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Practice Transformation in the Safety Net Medical Home Initiative

A Qualitative Look

Bibliographic Data

ID9102740
AuthorsEdward H Wagner (0000-0001-5856-6021, Group Health Cooperative, corresponding author), Reshma Gupta (0000-0002-2108-3007, University of Washington), Katie Coleman (Group Health Cooperative, corresponding author)
Year2014
Volume52
IssueSupplement 4
PagesS18-S22
Publication date2014-11-01
Open AccessNo
TypeARTICLE
VenueMedical Care (JOURNAL)
Journal identifiersISSN: 0025-7079 • E-ISSN: 1537-1948
PublisherOvid Technologies (Wolters Kluwer Health) (PUBLISHER)
DOI10.1097/mlr.0000000000000196
PMID25310633
OpenAlexW2318554911
LanguageEN
Citations received1
References cited6

BACKGROUND: Transformation of primary care to patient-centered medical homes (PCMH) is challenging. Progress in transformation varied widely among practices involved in the Safety Net Medical Home Initiative. OBJECTIVE: To study 3 successful practices to identify common characteristics and approaches. RESEARCH DESIGN: We selected 3 diverse practices based on their improvement on the PCMH-A, a self-assessment instrument measuring progress toward becoming a PCMH. We interviewed 2-3 leaders from the each of 3 practices seeking information about their motivations for transforming, the methods used to make changes, and challenges and facilitators. Interview data were coded, themes developed, and conclusions drawn using qualitative research methods. RESULTS: For these successful practices, the major motivators were a desire to improve quality of care, patient experience, or provider experience. Financial incentives played a minor role. All practices had engaged, visible leaders driving change, and all ultimately developed an effective quality improvement/practice change strategy that included the provision of trusted performance data at the provider level and an explicit process change strategy. Sequencing the work of PCMH transformation was important, and developing defined provider patient panels and building effective clinical teams facilitated making improvements to access and care delivery. CONCLUSIONS: Practice transformation is disruptive. To be successful, organizations need to have the will or motivation to change, explicit ideas or models on which to base change, and a culture and infrastructure that enables the execution of system changes

Best practice · Business · Family medicine · Health care · Incentive · Knowledge management · Medical education · Medical home · Patient safety · Political science · Primary care · Process (computing) · Public relations · Qualitative property · Qualitative research · Quality (philosophy) · Quality management · Safety net · Sociology · Work (physics) · Chronic Disease Management Strategies · Computer Science · Engineering · Healthcare Policy and Management · Marketing · Medicine · Nursing · Primary Care and Health Outcomes

  • The Safety Net Medical Home Initiative

    Open Access•Jonathan R Sugarman, Kathryn E Phillips et al.•Medical Care•2014

  • The Safety Net Medical Home Initiative

    Open Access•Jonathan R Sugarman, Kathryn E Phillips et al.•Medical Care•2014

Citations per year0.08
Citation span2014 - 2014 (1)
Highly citedNo

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