Convenient Care Clinics: Meeting a
Need for Accessibility, Affordability,
and Quality
Tine Hansen-Turton, MGA, JD, FCPP, FAAN
June 18, 2012
Healthcare Access is in Crisis

Limited access to routine and
preventive care.

Millions of consumers do not have an
established physician relationship or
health insurance.

Healthcare costs are rising at
unsustainable rates.

Consumers are increasingly pressed for
time and are demanding convenience.

Access will worsen with the provider
shortage, and ACA implementation
resulting in ~32 million more insured.
Disruptive Innovation at Work
Accessibility
Affordability
Quality
What Are CCCs?
Convenient Care Clinics (CCCs) are:
Small health care facilities
Located in high-traffic retail outlets with
pharmacies
Ownership includes retailers, health
systems, corporations, FQHCs
Usually staffed by certified nurse
practitioners or physician assistants,
with local physician collaboration
Focused scope of services
CCC Services

Work with patients from 18
months through 65+
 Acute care
 Immunization
 Wellness/preventative services
 School, camp and sports
physicals
 EpiPen Instruction and
Prescription

Physical assessments/diagnostic
encounters (need specific but
general data here)
 20-40 patients/day
 Strep testing
 Urine analysis
 Influenza A and B testing
 TB/PPD testing

Chronic disease detection
and management
 A1C hemoglobin/blood
glucose testing
 Hypertension analysis
 Spirometry screenings
 Nebulizer treatments
 Injection services

Education and wellness
 Smoking Cessation
 Weight Management
 Diabetes Education
•
Prescribe medications when
necessary
Introduction to the CCA



Founded in 2006, we are the national
trade organization representing the
convenient care industry.
Our membership includes 95%+ of all
clinics in operation.
CCA membership is diverse, representing
many companies, health systems, and
others around the country.
Where We Started





At our founding ~150 clinics
open.
Concept was very novel.
Clinics were mostly cash-only,
offered a very limited scope of
services, and were nearly all
operated or owned by
corporations.
Many questioned the viability
and legitimacy of the model.
Strong early opposition from
physician organizations.
Where We Are Today

More than 1,350 clinics nationally and growing.
 Greater acceptance publicly and support for an emphasis
on patient-centered care.
 More partnerships with “traditional” healthcare providers
and practices as well as other stakeholders.
 Many health systems now operate clinics, largely due to
perceived benefits of the relationship in supplementing
and extending existing care (RAND 2010).
 Scope of services is growing with an eye towards disease
prevention and chronic disease monitoring.
“Non-Traditional” Care Growing



Nurse managed health centers  run by nurse
practitioners in underserved areas; offer full
range of comprehensive primary care.
Urgent care  walk-in access and more
affordable than emergency care; growing in
numbers and use by patients.
Telehealth  variety of applications (in-home,
over the computer, kiosk-based); very
convenience-oriented; huge potential for rural
access.
Health Reform Opportunities

Access points for ~32 million more insured.
 Integrating EHRs to streamline care.
 Being included in medical
home/accountable care organization
concepts as alternative/complimentary
delivery sites.
 National focus on preventive and wellness
focused healthcare.
 Retail clinics engage in creative
partnerships (employers, community health
centers, private sector, payors).
 Potential cost-savings mechanism
(PricewaterhouseCoopers 2012).
What The Research Shows



Clinics are good for access  7 days a
week, no appointments.
Clinics are good for cost  less costly
than primary care, urgent care and
emergency care; accept most insurance.
Clinics are good for quality  meeting and
exceeding quality metrics and evidencebased protocol adherence.
Industry Growth

The industry is in an expansion phase.

Scope of services is growing with an eye towards
disease prevention and chronic disease monitoring.

More hospitals and health systems now operate clinics
than non-hospital companies, though the majority of
individual clinics are still operated by non-hospital
companies.

Growth among hospitals is largely due to perceived
benefits of the relationship in supplementing and
extending existing care. (RAND, 2010).
Thank you!
Tine Hansen-Turton, MGA, JD, FCPP, FAAN
Executive Director
Convenient Care Association
Tine@ccaclinics.org
(215) 731-7140