Practice Management
For as long as I can remember, Urgent Care has defined itself in the context of something else. We’re “more than primary care but less than emergency,” and “we’re like those drugstore clinics but we can do a lot more.” Or “we fill a gap in on-demand access.” I guess that is necessary when you are new and small and unknown. The problem with this kind of definition is that it’s so other-dependent. The way …
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Before I jump into this column, I want to mention our recent Advocacy victory: getting a mention of Urgent Care into the Centers For Medicare & Medicaid Services publication of the 2025 Medicare Physician Fee Schedule. If you want more details on why this is a big deal, you can listen to the 2 interviews I did with Eric Zimmerman (our lobbyist team leader) on the Urgent Care Leadership Podcast (found anywhere you get your …
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I like to think that I usually have a pretty good read on Urgent Care, but I am currently mystified by something and need your help. For as long as I can remember, everyone in Urgent Care has chanted a common refrain: “We need a seat at the table!” In the beginning, we were too small to make enough noise to be heard and way, way too tight on funds to even think about hiring …
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Members of the Urgent Care Association (UCA) get a lot of “free” stuff—resources, checklists, podcasts, job searches, magazines, webinars, templates, plans, and so on. But this year at the Urgent Care Convention we are going one better (two, actually). I’m talking about our new “Ask a Consultant” sessions and our Quality Programs Center, both of which essentially provide the space for free consulting (yes, free). The Ask a Consultant sessions feature top, vetted consultants who …
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Do you remember what it was like in the summer of 2020? If that summer had a theme, it would have been “overlooked.” Everyone was jumping up and down and waving their arms to get the attention of suppliers, government agencies, payers, diagnostic companies, and pharmaceutical companies so we could meet the needs of the patients literally lining up in front of our centers. We had to fight for every single thing we got, and …
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“Driving Change” is our overarching convention theme that we build on each year. When you are busy Driving Change in healthcare delivery, there aren’t a lot of breaks. In just the normal day-to-day of Urgent Care, you are anticipating, meeting, and exceeding the needs of your patients. You are doing the same for your occupational medicine employer customers. You are doing the same for your colleagues. You are doing the same for your strategic partners. …
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I’m assuming you saw news stories last month with headlines like this: “Walmart and Other Drug Stores Want to Help You Skip Trips to the Doctor.” Walmart Health is set to open 28 new locations in the coming year. Consumers can get testing and treatment for strep, flu, and COVID-19 at a Walmart pharmacy in 12 states, at Walgreens in 13 states, and at CVS in 10 states. Rite Aid is working on it, too. …
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In the May issue of JUCM, Josh Russell wrote in his Letter from the Editor-in-Chief about thinking differently about follow-up. If you are not a physician, physician assistant or nurse practitioner and decided to skip his letter that month because it seemed too clinical, I urge you to go back and read it. One of the aspects of Urgent Care that separates us from other kinds of healthcare operations—or used to—is the tight collaboration between …
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It’s a weird time right now, isn’t it? On one hand, visit volumes seem to be back to our pre-COVID “norms.” This should be business-as-usual to us, but it feels scary because everyone got used to volumes being so high for so long. On the other hand, everyone is short-staffed, so it’s a good thing we aren’t busier, but being short-staffed is also scary because we feel unprepared for the coming months when volumes go …
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Click Here to download the PDF of The Best Time to Plant a Tree. Urgent Care is definitely ready to start Driving Change again. The pandemic taught us how to be in crisis-response mode all day every day, to roll with wave after wave after wave of external changes, to constantly pivot and adapt, to maintain a furious pace because our communities needed us to. It also diminished opportunities to improve other skills—longer-term thinking, broader-scope …
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