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Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
Convenient Care Clinics
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Convenient Care Clinics

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  • 21 members are “Corporate Members.” Corporate members do not have Convenient Care Clinics. Corporate members are vendors/distributors. They offer industry/product updates to the clinics. They don’t have voting power.
    The CCA’s certification is through Thomas Jefferson University. There is a document/procedure review to ensure the clinics meet the quality standards. There is no site evaluation. The cost for the certification is included in the monthly dues. Cost of dues varies depending on number and size of sites. (“Much cheaper than the accreditation some clinics have chosen to go with.” i.e. Joint Commission and the Minute Clinic’s of CVS)
    If government shows some opposition to CCCs or is trying to add regulation to CCCs, the CCA goes to the government to educate the them on how CCCs are great for their constituents, meet quality standards through the CCA or another accreditation body already, and regulation would only add expenses to the clinic which would raise costs.
  • This is just civilian hospitals. According to an article in USA Today, between 2005 and 2007 more than half of the Army Hospitals have failed to meet the pentagon standards for providing a doctor within seven days for routine medical care.
  • 1.) For instance, in March 2007, 75% of visits to Ft. Stewart’s Hospital ER were for issues such as flu symptoms, chronic pains, or prescription refills. (all issues that a CCC can handle, taking a load off the ER.) Couple that with the earlier statistic that stated half of the Army’s hospitals were not able to provide a doctor for routine medical care within seven days, there truly is a need for CCCs on military bases.
    2.) That is $1 Billion that the DoD could save or that could be reinvested into the military.
    3/4.) Soldiers and their family could be more inclined to go to CCCs to treat a sickness because they would not have to fight the crowds at the ER. This would lead to more disease treatment, keeping soldiers out of sick call and in training.
    Morale: this is more for the families. With so many deployments right now, making medical treatment more readily available will reduce the stress at home for what are basically single parent households.
    5.) CCCs use EMR like the military. Would be very easy for records to stay up to date.
  • Some see CCCs as deeper pockets for medical liability lawsuits. So far there have been zero medical malpractice suits brought against the CCA or CCCs
    These drawbacks lead me to my next point: Accreditation with ACHC.
  • We have been leaders in the non-traditional healthcare field of home healthcare for sometime. So we are ready to lead the way in the newest non-traditional health care field of Convenient Care Clinics.
  • Transcript

    • 1. Convenient Care ClinicsConvenient Care Clinics
    • 2. Difference Between UrgentDifference Between Urgent Care Centers andCare Centers and Convenient Care ClinicsConvenient Care Clinics
    • 3. Urgent Care ClinicsUrgent Care Clinics • More than 8,000 Urgent Care clinics • Handle wider more urgent scope of injuries/illnesses • 85% have at least one physician on staff at all times • Limited hours • Urgent Care Association of America – No convenient care clinic membership (convenient care clinic’s scope is too limited)
    • 4. What is a Convenient CareWhat is a Convenient Care Clinic (CCC)?Clinic (CCC)? Service Category Example of Medical Conditions Respiratory Illness • Colds • Strep Throat • Sinus infections • Sore throat • Bronchitis • Mononucleosis Head, Ear and Eye Condition • Headaches • Earaches • Pink Eye • Styes Skin Conditions • Poison ivy • Rashes • Skin infections • Sunburn • Acne • Warts Stomach, Digestive, and Urinary Conditions • Nausea • Urinary tract infection • Diarrhea • Vomiting Immunizations • Flu • Tetanus • Diphtheria • Meningitis • Hepatitis • MMR • Average size: 450 sq ft • Most open 7 days a week with evening hours • Average operating cost: $600,000/year – $75,000/site to set up • Care given by nurse practitioner – Networked with local physicians/hospitals in case of emergency or unusual conditions
    • 5. CCC vs. Primary PracticeCCC vs. Primary Practice Characteristic Convenient Care Clinics Physician’s Office Site Retail Outlets (pharmacies, big-box stores, grocery stores) Physician’s office and hospital emergency departments Current Focus of Care Acute, non-serious conditions Chronic, acute and preventative Appointment Scheduling Walk-in Depends on physician’s availability Diagnosis or Treatment Pathway Immediate, less than 15 minutes Defined by physician or health professional availability Labor Input Nurse Practitioner or physician assistant Physicians Cost per Encounter $50-$75 (Majority priced at $59) $55-$250 Technology Input Portable diagnosis equipment and electronic medical records Varying. Minimal electronic record adoption in physician practices
    • 6. CCC GrowthCCC Growth
    • 7. CCC GrowthCCC Growth • October 2006: 205 in operation • January 2009: Over 1,000 in operation Convenient Care Clinics in the United States 0 200 400 600 800 1000 1200 10/10/06 3/1/07 9/1/07 2/1/08 7/1/08
    • 8. Clinics Open as of June 08Clinics Open as of June 08 Seven Largest CCCs in U.S. 520 178 60 35 25 21 14 0 100 200 300 400 500 600 MinuteClinic Take Care Health Systems The Little Clinic RediClinic Target Clinic Aurora QuickCare QuickHealth
    • 9. CCC CompetitionCCC Competition • Wal-Mart to open 400 The Clinic at Wal- Mart sites by 2010. • CVS has long term goal of 2,500 MinuteClinics (520 clinics as of JUN 08) • Walgreens added 160 Take Care clinics between JUN 08 and MAR 09
    • 10. Convenient Care AssociationConvenient Care Association • Founded OCT 2006 • 43 Members • To be a member you are required to either: – Go through the CCA’s certification process – Be accredited through an accreditation organization – The sponsoring hospital has an accreditation • CCA promotes common standards of practices, provides a untied voice to promote CCCs, work on reducing government opposition.
    • 11. Why Customers ChooseWhy Customers Choose CCCsCCCs • Convenience – No appointment necessary – Usually wait 15 minutes of less – Evening and weekend hours • Cost – $50-$75 for most services ($55-$250 at physician’s office) – Most insurances accepted to cover some/all cost
    • 12. Need for Additional CCCsNeed for Additional CCCs • Decreasing amount of ERs, increase in ER visits • 99 million physician office visits for low-acuity conditions in 2005. • 16 million ER visits classified as non-urgent in 2005. • Non-Urgent ER visits are up 38% since 2000
    • 13. Addition of CCCs toAddition of CCCs to AAFESAAFES
    • 14. Why add CCCs?Why add CCCs? 1. Relieve stress on military ERs 2. Military families have been referred to outside doctors – Payments to outside doctors: nearly $1 billion in 2006 3. Increased disease prevention and detection 4. Improve military’s health, productivity, and morale 5. Utilize Electronic Medical Records
    • 15. Drawbacks to CCCsDrawbacks to CCCs • Medical liability cases • Potential for costly regulation through organization or government regulation
    • 16. Accreditation with ACHCAccreditation with ACHC
    • 17. Accreditation throughAccreditation through ACHCACHC • Accreditation from ACHC means the highest level of quality – Minimize risk of medical liability lawsuits and costly organization or government regulation • ISO 9001:2000 certified • Experience with health care outside of the traditional clinical settings
    • 18. ReferencesReferences • Keckley, Paul H., Underwood, Howard R., Gandhi, Malay. “Retail Clinics: Facts, Trends, and Implications.” Deloitte Center for Health Solutions. • Zoroya, Gregg. “At U.S. military hospitals, ‘everybody is overworked.’” USA Today. 4 JUN 2007. • Winkenwerder, William. “Draw Backs to Retail Clinics.” Deloitte Center for Health Solutions.

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