Digital Health Healthcare Inclusivity

The Centre for Cardiometabolic Risk Reduction in South Asia (CARRS) Translation Trial

The CARRS Translation Trial was conducted to assess the effectiveness of a clinic-based, multi-component (i.e., non-physician care coordinator and decision support electronic health records [DS-EHR]) cardiovascular disease risk reduction intervention among 1146 patients with type 2 diabetes across ten urban clinics in South Asia from 2011 to 2014.

The research project was supported by the National Heart, Lung, and Blood Institute, National Institutes of Health, US Department of Health and Human Services, and by United Health Group, Minneapolis, Minnesota.

PROJECT EXECUTION

A diverse mix of ten publicly funded, semi-private, and private outpatient diabetes clinics in India and Pakistan were involved in the evaluation of the multi-component intervention strategy (care coordination and DS-EHR managed care) as part of the CARRS Trial. The DS-EHR system integrated patient consultation and laboratory data, and used built-in algorithms based on prevailing clinical guidelines to enhance physician’s responsiveness to treatment modification. The non-physician care coordinator fully managed the DS-EHR software for data-entry of intervention group participants, and communication of decision support system (DSS) care management prompts to the physician during consultations via a print-out or electronic display. Physicians could, at their discretion, accept or reject care prompts and modify treatment plans based on clinical judgment.

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IMPACT

The study demonstrates that decision support systems implemented together with non-physician health workers lead to improved diabetes care processes and patient health outcomes. LMICs often face unique organizational challenges, such as deficiencies of infrastructure and trained staff with health information technology literacy, hence it is important that efforts to integrate these care models in a sustainable manner and to identify and respond to contextually relevant organizational barriers to implementation.

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