UCLA faced severe capacity constraints, consistently placing the ER on divert. They were also looking to increase participation in value-based reimbursement structures and wanted to ensure their operations were ready.

Like many community hospitals across the country, WMHS was feeling the impacts of contracting reimbursement and penalties and was looking for ways to take out cost while improving quality. They had a particularly large population of hard to place patients with complex social needs and sub-optimal or no coverage. Finally, they felt they were using case management staff inefficiently.

Five OSUMC hospitals sought to improve their post-acute care (PAC) discharge process and wanted a system that could offer what their current referral tool could not: the ability to track and assess quality measures, the management of referrals across the care spectrum (e.g. inpatient and outpatient settings), and the flexibility to accommodate diverse patient populations as their services grew.