• Use available data, such as Community Health Needs Assessment results and community and patient diabetes data, to illustrate the return on investment and anticipated improvement in health outcomes from the strategy.
• Form an interdisciplinary leadership/advisory group to guide strategy and increase visibility.
Reproduced with permission from the American Medical Association. This Table may be photocopied noncommercially by physicians, educators, and other health care professionals to use for educational purposes. Please address all other permissions to the AMA. Notwithstanding publication in Population Health Management, AMA retains all of its copyright and other intellectual property rights in the foregoing.
© 2020 American Medical Association. All rights reserved.
AMA, American Medical Association; CDC, Centers for Disease Control and Prevention; DPP, Diabetes Prevention Program.
Best Practice Recommendations for Planning for Growth Maturity Phase
Key focus areas are to increase and systemize clinical engagement, increase overall awareness of strategy, and expand program and prediabetes management. |
• Continue to cultivate leadership support for the diabetes prevention strategy (strategy) through regular updates and results. • Query stakeholders to determine ways to increase support for the strategy, and adjust activities based on feedback. • Pilot a quality improvement initiative or incentive for diabetes prevention. |
• Identify additional business units and departments to engage in the strategy, such as clinical operations. • Estimate resources needed to increase reach and spread of the strategy; develop a cost-effective, feasible plan for expansion. • Secure ongoing funding of the strategy, such as community health and benefits budgets. |
• Use marketing and communications to increase overall awareness of the strategy both inside and outside the organization. • Create or identify forums to share strategy benefits and outcomes. • Highlight aggregate outcomes from program participation, such as reduction in weight and increase in physical activity. |
• Leverage existing champions and recruit additional champions to expand awareness and clinical engagement in the strategy. • Provide education to all clinical care teams on the identification and management of patients with prediabetes; consider offering training on shared decision-making and counseling techniques. • Integrate and optimize clinical decision-support tools and health information tools for prediabetes, such as referral platforms. • Improve and standardize referral and bidirectional feedback processes between clinical care teams and lifestyle change program providers. |
• Begin to collect and monitor clinical metrics, such as the number of patients with prediabetes who receive a referral to a National Diabetes Prevention Program (National DPP) lifestyle change program. • Expand the initial qualitative and quantitative evaluation methods. • Continue to monitor the progress and impact of the strategy. |
• Automate processes for collecting and submitting required metrics for program recognition; continue to regularly monitor the delivery quality and metrics of the lifestyle change program. • Establish an ongoing coach, staff a professional development program, and offer additional skills training, such as motivational interviewing. • Select and certify coaches to become master trainers for the lifestyle change program. • Consider expanding program offerings, such as group physical activity opportunities, based on participant requests and needs. |
AMA, American Medical Association; DPP, Diabetes Prevention Program.
Best Practice Recommendations for Advancing Innovation Maturity Phase
Key focus areas are to share achievements and ensure the sustainability of strategy and improvements. |
• Ensure continued visibility and provide regular updates on the diabetes prevention strategy (strategy) to the organization's leadership. • Adopt system-wide goals or incentives for diabetes prevention that align vertically and laterally (eg, leadership goals align with clinical care team goals). |
• Use an established advisory group, champions, and project team for other prevention initiatives. • Monitor operational costs and maintain the cost-effectiveness of the strategy. • Secure additional funding sources for the strategy, such as reimbursement for the National Diabetes Prevention Program (National DPP) lifestyle change program through insurance coverage or employer benefits. |
• Continue to highlight success stories that demonstrate the benefit of the strategy to the organization and the larger community. • Externally publish and present learnings and results of the strategy. • Advocate for diabetes prevention locally and nationally through such activities as writing commentaries, white papers, or legislative briefings or responding to open comments for programs and policies. |
• Provide regular reporting to care teams on metrics related to prediabetes identification and management; address any negative trends, such as decreased program referral rates. • Use the entire care team to identify and manage patients with prediabetes. • Offer multiple evidence-based treatment options for patients with prediabetes. |
• Track population-level outcomes and additional health outcomes, such as reductions in blood glucose levels or the incidence of diabetes. • Revise existing metrics and evaluation methods as needed. • Solicit ongoing feedback on the strategy from all stakeholders. • Consider data exchange with external sources, such as health plans and state health departments, to improve local and national efforts related to diabetes prevention. |
• Create a multidirectional communication flow and enable care coordination between the lifestyle change program, clinical care teams, patients, and other service organizations to address participant needs. • Continue to monitor the quality and process the efficiency of the lifestyle change program. • Offer advanced skills training or cross-train coaches to deliver other programs. • Monitor and address coordinator and coach attrition. |
The Getting Started phase ( Table 1 ) is the start-up period during which an organization obtains organizational support and commits to establishing a diabetes prevention strategy that offers treatment options for prediabetes, such as a CDC-recognized lifestyle change program, secures the necessary workforce and funding, and establishes a National DPP lifestyle change program offering. Planning for Growth ( Table 2 ) is the subsequent phase during which an organization advances the strategy by increasing overall awareness, building infrastructure, expanding clinical engagement, offering the National DPP lifestyle change program to additional sites, or further developing the program curricula and coaches to expand program reach and enrollment. The Advancing Innovation phase ( Table 3 ) occurs when diabetes prevention becomes part of routine clinical operations for an organization and the focus is on population management and sustainability. At this point, strategy milestones and processes can be broadly shared and insights from implementation can be applied to other quality improvement initiatives.
As an organization completes each maturity phase, the reach and population effects of a strategy likely will increase; however, benefits of a strategy are seen in all phases as patients with prediabetes receive an evidence-based intervention. Although the maturity phases are sequential, the timing for each phase is variable. Organizations may opt to remain in one phase longer, or some organizations may require less time than others to execute a phase, depending on prior experience with diabetes prevention. For example, an organization that has an established CDC-recognized National DPP lifestyle change program may progress through Getting Started within a few weeks, whereas an organization that is starting a new program may need months to progress in this phase.
DPBP outlined best practice implementation recommendations for each maturity phase, which are presented in Tables 1 – 3 . The recommendations are classified into 6 overarching categories:
Organizational support recommendations encompass implementation activities that assist with obtaining leadership buy-in, demonstrating alignment with organizational mission, and sharing the expected or actual impact and return on investment from implementing diabetes prevention. Workforce and funding recommendations focus on securing and maintaining the resources and team members needed to execute and sustain a diabetes prevention strategy. Interdisciplinary teams are essential and include ambulatory clinical care team members, data analysts, researchers, clinical operations personnel, health coaches, and diabetes educators as potential core team members. Promotion and dissemination recommendations concentrate on raising awareness of a strategy, sharing success stories, and publicizing and/or publishing results within and outside an organization. Evaluation and outcomes recommendations center on measuring the impact and progress of the strategy and supporting the collection of quantitative and qualitative metrics and data. Clinical integration and support recommendations outline activities to increase engagement from clinical care teams and improve the identification, referral numbers, and management of patients with prediabetes. Program recommendations support the activities associated with the launch and expansion of a high-quality National DPP lifestyle change program offering or collaboration with an external community-based National DPP lifestyle change program.
When planning or executing within these 6 overarching categories, certain foundational structural processes and principles apply throughout all implementation phases and activities. DPBP noted that although variability among health care organizations in patient demographics exists, leadership teams must ensure throughout the planning and implementation process that from historically marginalized/minoritized communities are receiving the benefits of the diabetes prevention strategy. It is essential to apply a health equity lens in the development of all diabetes prevention activities and processes. The purpose of an equity lens is to be deliberately inclusive as an organization makes decisions on process and outcomes. This also ensures that patients with prediabetes are identified and managed with culturally competent care throughout all diabetes prevention phases.
Other foundational processes include the optimization of health information and digital health technology to ensure that the diabetes prevention strategy is linked to the continuum of care for each patient. To successfully integrate clinical decision support tools and other health information technology, the identification of key stakeholders within the organization needs to be applied consistently throughout the maturity phases.
The best practice implementation recommendations developed by DPBP can be used by health care organizations as a road map in each maturity phase.
During the Getting Started phase, obtaining organizational support and establishing the necessary resources for workforce and funding are often the initial requisite steps, and assessing existing resources can be helpful. For example, the Henry Ford Health System team identified an established group of faith-based nurses to deliver the National DPP lifestyle change program. The nurses were already embedded in the community and training them as lifestyle coaches allowed the team to begin offering the program in many locations. Loma Linda University Health team members included faculty and students from the university's School of Public Health as well as fitness center staff who delivered the program, and clinical care case managers who recruited eligible patients.
To help gain initial buy-in across the organization, existing data such as local diabetes prevalence rates can be highlighted. Trinity Health used results from its Community Health Needs Assessment to incorporate funding for National DPP lifestyle change program offerings into its community health and benefits budget.
Stakeholder engagement is critical because diverse groups (in and out of the organization) can synergistically help make the case for implementing and sustaining diabetes prevention services. In the case of UCLA Health, the diabetes prevention team was able to form a partnership with departments that are not traditionally linked to clinical care or clinical operations, such as campus recreation services, occupational health, and human resources. This team diversity helped achieve broad organizational support.
In the Planning for Growth phase, clinical engagement and endorsement, integration of digital health tools, and dissemination of strategy processes and metrics can drive expansion. Engaging clinical champions and educating care teams can raise overall awareness of a diabetes prevention strategy. Thus, partnership with clinical champions increases needed buy-in from frontline clinical providers who may help identify, refer, and encourage patients to participate in the National DPP lifestyle change program offering. Training members of care teams on specific counseling or communication techniques to address prediabetes with patients also can improve the overall identification and management of prediabetes. At UCLA Health, pharmacists engaged in a shared decision-making process with identified patients on their prediabetes treatment options; patients who participated in this process had an increased uptake of the National DPP lifestyle change program and/or metformin. 13
Incorporating digital health tools to support systematic identification and management of prediabetes, including referrals to programs, also can drive further clinical engagement. For example, Loma Linda University Health experienced an uptrend in referrals to the National DPP lifestyle change program when an electronic referral order was made available and providers were educated on the National DPP lifestyle change program as a resource for their patients. The Henry Ford Health System also recognized the potential role technology could play in advancing its strategy and implemented a diabetes prevention module within its electronic health record that included best practice alerts, an electronic referral to its National DPP lifestyle change program, and a prediabetes registry. Processes for National DPP lifestyle change program referrals and bidirectional feedback between program providers and care teams were refined and standardized to maximize efficiency and utility. Collectively, these changes led to a significant increase in the number of clinical referrals and improved patient outcomes.
Another strategy emphasized by DPBP is to increase support from key system stakeholders for diabetes prevention by consistently sharing data and metrics regarding program processes and outcomes. For example, University of South Carolina Family Medicine implemented a quality improvement project with its residents that focused on ensuring all patients eligible for abnormal glucose screening were receiving the necessary laboratory testing and that those with prediabetes were formally diagnosed and counseled on treatment options. The team recognized that emphasizing identification along with program referral was necessary to the success of its strategy and used data to help drive improvement in prediabetes identification and management.
The Planning for Growth phase also presents new opportunities, such as additional skills training for lifestyle coaches, to build capacity and longevity of a National DPP lifestyle change program offering. Trinity Health has trained its lifestyle coaches in motivational interviewing to improve participant engagement and retention, whereas UCLA Health and the Henry Ford Health System have internal master trainers to train new coaches in their organizations.
Programs also may augment and enhance their offerings to meet participant needs. For example, Loma Linda University Health provided participants with free memberships to its fitness center, and lifestyle coaches led group physical activity for participants interested in exercising together after regularly scheduled program sessions.
In the Advancing Innovation phase, strategy sustainability is a key focus. By this phase, diabetes prevention should be part of routine clinical processes of care, and organizations should be offering a variety of treatment options for prediabetes. For example, Intermountain Healthcare developed a care process model for its entire system that includes the National DPP lifestyle change program, an introductory prediabetes educational session, medical nutrition therapy, and pharmacotherapy as options in managing patients with prediabetes.
The Advancing Innovation phase is also an appropriate time for health care organizations to use promotion and dissemination to broadly share strategy achievements. Complex mixed method evaluation and outcomes tracking can help organizations demonstrate long-term sustainability of a strategy. Intermountain Healthcare developed a method to track the conversion rates of patients with prediabetes to type 2 diabetes to demonstrate the lasting benefit of this work. This sophisticated evaluation builds in opportunities to test and adapt the strategy activities to meet the changing health care landscape.
Many DPBP members have presented or published details of their diabetes prevention strategies at national conferences and in peer-reviewed journals, 13–22 whereas others have disseminated their results in less formal ways. These range from ongoing presentations at internal medical group summits, to huddle discussions, to participation in prevention workgroups such as the DPBP.
As the burden of chronic disease in the United States and worldwide grows, prevention must be prioritized and integrated into health care. The recent public health emergency (PHE) and COVID-19 pandemic have demonstrated the need to prioritize prevention of chronic disease, health equity, and investing in new models of delivery. During the PHE, DPBP members continued to support and engage in diabetes prevention activities, pivoting to offer the National DPP lifestyle change program using virtual platforms to maintain offerings and observed continued clinical and participant engagement. Previous and future publications from DPBP organizations may offer more details about each strategy and results.
More work is needed to explore innovation and advance equity within diabetes prevention. The maturity phases and best practice implementation recommendations outlined herein can be used by any health care organization committed to diabetes prevention to launch and sustain an effective strategy and improve the health of patients and communities. Further research is suggested to assess the impact and adoption of diabetes prevention best practices.
*Diabetes Prevention Best Practices Workgroup Members and Health Care Organizations Represented
Gina C. Aquino, MSN, RN, CHSP, RN, Henry Ford Health System; Ameldia R. Brown, M.Div., BSN, RN, Henry Ford Health System; Christopher O'Connell, DO, CPE, Henry Ford Health System; Elizabeth Joy, MD, MPH, Intermountain Healthcare; Kimberly D. Brunisholz PhD, MST, Intermountain Healthcare; Tannaz Moin, MD, MBA, MSHS, University of California, Los Angeles, Health; O. Kenrik Duru, MD, MSHS, University of California, Los Angeles, Health; Holly Craig-Buckholtz, MBA, BSN, RN, Loma Linda University Health; Brenda Rea MD, DrPH, PT, RD, Loma Linda University Health; Patricia W Witherspoon, MD, FAAFP, University of South Carolina; Cindy Bruett, Trinity Health.
The authors would like to acknowledge the following individuals for their contributions to this manuscript: Jaime Dircksen, Vice President, Community Health and Well-Being, Trinity Health; Chuck Carter, MD, FAAFP, Academic Vice Chair, Clinical Professor, Department of Family and Preventive Medicine, and Medical Director, South Carolina Center for Rural and Primary Healthcare, University of South Carolina School of Medicine-Columbia; Kevin Taylor, MD, MS, Medical Director, IHA Towsley Primary Care and Geriatrics; Shannon Haffey, MHSA, Director of Payer and Payment Strategies, Improving Health Outcomes, American Medical Association; Karen Kmetik, PhD, Group Vice President, Health Outcomes, American Medical Association; and Annalynn Skipper, PhD, RD, Author Service Manager, Health and Science, American Medical Association. We also thank Lori O'Keefe for assisting with the writing and editing of this manuscript.
Ms.Williams: manuscript conception and drafting, data collection, analysis and interpretation, critical review and revisions, and final approval of the version to be published. Dr. Sachdev: manuscript conception and drafting, data collection, analysis and interpretation, critical review and revisions, and final approval of the version to be published. Dr. Kirley: manuscript conception and drafting, critical review and revisions, and final approval of the version to be published. Dr. Moin: drafting, critical review and revisions, and final approval of the version to be published. Dr. Duru: drafting, critical review and revisions, and final approval of the version to be published. Ms. Sill: drafting, critical review and revisions, and final approval of the version to be published. Dr. Brunisholz: drafting, critical review and revisions, and final approval of the version to be published. Dr. Joy: drafting, critical review and revisions, and final approval of the version to be published. Ms. Aquino: provided revisions and final approval of the version to be published. Ms. Brown: provided final approval of the version to be published. Dr. O'Connell: provided revisions and final approval of the version to be published. Dr. Rea: provided revisions and final approval of the version to be published. Ms. Craig-Buckholtz: provided revisions and final approval of the version to be published. Dr. Witherspoon: provided revisions and final approval of the version to be published. Ms. Bruett: provided revisions and final approval of the version to be published.
The authors declare that there are no conflicts of interest. The findings and conclusions in this report are those of the authors and do not necessarily represent the official position of the American Medical Association.
No funding was received for this article.
Why are some people more at risk of being affected by coronavirus disease 2019 (covid-19).
Factors in a person's life or community can raise the risk of being affected by COVID-19.
Having other health conditions and barriers to medical care can change the risk of getting COVID-19 or getting very sick from COVID-19. Other factors include where a person lives, the work a person does and beliefs a person has about medical care.
COVID-19 may cause illness in some groups more than others because of how society treats the group.
Together these factors are called social determinants of health.
Unfair and unjust treatment based on race, age, ethnicity, gender or other traits can play a part in poor health. Discrimination affects all aspects of health starting with the world around a person. It also can affect a person's access to healthcare professionals, diagnosis of illness and treatment.
The stress of dealing with racial discrimination can take a toll on the body. Diagnosis of heart disease, obesity, diabetes, high blood pressure, and kidney or liver disease is linked to the stress of racial discrimination.
A person with any of these diseases, due to racism or other causes, has a higher risk of severe illness with COVID-19.
Members of some racial and ethnic groups are more likely to face barriers to getting healthcare. For example, some people may not have health insurance.
Based on U.S. census data, about 7% of non-Hispanic white adults and adults of Asian descent were uninsured in 2022. The rate was about 11% for Black adults and about 23% for Hispanic adults in that same year.
Where people live can make it hard to avoid getting COVID-19 or to get COVID-19 treatment. People in rural areas may not have access to healthcare. And people in areas with a dense population may find it hard to stay physically apart from others.
Groups who distrust the healthcare system may be less likely to get a COVID-19 vaccine or get help for COVID-19 or other illnesses.
Having an essential job that can't be done remotely can raise the risk of catching the virus that causes COVID-19. The risk also is higher if you have to come in contact with lots of people.
In the early years of the COVID-19 pandemic, American Indian and Alaska Native people, non-Hispanic Black people and Hispanic people had higher rates of infection and COVID-19 deaths compared with those of non-Hispanic white people.
Black and Hispanic people in the United States also had higher chances of needing care in the hospital for COVID-19.
Early pandemic data suggested that American Indian and Alaska Native people were four times more likely to need hospital care for COVID-19 than were non-Hispanic white people.
By 2021, the rate of infection and death for non-Hispanic white people had risen and closed the gap between the groups. In April 2024, non-Hispanic white people had the highest rate of death compared with that of other race and ethnicities.
Taken together, the COVID-19 pandemic shows how disease can raise the risk of illness based on factors that can be prevented. The pandemic highlights the need to promote the health and well-being of people with a higher than average risk of disease.
Daniel C. DeSimone, M.D.
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BMC Primary Care volume 25 , Article number: 242 ( 2024 ) Cite this article
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Persons with diabetes have 27% elevated risk of developing colorectal cancer (CRC) and are disproportionately from priority health disparities populations. Federally qualified health centers (FQHCs) struggle to implement CRC screening programs for average risk patients. Strategies to effectively prioritize and optimize CRC screening for patients with diabetes in the primary care safety-net are needed.
Guided by the Exploration, Preparation, Implementation and Sustainment Framework, we conducted a stakeholder-engaged process to identify multi-level change objectives for implementing optimized CRC screening for patients with diabetes in FQHCs. To identify change objectives, an implementation planning group of stakeholders from FQHCs, safety-net screening programs, and policy implementers were assembled and met over a 7-month period. Depth interviews ( n = 18–20) with key implementation actors were conducted to identify and refine the materials, methods and strategies needed to support an implementation plan across different FQHC contexts. The planning group endorsed the following multi-component implementation strategies: identifying clinic champions, development/distribution of patient educational materials, developing and implementing quality monitoring systems, and convening clinical meetings. To support clinic champions during the initial implementation phase, two learning collaboratives and bi-weekly virtual facilitation will be provided. In single group, hybrid type 2 effectiveness-implementation trial, we will implement and evaluate these strategies in a in six safety net clinics ( n = 30 patients with diabetes per site). The primary clinical outcomes are: (1) clinic-level colonoscopy uptake and (2) overall CRC screening rates for patients with diabetes assessed at baseline and 12-months post-implementation. Implementation outcomes include provider and staff fidelity to the implementation plan, patient acceptability, and feasibility will be assessed at baseline and 12-months post-implementation.
Study findings are poised to inform development of evidence-based implementation strategies to be tested for scalability and sustainability in a future hybrid 2 effectiveness-implementation clinical trial. The research protocol can be adapted as a model to investigate the development of targeted cancer prevention strategies in additional chronically ill priority populations.
This study was registered in ClinicalTrials.gov (NCT05785780) on March 27, 2023 (last updated October 21, 2023).
Patients with diabetes mellitus have an estimated 27% elevated lifetime risk of developing colorectal cancer (CRC), and are disproportionately from priority health disparities populations (e.g., low-income, Non-Hispanic Black and Hispanic) [ 1 , 2 ]. Nationally, guideline concordant receipt of CRC screening for patients with diabetes is not significantly different for women with diabetes (57% vs. patients without diabetes 58%) and is significantly higher among men with diabetes (63% vs. patients with diabetes 58%) [ 3 ]. CRC screening for patients with diabetes, who do not have other indications of high risk (e.g., family history of CRC, polyp removal during colonoscopy, personal history of CRC, inflammatory bowel disease) are advised to follow the average risk screening recommendations [ 4 ]. Federally qualified health centers (FQHCs) primarily serve as primary care for priority health disparities populations and struggle to sustainably implement CRC screening programs for average-risk patients which includes patients with diabetes. CRC screening uptake in FQHCs populations has been consistently lower (44.1%) than the national average for average risk, age-eligible adults (67.3%) [ 5 ].
Persons receiving diabetes care in FQHCs have elevated health risks overall and higher rates of poverty and low-income status than the general population [ 6 ]. Ten percent of FQHC patients have a diabetes diagnosis and more than a third within this group have uncontrolled diabetes (HbA1c > 9%). Failure to implement preventive CRC screenings translates to an average of 6.5 years of lost life for patients subsequently diagnosed with CRC [ 7 ]. Moreover, this contributes to greater burden for patients with diabetes who are diagnosed with CRC who suffer greater morbidity, all-cause mortality, and cancer-specific mortality compared to CRC patients [ 8 , 9 , 10 ]. Therefore, efforts to prioritize CRC screening for patients with diabetes are needed in primary care safety-net settings.
Multiple evidence-based CRC screening tests are available which complicates implementation. The U.S. Preventive Services Taskforce (USPSTF) recommends CRC screening in adults aged 45–75, with multiple screening options available including non-invasive stool based testing: high sensitivity guaiac fecal occult blood tests (gFOBT), fecal immunochemical test (FIT), FIT plus stool DNA testing (FIT-DNA); and direct visualization tests: colonoscopy, computed tomography (CT) colography, and flexible sigmoidoscopy (FS) (with or without FIT) (see Table 1 for intervals) [ 4 ]. Colonoscopy and FS, have been shown to reduce mortality by (68% and 28%, respectively). FIT and FOBT are associated with 13–33% mortality reductions. Stool-based testing mortality reductions require sustained annual adherence. [ 11 , 12 , 13 , 14 ]. Research has shown that failures to screen at all, to screen at appropriate intervals, and to follow-up on abnormal results are associated with risk of CRC death [ 15 ].
Given major differences in mortality reduction benefits, temporal intervals for retesting, costs, and patient burden, controversies have emerged surrounding the pros and cons of testing methods [ 16 , 17 ]. Colonoscopy and FS allow for polypectomies, which can prevent CRC [ 18 , 19 ]; however, FS is not widely used in the U.S, because colonoscopy evaluates the entire colon, can be done every 10 years, and is associated with a greater mortality reduction [ 20 ]. A re-analysis of the USPSTF data suggest that prevention, through the removal of polyps during colonoscopy, is the sole mechanism of CRC mortality reductions [ 19 ]. Colonoscopy is thus the “gold standard,” despite critiques about the rigor of this evidence (e.g., indirect and observational). [ 21 , 22 , 23 , 24 ]. In FQHCs, non-invasive tests are emphasized and colonoscopies are often a second line-screening based on abnormal gFOBT/FIT findings. [ 25 ]. Non-invasive tests are emphasized because these are less costly, require less time (and time off of work), less complicated to complete, do not require transportation, and are guideline concordant [ 26 ]. Despite stool based testing’s acceptability, US-based trials in FQHCs designed to increase annual adherence to stool-based testing have reported low screening adherence over three years (10.4–16.4%) [ 27 , 28 , 29 ].
Prioritizing colonoscopy with longer testing intervals in under-resourced FQHCs for patients with diabetes introduces fewer opportunities for care breakdowns, is guideline concordant, and prevents CRC by removing premalignant colonic polyps. Guided by the Exploration, Preparation, Implementation and Sustainment [ 30 ]. (EPIS) framework, this research study will develop and evaluate targeted CRCs screening strategies for patients with diabetes in safety-net settings. This study addresses known implementation challenges using a “designing for dissemination” approach [ 31 , 32 , 33 ] that attends to important contextual, organizational capacity and patient complexity factors that impact CRC screening program implementation in clinics and uptake among patients with diabetes.
The design of this study was guided by the EPIS framework. EPIS is an evidence-based practice (EBP) implementation framework that includes four defined phases for assessment of inner and outer contextual factors that influence EBP implementation (see Table 2 ). For this study, the EBP is CRC screening uptake among age eligible patients with diabetes. Exploration is the act of identifying patient needs and the availability of EBPs to address identified needs, and the decision to adopt evidence into practice based on fit within the inner clinical context. During this phase, the adaptations to the evidence are based on system, organization, and individual patient factors. Preparation includes planning implementation, inventorying proposed challenges, and developing strategies to overcome anticipated barriers. A critical component of this phase is the planning of implementation strategies to support EBP utilization in the next two phases and to address organizational climate to ensure that EBPs will be supported, expected, and rewarded. During the clinical trial, this study focuses on implementation, the process of assuring and balancing fidelity to the EBP delivered with adaptations needed to assure program success. Sustainment focuses on maintenance and program and factors impacting implementation over the long haul. EPIS considers innovation factors, which are the characteristics of the EBP being implemented. The innovation-EBP fit considers if the EBP fits the patient, provider, and organizational needs. Innovation factors are assessed and can be adapted to maximize the fit of an EBP while maintaining the core elements of the intervention to retain fidelity.
Identifying multi-level change levers: a multi-method stakeholder informed approach.
Earlier phases of this research focused on the Exploration and Preparation phases, while the current protocol describes the intervention implementation and its evaluation. During the exploration phase, a secondary analysis was conducted of a nationally representative data set to identify patient level determinants of CRC screening uptake overall (i.e., with any test) and test-specific uptake among individuals with diabetes. We explored disparities in uptake overall and testing type based on race, ethnicity, income, and educational status. Additionally, a scoping literature review was performed to identify evidence-based interventions and implementation strategies for CRC screening and diabetes management in FQHCs. Based on this scoping review, we identified additional interventions and implementation strategies, using the Expert Recommendations for Implementing Change (ERIC) taxonomy [ 34 ]. A list of interventions and implementation strategies was compiled related to diabetes management processes to expand an existing measure that was developed and used to evaluate the use of evidence-based intervention and implementation for CRC in FQHCs [ 35 ].
For the preparation phase of the formative research, we used implementation mapping, an iterative process that incorporates community based participatory research principles [ 36 , 37 ]. An Implementation Planning Group (IPG) was assembled to represent a diversity of implementation actors (e.g., clinicians, state-level decision makers, screening safety-net programs) who work in and with FQHCs. The goal of the IPG, which met 5 times over a six-month period, was to develop shared understandings of the research problem based on empirical knowledge from the national survey analysis, the scoping review of the literature, and local knowledge of the IPG members about patient population and clinic system capacities. The IPG group identified and prioritized the selection of implementation strategies to improve CRC screening uptake for patients with diabetes. The IPG and research team iterated an implementation plan specifying multi-level change objectives and implementation determinants to develop supports to help prioritize CRC screening implementation for patients with diabetes.
Guided by the insights of the exploration and preparation phases, we developed the Strategic Use of Resources for Enhanced ColoRectal Cancer Screening in Patients with Diabetes (SURE: CRC4D) implementation toolkit, which includes tailorable materials and protocols that will be tested in a single arm, hybrid type 2 effectiveness-implementation single arm clinical trial. The objectives of this trial are to:
Determine the effectiveness of the SURE: CRC4D multi-component implementation strategies to increase CRC screening uptake among patients with diabetes.
Evaluate the fidelity, feasibility, and acceptability of SURE: CRC4D implementation.
Refine the SURE: CRC4D toolkit based on multi-level user feedback and conduct an evaluation to promote scalability and sustainable use.
This single arm trial will be conducted in six FQHC clinical sites in New Jersey. Eligibility criteria for the FQHC clinics include: (1) provide care to at least 450 patients aged 50–74 years; (2) 10% of patient population previously diagnosed with diabetes; (3) located in New Jersey; and, 3) clinical and administrative leadership willing to engage in the intervention and research requirements (interviews, data validation, process evaluation). Implementation outcomes will be assessed using mixed methods guided by the EPIS constructs (see Table 2 ). The methods of this study have been reported using Standard Protocol Items: Recommendation for Interventional Trials (SPIRIT) guidelines (Supplemental file 1 ).
During the implementation a clinic-based registry of patients eligible for CRC screening will be developed for each clinic at baseline and updated at six and 12 months post-baseline. Patient eligibility criteria will include: (1) patients not up-to-date or due for CRC screening [ 4 ]. based on electronic health record (EHR) documentation (e.g. FOBT/FIT test in last year, flexible sigmoidoscopy within 4 years, or colonoscopy within 9 years), (2) previous diagnosis of type II diabetes, (3) age-eligible for CRC screening (45–74 years of age) and (4) ) FIT/FOBT that has been ordered for more than 6 months that has not been completed or a sigmoidoscopy or colonoscopy referral that has not been completed for 12 or more months. Patients are excluded if they have EHR documentation medical conditions not concordant with standard CRC screening intervals (e.g. prior CRC diagnosis, inflammatory bowel disease, renal failure, etc.) [ 4 ].
The NJ Primary Care Research Network (NJPCRN) will recruit eligible clinics for participation. The NJPCRN is an Agency for Healthcare Research and Quality recognized practice-based research in primary care practices. The NJPRN will contact FQHCs that participated in previous research and ask IPG members to make introductions with their FQHC leadership networks. Emails with study flyers will be sent to the FQHC with follow-up telephone outreach. This protocol has been approved by the Rutgers University Institutional Review Board (Pro2020002075). All study participants will be asked to provide informed consent prior to participation in all phase of this research. We expect the distribution of patient participants to reflect the racial/ethnic diversity of the FQHCs recruited, who predominantly serve low-income, racial, and ethnic minority populations.
The goal of SURE: CRC4D is to enable FQHC clinics to adopt strategies to optimize the use of evidence based colorectal cancer screenings (See Table 1 ) uptake for patients with type II diabetes. To accomplish this, multi-level, multi-component implementation strategies (see Table 3 ) will be utilized. The core components of this implementation effort includes the identification and engagement of 2–3 clinic change champions, who will participate in two virtual learning collaborative events [ 38 , 39 , 40 , 41 ] and lead the change effort in the clinic aided by bi-weekly virtual practice facilitator support [ 38 , 42 , 43 , 44 , 45 , 46 , 47 , 48 , 49 ]. The SURE: CRC4D toolkit will include guidance on pulling data to develop and implement quality monitoring systems to provide regular audit/feedback to the clinic, patient educational materials in English and Spanish and dissemination materials for clinical meetings to orient other clinic members to the change process being implemented to optimize CRC screening for patients with diabetes [ 50 , 51 ]. Clinic champions will tailor toolkit resources as clinics may have different electronic medical records, type and composition of staff, clinical workflows, and standing clinical team meetings.
The implementation will be rolled out over a 12-week period. Initially, clinics will be asked to identify 1–3 clinic champions, with at least one clinician (i.e., physician, advanced practice nurse, physician assistant) per team. Each team will meet with the external practice change facilitator approximately two weeks prior to the initial learning collaborative. This initial facilitation meeting is introductory, with the goal of encouraging clinic champions to reflect about the current clinic CRC screening strategies and diabetes care management processes prior to the 1st virtual learning collaborative. Clinical champions will attend the 1- hour virtual learning collaborative, where the materials in the SURE: CRC4D toolkit will be provided and reviewed, and each clinic team will formulate practice change goals. Teams will decide on how to deploy the toolkit strategies at their FQHC sites over the course of the next ten weeks. The practice facilitator will support the clinic champion team in the development, implementation, and refinement of the local practice change plan. The champions will meet with the practice facilitator every two weeks for 8 weeks (4 times). During this time, the plan will be refined and adjusted based on feedback from clinic leaders and practice staff members and identified strengths and barriers that are encountered during the implementation effort. At week 10, a second learning collaborative will be virtually convened, providing a forum where the different clinic teams can share their successes and obstacles during the development and execution of their plan. This forum will foster cross-team learning and idea generation that can inform the refinement of the SURE: CRC4D toolkit and sustainability of practice change efforts. Two weeks after the second learning collaborative, a final virtual facilitation meeting will be held to reflect and refine the practice plan to support sustainability.
The effectiveness and implementation of SURE: CRC4D will be evaluated using a mixed method learning evaluation strategy, where ongoing data collection and analysis are used to refine implementation to optimize adoption of CRC screening for patients with diabetes [ 52 , 53 ]. This evaluation is designed to address two research questions: (1) are the adapted implementation strategies clinically effective in increasing CRC screening rates for patients with diabetes; and, (2) are the implementation strategies feasible and acceptable to implementers (e.g., clinicians and staff) and patients in FQHCs? This evaluation builds an evidence base about the effectiveness of the implementation strategies in a real-world context and allows for the collection of data that can be used to refine the implementation toolkit for a larger scale, definitive cluster randomized controlled trial. Guided by EPIS, contextual factors were selected based on suggestions from clinical stakeholders, community partners, and previous literature suggesting they may influence implementation success [ 54 , 55 , 56 ] (see Table 4 ). The following assessments and measures will be collected to evaluate the trial:
Guided by EPIS, contextual factors will be evaluated at baseline and 1 year-post implementation. Medical Directors or the Chief Operating Officer of each clinic will be asked to complete a web-based survey called the Clinic Organizational Information Form (COIF). This survey assesses Implementation Climate and History of Implementation related to CRC screening and diabetes management [ 35 ]. Additionally, patient demographics, management strategies, and payor mix are collected using this survey for each clinic.
The Clinic Staff Questionnaire (CSQ) will be administered to all practice clinicians and staff members at baseline and 12-month post-implementation. The clinic team measures include Medical Provider and Staff Background and history with the organization. Additionally, Change Process Capability will be measured, specifically “previous history of change,” and “ability to initiate and sustain change.” [ 57 ]. These two measures have been identified these as key mechanisms for successful organizational change and its wide use in cardiovascular care implementation [ 58 , 59 , 60 ]. Additional practice-based measures will include: Adaptive Reserve a feature of resilient organizations shown to be associated with practice-level implementation of CRC screening, will be measured in the CSQ with the validated 23-item scale [ 57 , 61 ]. The CSQ will also include the Implementation Leadership Scale (ILS), a brief psychometrically strong measure that contains 12-items with four subscales of proactive, knowledgeable, supportive, and perseverant leadership [ 62 ].
Learning collaborative and facilitation phone calls will be audio recorded and transcribed to document issues that arose during the implementation process. Additionally, qualitative interviews will be conducted at baseline and beginning at 6 months post implementation. We will select key implementers (3–4 individuals per site) to assess perceptions of organizational readiness to change, leadership style and additional facility characteristics (e.g., assets and deficits of location, satisfaction with ease of access to facility, etc.). Staff and clinician perceptions of the SURE: CRC4D implementations’ feasibility and acceptability will also assessed asking providers and staff to describe their implementation experiences. The interviews will probe stakeholder perceptions of change in their organizations, systems, and factors that they think impacted implementation. Staff or provider fidelity will be assessed based on the clinic-level proportion of eligible patients who were (1) contacted based on implementation protocol and (2) completed any CRC screening at 1 year.
The primary outcome variables to assess clinical effectiveness will be the clinic level proportion of patients with diabetes who: (a) receive any CRC screening and (b) complete a colonoscopy at 12 months from baseline. An exploratory analysis will assess clinic-level CRC screening completion by glucose control (controlled vs. uncontrolled, i.e., HbA1c > 9 at 12 months). Patient level data is collected in aggregate and will include no identified personal health information.
Patient acceptability will be assessed through the assessment of patient rates of opting-out and non-adherence of CRC screening. This rate will be based on the proportion of CRC screening among patients with diabetes compared to overall eligible patient population (without diabetes) in each clinic.
Qualitative analysis.
On a quarterly basis, we will analyze data from each clinic site using a comparative case analysis [ 63 ]. Organizational level data and interview transcripts will be organized, read and coded in ATLAS.ti. Data will be analyzed on an ongoing basis, and a working summary of emergent findings will be updated as incoming data is added. As a validity check of qualitative results, we will check relevant data interpretations against all new data using a constant comparison approach [ 64 ]. We will note similarities and differences of implementation feasibility between practice sites based on clinic characteristics and from data provided in interviews. Each quarter all quantitative and qualitative results will be summarized in brief reports to be shared with the research team for reflections on any changes needed. These analyses represent ongoing monitoring and feedback to inform refinements of the implementation strategy and clinical trial procedures to refine implementation strategy to better fit local needs and contexts.
Descriptive statistics will be used to summarize patient and clinic characteristics. We will declare our intervention a success if at least 25% of those unscreened are screened at 12-month follow-up in this difficult to reach population. We will declare the optimization of screening a success if 15% of those unscreened are screened with a colonoscopy or flexible sigmoidoscopy at 12-months. Overall improvement metrics are comparable to improvements in previous CRC screening implementation studies in FQHCs [ 65 , 66 ]. At baseline, we will calculate average screening rates and their confidence intervals across all practice sites in intent to treat analyses and at 12-months we will assess screening rates and their confidence intervals for all sites. The confidence intervals will be compared to 25%. We will compare differences in CRC screening by glucose control, sex, and race/ethnicity.
The value of information method [ 67 ] was utilized to select a sample size balancing the costs and feasibility goals of the trial. This sample size (e.g., six clinic sites, assuming at least n = 30 patient in each) is sufficient to generate preliminary estimates of the estimated effect (80% confidence interval) of the implementation strategy on CRC screeningrates [ 68 , 69 ]. In developing the power calculation, we assume equal numbers of patients ( n = 50) per clinic (the anticipated number of eligible patients, n = 450 CRC screening eligible, with > 10% diabetes diagnosis). Of those with diabetes, we expect 40% to be up-to-date with screening guidelines based on the average rate of CRC screening in FQHCs [ 70 ]. Thus, the target sample size is n = 30 patients in each FQHC.
This study aims to optimize CRC screening using the engagement of multi-level stakeholders (patients, clinicians, staff in FQHCs) and using an implementation mapping during the exploration and preparation phases prior to implementation [ 37 ]. This project is innovative in several key ways. Regarding conceptual innovation, few studies have included CRC screening as a component of diabetes care prior to CRC diagnosis [ 71 , 72 ], while many have focused on improving CRC screening for average risk adults in FQHCs [ 65 , 66 , 73 , 74 , 75 , 76 , 77 , 78 , 79 ].An EPIS framework systematic review concluded that attention to planning EBP use is “infrequent though critical [ 80 ].” FQHC implementation of CRC screening programs focus on achieving the Uniform Data System (UDS) targets, which do not distinguish patients at greater risk for CRC in the “average-risk” patient population [ 70 , 81 ]. Metrics for UDS CRC screening program are also cross-sectional and collected as separate metrics unrelated to diabetes care or annual stool-based testing adherence. For FIT and FOBT stool-based CRC screening strategies to be clinically effective and for their mortality reductions to be realized sustained annual adherence is required, which has been proven difficult to accomplish in safety-net primary care settings [ 12 , 13 ]. Additionally, few FQHCs formally assess factors related screening prior to implementing improvement interventions [ 82 ]. This study aims to optimize CRC prevention using the engagement of multi-level stakeholders (patients, clinicians, staff in FQHCs) and using an implementation mapping during the exploration and preparation phases prior to implementation [ 37 ].
Despite being the most studied evidence-based cancer screening in the National Institutes of Health implementation science portfolio, no systematic studies have integrated CRC screening and diabetes evidence-based approaches to prioritize preventive care for patients with diabetes in the primary care safety-net. To date, research has focused on overall CRC guideline adherence, relying on an ‘all boats rise’ approach despite the failures of such strategies to achieve improvements in chronic disease targets [ 83 ]. In contrast, this study focuses on optimizing CRC screening using targeted implementation strategies to address disparities among individuals with diabetes to promote health equity.
Study findings are poised to inform the develop scalable, equitable approaches to CRC screening in safety-net primary care settings. If successful, next steps will include testing the scalability and sustainability in federally qualified health centers nationally. Further, this approach can be adapted as a model to investigate the development of targeted cancer prevention strategies in additional chronically ill priority populations.
No datasets were generated or analysed during the current study.
Computed tomography
Fecal immunochemical tests
Fecal immunochemical test stool DNA testing
Federally qualified health centers
Flexible sigmoidoscopy
Guaiac fecal occult blood tests
Implementation Planning Group
Electronic health record
Evidence-based practice
Expert Recommendations for Implementing Change
Exploration, Preparation, Implementation, Sustainment
New Jersey Primary Care Research Network
CRC4D: Strategic Use of Resources for Enhanced ColoRectal Cancer Screening in Patients with Diabetes
Standard Protocol Items: Recommendation for Interventional Trials
Uniform Data System
U.S. Preventive Services Taskforce
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O’Malley, D.M., Crabtree, B.F., Kaloth, S. et al. Strategic use of resources to enhance colorectal cancer screening for patients with diabetes (SURE: CRC4D) in federally qualified health centers: a protocol for hybrid type ii effectiveness-implementation trial. BMC Prim. Care 25 , 242 (2024). https://doi.org/10.1186/s12875-024-02496-0
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Prevention of type 2 diabetes (T2D) is a great challenge worldwide. The aim of this evidence synthesis was to summarize the available evidence in order to update the European Association for the Study of Diabetes (EASD) clinical practice guidelines for nutrition therapy. We conducted a systematic review and, where appropriate, meta-analyses of ...
Diabetes Prevention Program Research Group. Long-term effects of lifestyle intervention or metformin on diabetes development and microvascular complications over 15-year follow-up: the Diabetes Prevention Program Outcomes Study. The Lancet Diabetes & Endocrinology 2015;3(11):866-875.
The European multi-center study of diabetes prevention by acarbose (STOP-NIDM) revealed that a 3-year-long acarbose drug intervention can decrease the risk of type 2 diabetes in people with IGT by 36%. 20 As previously mentioned, the reported studies were carried out in patients with abnormal glucose metabolism.
I. Introduction. Diabetes mellitus, a metabolic disease defined by elevated fasting blood glucose levels due to insufficient insulin production, has reached epidemic proportions worldwide (World Health Organization, 2020).Type 1 and type 2 diabetes (T1D and T2D, respectively) make up the majority of diabetes cases with T1D characterized by autoimmune destruction of the insulin-producing ...
However, type 2 diabetes makes up more than 90% of diagnosed diabetes cases in the United States. 35 Thus, our findings largely reflect risk-factor treatment and control in those with type 2 diabetes.
Looking at a huge amount of data from the NHS Diabetes Prevention Programme, the paper concludes that these interventions represent a viable diabetes prevention strategy. Research article: Lemp et al.
Purpose of Review This article highlights foundational evidence, translation studies, and current research behind type 2 diabetes prevention efforts worldwide, with focus on high-risk populations, and whole-population approaches as catalysts to global prevention. Recent Findings Continued focus on the goals of foundational lifestyle change program trials and their global translations, and the ...
The Diabetes Prevention Program Research Group. The Diabetes Prevention Program: design and methods for a clinical trial in the prevention of type 2 diabetes. Diabetes Care 1999;22:623-634.
This second international consensus report on precision diabetes medicine summarizes the findings from a systematic evidence review across the key pillars of precision medicine (prevention ...
The nutrition Consensus Report and four featured papers (2-5) in the special section on nutrition in this issue of Diabetes Care focus on nutrition therapy and medical nutrition therapy (MNT) in the management and prevention of diabetes.The Consensus Report, which is intended to update and replace the 2014 American Diabetes Association (ADA) nutrition position statement (), examines ...
Avoid foods that are "bad carbohydrates" — high in sugar with little fiber or nutrients: white bread and pastries, pasta from white flour, fruit juices, and processed foods with sugar or high-fructose corn syrup. 4. Eat healthy fats. Fatty foods are high in calories and should be eaten in moderation.
Prevention of type 2 diabetes (T2D) is a great challenge worldwide. The aim of this evidence synthesis was to summarize the available evidence in order to update the European Association for the Study of Diabetes (EASD) clinical practice guidelines for nutrition therapy. We conducted a systematic review and, where appropriate, meta-analyses of ...
We estimate that a population-wide strategy would reduce the number of diabetes cases by 60,000-85,000 in 2025 from an estimated 2 million cases under the status quo scenario. A high-risk prevention strategy would result in 106,000 to 150,000 fewer cases of diabetes in 2025, and surgically induced weight loss would result in 3,000-6,000 ...
Four dietary changes can have a big impact on the risk of type 2 diabetes. 1. Choose whole grains and whole grain products over refined grains and other highly processed carbohydrates. 2. Skip the sugary drinks, and choose water, coffee, or tea instead. 3. Choose healthy fats. 4.
Preventing Chronic Disease (PCD) is a peer-reviewed electronic journal established by the National Center for Chronic Disease Prevention and Health Promotion. PCD provides an open exchange of information and knowledge among researchers, practitioners, policy makers, and others who strive to improve the health of the public through chronic disease prevention.
Evidence acquisition: Lifestyle intervention studies for the prevention of Type 2 diabetes in adults with at least 6 months' follow-up, published between 1990 and 2011, were identified through searches of major electronic databases. External validity reporting was rated using an assessment tool, and all analysis was undertaken in 2011.
Efficacy of Lifestyle Interventions for Diabetes Prevention or Delay. Data from randomized controlled trials of individuals with IGT unequivocally show that lifestyle modification reduces diabetes incidence, improves glycemic control, and has beneficial effects on diabetes risk factors and its complications. 6-12 In the largest diabetes prevention study (n=3234), the U.S. Diabetes Prevention ...
Before developing type 2 diabetes, most people have prediabetes. This is when their blood sugar is higher than normal but not high enough yet for a type 2 diabetes diagnosis. In the United States, about 98 million adults have prediabetes; that's 1 in 3 people. There are usually no signs when you have prediabetes, which is why 81% of people don ...
The primary outcome is the development of diabetes, diagnosed by fasting or post-challenge plasma glucose concentrations meeting the 1997 American Diabetes Association criteria. The 3,000 participants will provide 90% power to detect a 33% reduction in an expected diabetes incidence rate of at least 6.5% per year in the placebo group.
Figure 1: Windows for Prevention of Type 1 Diabetes (T1D): This graphic illustrates how type 1 diabetes progresses. Genetic risk, combined with an unknown environmental trigger (s), is followed by inappropriate activation of the immune system to attack the insulin-producing β cells. The appearance of more than one islet-cell autoantibody in a ...
Researchers unveil comprehensive youth diabetes dataset and interactive portal to boost research and prevention strategies. ScienceDaily . Retrieved July 4, 2024 from www.sciencedaily.com ...
The stated goals of the Larry L. Hillblom Islet Research Center are to bring together a group of leading scientists to work in the center as a team focused on islet research with the overall goal of contributing toward, while providing leadership in, the worldwide efforts that will eventually lead to the prevention and cure of diabetes.
American Diabetes Association Professional Practice Committee. 8. Obesity and weight management for the prevention and treatment of type 2 diabetes: Standards of Care in Diabetes-2024. Diabetes Care. 2024;47(Suppl 1):S145-S157. doi:10.2337/dc24-S008
Research on Lifestyle Interventions to Prevent/Delay Type 2 Diabetes. The Diabetes Prevention Program (DPP) is the largest efficacy trial providing evidence that type 2 diabetes can be prevented or delayed in those at high risk ( 4 ). This research study, led by the National Institutes of Health, is a landmark trial.
Furthermore, this review highlighted the lack of data on factors likely to influence the acceptance or rejection of food and body norm systems conducive to the prevention and control of type 2 diabetes among migrants from SSA. Studies on these factors are needed. Future research could better document these factors.
The Diabetes Prevention Program (DPP) has been successfully translated across many real-world settings since the results of the landmark study were published ().Some populations are at relatively higher risk for type 2 diabetes, are less likely to have access to resources to prevent type 2 diabetes, or are medically underserved, so it is important to consider the effectiveness of the DPP ...
Objective To investigate the incidence of cardiovascular disease (CVD) overall and by age, sex, and socioeconomic status, and its variation over time, in the UK during 2000-19. Design Population based study. Setting UK. Participants 1 650 052 individuals registered with a general practice contributing to Clinical Practice Research Datalink and newly diagnosed with at least one CVD from 1 ...
As the burden of chronic disease grows, prevention must be prioritized and integrated into health care. These maturity phases and best practice recommendations can be used by any health care organization committed to diabetes prevention. Further research is suggested to assess the impact and adoption of diabetes prevention best practices.
The stress of dealing with racial discrimination can take a toll on the body. Diagnosis of heart disease, obesity, diabetes, high blood pressure, and kidney or liver disease is linked to the stress of racial discrimination. A person with any of these diseases, due to racism or other causes, has a higher risk of severe illness with COVID-19.
The research protocol can be adapted as a model to investigate the development of targeted cancer prevention strategies in additional chronically ill priority populations. ... identified and prioritized the selection of implementation strategies to improve CRC screening uptake for patients with diabetes. The IPG and research team iterated an ...