Nationwide Qualitative Study of Practice Leader Perspectives on What It Takes to Transform Into a Patient-Centered Medical Home

Published in: Journal of General Internal Medicine (2020). doi: 10.1007/s11606-020-06052-1

Posted on on September 24, 2020

by Nabeel Qureshi, Denise D. Quigley, Ron D. Hays

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RAND researchers examined the reasons medical practices obtained and maintained patient-centered medical home (PCMH) recognition. Financial incentives, being in a statewide effort, and the desire to improve care or experiences were the most common reasons practice leaders decided to obtain and maintain PCMH recognition.


Despite widespread adoption of patient-centered medical home (PCMH), little is known about why practices pursue PCMH and what is needed to undergo transformation.


Examine reasons practices obtained and maintained PCMH recognition and what resources were needed.


Qualitative study of practice leader perspectives on PCMH transformation, based on a random sample of primary care practices engaged in PCMH transformation, stratified by US region, practice size, PCMH recognition history, and practice use of Consumer Assessment of Healthcare Providers and Systems (CAHPS®) PCMH survey.


105 practice leaders from 294 sampled practices (36% response rate).


Content analysis of interviews with practice leaders to identify themes.


Most practice leaders had local control of PCMH transformation decisions, even if practices adopted quality initiatives under the direction of an organization or network. Financial incentives, being in a statewide effort, and the intrinsic desire to improve care or experiences were the most common reasons practice leaders decided to obtain PCMH recognition and pursue associated care delivery changes. Leadership support and direction were highlighted as essential throughout PCMH transformation. Practice leaders reported needing specialized staff knowledge and significant resources to meet PCMH requirements, including staff knowledgeable about how to implement PCMH changes, track and monitor improvements, and navigate implementation of simultaneous changes, and staff with specific quality improvement (QI) expertise related to evaluating changes and scaling-up programs.


PCMH efforts necessitated support and assistance to frontline, on-site practice leaders leading care delivery changes. Such change efforts should include financial incentives (e.g., direct payment or additional reimbursement), leadership direction and support, and internal or external staff with experience with the PCMH application process, implementation changes, and QI expertise in monitoring process and outcome data. Policies that recognize and meet the needs of on-site practice leaders will better promote primary care practice transformation and move practices further toward their PCMH transformation goals.

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