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Corporate Executive Director of Care Management, AdventHealth
AdventHealth aimed to reduce delays in post-acute transitions and strengthen care management efficiency across its 50+ hospitals. Their priority was to improve patient flow and reduce ALOS by addressing gaps in PAC workflows, yet they lacked the actionable data needed to pinpoint and fix those bottlenecks. They partnered with Aidin to centralize workflows, gain real-time visibility, and use data to drive faster, more reliable PAC placements and measurable systemwide improvements.
View Case StudyCorporate Executive Director of Care Management, AdventHealth
AdventHealth aimed to reduce delays in post-acute transitions and strengthen care management efficiency across its 50+ hospitals. Their priority was to improve patient flow and reduce ALOS by addressing gaps in PAC workflows, yet they lacked the actionable data needed to pinpoint and fix those bottlenecks. They partnered with Aidin to centralize workflows, gain real-time visibility, and use data to drive faster, more reliable PAC placements and measurable systemwide improvements.
View Case StudyVice-President, Care Management
St. Luke’s was striving to improve inpatient bed capacity across its network. A primary objective was to improve patient care and increase bed capacity through better management of ALOS (average length of stay). They partnered with Aidin for an enhanced case management platform and referral management solution to empower them with the type of data that would enable them to optimize PAC transitions, reduce their ALOS, and increase the bed capacity in their network of hospitals.
View Case StudySystem Manager, Post-Acute Transitions
EEH wanted to improve patient transfers to post-acute care facilities, but their ability to offer patients the best provider options were limited. COVID-19 had exacerbated these issues, because providers were managing overwhelming patient volumes as well. It became clear to EEH that to weather this pandemic, it was more critical than ever to have access to more provider options for their patients.
View Case StudyVP of Care Coordination & Transition Management
Vanderbilt continued to be challenged by a daily bed capacity problem which created significant queuing in the ED because floor beds were occupied. Furthermore, the acuity of patients at VUMC coupled with their complex, psychosocial needs created discharge barriers that were challenging to resolve, delaying discharges when the patient was medically ready.
View Case StudyFormer Senior Vice President & Chief Medical Officer
VHC Health, long focused on improving quality inside its walls, was looking to impact quality of care in its post-acute market, both to improve its own internal operations and reduce Medicare cost per beneficiary in preparation for planned moves to risk-based reimbursement models.
View Case StudySenior Director of Care Coordination & Clinical Social Work
UCLA Health 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.
View Case StudySVP Chief Operating Officer & Chief Nurse Executive
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.
View Case StudyChief Innovation Officer
ProHealth Care had done significant work to improve quality of selected post-acute care facilities in an effort to reduce re-admissions and prepare for bundles, but given regulatory restrictions on patient advising and a lack of comparison data, patients chose care facilities largely based on geography and continued to re-admit despite the Health System’s efforts.
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