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Equity of Care Award



About the Disparities Leadership Program
All DLP Material © copyright The Disparities Solutions Center 2015. All rights reserved.


One of the primary goals of the Disparities Solutions Center is to provide education and leadership training to develop a national network of skilled individuals dedicated to eliminating racial/ethnic disparities in health care. Through the Disparities Leadership Program we hope to move this from a goal to a reality.

 - Joseph R. Betancourt, MD, MPH
Director, The Disparities Solutions Center at Massachusetts General Hospital

  gb Introduction gb Who should apply? gb What will I gain from the DLP?
  gb Evaluation of the DLP gb How does the DLP Work? gb Financial Impact Case Study
  gb Application Timeline gb Who Leads the DLP? gb How Do I apply?
  gb Scholarships gb More information gb Policies

Please visit our DLP alumni page, for more information on past participants, including a list of our current class.

The application to join the 2016-2017 class is now available.
To view this year's forms and applications, please see the linked forms below:

View sample responses for application questions

Application Timeline

We encourage you to submit an Intent to Apply form prior to submitting a complete application.

November 20, 2015 Intent to Apply (recommended but not required)
January 29, 2016 DLP Application due
March 25, 2016 DLP applicants are notified
April 1, 2016 Acceptance Deadline
May 6, 2016 Tuition payment is due
May 10-11, 2016 Opening meeting, Seaport Hotel, Boston, MA
February, 2017 Two day meeting, Loews Hotel, Santa Monica, California (dates TBD)

Pursuing High-Value Health Care:
Improving Quality and Achieving Equity

groupsThe implementation of health reform and current efforts in payment reform herald a significant transformation of the United States health care system. Across the country, health care organizations are expanding access to health care that aims to be high-quality and cost-effective. Pursuing high-value health care is the ultimate goal. At the same time, our nation is becoming increasingly diverse. In fact, estimates indicate that minorities will comprise 48% of the 32 million newly insured individuals as a result of the Patient Protection and Affordable Care Act. Research demonstrates that when compared to the currently insured, the newly insured will have less educational achievement, will be more racially diverse, and will be more than twice as likely to speak a primary language other than English.

Guided by The Institute of Medicine (IOM) Report Crossing the Quality Chasm, our nation charts a path towards quality health care that aims to be safe, efficient, effective, timely, patient-centered, and equitable. Achieving equity requires that the quality of care we deliver—and that patients receive—does not vary based on patient characteristics such as race/ethnicity, gender, sexual orientation and disability status. However, research demonstrates that our nation falls well short of this goal, as we know significant disparities exist. For example:

  • Black patients, Medicaid and under-insured patients make up a disproportionate share of emergency department visits for chronic ambulatory care-sensitive conditions.
  • Patients with limited English proficiency (LEP) are more likely to suffer adverse events with more serious consequences than their white, English-speaking counterparts.
  • Chinese and Spanish speakers, as well as black and other minority patients, have higher readmission rates for heart attack, heart failure and pneumonia than their English-speaking, white counterparts.
  • Minorities are less likely to receive wellness care such as colorectal cancer screening. (AHRQ)

As we enter this era of health care transformation, it becomes clear that these disparities are in fact the epitome of low–value-care that is of poor quality, and more costly. In fact, researchers have determined that between 2003 and 2006, the combined direct and indirect cost of health disparities in the US was $1.24 trillion. If we are to be successful in our pursuit of value, we must be prepared to deliver high-quality and high-value health care to an increasingly diverse population. Disparities are a high-value target, and addressing them will allow health care organizations to gain a competitive edge in a changing market.

Preparing for Healthcare Transformation: The Disparities Leadership Program

The Disparities Solutions Center (DSC) at Massachusetts General Hospital is dedicated to helping health care leaders address disparities and achieve equity in a time of healthcare transformation. The Disparities Leadership Program will arm you with the knowledge, tools and strategies you will need to take action and be prepared to address disparities and deliver high-value, quality care to all.

Since 2005, the DSC has worked to improve health care quality for every patient, regardless of race, ethnicity, culture, class, or language proficiency. Our work is focused developing actionable strategies to improve quality and achieve equity that are designed for those on the front lines of health care. We provide tools to identify disparities, develop models to address them, and then work closely with health care leaders to deploy them in their unique care settings. From our home at the Massachusetts General Hospital and Harvard Medical School, we draw on our rich legacy of conducting cutting-edge research and translating it into practical, actionable strategies that are built to be integrated in real care settings. Our multidisciplinary group – with expertise in health policy, disparities, quality improvement, clinical care and organizational transformation – is committed to working closely with health care stakeholders to help achieve equity in this time of healthcare transformation.

Specifically, we are working to:

  • Create change by developing new research and translating the findings into policy and practice.
  • Find solutions that help health care leaders, organizations, and key stakeholders ensure that every patient receives high-value, high-quality health care.
  • Encourage leadership by expanding the community of health care professionals prepared to improve quality, address disparities and achieve equity.

groupsThe Disparities Leadership Program (DLP) is our year-long, hands-on executive education program focused exclusively on helping health care leaders achieve equity in quality. The program is designed to help you translate the latest understanding disparities into realistic solutions you can adopt within your organization.

Through the DLP, we aim to create leaders prepared to meet the challenges of health care transformation by improving quality for at-risk populations who experience disparities. The program has three main goals:

  • To arm health care leaders with a rich understanding of the causes of disparities and the vision to implement solutions and transform their organization deliver high-value health care. Solutions are specifically focused on identifying disparities impacting the quality and value of care within high-cost, high-risk areas such as preventing readmissions and avoidable hospitalizations; improving patient safety and experience; and excelling in population health.

  • To help leaders create strategic plans or projects to advance their work in reducing disparities in a customized way, with practical benefits tailored to every organization.

  • To align the goals of health equity with health care reform and value-based purchasing. We support the organizational changes necessary to respond to national movements including health care reform, value-based purchasing, as well as exceeding quality standards (such as the CLAS standards) and meeting regulations (such as those from the Joint Commission, the National Committee for Quality Assurance, and the National Quality Forum).

The DSC has the unique advantage of seven years of experience developing, coordinating and operating the DLP, the only program of its kind in the nation. To date, the DLP has trained seven cohorts that include a total of 312 participants from 142 organizations (31 health plans, 77 hospitals, 21 community health organizations, 8 professional organizations, 1 hospital trade organization, 1 school of medicine, 1 private sector company, 1 Federal Government Agency and 1 local Government Agency) representing 31 states, the Commonwealth of Puerto Rico, Canada and Switzerland. The DLP underwent a robust external evaluation that was extremely positive and is available upon request.

Who should apply?

The DLP is for leaders who recognize that disparities are variations in quality that impact outcomes and the health care bottom line; it is for pioneers who seek solutions to improve quality, achieve equity and deliver value within the context of health care reform and transformation—focusing on meeting the needs of diverse populations.

Participants in our program come from a variety of disciplines and backgrounds, and a range of organizations, including hospitals, health plans, physician groups, community health centers and other care settings. Their roles include, among others:

  • Executive Leadership
  • Medical Directors
  • Chief Diversity Officers
  • Vice Presidents of Quality
  • Directors of Patient Care Services
  • Directors of Multicultural Affairs or Community Benefits

Teams of at least two participants from a given organization are routine, yet we encourage larger teams if beneficial, and can work with individuals as well. To maximize the benefits of the DLP, your organization should have a strong commitment to solving the problem, as well as resources available to create change. Our team can work with you to find and strengthen those resources within your organization.

For a list of current and past DLP participants, visit:

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What will I gain from the DLP?

Addressing disparities and improving the value of health care requires leadership, vision, teamwork and an understanding of the problem and potential solutions. The DLP is designed to build your knowledge and skills in these key areas while connecting you with others leaders and organizations working toward the same goal.

As a DLP participant, you’ll gain tools you can apply immediately at your organization to improve health equity:

  • A Strong Network of Peer Leaders. Through the DLP, you’ll collaborate with other like-minded individuals dedicated to solving this problem. You’ll share strategies and walk away with valuable lessons learned. DLP alumni report that their peer network helps them access resources and reaffirm their path forward – long after they complete our program.
  • Strategies for Organizational Change. Our program will help you articulate the ways in which equity is linked to the bigger picture of value and health care reform. You’ll leave better able to make the case for change and garner the support of key stakeholders within your organization. The majority of our alumni report that the program gave them a new vision of their role as a health care leader able to foster meaningful change.

  • A Clear Path Forward. Through the DLP, you’ll identify techniques and strategies that can be immediately deployed to address disparities within your organization. By tackling real-world situations through DLP projects, you’ll leave with concrete steps and a plan of action.

  • Critical Support. Through your project work and your DLP peer network, you will receive practical support and feedback that will help you to build and refine strategies long after your DLP year is over.

At the conclusion of this program, the DLP participants will be able to:

  • Articulate the ways in which equity is linked to healthcare transformation, health care reform, value-based purchasing, accreditation and quality measurement
  • Identify strategies to secure buy-in by having health care leaders better understand these links and become invested in addressing them.
  • List techniques and technology for race and ethnicity data collection and disparities/equity performance measurement.
  • Identify interventions to reduce disparities in health care with a particular focus on preventing readmissions and avoidable hospitalizations, improving patient safety and experience, and deploying culturally competent population management initiatives.
  • Identify ways to message the issue of equity both internally and externally.
  • Describe a concrete step that their organization will take towards improving quality, addressing disparities and achieving equity

Previous participants have gone on to achieve meaningful results, includingL

  • Developing and executing system-wide strategic plans to address disparities.
  • Establishing new leadership positions, increasing staffing, and forming equity councils that oversee disparities efforts.
  • Successfully deploying tactics such as improved data collection systems and dashboards that monitor quality stratified by race and ethnicity.
  • Developing quality improvement strategies to address disparities, such as in the areas of culturally competent population health focused on diabetes, and preventing congestive heart failure readmissions
  • Improving training programs to educate the C-suite, health care providers and staff on disparities, and culturally and linguistically appropriate care and services.
  • Redesigning marketing and communications to more effectively engage patients and community organizations.

Financial Impact Case Study

Since its inception, the DLP has provided training and technical assistance to hundreds of individuals and organizations seeking to improve quality and achieve health care equity. In order to begin characterizing the financial impact the DLP has had on its alumni and their organizations, the DSC performed an economic analysis for a program implemented by KentuckyOne Health aimed at reducing readmission rates among residents in four low-income, urban neighborhoods through a Community Based Care Transitions Outreach Program.

Click here to read the financial impact case study.

Evaluation of the DLP

In 2012, the DSC commissioned an external evaluation to assess the impact of the DLP over the past five years on participating organizations’ efforts to address healthcare disparities. We invite you to view our evaluation website, which includes three in-depth case studies from: Baystate Brightwood Health Center in Springfield, MA (view case study); Neighborhood Health Plan in Boston, MA (view case study); and Children's Mercy Hospital inKansas City, MO (view case study). These case studies detail and describe the path that these organizations have taken to advance healthcare equity since participating in the DLP, and provide concrete examples that illustrate the value of the DLP to participating organizations, both during the program and as members of an expanding network of DLP alumni. We encourage future DLP applicants to download and share these case studies with their organizations’ leadership and other members of their team.

This evaluation was supported by The Aetna Foundation, a national foundation based in Hartford, Connecticut, that supports projects to promote wellness, health and access to high quality care for everyone. The views presented here are of the author, and not necessarily of The Aetna Foundation, its directors, officers or staff. The Aetna Foundation was not involved in selecting the organizations involved or in the work conducted as part of the Disparities Leadership Program evaluation.  

“The DLP helped us present comprehensive goals and objectives that the senior leadership really believed in. They saw it was important. I don’t think we would have had any type of a program without the DLP.”
–Health Plan Executive

How Does the DLP Work?

The DLP begins with an intensive, two-day training session, followed by structured, interactive, distance learning that will allow you to develop a strategic plan or advance an ongoing project focused on quality and equity.

Opening Training SessionJB

The two-day opening DLP session provides you with a framework for understanding disparities and the solutions you will develop over the course of the year. National experts at the DSC, MGH and other top health care organizations lead discussions on (1) disparities in the context of quality improvement and health reform; (2) strategies to achieve equity while driving value; and (3) how to foster the leadership skills necessary to implement these strategies. Examples of the topics covered during the session include: 

  • Improving Quality and Achieving Equity in a Time of Healthcare Transformation: Background on the issue of racial and ethnic disparities in health care and on the fundamentals of health care reform and the connection between the two.

  • Getting Disparities on the Leadership Agenda: Encouraging leaders in the organization to become invested in identifying and addressing racial/ethnic disparities in health care, including the presentation of the business and quality case from a value perspective.

  • Where to Begin: Tools and activities to help organizations better collect race and ethnicity data identify and address disparities, quality and cost

  • Analyzing and Comparing Your Race and Ethnicity Data: How to compile data in a meaningful and effective way, and create comparative benchmarks

  • Creating Disparities Measures and Reporting Mechanisms: Guidance on how to stratify quality measures by race and ethnicity, and report them appropriately via dashboards, scorecards, or other standard or innovative mechanisms

  • Engaging the Community, Patient, and Staff to Assure Patient-Centered Care: Strategies for bringing in key perspectives to disparities and patient safety work, including those of the community, the patient, and the health care staff.

  • Interventions to Improve Equity and Drive Value: Developing and implementing innovative approaches to improve quality, reduce cost, and address disparities in target areas for health reform such as readmissions, patient experience, and population health management. 

  • Identifying and Preventing Medical Errors in Limited-English Proficient Patients: Strategies to identify clinical situations that are high-risk for medical errors among limited-English proficient patients, and how to address them.

  • Measuring, Monitoring and Improving Culturally Diverse Patients’ Experience of Care.Practical strategies to assess the health care experience for diverse patients.

  • Communicating Broadly and Clearly: Develop an approach to communicating the issue of disparities both internally and externally.

  • Organizational Transformation and Assuring Sustainability: How to assure pilot programs become standard practice within the organization and how to disseminate successes broadly

  • Demystifying the Strategic Planning Process: How to create a strategic plan that will be actionable, realistic, and have concrete action steps and measures of success.

  • Pediatric Health Equity Collaborative: Strategies to improve quality and equity in children’s health

Strategic Planning and Technical Assistance

The goal of the DLP is to provide you with tools that can be immediately deployed to reduce disparities within your organization. That’s why we ask every participant to enter the DLP program with the intention to either develop a year-long strategic plan that will be used as a blueprint for improving equity, or to advance a component of a specific project to address disparities. A project can be continuing an initiative already in progress or taking the first step on a new initiative. Examples include:

  • Implementing a system to collect patient's race/ethnicity and language data;
  • Creating an “equity dashboard” to report quality data stratified by race/ethnicity;
  • Developing a culturally competent population management program;
  • Evaluating a disparity/equity quality improvement intervention; or
  • Expanding disparities interventions across conditions and populations.

Whether tackling a strategic plan or a project, as an applicant you must propose the ways in which you would advance this work over the course of the year through participation in the DLP.

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“Whether it was the personal attention given to our program, or the encouragement when we needed to narrow our scope to move forward at the outset...we experienced a broadening of our awareness of the task at hand and how beneficial it is to have a resource group to tap into. It was an outstanding experience personally and professionally.” –Safety Net Hospital

Throughout the year, the DSC will then work with you to achieve your project goals through technical assistance, including:

  • Three interactive web-based conference calls that include a cohort within the DLP group.
  • Two interactive web seminars on additional topics, tailored to the most pressing needs of participants.
  • One-on-one phone calls with our expert faculty who can guide your plan or project forward.
  • Additional opportunities to tap the DLP network through teleconferences, web seminars and one-on-one interaction.

Closing Session, Group Learning and Dissemination

groupsThe DLP concludes with a two-day closing meeting, where you will present your work and lessons learned. Results will be shared with your peers, offering another opportunity to fine-tune your project and identify concrete steps forward.

When the course is over, you will receive continuing education credits and a certificate of completion. All DLP projects will be highlighted on the DSC website,, and some may be featured in our web seminars, case studies and press releases. Several projects will be chosen to receive an award for innovation – further elevating the visibility of this work within their organization. Some participants may have the opportunity to include their work in the national dialogue on disparities by presenting at meetings on quality, including the Institute for Healthcare Improvement’s National Forum on Quality Improvement in Health Care

Can my organization afford the DLP?

Health care organizations that adapt to meet the needs of an increasingly diverse patient population – and ensure that they receive high-quality, value-based care – will ultimately lead within tomorrow’s health care marketplace.

At $9,500 per person per organization, the DLP is a smart investment to ensure your organization is ready for the changes ahead. This fee, due on May 15, 2015 after your acceptance to the program, covers all program activities including the face-to-face training sessions, webinars, technical assistance calls, program materials, as well as lodging and meals (participants are responsible for ground or air travel to the venues).

Scholarships: Partial scholarships may be available for individuals and teams from public hospitals, Medicaid health plans, and community health centers. Other organizations may be considered, but are given lower priority. If you require tuition assistance, please include a separate letter of request on your organization’s letterhead with your completed application. Please include the specific amount of tuition assistance requested for your organization, and explain your need for financial assistance.

Will I have time for the demands of the course?

We recognize that our participants are juggling many responsibilities, and have therefore designed our program to be flexible and easily fit into your schedule.

The time commitment of the program is tailored to your schedule. The 3 collaborative group calls and three 30 minute TA calls through out the year are based on your team’s availability. The two webinars are recorded and archived and accessible at your convenience. The two in person meetings (kick off meeting in Boston that takes place on May 19 and 20, and the 2 day February meeting in California) require some time commitment due to traveling.

We also encourage DLP participants to choose an existing project or something they are currently tasked with so that it integrates well with your current responsibilities (rather than an extra add on). And since you’ll be working on a live plan or project for your organization, you’ll be learning even as you accomplish goals you’re tasked with meeting. Lastly, we recommend a team of 2 so that this distributes the time commitment by sharing it with another team member.

Many folks have initial reservations about the time commitment, but our team works really hard to tailor it to your needs, build flexibility into the program, and also make it realistic for you given how busy everyone is.

With health reform creating a strategic imperative for organizations to reduce disparities and pave the way for quality care for every patient, your investment of time and money into the DLP will create immediate return.

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“In health care reform, the ‘meaningful use requirement’ includes collecting patient demographic data, for example on language and race. We met the requirement this summer because of the project I started at DLP. If we didn’t meet it, we would have lost millions of ‘meaningful use’ dollars.”
–Public and Private Hospital Executive

How Do I Apply?

Application Requirements
To maintain an effective learner-to-faculty ratio, and so that every participant can benefit fully, we limit the number of participants who participate in the DLP each year. We will review your application based on the following criteria:

  • Level of organizational commitment to the applicant’s efforts as measured by:
    • Letter of support signed by a member of your senior leadership or board, authorizing the time you will commit to the DLP and support for your tuition and travel expenses (templates will be provided); and
    • Resources available (time and financial) within your organization to start or advance the project you take on through the DLP.
  • Your commitment and ability to improve quality, achieve equity and address racial and ethnic disparities at your organization, as described in your short essay.
  • Your role and capacity to lead your organization toward change.


  • Cancellations/Withdrawals: Please submit any withdrawal in writing. Cancellation notices received after April 1, 2016 but before May 6, 2016, will be charged a 25% processing fee. Cancellations made after May 6, 2016 will not receive a tuition refund.

  • Continuing Education Credit : This program has been planned and implemented in accordance with the Essential Areas and policies of the Accreditation Council for Continuing Medical Education, through the joint sponsorship of the National Committee for Quality Assurance (NCQA) and Massachusetts General Hospital. This activity has been approved for AMA PRA Category 1 Credit™. NCQA is accredited as a provider of continuing nursing education by the American Nurses Credentialing Center’s Commission on Accreditation; continuing nursing education contact hours will be provided to participants.

To successfully complete this activity and receive CME or CNE credit, you must: sign the participant roster, remain for the entire program, and complete and submit a program evaluation. A certificate of completion specifying applicable credits will be available for each participant after the program.

Participants with Disabilities: The Disparities Solutions Center at Massachusetts General Hospital (MGH) considers all applicants and program participants without regard to race, color, national origin, age, religious creed, sex or sexual orientation.  MGH is an Equal Opportunity Employer. We encourage participation by all individuals.  If you need any of the auxiliary aids or services identified in the Americans with Disabilities Act, please describe your particular needs in writing and include it with this application.

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Who Leads the DLP?

Joseph R. Betancourt, MD, MPH, is the director of the Disparities Solutions Center, which works with healthcare organizations to improve quality of care, address racial and ethnic disparities, and achieve equity. He is Director of Multicultural Education for Massachusetts General Hospital (MGH), and an expert in cross-cultural care and communication. Dr. Betancourt is also a co-founder of Quality Interactions, Inc., an industry-leading company that has created and deployed a portfolio of e-learning programs in the area of cross-cultural care and communication to over 125,000 health care professionals across the country. Dr. Betancourt served on several Institute of Medicine committees, including those that produced Unequal Treatment: Confronting Racial/Ethnic Disparities in Health Care and Guidance for a National Health Care Disparities Report. He also actively serves as an advisor to the government, healthcare systems, as well as the public and private sector on strategies to improve quality of care and eliminate disparities. He is a practicing internist, co-chairs the MGH Committee on Racial and Ethnic Disparities, and sits on the Boston Board of Health. Dr. Betancourt is on the Boards of Trinity CHE, a large, national healthcare system, as well as Neighborhood Health Plan, based in Boston. He practices Internal Medicine at the MGH Internal Medicine Associates.

Alexander R. Green, MD, MPH, is the Associate Director of the Disparities Solutions Center and Senior Scientist at the Mongan Institute for Health Policy at Massachusetts General Hospital. He is also an Associate Professor and Chair of the Cross-Cultural Care Committee at Harvard Medical School. His work focuses on programs designed to eliminate racial and ethnic disparities in care, including the use of culturally competent quality improvement interventions, leadership development, and dissemination strategies. He has studied the role of unconscious biases and their impact on clinical decision-making, language barriers and patient satisfaction, and innovative approaches to cross-cultural medical education. He has also served on several national panels on disparities and cultural competency including the Joint Commission's "Hospitals, Language, and Culture" project. In July of 2013, he was awarded The Arnold P. Gold Foundation Professorship for humanism in medicine.

Aswita Tan-McGrory, MBA, MSPH, is the Deputy Director at the Disparities Solutions Center. She is a key member of the senior management team and supervises the broad portfolio of projects and administration of the Center. These include a collaboration with Center of Quality and Safety at MGH to develop the Annual Report on Equity in Healthcare Quality to analyze key quality measures stratified by race, ethnicity, and language; the Boston Public Health Commission on developing and implementing a city-wide disparities dashboard; and the Pediatric Health Equity Collaborative to develop recommendations on collecting race, ethnicity and language from pediatric patients. Ms. Tan-McGrory also oversees the Disparities Leadership Program, an executive-level leadership program on how to address disparities. In addition, she works closely with the Director to chart the DSC’s future growth and strategic response to an ever-increasing demand for the Center's services. Her interests are in providing equitable care to underserved populations and she has over 20 years of professional experience in the areas of disparities, maternal/child health, elder homelessness, and HIV testing and counseling. She received her Master of Business Administration from Babson College and her Master of Science in Public Health, with a concentration in tropical medicine and parasitology, from Tulane University School of Public Health and Tropical Medicine. Ms. Tan-McGrory is a Returned Peace Corps Volunteer where she spent 2 years in rural Nigeria, West Africa, on water sanitation and Guinea Worm Eradication projects.

Roderick R. King, MD, MPH, is Senior Faculty at the Massachusetts General Hospital Disparities Solutions, faculty in the Department of Global Health and Social Medicine at Harvard Medical School, and a Fulbright Regional Network for Applied Research (NEXUS) Scholar. He is also Executive Director of the Florida Public Health Institute and Associate Professor in the Department of Public Health and Epidemiology at the University of Miami’s Miller School of Medicine. His academic work/teaching and key consulting roles focus on improving the health of underserved communities via leadership and organizational development, and human capital development. In particular, Dr. King has worked to improve the health of communities nationally and internationally via training and facilitating collaborative leadership efforts to support leaders in creating aligned actions and measurable results for underserved communities. Prior to his current work, Dr. King was the New England Regional Director for the Health Resources and Services Administration (HRSA), U.S. Department of Health and Human Services, a Commander in the U.S. Public Health Service and former Senior Advisor to the Bureau of Primary Health Care, HRSA.

Lenny López, MD, MDiv, MPH, is Senior Faculty at the Disparities Solutions Center, Chief of Hospital Medicine and Associate Professor of Medicine at the University of California San Francisco. Dr. López is an internist trained at the Brigham and Women's Hospital (BWH), who completed the Commonwealth Fund Fellowship in Minority Health Policy at the Harvard School of Public Health and a Hospital Medicine fellowship at BWH. Dr. López joined the Mongan Institute for Health Policy (MIHP) in 2008 after his research fellowship in General Internal Medicine at Massachusetts General Hospital (MGH) and was an Assistant Professor of Medicine at Harvard Medical School until 2015. With an ultimate goal of reducing healthcare disparities in cardiovascular disease and diabetes, his current research addresses issues relating to patient safety and language barriers, optimizing primary care clinical services for Latinos with cultural and linguistic barriers, and using health information technology to decrease disparities. A second line of research is investigating the epidemiology of acculturation among Latinos in the US and its impact on the prevalence and development of cardiovascular disease and Type II diabetes. This research will help inform how to better design clinical interventions for improving chronic disease management among Latinos. Finally, Dr. López also teaches medical students and residents, with lectures and preceptorships. Dr. López received his medical degree from University of Pennsylvania in 2001, and completed his residency at Harvard Medical School, Brigham and Women's Hospital, Boston, in 2004. At Harvard University, he received a Master of Divinity in 1999 and a Master of Public Health in 2005.

Alden M. Landry, MD, MPH is Senior Faculty at the Disparities Solutions Center at Massachusetts General Hospital, and an emergency medicine physician at Beth Israel Deaconess Medical Center. He also holds other academic positions including Associate Director of the Office of Multicultural Affairs at Beth Israel Deaconess Medical Center and Faculty Assistant Director of the Office of Diversity Inclusion and Community Partnership at Harvard Medical School. He received his BS from Prairie View A&M University in 2002, MD from the University of Alabama in 2006 and completed his residency in Emergency Medicine at the Beth Israel Deaconess Medical Center in 2009. In 2010, he earned an MPH from the Harvard School of Public Health. He completed the Commonwealth Fund/Harvard University Fellowship in Minority Health Policy in 2010 as well. He was also awarded the Disparities Solutions Center/Aetna Fellow in Health Disparities award in 2010-2011. In addition to his clinical interests, Dr. Landry is involved in research on emergency department utilization trends, disparities in care and quality of care. He co-instructs two courses at Harvard School of Public Health and teaches cultural competency to residents. He works with numerous organizations to eliminate health disparities and increase diversity in the health care workforce. Dr Landry mentors students from high school to medical school encouraging careers in the health professions.

Zoila Torres Feldman, RN, MSc is is currently the Chief Expansion Officer at North End Waterfront Health (NEWH), a federally qualified health center, a certified PCMH, recognized nationally for its work on health care policy and as an early implementer organization. In her role, she is expanding the center’s reach to the underserved. Presently, Zoila is also an independent health care management consultant with MSGC Inc. with a focus on compliance with administrative and governance federal requirements and Federal Torts Claims Act. She is best known for her many years of work at Great Brook Valley Health Center, and her accomplishments related to creating an integrated primary care and public health model of care. Under her leadership GBVHC, now the Edward M Kennedy health center was recognized for its work related to identifying and implementing systems to eliminate racial and ethnic disparities through the use of data and attention to public health imperatives.

Below is the list of additional faculty:

  • Shikha Anand, MD, MPH, Director of Strategic Alliances and Initiatives, Obesity Program Director, National Institute for Children's Health Quality
  • J. Emilio Carrillo, MD, MPH, Vice President, Community Health, NewYork-Presbyterian Hospital
  • Kevin Churchwell, MD, Executive Vice President, Health Affairs, Chief Operating Officer, Boston Children's Hospital
  • Karen Donelan, PhD, Senior Scientist, Institute for Health Policy, MGH
  • Daniel Driscoll, MRP, CEO/President, Harbor Health Services
  • Katherine Flaherty, ScD, Principle Associate, Public Health & Epidemiology, Abt Associates, Inc.
  • Helen Hendricks, RN, MS, CPHQ, Director of Quality Management and Improvement, Neighborhood Health Plan
  • Robert Hoch, MD, Director, Information Systems, Harbor Health Services
  • Paul Jiang, MD, Director of Quality and Evaluation, Neighborhood Health Plan
  • Edith Kenneally, MS, Director, BWH/BWFH Patient Financial Services, Brigham and Women's Hospital.
  • Vanessa McClinchy, M. Ed, Consultant
  • Gregg Meyer, MD, MSc, Chief Clinical Officer, Partners Healthcare System
  • Suzanne Mitchell, MD, MS, Assistant Professor, Family Medicine, Boston University
  • Rhonda Moore Johnson, MD, MPH, Medical Director and Chief Health Equity Officer, Highmark, Inc.
  • Elizabeth Mort, MD, MPH, Senior Vice President of Quality and Safety, Chief Quality Officer, MGH and MGPO
  • Wayne Rawlins, MD, MBA, National Medical Director, Aetna Inc.
  • Lourdes Sanchez, MS, Consultant
  • Michael Sayer, MBA, MPH, CPHQ, Director, Decision Support, Children's Mercy Hospitals and Clinics.
  • Peter Slavin, MD, President of Massachusetts General Hospital (MGH)
  • Michele Toscano, MS, Head, Office of the Chief Medical Officer Business Management, Planning and Reporting, and Program Manager, the Racial and Ethnic Equality Initiative Aetna, Inc.


For more information, contact:

Aswita Tan-McGrory, MBA, MSPH
Deputy Director of The Disparities Solutions Center
Massachusetts General Hospital
50 Staniford Street, 9th Floor, Suite 901
Boston, MA 02114
Phone: (617) 643-2916

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