After-Hours Urgent Care Center
30+ physicians · 40+ staff · 24/7 patient access
An After-Hours Urgent Care Center had evening physician shifts that were difficult to fill and phone lines so overwhelmed that some patients could not reach staff at all. Access, continuity of care, and shift utilization were all slipping.
Operational complexity
Solving access meant more than a booking widget. The center ran on paper and PDF records, had no Electronic Medical Records (EMR) foundation, and needed a physician-scheduling model that respected provider preferences. On top of that, the delivery ran from the start of COVID-19 through lockdowns, so the center had to stay open for screening and patient care while every change was being rolled out.
Solution delivered
A staged program that put an EMR foundation in place, migrated paper and PDF records into it, and then layered 24/7 online booking, telehealth, and a preference-driven physician-scheduling system on top. Aditech also implemented and managed the center's complete telecom, network infrastructure, and enterprise systems so the access layer had a reliable operational base underneath.
How the engagement unfolded
1. Operational discovery from the front desk outward
The engagement started by working alongside the center - combining direct front-desk operational experience with IT leadership - so the design was based on first-hand understanding of patient, staff, and physician needs rather than a generic access-transformation template.
2. Electronic Medical Records (EMR) foundation before online booking
We determined that online booking would solve the access problem, but only if an EMR foundation existed underneath it. The EMR was implemented first so every downstream booking, scheduling, and telehealth workflow could write into a single patient record instead of scattered paper and PDF files.
3. Paper and PDF record migration into the EMR
Existing paper charts and PDF records were migrated into the new EMR so clinicians had continuity of care from day one and were not working across two systems during rollout.
4. Role-tailored EMR and business-application training
30 physicians were trained individually and more than 40 staff were trained on the EMR and supporting business applications. Training was tailored to each role and to the center's specific workflows so adoption stuck instead of decaying after go-live.
5. Telecom, network, and enterprise-systems foundation
We implemented and managed the center's complete telecom, network infrastructure, and enterprise systems, giving the online booking, telehealth, and scheduling layer a reliable operational base to run on.
6. 24/7 online booking and telehealth for 30+ physicians
Telehealth and online booking were enabled for more than 30 physicians, creating 24/7 patient access to scheduling and supporting continuity of care instead of relying on overwhelmed phone lines. Online booking achieved more than 95% patient acceptance, shifts reached 100% booking, and cancellations were often filled within five minutes by another patient instead of leaving a physician idle.
7. Preference-driven physician scheduling with reminders
The physician-scheduling solution included a shift-preference selector so providers could submit preferences, receive automated shift assignments, and get reminders. Staff scheduling was integrated into the same system so evening and after-hours shifts were easier to fill and stayed filled.
8. Delivered through COVID-19 and lockdowns
The work was delivered from the beginning of COVID-19 and through lockdowns. The center remained operational throughout - providing screening, seeing patients, and diverting thousands of cases from emergency departments - while the EMR, booking, telehealth, and scheduling layers were being rolled out around them.
Adoption & controls
The engagement paired direct front-desk operational experience with IT leadership, so training and rollout were built around what patients, staff, and physicians actually do day to day. 30 physicians were trained individually and more than 40 staff were trained on the EMR and business applications, with training tailored to each role and to the center's specific workflows.
The network operated across more than 46 diagnostic clinics using spreadsheets, paper, and disconnected systems to track every referral, booking, patient visit, diagnostic result, report, and payment. Staff spent thousands of hours each month on repeated entry, cross-checking, and manual reconciliation. Scheduling alone required roughly 40 hours to build a single two-week cycle.
A high-volume specialty hospital ran clinical, administrative, and billing work on paper, PDFs, and a 25-year-old in-house billing tool. Patients across the country were assessed at pop-up clinics with no unified record, and intake errors produced thousands of dollars per day in downstream billing rework.
The physician printed and completed a form, then faxed it or manually uploaded a PDF to an online portal. Faxes could fail or encounter busy lines. Manual portal submission added roughly 10 minutes per case and took time away from patient care. On the insurer side, paper and PDF intake required scanning, OCR, manual review, and follow-up for missing information.