Appendix GCLAS in MCOs Study Data Collection Plan1. DATA COLLECTION DESIGN CONSIDERATIONS1.1 Identifying Appropriate RespondentsAn important component <strong>of</strong> the study’s data collection plan was to determine who, i.e.,which MCO staff types, would be most appropriate for answering questions related to the studydomains and key elements. Brainstorming exercises were conducted, and extensivedeliberations were held among the research team, OMH staff, and the experts from the field toexamine the domains and key elements in terms <strong>of</strong> the types <strong>of</strong> respondents who would beknowledgeable <strong>of</strong>, and therefore able to answer questions related to, particular areas <strong>of</strong> inquiry.An examination <strong>of</strong> the domains, key elements, and study variables revealed a clearconceptual division, or categorization <strong>of</strong> topical inquiries, to be paired with respondent typeswho would be appropriate for gathering the needed information. The conceptual framework wasstudied and discussed at length, both in its entirety and within each domain. Through thesediscussions, the following pattern <strong>of</strong> topical inquiries emerged: the framework was found tocomprise measures <strong>of</strong> CLAS practices as they relate to: 1) the organization; 2) its staff; and3) its members. As such, these discussions resulted in a three-tiered approach for collecting datawithin each MCO. One respondent would be responsible for completing a questionnairecomponent that covered each <strong>of</strong> these three main areas <strong>of</strong> inquiry, so that three respondents perMCO would participate in the study’s data collection effort.Questions related to CLAS practices at the organization level (e.g., CLAS-related corporateplanning and policy development) should be directed toward a senior executive within theorganization, such as a Chief Executive <strong>Office</strong>r (CEO) or Medical Director. This decision toidentify and approach an MCO’s senior executive for the organization-related topics <strong>of</strong> inquirywas strengthened by the fact that the American Association <strong>of</strong> Health Plans (AAHP) managedcare directory, that would be used as the study’s sampling frame maintained by the AmericanAssociation <strong>of</strong> Health Plans (AAHP) included contact information for each organization’s CEOor Medical Director.An important consideration was <strong>of</strong>fered by members <strong>of</strong> the expert panel regarding the level<strong>of</strong> variation among MCOs and their staffing patterns. Because organizations vary by size andfunction, identifying the two remaining respondents within each MCO may prove to be morecomplicated. As such, the panelists recommended that appropriate respondents for completingthe questionnaire components covering staff- and member-related CLAS practices be identifiedby someone within the organization such as a high-level executive.Also, it was recommended that the appropriate respondents for completing the staff- andmember-related components <strong>of</strong> the instrument be based on function and knowledge, not title orCOSMOS Corporation, December 2003 G-1
position, as titles will likely vary by organization. Therefore, the research team, OMH staff, andthe advisory groups agreed that these two respondent types would be described very broadly as“staffing respondents” and “membership respondents.” The individuals within each organizationwould be identified by the senior executive based on individuals’ roles, responsibilities, andknowledge that best suit the topical nature <strong>of</strong> each staff- and member-related questionnairecomponent.1.2 Designing a Three-Component QuestionnaireA three-component instrument was developed to be administered to the three respondentswithin each MCO: a Senior Executive Telephone Interview Protocol (see Appendix C); aStaffing Questionnaire (see Appendix D); and a Membership Questionnaire (see Appendix E).The Senior Executive Telephone Interview Protocol was designed to be brief in order toaccommodate the busy schedules <strong>of</strong> executive respondents. Therefore, the majority <strong>of</strong> surveyitems were to be included in the Staffing and Membership Questionnaires. As indicated, itemsrelated to organizational governance (Domain 1) and CLAS-related corporate policies (Domain2) are located in the Senior Executive Telephone Interview Protocol. Questionnaire items relatedto staffing patterns (Domain 6), staff training (Domain 7), and patient assessment and treatmentservices (Domain 3) are found in the Staffing Questionnaire. The Membership Questionnaireincludes items related to translation and interpretation services (Domain 8), and the health careenvironment (Domain 3). Information about Management Information Systems (Domain 5) isasked in both the Staffing and Membership Questionnaires, and questions about CLAS-relatedquality monitoring and improvement efforts (Domain 4) are included in all three components.1.3 Selecting an Appropriate Study Universe and Sampling StrategyBecause this study involves data collection from a sample <strong>of</strong> MCOs, or health plans, themost appropriate sampling frame was identified as the directory maintained by AAHP. AAHPrepresents approximately 1,000 health plans which cover about 170 million individuals in theU.S.The Association was created in 1995 through a merger <strong>of</strong> the Group Health Association <strong>of</strong>America and the American Managed Care and Review Association. AAHP’s mission is toadvance health care quality and affordability through leadership in the health care community,advocacy and the provision <strong>of</strong> services to member health plans. AAHP provides a wide range <strong>of</strong>services to its members, including: federal- and state-level advocacy within regulatory agencies,a strategic communications program, quality assessment and improvement programs, publicpolicy and research, and educational programs (e.g., the <strong>Minority</strong> Management Training andOutreach Program) on the latest developments in managed care.At the time <strong>of</strong> sample selection (i.e., February 2002), the 2001 edition <strong>of</strong> the AAHPDirectory <strong>of</strong> Health Plans <strong>of</strong>fered the most current and complete coverage <strong>of</strong> MCOs nationwideand included a total listing <strong>of</strong> 904 organizations. The directory identifies metropolitan marketCOSMOS Corporation, December 2003 G-2
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Developing a Self-Assessment Toolfo
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ContentsChaptersPage1. Introduction
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Chapter 1Introduction
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While many LPHAs currently provide
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LPHAs include: adult and child immu
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Professions Education Partnership A
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Chapter 2Methodology for Developing
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Public Health Practice Program Offi
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assess their own beliefs and have k
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communicate with, and clearly under
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2.1.6 Identifying Key Components of
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Given these persistent disparities
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(Exhibit 2-2, Continued)DOMAIN / KE
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limited to the actual clinical enco
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Chapter 3Project Results and Recomm
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local board of health. PEP and PAG
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numerous promising CLAS practices a
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References
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Becker, M.H., and L.A. Maiman, “S
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Frye, B., “Health Care Decision M
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Marin, G., “Defining Culturally A
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Perkins, Jane, “Overcoming Langua
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U.S. Bureau of the Census, “Censu
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Appendix AMembership Lists of the P
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Appendix A-1Developing a Self-Asses
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Appendix A-2Developing a Self-Asses
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Appendix B-1Overview of Eight CLAS
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Domain 3: Culturally Inclusive Heal
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understanding of diversity issues i
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Appendix B-2Conceptual Framework fo
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