RT Journal Article
SR Electronic
T1 Strategies for Addressing the Challenges of Patient-Centered Medical Home Implementation: Lessons from Oregon
JF The Journal of the American Board of Family
                Medicine
JO J Am Board Fam Med
FD American Board of Family Medicine
SP 334
OP 341
DO 10.3122/jabfm.2018.03.170265
VO 31
IS 3
A1 Gelmon, Sherril
A1 Bouranis, Nicole
A1 Sandberg, Billie
A1 Petchel, Shauna
YR 2018
UL http://www.jabfm.org/content/31/3/334.abstract
AB Background: Patient-centered medical homes (PCMHs) are at the forefront of the transformation of primary care as part of health systems reform. Despite robust literature describing implementation challenges, few studies describe strategies being used to overcome these challenges. This article addresses this gap through observations of exemplary PCMHs in Oregon, where the Oregon Health Authority supports and recognizes Patient-Centered Primary Care Homes (PCPCH).Methods: Twenty exemplary PCPCHs were selected using program scores, with considerations for diversity in clinic characteristics. Between 2015 and 2016, semistructured interviews and focus groups were completed with 85 key informants.Results: Clinics reported similar challenges implementing the PCPCH model, including shifting patterns of care use, fidelity to the PCPCH model, and refining care processes. The following ten implementation strategies emerged: expanding access through care teams, preventing unnecessary emergency department visits through patient outreach, improved communication and referral tracking with outside providers, prioritization of selected program metrics, implementing patient-centered practices, developing continuous improvement capacity through committees and “champions,” incorporating preventive services and chronic disease management, standardization of workflows, customizing electronic health records, and integration of mental health.Conclusion: Clinic leaders benefited from understanding the local context in which they were operating. Despite differences in size, ownership, geography, and population, all clinic leaders were observed to be proponents of strategies commonly associated with a “learning organization”: systems thinking, personal mastery, mental models, shared vision, and team. Clinics can draw on their own characteristics, use state resources, and look to established PCMHs to build the evidence base for implementation in primary care.