La Clinica de La Raza is a Federally Qualified Health Center (FQHC) that provides over 400,000 comprehensive primary care and preventive care visits to over 90,000 patients at 35 clinics, regardless of their ability to pay. Founded 50 years ago in Oakland, California, La Clinica initially operated from a small local storefront, eventually growing to offer patients more services—adding dental care, mental health services, integrated behavioral health, and school-based services. Expanding clinics and geographic reach in order to serve more patients required scaling up administrative support including financial planning and analysis.
With a budget of over $100 million per year and over 100 clinic and administrative cost centers, reporting was becoming extremely complex. And with much of the funding coming from hundreds of grants that emphasize accountability rather than profitability, being able to report back accurately to the grantors was essential.
Once La Clinica recognized the need for a new system to manage this complexity, they worked with Prime Planning, a certified and preferred implementation partner specializing in supporting FQHC Community Health Clinics, to implement Workday Adaptive Planning. Prime Planning has developed leading models for provider, encounter, payor, and patient fee revenue, enabling users to efficiently allocate staff across sites, and associate costs and visits in real time.
By using Workday Adaptive Planning to marry financial data with statistical data, including the number of patient visits and full-time equivalent staff reporting, La Clinica was able to address one of the biggest areas of concern for any FQHC—planning and monitoring provider capacity across sites.
In our first year with Workday Adaptive Planning we saw the smoothest budget process ever with transparency at every step. We have more visibility into our clinic operations!
Director of Medical Operations
Challenges.
- Inefficient and time-consuming budgets. An incredibly complex and multi-layered budget was far too difficult to manage in spreadsheets.
- Inability to integrate data. With spreadsheets spread throughout 35 clinics, it was extremely challenging to share data between sites in order to report on clinic performance.
- Lack of workforce planning. Manual, spreadsheet-based processes made it incredibly challenging to combine statistical with financial data in order to plan a workforce that fulfilled the needs of each clinic.
Results.
- Streamlined budgets. Now, budget cost centers are interconnected and accurate. No longer tied to manual spreadsheets, user-friendly tools build stronger collaboration between clinics.
- Integrated data. Stakeholders are now working from the same data, making collaboration easier and more effective.
- Accurate workforce planning. The ability to combine accurate statistical and financial data enables stakeholders to see the impact of provider changes and visit volumes in real time.