Three Signs Your Organization Is Ready for an On-Site or Near-Site Clinic in 2026

As healthcare costs continue to climb, more employers are turning to on-site and near-site clinics as a way to improve access, control spending, and support employee well-being. By 2025, nearly half of large employers already offered some form of on-site health or well-being clinic, and many were expanding their services beyond acute care into mental health, chronic care, and wellness programs, according to Business Group on Health.

By 2026, these clinics have evolved into flexible healthcare hubs that can serve organizations of many sizes—not just Fortune 500 companies. The question is no longer whether clinics work; it is whether your organization is ready.

Below are three clear signs that you may be ready for an on-site (at your workplace) or near-site (shared locally) clinic—and what to do next if you recognize them.

Between 2018 and 2025: How Clinics Evolved

Over the last several years, employers have significantly expanded the scope of their clinics. What started as primarily occupational health and acute care services has grown into integrated centers that offer primary care, behavioral health, pharmacy, and well-being programs. Business Group on Health

Research from Business Group on Health shows that employers increasingly use clinics to address access gaps, manage chronic conditions, and deliver company-wide well-being initiatives, not just treat work injuries.

Sign 1: Healthcare Costs and Claims Are Skyrocketing

One of the strongest indicators that you are ready for an on-site or near-site clinic is unsustainable healthcare costs. You may be seeing steep annual premium increases, rising emergency room utilization, or high claims tied to unmanaged chronic conditions.

Employers across the country report frustration with paying more each year for care that does not necessarily improve outcomes. A Mercer–NAWHC benchmarking survey summarized in an analysis from HR Dive notes that well-run clinics give employers a more controlled, efficient way to deliver primary care and manage costs.

On-site and near-site clinics help manage costs by:

• Shifting care from expensive settings (ER, urgent care) into lower-cost primary care.
• Providing easy access to care at little or no cost to employees.
• Serving as a “primary care home” that coordinates chronic condition management and follow-up. HR Dive

Real-world examples show how this works. In Hanford, California, a shared employee clinic for city and school district staff offers acute and preventive care, wellness coaching, and chronic disease management with no copays for users. City of Hanford Leaders there report reduced reliance on outside urgent care and emergency departments as employees use the clinic first.

Consider a simple scenario: an employee receives a free check-up and lab work at your clinic and learns their blood pressure is dangerously high. Clinic staff can start treatment and coaching immediately. This preventive intervention may avoid a future ER visit or hospitalization, saving tens of thousands of dollars while protecting the employee’s health. Employers featured in worksite clinic research consistently report that on-site primary care and wellness programs can deliver strong returns via reduced downstream claims and improved productivity, as highlighted in HR Dive’s coverage.

If your claims data show spikes in preventable conditions, high ER use for non-emergent issues, or rapidly rising spend on chronic disease, that is a strong sign your organization is ready to explore a clinic model.

Sign 2: You Have a Sizable (and Geographically Concentrated) Workforce

Another major sign of readiness is your workforce’s size and distribution. Clinics work best when you have a critical mass of employees (and often dependents) who can use them regularly.

Historically, large employers with thousands of employees in one location were the primary candidates for on-site clinics, and surveys showed that about one-third of employers with 5,000 or more workers had general medical clinics by the late 2010s. HR Dive But in recent years, near-site and shared-site models have opened the door for mid-sized employers and regional coalitions to participate as well. Business Group on Health

Ask yourself:

• Do we have a large concentration of employees in one city, campus, or industrial park?
• Are there neighboring employers that might partner in a shared clinic?
• Do employees or their families struggle to access primary care because of location, appointment availability, or transportation?

The Hanford example offers a helpful model. The City of Hanford and the Hanford Joint Union High School District partnered to open a shared clinic serving hundreds of employees and dependents. The clinic provides acute and ongoing care, an on-site pharmacy, and wellness coaching at no cost to eligible users, made feasible by pooling populations and budgets from both organizations. City of Hanford

Beyond headcount, look at how and where people work:

• If most employees are in one metro area, an on-site or near-site location may serve a large share of your population.
• If you operate multiple hubs, you might pilot a clinic in your largest region and later expand.
• If your workforce is highly dispersed, a network of near-site clinics or a mobile clinic strategy may work better than a single on-site location.

As a rule of thumb, having a few hundred or more employees in one area with meaningful healthcare utilization is a strong indicator of clinic feasibility. Many employers start small—such as one provider and support staff a few days each week—and grow services as demand and ROI become clear.

Sign 3: Leadership Prioritizes Employee Health and Productivity

The third sign is cultural: does your leadership see employee well-being as a strategic priority and support innovation in health benefits?

Organizations ready for clinics generally have leaders who back up statements like “our people are our most important asset” with meaningful investments in wellness, flexible benefits, and supportive workplace policies. They also recognize that poor access to care, unmanaged chronic disease, and high stress all undermine productivity and retention.

Local government case studies highlight how leadership vision drives clinic adoption. In Richmond, Virginia, city leaders launched an employer-sponsored health clinic to provide accessible, high-quality care to employees and dependents. Stories like “Alice,” a Richmond employee who received same-day urgent care for a serious facial swelling, illustrate how rapid access can be both lifesaving and cost-saving. ICMA, “The Hidden Value: Employer-Sponsored Health Clinics” City leaders describe employer clinics as “pivotal” to the future of workplace healthcare delivery because immediate, personalized care improves outcomes while reducing overall spend. ICMA

Beyond public sector examples, benefits thought leaders and worksite clinic surveys highlight clinics as a way for employers to become “plan architects” instead of passive purchasers, shaping how and where primary care is delivered—an idea echoed in HR Dive’s reporting on onsite clinic trends.

Another indicator of leadership readiness is concern over talent and retention. In one widely cited Aflac survey highlighted by Employee Benefit News, nearly half of employees said they would consider leaving their job in the next year due to dissatisfaction or confusion about benefits. Employers aiming to be “employers of choice” are using enhanced, easier-to-use benefits—including clinics—as a differentiator.

If your executive team is frustrated with the status quo, open to new vendor models, and focused on long-term workforce health and productivity, you likely have the sponsorship needed to make an on-site or near-site clinic successful.

Making the Move: Next Steps if You See the Signs

If rising costs, workforce scale, and leadership commitment all resonate, your organization may be ready to explore a clinic. Here are key steps to take.

1. Conduct a Feasibility Study

Start with a rigorous analysis of your data and footprint:

• Review medical and pharmacy claims to pinpoint high-cost conditions, ER use, and primary care gaps.
• Map employee locations and family concentrations to identify ideal clinic sites.
• Model expected utilization, cost offsets, and potential ROI under different clinic scenarios.

This feasibility work will help determine whether an on-site, near-site, or shared model makes the most sense, and which services (e.g., primary care, occupational health, physical therapy, behavioral health) to prioritize.

2. Survey Your Employees

Engage employees early to understand their needs and preferences:

• Ask how likely they are to use a clinic and which services they value most.
• Gather feedback on appointment barriers (time, distance, availability, childcare).
• Test interest in extended hours, dependent access, and virtual visits alongside in-person care.

These insights help you design a clinic that employees will actually use—and demonstrate that the initiative is a response to their feedback, not just a cost strategy.

3. Secure a Trusted Partner

Most organizations partner with a dedicated clinic operator or health system. When evaluating partners, look for:

• Proven experience running employer clinics of similar size and complexity.
• Strong clinical quality and primary care capabilities.
• Ability to integrate with your existing health plan, PBM, and wellness programs.
• Robust reporting on utilization, outcomes, and financial performance.

A strong partner brings clinical expertise and operations know-how, while you bring a committed population and a clear strategic vision.

4. Start Small and Expand

You do not have to launch with a full-service center on day one. Many employers:

• Begin with one clinician and support team a few days per week at a flagship site.
• Focus first on primary care, basic labs, and select chronic condition programs.
• Expand hours, add services (such as behavioral health or physical therapy), or open additional locations after demonstrating early success.

This phased approach allows you to manage investment and refine the model based on real-world data.

5. Measure and Celebrate Success

From the outset, define what success looks like and track it:

• Clinical metrics: control rates for hypertension, diabetes, and other chronic conditions.
• Utilization metrics: shifts from ER and urgent care to clinic-based primary care.
• Financial metrics: total cost of care trends and avoidable high-cost claims.
• People metrics: employee satisfaction, Net Promoter Score (NPS), absenteeism, and retention.

Share early wins—such as reduced emergency visits or employee stories about “life-changing” access—with leadership and staff. These stories build momentum and reinforce the clinic as a core part of your culture and benefits strategy.

Bringing healthcare in-house or close by is a significant step, but for many employers in 2026, it is the right step. If you see the three signs—rising costs, a sizable and concentrated workforce, and leadership committed to employee health—you may be ready for an on-site or near-site clinic. With thoughtful planning and the right partner, clinics can simultaneously enhance access to care, improve health outcomes, and control costs, creating a win-win for your people and your organization.

Sources

• Business Group on Health. “On-Site and Near-Site Clinics: Maximizing Value as Needs Evolve.” 2025.
• HR Dive. “More Employers Are Turning to Onsite Health Clinics for Employee Primary Care.” 2018.
• City of Hanford. “New Shared Health Clinic Offers Convenient Care for City, High School District Employees.” 2025.
• ICMA. “The Hidden Value: Employer-Sponsored Health Clinics Revolutionizing Primary Care.” 2024.
• Employee Benefit News. “How This School District Saved on Healthcare Without Sacrificing Benefits.” 2025.