Documents play a critical role in the healthcare process. When information flows smoothly, clinics can focus on their primary goal of providing outstanding patient care. However, when processes become bottlenecked, productivity slows and patient care suffers. Nobody understands this better than Tony Alatorre, Chief Business Officer for Clinicas (www.clinicas.org), a growing group of 17 clinics providing healthcare services to lower income patients across Ventura county. Over 30 years he has been intimately involved in both the operations and growth of this important public service organization. Faced with improving outcomes while managing expenses, Alatorre is always on the lookout for ways to improve the operations of clinics.
When it came to producing and managing documents, Alatorre realized that there were several core issues that seemed small on the surface. However, the results of these frustrations were hampering productivity, frustrating employees, and sometimes impacting patient care.
Scanning Documents into OnBase
Clinicas had implemented OnBase content management software with the goal of improving productivity. While searching and retrieving digital documents online was easier than rifling through filing cabinets, the process of scanning documents into the system had become laborious. “Our health center managers were beginning to feel like clerks,” recalls Alatorre. Users would scan the documents to a folder on their desktop. Then, they would return to their desks, open the OnBase software, upload the document, and enter index fields. These unnecessary steps began to frustrate the busy clinic managers.
Printer Supply Ordering and Service
With a fleet of 64 laser printers multifunction systems scattered across 17 locations, very few days went by without departments needing to order printer supplies or service. Ordering printer supplies required a multi-step requisition process that could take up to one week. By the time everyone signed off on the requisition, the printers were often out of service, causing interruption to the clinic workflow. When it came to fixing broken printers, the locations called in the Clinicas I.T. team. This meant that high-cost I.T. resources had to travel to the location to resolve the printer issue. Not only was this a distraction to the I.T. team, fixing mechanical issues with printers was outside their core competencies.