Take part in the NAOHP Annual Benchmarking Study and help us improve care delivery.

Study participants will receive a copy of the published study ($1495 value) for internal organization use.

Our research will cover a very diverse and wide audience. It ranges from single-office urgent care/occupational health practices to corporately run urgent care chains and health system or hospital-based occupational health and urgent care service lines.

Through this benchmarking research, we intend to capture a strategic view of today’s total market for “on demand” type medical services typically found in urgent care, occupational health, and similar practices.

Annual Benchmarking Research - group of medical providers

What constitutes “on demand” care?

Occupational health clinics, urgent care centers, and comparable practices offer same-day or short-notice care, for standardized services, without developing some sort of longitudinal or complex primary care relationship. A patient’s visit may be for injury, illness, wellness, compliance, vaccinations, testing, or other reasons.

Urgent care operates under a variety of names: Immediate Care, Convenient Care, Walk-in Care, “Express” or “Prompt” Care, and many other terms. Pediatric urgent care is included in our scope. Similarly, occupational health can go by “Employer Services”, “Occ Med”, “Workers Com”, “Job Care”, and many other terms. As evidenced by analyzing claim data, there is a mix of business models.

As a study panel, we are including urgent care pure-play operators, though most have some level of occupational health and workers’ compensation. All participating organizations are direct competitors in some capacity.

Understanding varied healthcare markets

In major metro areas, urgent care centers dominate. Other locales are filled with freestanding EDs or retail clinics.

Certain markets retain a strong local/smaller operator presence, while in others, you’ll find just a few dominant corporate operators. Some have strong marketing and patient experience focus, others strictly clinical.

Large health systems may have many regionally distributed occupational health and/or urgent care operations. Some operate under one person, though in many cases, are locally delegated. Non-health system operations tend to be more centralized, but even for the largest operators chains, we understand the structure is not homogeneous.

A mix of services

Some organizations accept MVAs (Motor Vehicle Accident) cases, others not at all. The same can be said for sports physicals, IV lines, cosmetic, and other services. Retail clinic chains like MinuteClinic offer DOT exams. And at times, hospital-based occupational health centers file claims to Medicare. Similarly, corporate chains may only offer physical therapy in some areas.

Certain health systems operate occupational health clinics for themselves and employer clients. Others elect to use outside services. Some provide worksite clinics for employers, or have urgent care footprints that cross-over with their occupational health clinics.

Looking toward health merger and acquisition activity in the last decade, you’ll see that many health systems are acquiring urgent care service lines and growing their footprint. With these investments come considerations as to where their occupational health services should reside. For such health systems without in-house occupational health, they must send their occ health cases to a competitor of their owned urgent cares.
clinic waiting room - on demand care benchmarking

How to complete the Benchmarking Study

When thinking about health systems, sometimes the urgent care and occupational health services roll up to one executive, and in many cases are distinct/separate. We ask respondents to use their discretion to handle as appropriate, and encourage sending 2 responses from the two “sides of the house.”

Joint venture operators with health systems are also included in this study; these should be split by health system if their policies, systems, or business models vary.

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All data provided is confidential between our team and the survey respondent. Published results will be rolled up and blinded, with no reference to participants.

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This is voluntary research and should take less than an hour to complete, but may require finance, operations, and medical director inputs to consolidate and complete.

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Requested data can be approximated; if an organization has a mix of things or “blurred lines”, go with the most common or easy to define interpretation. Date ranges are also approximated, as of period ending. For 2021, please feel free to use the most recent data and annualize that.

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If there are questions the organization is not comfortable sharing or cannot be answered, please feel free to leave it blank. We appreciate your participation and understand that some organizations may elect not to share certain things.

Please return by or before October 4, 2021.

If you have questions or would like to see certain other data in future research, please let us know. Email bkuhn@mcxhealth.com.

Want to sponsor this study?  Your logo and blurb will be included on the sponsor page within the study report.  Contact Dr. Earl with your interest – learl@naohp.com