Sample Clinical Operations Assessment

Executive summary

This fictional clinic asked Teché to review how patient follow-up tasks move between physicians, reception, and administrative staff. The simulated intake indicated that work was being tracked through a mix of EMR messages, paper notes, email, and verbal reminders.

The sample Assessment identifies four operational findings. The highest priorities are establishing one source of task status, clarifying ownership, and documenting process knowledge before a planned staff transition.

During the next 90 days, the fictional clinic would focus on:

1. defining one approved follow-up workflow;
2. assigning ownership and escalation rules;
3. documenting common exceptions and backup responsibilities;
4. testing, training, and measuring adoption.

Assessment objective

The fictional clinic wants one consistent follow-up workflow, clear ownership, fewer repeated calls, and a practical way to identify outstanding tasks.

Success would look like:

• each included task has a visible owner and status;
• backup and escalation rules are documented;
• staff use one approved tracking workflow;
• exception knowledge is no longer dependent on one employee;
• the clinic can compare baseline and post-change workflow measures.

Scope and approach

This public sample is structured to illustrate how intake information can be organized into a workflow review, prioritization, recommendations, and a 90-day plan. The dry run did not conduct a real working session or validate findings with a clinic. In a real engagement, Teché uses structured intake information, a working session, workflow review, and client validation before final recommendations are issued.

Current-state summary

What is happening today

Follow-up work is tracked in several places. The method used can depend on who receives the information first. One experienced employee resolves many exceptions, while new employees learn the process informally from colleagues.

What is working

• one experienced employee knows how to resolve common exceptions;
• the clinic has identified the transition deadline and wants to act before it becomes urgent.

Where friction occurs

• staff cannot always see whether another person has handled a task;
• ownership changes by situation;
• paper, email, verbal reminders, and EMR messages create parallel records;
• exception knowledge is concentrated in one person;
• training reinforces different methods rather than one approved workflow.

Priority findings

Finding	Impact	Urgency	Feasibility	Confidence	Total	Priority
No single source of task status	5	5	4	4	18	Priority 1
Ownership rules are informal	4	4	5	4	17	Priority 1
Process knowledge is concentrated	5	5	4	4	18	Priority 1
Training reinforces workarounds	4	4	4	3	15	Priority 2

The score supports consultant judgment. It does not replace validation with the clinic.

Recommended 90-day action plan

Days 1 to 30: Stabilize and clarify

Action	Owner	Deliverable	Measure
Confirm included task types and current workflow	Clinic manager with selected staff	Validated workflow map	Included task types and handoffs confirmed
Establish baseline measures	Clinic manager	Baseline log	Outstanding tasks and completion time captured
Document ownership and exceptions	Clinic manager and experienced employee	Ownership matrix and exception guide	Priority tasks and exceptions assigned
Select the approved system of record	Authorized clinic decision maker	Recorded decision	One approved location for task status

Days 31 to 60: Improve and test

Action	Owner	Deliverable	Measure
Standardize the selected workflow	Clinic and authorized system support	Pilot workflow	Required states and ownership visible
Test with a defined group	Pilot team	Issue log	Problems recorded and reviewed
Correct assignment and escalation gaps	Clinic manager	Revised workflow	Fewer unassigned or unclear tasks during the pilot
Prepare role-based training	Clinic training owner	Training guide and scenarios	Materials approved before wider rollout

Days 61 to 90: Adopt and measure

Action	Owner	Deliverable	Measure
Train the full team	Clinic training owner	Completed training	Attendance and scenario results recorded
Stop unnecessary parallel tracking	Clinic manager	Transition checklist	Approved workflow used for included tasks
Review workflow measures	Clinic manager and decision maker	90-day review	Baseline and post-change measures compared
Approve the permanent workflow	Authorized decision maker	Final operating guide	Ownership, backup, and escalation rules approved

Decisions and dependencies

The fictional clinic would still need to decide:

• which follow-up task types are included first;
• which system becomes the approved source of task status;
• who can approve workflow or system changes;
• which situations require physician review;
• who owns training and ongoing workflow review.

The plan depends on staff participation, available EMR capabilities, vendor or internal system support where required, and timely review by the clinic's authorized decision makers.

What a real Teché Assessment provides

A real Clinical Operations Assessment is consultant-led and adapted to the agreed clinic scope. The client receives:

1. a current-state workflow summary;
2. validated priority findings;
3. practical recommendations;
4. a 90-day action plan;
5. risks, dependencies, and required decisions;
6. optional next-step support clearly separated from the Assessment.

The Assessment remains useful even if the clinic does not hire Teché for implementation.