By Bobby Ghoshal, Chief Executive Officer, Experity.
Urgent care has become a regular part of how millions of people interact with healthcare and a cornerstone of the broader on-demand care landscape. At its core, on-demand care gives consumers the ability to initiate and access appropriate healthcare services on their terms: when, where, and how they need them, without unnecessary friction.
New federal data reinforces just how mainstream that access point has become. According to the National Center for Health Statistics, 27.6% of Americans visited an urgent care center at least once in 2024. Among adults ages 18 to 64, that figure reached 28.9%.
The encounter may still begin with an immediate need, but patients increasingly arrive with healthcare histories, follow-up needs, and expectations shaped by digital experiences across the rest of their lives. Urgent care leaders have an opportunity to consider how the principles of on-demand care can support more of that journey while preserving the speed, access, and convenience that made the model successful.
A Bigger Role in Healthcare Access
For some patients, urgent care already occupies a larger place in their healthcare lives than the occasional sick visit. In 2024, 8.6% of U.S. adults reported an urgent care center or a clinic in a drug or grocery store as their usual source of healthcare. Among adults ages 18 to 34, the figure was 12.2%. (CDC)
Those numbers should get the industry’s attention. They suggest that the boundaries between traditional categories of healthcare access are becoming less distinct for at least some consumers.
At the same time, urgent care organizations have expanded what they can provide. Depending on the organization and community, patients may encounter urgent care through occupational medicine, diagnostic services, vaccinations and other preventive services, virtual care, or follow-up related to an earlier visit.
The opportunity is substantial, but expansion deserves a clear strategy. Adding services alone does not define the future of urgent care. Leaders need to determine which healthcare needs fit the model, where their organizations can provide meaningful continuity, and how additional services affect clinical and operational complexity.
Preserve What Patients Value About Urgent Care
Growth into a broader access role should begin with the characteristics that made urgent care valuable in the first place. In many ways, urgent care helped establish the expectations that define on-demand care today: patients can initiate care on their terms and access appropriate services without waiting for a traditional appointment.
As urgent care expands, new services should make appropriate care easier to access without introducing significant delays, complicated processes, or administrative burdens that undermine the accessibility the organization is trying to extend.
Urgent care organizations can evaluate new services based on how naturally they fit within their clinical capabilities, staffing model, patient population, community needs, and existing operations. They can also consider what happens after the patient leaves. As the range of services grows, information and follow-up become increasingly important parts of delivering a coherent experience.
The future of urgent care may therefore depend as much on coordinating care across settings as expanding the services available within urgent care.
The Visit Has a Before and an After
An episodic encounter still exists within a larger healthcare journey. A patient may arrive with a medication history that affects treatment. An X-ray may uncover a finding that requires additional evaluation. A test result may require follow-up. The patient may need to return to primary care or move to a higher level of care.
Those transitions have long been a challenge across healthcare. Research specifically examining urgent care transitions has emphasized timely, accurate clinician-to-clinician communication and patient engagement when patients move from urgent care to primary care or the emergency department. (PubMed)
As urgent care takes on a larger role in healthcare access, effective coordination across settings becomes increasingly consequential. The quality of an encounter includes the information available when care begins, the information generated during the visit, and how effectively relevant information follows the patient afterward.
This is an area where health technology can play an important role. Digital access can help patients enter care more easily. Accessible clinical information can give providers greater context at the point of care. Communication tools can support instructions and follow-up. Integrated data can help organizations understand what happened across the entire encounter and identify where additional action is needed.
Technology can support that broader on-demand care experience by reducing friction before the visit, giving providers better information during the encounter, and supporting communication and coordination afterward. Urgent care can become easier to access and better coordinated with the patient’s broader healthcare journey without abandoning the episodic operating model that makes it distinct.
Continuity Does Not Require Owning the Entire Patient Journey
As on-demand care expands, urgent care leaders will need to define where greater continuity fits within the model. Primary care has an established role in prevention, chronic disease management, long-term treatment planning, and the ongoing clinician-patient relationship. Urgent care brings its own strengths to the healthcare system, with an operating model built around timely, convenient access to immediate healthcare needs.
Research on urgent care and primary care has raised this same issue for years, examining how urgent care can improve access while maintaining continuity across settings. Communication and collaboration are recurring themes in that research.
For urgent care leaders, that creates a more useful definition of continuity. The organization does not have to become the destination for every healthcare need. It can help make each encounter a better-coordinated part of the patient’s care.
Sometimes that means providing another appropriate service within the urgent care organization. Sometimes it means ensuring the patient understands what should happen next. Sometimes it means making information available to another clinician or setting.
The goal is to reduce the likelihood that each encounter begins and ends as an information island.
Defining the Next Chapter of Urgent Care
The growth of urgent care has already changed where and how Americans seek healthcare. In doing so, the industry helped establish a model of on-demand care built around access, convenience, and the ability for consumers to seek appropriate care on their terms.
Its next chapter may be about how far those principles can extend. There is room to expand access, add services, use technology to reduce friction, create greater continuity, and improve coordination across a patient’s healthcare journey. The organizations that pursue those opportunities will need to balance them against the qualities patients already value: convenience, speed, accessibility, and confidence that they can get the care they need.
Urgent care does not need to own the entire patient journey to play a larger role in it. Its opportunity is to make appropriate care easier to access when and where patients need it, more informed by what came before, and better coordinated with what comes next.
By Dr. Benjamin Barlow, chief medical officer, Experity.
As we evaluate the healthcare landscape following the COVID-19 pandemic, particularly the urgent care (UC) industry, facilities have undergone significant transformation. Patient behaviors and economic factors have converged to reshape the way people perceive healthcare.
For urgent care, access to the use of reliable, accurate data is critical to inform intelligent decision-making and clinic success throughout dynamic market conditions and changing consumer preferences.
Part of this adaption centers around redefining expectations and benchmarks to measure success by leveraging data-driven insights to ensure that UC clinics continue meeting the evolving needs of their patient population.
Changing Patient Behaviors
In 2019, urgent care clinics were a familiar and reliable part of the healthcare ecosystem. Patients sought their services for minor injuries, illnesses, and a range of non-life-threatening conditions. During the pandemic, patients visited for COVID-related issues like testing, vaccinations, and respiratory care, but were hesitant to visit medical facilities for non-COVID conditions in fear of contracting diseases.
Now, UC clinics are vastly different as patient sentiment has again changed. This transformation can be attributed to shifts in patient behavior and the economic impact of healthcare decisions. Additionally, the end of the public health emergency (PHE) has stripped millions of Americans of their Medicaid coverage, further amplifying the issue of healthcare access, and adding to the uncertainty surrounding patient healthcare coverage.
According to a 2022 Gallup report, 38% of Americans delayed seeking medical care due to cost implications, marking a 12% increase from the previous year. This reflects the growing concerns surrounding healthcare affordability, having a profound impact on when and where patients seek medical attention. Rising deductibles, changes in insurance coverage, and the economic conditions following the pandemic have led individuals to reconsider their healthcare choices, often delaying care until conditions worsen and requiring costly emergency room (ER) visits.
The worsening of these cases is often preventable if patients seek care when they first notice symptoms, and UCs can help fill this gap as an alternative to an ER visit. With robust education through marketing initiatives, the value of a practice and the services it can provide throughout the community will ensure patients have the information needed to make educated decisions about their healthcare.
DocuTAP crafts on-demand healthcare software and services that make over a thousand urgent care clinics run efficiently. We design a tablet-based EHR and PM, offer RCM services, and refine patient workflow.
Elevator pitch
A better urgent care experience.
Founders’ story
In May of 2000, DocuTAP’s founders realized that wireless devices would play an increasingly important role in the delivery of healthcare. From that day, DocuTAP software was designed for use on handheld wireless devices. Founding CEO, Eric McDonald dreamed up the idea behind DocuTAP in his basement back in 1999. Eric spent his time consulting with physicians. In 2000, Eric officially started DocuTAP as a company with the help of angel investors. Today, he leads client relations and provides company direction and vision for technology and product design while being viewed as a thought leader in the urgent care industry.
Marketing/promotion strategy
DocuTAP works with urgent care clinics to provide a range of solutions and services including electronic health records, practice management, patient engagement solutions, analytics, billing services and consulting. As the healthcare industry continues to adopt on-demand models to serve the evolving healthcare consumer, DocuTAP provides the necessities for facilities to deliver efficient, affordable and good quality care.
Market opportunity
The healthcare industry is changing. Patients are becoming consumers, and the healthcare consumer wants access to quick and convenient care- without booking out months in advance to still wait in multiple waiting rooms. DocuTAP serves urgent care clinics, however increasingly other healthcare verticals such as pediatrics are adopting on-demand business models increasing the different markets that are in search for the tools and solutions DocuTAP provides. As with every other industry, healthcare must now market themselves to the healthcare consumer, to not only attract visitors but keep them coming back. By keeping patients out of the waiting room with online scheduling and monitoring, allowing physicians to finish a chart completely in under two minutes, and optimizing the work flow of the front desk, DocuTAP gives urgent care clinics the resources to market all of these capabilities to consumers and deliver on these promises each and every time.
Who are your competitors?
DocuTAP has competitors that offer some of the services and solutions they offer, but not in the end-to-end capacity that DocuTAP does. Given DocuTAP’s all-encompassing service and solution offering, DocuTAP considers a few companies who offer similar services competitors.
How does your company differentiate itself from the competition and what differentiates DocuTAP?
DocuTAP’s key differentiator is they are not just a software provider, they are an end-to-end business partner. Each customer who works with DocuTAP relies on them for software, consulting, strategic advice, technical support, and expert insights. Whatever a customer needs, they are able to go to DocuTAP for, something competitors are not offering.
DocuTAP has a deep and extensive log of valuable data, available to visualize and pull out useful trends and findings that give them an edge in the market.
As the healthcare industry is strongly focused on efficient workflow, mobile apps are what can help doctors and patients interact on the go. According to a survey, 90 percent of medical institutions already use or plan to use mobile apps for patient treatment and/or internal management. With the growing number of hospitals that start to launch mobile apps, there has increased a need to shift away from the one-app-fits-all model to systems that serve to accomplish specific tasks. Urgent care clinics are the first in line to try enhance the efficiency of their work by turning to mobile applications.
To provide preventive care to more patients, most healthcare systems have created retail and urgent care clinics for people to visit and arrange an appointment on the same day. While retail centers provide mostly basic services, for instance, chronic conditions treatment, urgent care clinics deal with more serious cases. Also, such clinics typically have labs and offer X-Ray services. That’s why it is very important to provide these medical centers with appropriate software that will serve the overarching goal – effective patient treatment. So why not use a mobile app to improve the entire workflow? Let’s weigh up all the pros and cons.
Benefits and drawbacks of custom mobile apps for urgent care
If you plan to get a custom mobile app for an urgent care center, thoroughly consider finances, time and energy that you are going to invest in the project. If an app is developed to serve doctors, then all the risks are worth taking. Apps for smartphones and tablets speed up urgent care delivery and help doctors find the fastest solution in code blue situations.
Another matter is getting a mobile app to serve patients. The urgent care market focuses quite narrowly on doctor-on-demand apps for patients. Moreover, most patients turn to urgent care less than 2 times a year. So is the effort justified? Apps may be installed when needed and removed if not needed any more. That’s why it seems reasonable to download an app from the App Store or use a website to get the updated patient information.
What is the best solution for urgent care providers
Though custom mobile apps for urgent care centers may be optional, there is always a strong need in other software. Clinics demand healthcare management information systems (HMIS), custom imaging and visualization apps, patient administration systems, electronic health record (EHR) systems and other medical software to improve patient outcomes and meet the needs of a certain clinic and its staff. Healthcare policy management software can aid the facility in its short- and long-term management goals while considering the stringent regulations and healthcare standards.
In urgent care situations, being able to provide timely and quality healthcare is essential to the impact and satisfaction of the ED staff and related EMS team members. Using telehealth, current ED workflows can be enhanced to increase access and make collaboration between onsite providers and offsite colleagues and specialists easier and more timely. Virtual care platforms can rapidly improve the delivery of care, effectively addressing urgent patient needs while reconciling the gap in having available specialists on-hand / in-person for immediate consults. Virtual consults are a viable and valuable solution to helping improve outcomes in emergent care situations.
Providing Critical Care On-Demand in the ED
Seconds and minutes count in the ED. With a virtual care platform, a hospital’s ED staff can quickly access remote specialists and facilitate a virtual consult between offsite specialists and patients. Instead of losing crucial minutes, hours, or even critical days in the ED to call a specialist or wait for an in-person consult, ED staff can quickly reach the first available, designated specialist who can deliver a timely virtual consult and provide guidance as to diagnosis, admission, and/or transfer. With virtual care technology, specialists can provide the needed consult from anywhere and on any device. Key decisions as to whether the patient needs to be admitted, transferred or discharged can be made in minutes (vs. hours or days). The costs involved with keeping a patient in the ED are also contained, and the hours or days which a patient spends in the ED are reduced. As hospitals struggle to have multiple specialists on-hand at any time, virtual consult platforms can empower hospitals to leverage specialists within their networks to support their patient care objectives around-the-clock.
Reducing Waiting Time and Minimizing Leakage in the ED
Virtual care platforms are also being used to reduce waiting times in the ED and deliver routine care to patients with non-emergent conditions. In a recent study published in Telemedicine and e-Health, rural hospitals using telehealth reduced the time between patients entering the ED to receiving physician care, according to University of Iowa researchers.
Virtual care had decreased door-to-provider time by six minutes. The researchers also concluded that the length of stay in the ED of the initial hospital was shorter for patients who were eventually transferred but had initially participated in a virtual care consultation. At New York-Presbyterian/Weill Cornell Medicine, the Express Care program allows patients with minor injuries or non-life-threatening symptoms to be seen virtually by an offsite provider via video. When asked by the Wall Street Journal, “What’s the number one complaint of patients in the emergency room?” Rahul Sharma, the emergency physician-in-chief at Weill Cornell, responded: “Wait time.”
The hospital reported that the Express Care telehealth program has cut the average wait time in the hospital’s ED by more than half; between 35 to 40 minutes. As hospitals struggle to prevent leakage and minimize the chance of patients leaving their ED waiting room for another healthcare setting, virtual consults can help the waiting patients access the diagnoses and care they need in a more timely and convenient manner.
Expanding Impact into the Community
ED staff can also use virtual care platforms to expand their impact within their respective communities. Rural hospitals face some of the biggest deficits in terms of having a range of specialists on staff. Providers in these hospitals can have access to a greater pool of specialists who can support urgent patient care via video when a particular specialist is not already on staff or readily available in-person. Giving ED staff the ability to facilitate virtual consults on-demand improves their impact within their own community – regardless of distance between the ED and the specialist. ED staff can also conduct HIPAA-compliant virtual meetings to drive better collaboration amongst the broader care team across the care continuum. Communication can be maintained with the appropriate care team members (including the patient’s PCP, a pharmacist, a coordinator at the next care facility, etc.) to ensure the patient’s overall health needs are regularly discussed and addressed in the ED and during the transition of care – without requiring care team members to drive to/from meetings at different locations and facilities.
Guest Column by Val Van’t Hul, Meaningful Use Project Manager, DocuTAP.
Val Van’t Hul
Providers at urgent care centers around the country are preparing to attest for either Stage 1 or Stage 2 meaningful use this year, and knowing the differences in reporting periods can make a huge difference in the process. Reporting periods vary depending on which stage an eligible professional (EP) is in, and whether a provider is attesting through the Medicaid or Medicare EHR incentive program.
To further explain this process, here are the reporting periods for 2014 indicated by the Centers for Medicare & Medicaid Services (CMS):
Medicaid
An EP must select any 90-day reporting period that falls within the 2014 calendar year. Since Medicaid is state government-based, urgent care centers are tasked with researching any particular rules and regulations that pertain to their location, as these vary from state to state.
Medicare
An EP participating in the first year of meaningful use (Stage 1, year 1) must select any 90-day reporting period. However, to avoid the 2015 payment adjustment the EP must begin the reporting period by July 1 and submit attestation data by October 1, 2014. This grace period is designed to help clinics that are still working out best practices and processes for attestation.
Medicare – An EP who is beyond their first year of Meaningful Use (Stage 1, year 2 or beyond) must select a three-month reporting period that is fixed to the quarter of the calendar year (i.e. July to September or October to December). There is not one quarter that is better than others for reporting, but clinics should keep in mind that there should be ample time to implement any changes in clinical workflow prior to the start of the reporting period. If an EHR vendor is properly certified for Meaningful Use and the urgent care client can begin the process, they may choose a later reporting period to allow time to properly order their workflow.
Meaningful Use Tracking & Reporting
Urgent care centers should monitor clinical workflow progress often to benchmark the eligible professional’s progress in working toward achieving Meaningful Use objectives. It is wise to run meaningful use reports from the EHR software, as well as conduct a provider analysis every few weeks to find out where and how adjustments need to be made in the progression toward these objectives. If EPs are falling below a preferred threshold in any area, this benchmarking provides ample time to get up-to-speed on clinic initiatives.
In addition to implementing tracking measures, it is necessary to understand the importance of delineating between “yes or no” and numerator/denominator reports. While the former are fairly self-explanatory (i.e. as with drug interaction checks), clinics should take careful documentation measures to prove compliance, including taking regular screenshots of what is happening in a clinic’s EHR software system during the reporting period. For example, when pop-ups of patient medicinal allergies occur, a screenshot of this notification, along with a date/time stamp, should be taken and a copy kept on file for up to six years, as this is the standard amount of time for which CMS may audit the eligible professionals.
