Convenient Care Association (CCA)
Healthcare Leadership Panel: How Retail Health and Healthcare Consumerism has and is continuing to Impact the Traditional Healthcare Business Model and the Healthcare Policy Landscape
Overview:
At the outset of the retail health industry, traditional medical providers, such as health systems, hospitals and physician groups, rebuffed the clinics and were outspoken opponents of their very existence. Today, retail clinics have become a permanent fixture in the healthcare landscape and are helping to reshape the traditional healthcare business model. From price transparency to afterhours care options and everything between, retail clinics have transformed from the “new kid on the block” to the model delivery setting. With more than 220 hospitals and health systems affiliated with or operating retail clinics, they are proving to be an ally and an asset. The retail health industry continues to evolve, bringing with it new partnerships LIKE PAYERS technologies and services, as well as operation complexities and policy hurdles. Retail clinics have been through numerous administrations and faced challenges, but also capitalized on opportunities for over a decade. This panel discussion will address the role of retail clinics in the next wave of healthcare evolution, STRATEGIC PARTNERSHIPS, current policy trends, and how retail health will keep innovating to ensure that millions of Americans can continue to have access to high quality, affordable primary healthcare.
Session Goal:
To increase the advanced practice clinician’s knowledge and understanding of the role of retail clinics in light of a changing healthcare landscape, policy trends affecting retail clinics, services and providers, and innovations in healthcare to increase access.
Learning Objectives:
1. Identify effective methods to meet the healthcare demands of consumers.2. Interpret the current political landscape and its effect on the retail clinic industry from a services and provider perspective. 3. Demonstrate innovations being utilized by retail clinic organizations to increase access to high-quality care. 4. Identify industry trends and current barriers to ensuring the expansion and effectiveness of retail health. 5. Summarize current needs and opportunities related to provider education and how the industry is addressing such needs. 6. Identify partnerships among traditional healthcare systems and retail health and their impact on evolution within the industry. 7. Assess and evaluate the current and evolving scope of services in retail health. 8. Explain the phenomenon of consumerism healthcare and the opportunities that it provides retail health. 9. Discuss new and emerging retail clinic partnerships, including, but not limited to telehealth, self-insured employer and managed care companies.
Part 1 - “Wake Me up Before you Go-Go” Wham!: How to keep providers engaged in a dynamic Healthcare environment.
Overview: Each of our organizations have worked to educate Advance Practice Providers regarding a career in Retail Healthcare. After more than a decade, we are now part of the advanced degree curriculum. Providers are more aware of our healthcare delivery model and the beneficial role we play in increasing access to care and our work to narrow gaps in care experienced by health systems. Each conference we attend is more energized than the prior. Our challenge is a common healthcare theme, but made more critical in our model of care. There is a shortage of primary care physicians. This shortage is continuing to rise, not dissipate. The increased graduating population of advanced providers will not mitigate the shortage, which means each of us need to attract top talent to retail health and work within our organizations to retain them! This presentation is intended to be interactive and open to sharing best practices experienced by our providers and implemented by our organizations.
Session Goal: To increase providers and managers awareness and knowledge of tools available for ensuring longer and happier provider careers, while also reducing turnover.
1. Interpret the “behind the scenes” hiring/retention environment and describe what practices retail healthcare is implementing to promote retention. 2. Describe the professional trajectory for new hires from newly graduated to tenured advance practice providers. 3. Analyze and describe findings, concerns and career pitfalls experienced with two groups of providers, 0-1 years of employment and 1-2 years of employment. 4. Demonstrate and share perspectives on optimized hiring/retention practices to ensure longer and happier careers, while also reducing turnover.
Part 2 - That Does Not Compute: Technological Innovations Coming to Retail Health
Retail health’s growth and expansion was facilitated by patient demands for affordable, accessible, high-quality health care. In pursuit of this triple aim, the retail health industry has been expanding its services and utilizing new technologies to maintain convenience and swift delivery primary care, wellness and preventive and chronic disease care services. The advent of these technologies has further allowed the industry to innovate, offering not only an expanded scope of services, but to expand the industry footprint as well. This session will explore retail health’s expansion through technology and innovation and new issues that they have created in healthcare delivery, the opportunities they offer, a perspective on what is to come and how new technology touchpoints will bring care to more Americans than ever before.
To increase the advanced practice clinician’s knowledge and competencies around technology touch points in retail health, understanding the issues, both in policy and procedure, that such innovations bring and the potential opportunities for further expansion in the future.
1. Demonstrate a knowledge of the effective use of innovation and technology in retail health. 2. Summarize and discuss the trajectory of healthcare technology and coming innovations. 3. Discuss the political atmosphere around technology as it relates to retail health and opportunities for advancement. 4. Propose how new technologies and innovations will revolutionize healthcare in the next 10 to 20 years, and what that means for healthcare providers. 5. Analyze and recognize potential dangers in implementing new technologies and how the industry is addressing these concerns.