed to be efficient and practical.
Using the Donabedian framework of structure, process, and outcome to evaluate complex health interventions, we will use both qualitative and quantitative methods to evaluate 4 primary objectives:
Number 1: “Understand the Mechanism”. We aim to understand how and why the CCT program works. We will use a developmental evaluation process, which is similar to formative evaluation but makes explicit the process of iterative improvement. Our team will meet regularly to define short-term implementation goals, what, if any, obstacles we are encountering, and how to overcome these.
Number 2: “Improve the care experience”. We will use one-on-one interviews to investigate patients’, CCT staff, and referral partners’ experiences with the CCT intervention. This qualitative analysis will enable us to understand the personal impact of the program.
Number 3: “Reducing acute care use”. Our overall objective is to decrease acute care utilization and its resulting costs. We will use administrative health data to determine the change in utilization metrics for CCT clients pre and post intervention. To overcome the potential for regression to the mean, we will use a comparison group of similar Calgary patients provided in-kind through our ARCH program partners in Edmonton.
Finally, “Improving patient health”. Importantly, we aim to improve the overall health of our target population. Quality of life and other patient reported outcomes will be measured using repeated surveys at baseline, 6 months and 1 year post-enrollment. Again, we will compare the changes in scale scores over time with those of the ARCH Calgary control group.
Alberta Health Services
University of Calgary, Department of Family Medicine
Calgary West Central Primary Care Network
6 homeless shelters
City Case Management Group
Network of “Inner City Clinicians” and clinics serving vulnerable populations
Calgary Homeless Foundation
Long list of social service agencies