Quillane Urgent Care
Walk-in visits, acuity, wait times, and payer mix
About Quillane Urgent Care
Industry
Urgent care and walk-in clinic operations
Company size
16 walk-in centers across four metros
Visit scale
Roughly 750K walk-in visits
Throughput
About 65 visits per center per day, from roughly 35 at an express site to 100 at the largest center
Revenue scale
Synthetic gross charges in the low hundreds of millions
Dataset scope
9 Standard-tier tables
Quillane Urgent Care is a fictional regional walk-in clinic group created for synthetic BI demos and training. The business story is intentionally realistic but does not represent a real urgent-care brand, center network, patient population, clinician roster, or billing system. The kit presents a believable multi-site operation where BI builders move from monthly visit volume, wait times, and center revenue into triage acuity, complaint mix, payer mix, service-line detail, daily throughput, and center P&L. It is built for urgent-care operations, access, revenue-cycle, and finance teams rather than as a clinical record or claims system.
Operating Profile
- Quillane runs walk-in urgent-care centers in Columbus, Raleigh, Kansas City, and Phoenix, across full-service, standard, and express center formats.
- Patients walk in, are triaged from Minor through Emergent, are seen by a physician, physician assistant, or nurse practitioner, and leave the same day.
- Services span evaluation, rapid testing, labs, imaging, and minor procedures, with on-site X-ray only at full-service and standard sites.
- Covers arrival-to-discharge timing, complaint, acuity, payer, charges and collections, an ED-transfer tail, daily throughput, and center P&L.
- Excludes real patient identities, protected health information, clinical notes, lab and imaging results, prescription detail, and general ledger.
Recent Business Events
- 1A winter respiratory surge lifts visit volume each year and eases over summer, so staffing and wait times track the seasonal curve.
- 2Monday is the crunch day: a fifth more walk-ins than Sunday and about four and a half minutes longer on door-to-provider wait, with Saturday close behind.
- 3Operations leaders now review door-to-provider wait, length of stay, and acuity mix together with throughput instead of as disconnected reports.
- 4Denials now cost about 4.6% of claims, pulling realized collections to 57.6% of charges and putting payer denial risk on the revenue-cycle agenda.
- 5Full-service centers carry the heaviest throughput and highest-acuity tail, while express centers turn faster, lower-acuity visits around.
These are the operating questions this kit is optimized to answer first.
Visit volume, door-to-provider wait, and length of stay by month, day of week, center, and acuity
Acuity mix and chief-complaint mix by center, metro, and season
Payer mix, denial rate, days to cash, and realized collection rate by payer
Gross charge and net collected revenue per visit, center margin, and ED-transfer share
Embedded Analytical Stories
Monthly center health
Connect visit volume, wait time, gross charges, net collected revenue, and center margin month by month.
Center portfolio quality
Compare metro, format, and center performance on throughput, wait time, and margin.
Access and throughput
Follow walk-in visits from arrival through triage acuity, wait, length of stay, and disposition.
Operations drillthrough
Connect monthly center P&L down to daily throughput, visit detail, and service lines.
Revenue roll-up
Trace service lines to visit charges and visit charges to monthly center revenue and payer-weighted collections.
Revenue-cycle leakage
Denial risk, prior authorization, and days to cash all bite, giving centers a 9.5-point realized collection spread.