The nearly 7,100 urgent care centers operating in the U.S. see nearly 160 million patients a year, according to the latest estimate by the Urgent Care Association of America (UCAOA). To say the competition for these patients is fierce would be an understatement: Urgent care is about as close to retail as healthcare gets.
According to the UCAOA’s 2015 “Benchmarking Survey,” urgi-centers are open an average 4,100 hours a year (equivalent to about 12 hours a day); 96% are open seven days a week. One-third (34.1%) are located in shopping centers or strip malls; another third (33.2%) are in freestanding buildings. The rest are in medical office buildings (19.1%) and mixed-used facilities (13.6%). Physician groups and investors own the greatest share of urgi-clinics, nearly 40%.
For-profit retail chains predominate, led by the Concentra division of Select Medical (300 urgi-centers in 40 states) and U.S. HealthWorks Medical Group (174 centers, 21 states). Corporate and non-physician investors control 23% of urgi-clinics, according to the UCAOA.
Health systems have been developing their own networks of urgent care clinics. Hospitals, either individually or in joint ventures, run 37% of U.S. urgent care centers. Ted Matson, Vice President of Strategy for Sutter Health, which operates 24 urgent cares in Sacramento, Calif., recently compared these clinics to retail shopping centers because they provide lower cost and faster service compared to visiting a doctor’s office.
Other health systems with multiple urgent care centers in their portfolios: Dignity Health, which operates 41 urgi-clinics under its banner, with eight more planned for this year (in 2013, Dignity acquired U.S. HealthWorks, which operates more than 200 occupational health and urgent care centers in 22 states); Centra Care – Florida, Maryland, and Kansas (38); Aurora Health Care – Wisconsin (34); Intermountain Health Care – Utah (32, plus six co-located pediatric urgent care centers); and Carolinas HealthCare System – North Carolina (29).
“Design is now focused on branding,” says Luis Cano, AIA, LEED AP, EDAC, NCARB, Principal and Senior Vice President in the Miami office of Gresham Smith and Partners.
GS&P designed its first urgent care center 14 years ago. Since then its healthcare work has been exclusively for hospitals, which see urgent care as a way to “project their influence into geographic areas where they otherwise wouldn’t be,” says Cano. Architecturally, he says, the brand “perpetuates the cohesiveness of the healthcare system.”
GS&P’s hospital clients don’t usually come in with preconceived ideas for the design of their clinics, but they do know what works for them, says Cano. “They listen to us, and what we come up with could be a different solution for each client,” he says.
GS&P is the architect on two urgent care centers for Jackson Health System, which last September opened its first UHealth Jackson Urgent Care center, a 4,100-sf facility in Miami’s Country Walk Plaza. In 2017, Jackson Health System plans to open urgi-cinics in North Miami, Doral, and Cutler Bay, and at its existing North Dade Health Center, Miami Gardens.
Other AEC firms involved in UHealth Jackson projects: MGE Architects, G&G Engineering Group, Gartek Engineering, RC Construction, Harbour Construction, and BDI Construction.
Brian Martin, AIA, LEED AP, EDAC, Senior Designer in SmithGroupJJR’s Healthcare Studio, in Washington, D.C., is also seeing urgent care centers popping up in local retail spaces. “We have to design them for the specific needs of their locations,” which he says limits his firm’s leeway over the design.
Urgent care centers are considered ambulatory construction, using a B-plus business occupancy standard. Their construction budgets are bare bones. “They are not intended to be flagships,” says Martin.
Martin believes the Walmartization of healthcare at the retail level will continue. His firm has worked with one of the nation’s biggest healthcare systems, Kaiser Permanente, to develop what could be a template for urgent care centers. “The providers are realizing cost efficiencies on their own,” he says.
Related Stories
| Aug 11, 2010
Decline expected as healthcare slows, but hospital work will remain steady
The once steady 10% growth rate in healthcare construction spending has slowed, but hasn't entirely stopped. Spending is currently 1.7% higher than the same time last year when construction materials costs were 8% higher. The 2.5% monthly jobsite spending decline since last fall is consistent with the decline in materials costs.
| Aug 11, 2010
Construction under way on LEED Platinum DOE energy lab
Centennial, Colo.-based Haselden Construction has topped out the $64 million Research Support Facilities, located on the U.S. Department of Energy’s National Renewable Energy Laboratory (NREL) campus in Golden, Colo. Designed by RNL and Stantec to achieve LEED Platinum certification and net zero energy performance, the 218,000-sf facility will feature natural ventilation through operable ...
| Aug 11, 2010
Stimulus funding helps get NOAA project off the ground
The award-winning design for the National Oceanic and Atmospheric Administration’s new Southwest Fisheries Science Center replacement laboratory saw its first sign of movement last month with a groundbreaking ceremony held in La Jolla, Calif. The $102 million project is funded primarily by the American Recovery and Reinvestment Act.
| Aug 11, 2010
National Intrepid Center tops out at Walter Reed
SmithGroup, Turner Construction, and the Intrepid Fallen Heroes Fund (IFHF), a nonprofit organization supporting the men and women of the United States Armed Forces and their families, celebrated the overall structural completion of the National Intrepid Center of Excellence (NICoE), an advanced facility dedicated to research, diagnosis, and treatment of military personnel and veterans sufferin...
| Aug 11, 2010
Alabama hospital gets a four-story addition
Birmingham, Ala.-based Hoar Construction has completed the North Tower addition at Thomas Hospital in Fairhope, Ala. The four-story, 123,000-sf addition accommodates an ER on the first floor, 32 private patient rooms and nursing support on the second and third floors, and room for 32 planned patient rooms on the top floor.
| Aug 11, 2010
America's Greenest Hospital
Hospitals are energy gluttons. With 24/7/365 operating schedules and stringent requirements for air quality in ORs and other clinical areas, an acute-care hospital will gobble up about twice the energy per square foot of, say, a commercial office building. It is an achievement worth noting, therefore, when a major hospital achieves LEED Platinum status, especially when that hospital attains 14 ...
| Aug 11, 2010
Hospital Additions + Renovations: 14 Lessons from Expert Building Teams
Two additions to a community hospital in Ohio that will double its square footage. A 12-story addition on top of an existing 12-story tower at Houston's M.D. Anderson Cancer Center. A $54 million renovation and addition at the University of Virginia Medical Center. A 67-bed, $70 million addition/renovation to a community hospital that is only five years old.
| Aug 11, 2010
Research Facility Breaks the Mold
In the market for state-of-the-art biomedical research space in Boston's Longwood Medical Area? Good news: there are still two floors available in the Center for Life Science | Boston, a multi-tenant, speculative high-rise research building designed by Tsoi/Kobus & Associates, Boston, and developed by Lyme Properties, Hanover, N.
| Aug 11, 2010
3 Hospitals, 3 Building Teams, 1 Mission: Optimum Sustainability
It's big news in any city when a new billion-dollar hospital is announced. Imagine what it must be like to have not one, not two, but three such blockbusters in the works, each of them tracking LEED-NC Gold certification from the U.S. Green Building Council. That's the case in San Francisco, where three new billion-dollar-plus healthcare facilities are in various stages of design and constructi...
| Aug 11, 2010
Holyoke Health Center
The team behind the new Holyoke (Mass.) Health Center was aiming for more than the renovation of a single building—they were hoping to revive an entire community. Holyoke's central business district was built in the 19th century as part of a planned industrial town, but over the years it had fallen into disrepair.
