Table 3. Transformation Survey Items Correlated with System Change Score Over 3 Years (r ≥ 0.20)

Transformation Category and Items	Mean	Spearman r	P Value
Organizational change^*
Our care teams worked hard on trust and communication.	4.08	0.32	<.001
We had a specific team to implement PCMH changes.	4.06	0.36	<.001
Creating care plans was a major part of our change.	3.94	0.33	<.001
Our PCMH strategy focused on practice system change.	3.60	0.25	.01
MDH leadership was helpful to our PCMH change.	3.43	0.36	<.001
A care coordination job description isn't important.	1.87	−0.40	<.001
Patients^{^†}
Patients report better experiences in our PCMH.	3.56	0.29	.003
We have a process for using patients as PCMH advisors.	3.53	0.34	<.001
We got input on PCMH changes from patient partners.	3.39	0.28	.004
Patient partners are part of our change team.	3.41	0.34	<.001
Culture^{^‡}
It was worth it to make the change to medical home.	4.06	0.34	<.001
We are expanding PCMH services to all our patients.	3.64	0.28	.003
Staff job satisfaction has increased with PCMH changes.	3.00	0.26	.01
Physician satisfaction has increased with PCMH changes.	2.89	0.28	.004
Finances^{^§}
PCMH fit our desire to reduce unnecessary care.	4.11	0.30	.002
We protected clinician income during the change.	3.39	0.26	.008
Quality improvement^{^‖}
We used formal quality improvement techniques to develop the PCMH.	3.68	0.46	<.001

MDH, Minnesota Department of Health; PCMH, patient-centered medical home.
Leadership (3 items) and Information Technology (3 items) items were not related to systems change scores at r ≥ 0.20.
↵* r ≥ 0.20 for 6 of 12 items.
↵† r ≥ 0.20 for 4 of 5 items.
↵‡ r ≥ 0.20 for 4 of 8 items.
↵§ r ≥ 0.20 for 2 of 6 items.
↵‖ r ≥ 0.20 for 1 of 6 items.