Arches Medical: A Lifeline in Rhode Island's Primary Care Crisis

PROVIDENCE, RI – January 13, 2026 – As Rhode Island grapples with a severe and deepening primary care crisis that has left an estimated 200,000 to 400,000 residents without a family doctor, one organization is charting a starkly different course. Arches Medical Rhode Island, the state's largest independent primary care practice, has announced significant progress in expanding patient access, reporting that all its locations are now accepting new patients without a waitlist—a remarkable claim in a state where securing a new primary care appointment can often take more than a year.

Over the past year, the physician-led group served more than 57,000 patients, including 6,500 new ones, across 116,000 visits. This expansion provides a critical counter-narrative to the prevailing trend of practice closures and shrinking access that has defined Rhode Island's healthcare landscape, offering a glimmer of hope for thousands of families struggling to find consistent medical care.

“Primary care in Rhode Island has been under extraordinary strain,” said David Gellis, MD, CEO of Arches Medical Rhode Island. “Our focus was keeping doors open, supporting clinicians, and ensuring patients had a stable medical home.”

Stabilizing a System in Crisis

The progress reported by Arches Medical comes after a period of extreme instability. The state’s primary care infrastructure was rocked by the 2024 market exit of Village Medical, a national healthcare provider, which put multiple practices at risk of imminent closure. Arches Medical was formed directly in response, assuming operations of those practices to prevent a further contraction of care.

This initial challenge was quickly compounded. In March 2025, the closure of Anchor Medical, another major independent practice, left an additional 25,000 patients suddenly without a provider, sending shockwaves through the community. Arches stepped in again, becoming the custodian for Anchor's medical records and onboarding the largest share of its displaced patients. This effort was crucial in preventing thousands from falling through the cracks of an already overwhelmed system.

“In early 2024, there was a real risk that primary care access would shrink even further,” Gellis stated. “We focused on stabilizing care first, then rebuilding from there.” This strategy of rapid response and absorption has positioned the organization as a key pillar in the state's efforts to maintain a functional primary care network.

A Blueprint for Growth Amid Scarcity

Arches Medical's success in 2025 was not merely about survival; it was about strategic growth. A central component of its turnaround has been a direct investment in the state’s most depleted resource: its clinical workforce. The organization hired 10 new primary care providers (PCPs) over the year. Crucially, four of these hires represent net-new clinicians to Rhode Island, a significant achievement given that the state has struggled to retain medical graduates, who are often lured away by higher reimbursement rates in neighboring Massachusetts and Connecticut.

Furthermore, by hiring three clinicians formerly with Anchor Medical, Arches helped preserve the vital continuity of care for patients who might otherwise have lost their trusted provider. This focus on rebuilding the workforce stands in contrast to the broader trends of physician burnout and an aging workforce, where nearly a third of the state's doctors are approaching retirement age.

This expanded clinical team has been supported by a robust operational infrastructure. The organization invested in a centralized call center to streamline scheduling and improve phone responsiveness, a common point of frustration for patients navigating the healthcare system. It also enhanced internal workflows for chart preparation and began a careful rollout of AI-enabled tools designed to ease the burden of clinical documentation and inbox management—two major contributors to clinician burnout.

Investing in Quality and Efficiency

Beyond simply expanding access, Arches has demonstrated a commitment to high-quality, value-based care. The organization is projecting strong 2025 performance on key quality metrics, including achieving HEDIS 5-Star outcomes for blood pressure and glycemic control. These top-tier results, which measure the effectiveness of managing chronic conditions, are indicative of the consistent, relationship-based care that a stable medical home can provide.

Financially, the group’s model appears to be proving its viability. Results from its participation in the Medicare Shared Savings Program, a federal initiative that rewards providers for delivering high-quality, cost-effective care, show strong performance relative to cost benchmarks. This supports the organization’s core belief that proactive, community-based primary care can not only improve patient health but also drive down overall healthcare spending by preventing more costly emergency room visits and hospitalizations.

This combination of operational efficiency, workforce support, and a focus on preventative care forms a potential blueprint for how independent, physician-led practices can thrive even in the most challenging markets.

The Path Forward in a Challenging Landscape

Despite this progress, the challenges facing Rhode Island's primary care system are far from resolved. As Dr. Gellis acknowledged, “Significant challenges remain, including ongoing workforce shortages, rising operating costs, and a payment environment that has yet to fully catch up to the value primary care delivers.”

The success of Arches provides an immediate, tangible solution for thousands, but long-term systemic fixes, such as reforming low insurance reimbursement rates and creating new pipelines for training and retaining physicians in-state, remain critical policy discussions. While state leaders debate initiatives like establishing a new medical school, Arches is demonstrating what can be accomplished on the ground right now.

“Anyone who has tried to find care for themselves or a family member in Rhode Island knows that primary care has been under real threat,” Gellis said. “What we’re demonstrating is that with clinician-led leadership and the right operational support, it can recover and continue serving Rhode Islanders.” For a state desperate for good news on the healthcare front, this recovery effort provides a vital and replicable model for the future.