Minute Clinic

MinuteClinic, L. L. C. One CVS Drive Woonsocket, RI 02895 www. minuteclinic. com Strategy Development Table of Contents Chapter 1 – Introduction3 Chapter 2 – Current Strategy3 Chapter 3 – Proposed Strategy…………. ……………………………… ……………. 5 Chapter 4 – Proposed Metrics. 6 Chapter 5 – Summary6 Appendix ………………………………………………….. …………………………….. 7 Chapter 1 – Introduction MinuteClinic is a division of CVS Caremark Corporation, which is the largest pharmacy health care provider in the United States.

MinuteClinic launched the first retail health care centers in the United States in 2000 and is the first provider to establish a national presence, with approximately 500 locations across 26 states and the District of Columbia. By creating a health care delivery model that responds to consumer demand, MinuteClinic makes access to high-quality medical treatment easier for more Americans. We have seen 9 million patients since MinuteClinic started 10 years ago. Since 2007, we’ve seen almost 8 million of those patients.

The rate of growth has really increased dramatically. Chapter 2 – Current Strategy MinuteClinic’s original value proposition was to bring in a disruptive health care model that targeted low-risk patients with specific needs. We still stand by that model, offering standardized diagnostics and primary care services such as common illnesses, minor injuries, and skin conditions. It is important to us that patients are seen in an affordable, convenient, and fast way. The value for the clients is substantial and real. Clinics are ccessible, located in high traffic, convenient areas, and affordable. High quality is provided through standardized protocols for testing and other services. Mission Statement To provide expert care and innovative solutions in pharmacy and health care that are effective and easy for our patients. Vision Statement To offer the most efficient, most effective patient care in the most convenient locations for our patients. Core Values Accountability, Respect, Integrity, Openness and Teamwork. Our current Operational Strategy is referred to as “McDoc in the box”.

This service delivery strategy is based on enabling easy and convenient access by locating the clinics at high traffic pharmacies, delivering fast and high quality care through streamlined patient diagnostics and protocol based treatment processes, cost effectiveness through trained yet lower cost workforce of Nurse Practitioners and Physician Assistants. The partnership with CVS pharmacies and continuously improving protocols are key enablers for the exponential growth of MC clinics in the past five years. The stores are located at high traffic pharmacies within CVS system with Walk-in service, seven days a week.

The average wait time is limited to 5-10 minutes in most cases. The transferability of services is achieved through the collocation of the Clinics in CVS pharmacy premises. Most of the patients can get their medication prescribed at the clinic from the pharmacy enabling higher flow of volume of transactions per walk in patient. The 5-10 minutess limited service delivery duration is well suited to treat a range of different conditions while maintaining higher volumes. Technology includes “Click-and Point” diagnostics, Information system for patient record, and Pager system to manage customer wait times.

Every patient visit, the patient medical information is entered into user’s electronic medical record, which is maintained by the Clinic. The patients of the patient’s Primary Care Physician can request the information in an electronic format. This allows for more communication between the Clinic and the PCP. Chapter 3. Proposed Strategy: CVS Minute Clinic is competing in a disruptive market place. Driving high volume of patients through the clinics is important for financial viability. Dependence on a narrow set of services and patient types is at the core of fast and low cost service model.

Given the existing model and the changing landscape of healthcare in US CVS-MC has to deal with many opportunities and challenges. Implementing IT services as part of a push to deliver virtual medical services. Implementing Electronic Medical Records (EMR) and integrating the IT services with IDS and PCPs will enable MinuteClinic to have an intelligent monitoring of the patient outcomes and enable timely updates to care and triaging protocols. The system will enable the MinuteClinic to improve Pay for Performance measures and capitalize on the macro push for accountable care organizations.

The MinuteClinic will be better positioned to enable hospitals and IDS to manage the patients under shared risk and capitation payment methods. Finally, integrating the IT services with patients and family care givers will enable them to develop virtual medical home services and provide care for chronic disease patients at their homes and help them manage their conditions effectively. Developing relationships with integrated delivery systems in metropolitan areas that are MinuteClinic markets. It is important that CVS develop relationships with integrated delivery systems like Partner’s Health, Cleveland Clinic, etc.

These partnerships will provide multiple benefits for the Clinic: (a) Increased patient flow for minor conditions hence offloading the demand for minor medical procedures ; (b) Enable rotation of its staff with the IDS facilities which will ensure higher retention of medical staff, better training and improved quality of care, and reduction of costs; (c) Co-Branding can lead to main stream recognition for CVS MC and benefits for CVS pharmacy of partnership with big delivery networks; (d) Divert patients for minimal procedures to reduce load during periods of peak demand by partner hospitals.

Develop capability to provide chronic disease management and wellness services. Given the Health Reform, PCP shortages and increasing number of chronically sick patients in USA, MinuteClinic is well positioned to enter chronic disease market. Expanding services for chronic disease management can have substantial long term financial benefits. Hypertension, Diabetes, Hyperlipidemia and Asthma can be the focus of initial push. MinuteClinic should also focus on wellness, health maintenance and screening services. (Obesity, smoking cessation, mammography) These services can rovide significant patient volume as most people avoid accessing hospitals for such services due to long wait times and visitation restrictions. Chapter 4. Proposed Metrics MinuteClinic should have clearly defined metrics. Given our mission statement and proposed strategy, the metrics should be as follows: These metrics are further broken down in Appendix 1, Balanced Scorecard. Patient Satisfaction Patient volume Patient wait time IT implementation Category of Patient Chapter 5. Summary We believe CVS MinuteClinic has been very successful.

The suggested options are realistic ways to continue to increase patient volume and revenue. Appendix 1, Balanced Scorecard | | | | |Degree of |Sets | | | | | |Reliability/Q|Objective | | | | | |uantifiable | | | | | | | | | | |  |  |  |  |  |  |  |  |  | | Quality and Patient Satisfaction |Q1 |Patient retention |  |  |  |  |  | | |Q2 |Patient referral |  |  |  |  |  | | |Q3 |Patient complaints |  |  |  |  |  | | |Q4 |Patient Wait Time |  |  |  |  |  | | Process/Productivity |P1 |Technology |  |  |  |  |  | | |P2 |Efficiency Improvement |  |  |  |  |  | | |P3 |Systems Innovation |  |  |  |  |  | |Financial Management |L1 |Cost Per Patient Per Day |  |  |  |  |  | | |L2 |Performance against Contract |  |  |  |  |  | |Patient Category |C1 |Primary Care Services |  |  |  |  |  | | |C2 |Wellness |  | |  | |  | | |C3 |Screening |  |  |  |  |  | |