Geisinger's Retail Innovation Journey

• Published in: Frontiers of health services management 2015, Vol.31 (3), p.16-31
• Main Authors: Prince, Denise B, Graf, Thomas
• Format: Article
• Language: English
• Subjects: Business models; Chain stores; Clinics; Commerce; Delivery of Health Care, Integrated; Demographics; Electronic health records; Emergency medical care; Grocery stores; Health administration; Health care delivery; Health care networks; Health care policy; Health Services Accessibility - organization & administration; Hospitals; Innovations; Medical records; Organizational Case Studies; Organizational Innovation; Pennsylvania; Pharmacy; Primary care; Retail stores; Retailing; Site selection; Social change; Studies; Workforce planning
• ISSN: 0748-8157; 2475-2797
• DOI: 10.1097/01974520-201501000-00003

In 2003, Geisinger Health System formed a new group, Geisinger Ventures (GV), to accelerate the growth of new lines of business that were extensions of the core mission of the organization. Careworks, the convenient care clinic line of business, began in early 2006 as one of the early components of the GV portfolio. Over the past nine years, Geisinger has tested several retail and walk-in models, including in-store clinics, separate retail sites, and models colocated with primary care practices and emergency departments. Each site and model presents different benefits and challenges with respect to patient care, marketing, staffing, and clinical integration. With the implementation of healthcare reform and a decision to participate in Medicaid'managed care, Geisinger's strategic need for convenient care options has intensified, and new models, including e-visits and telemedicine specialty consultations, are being actively explored. Geisinger's view is that healthcare is rapidly changing, being affected by demographic shifts, diagnostic and treatment options, payment changes, and communication technologies. Healthcare delivery must flex to adjust to these and other trends, and retail clinics are part of that response. Careful examination of the critical elements necessary for optimal care (including wellness, prevention, and management of chronic disease and severe multimorbid disease) and then matching those elements to the optimal mode and site of care will lead to a streamlined healthcare system. The historical--and still most prevalent--methodology of traditional office, emergency department, and inpatient care options are not ideal for all patients' care needs in the twenty-first century. A thoughtful, deliberate extension of those options will be necessary. Rather than simply adding a static retail or virtual offering, medical professionals should develop a process to continually assess patients, technology, payment, and disease changes so that they are constantly adding exciting new options to the clinical delivery model. The ability to assess and respond to the changes that these varied inputs drive will be the most important element of success for the future.