HOSPITAL PILOT WORKBENCH PLANNING ONLY
Heart ReserveCONCIERGE ADVOCATE

A clear first hospital agreement

A useful pilot.
A measurable next step.

Turn the Concierge Advocate into a defined hospital project: one starting population, an accountable service, a transparent budget and a decision about what comes next.

Founded by Lisa Zahakos, RPA-C. Working assumptions only. No hospital commitment, vendor quote, live service or funding award is implied.

Aligned to the 22 October program specification. This is a separate revised planning worksheet; older browser assumptions are not loaded automatically.

01 · Keep the first test focused

Start after hypertensive pregnancy.

Proposed first population: consenting adults discharged after preeclampsia or another hypertensive disorder of pregnancy, selected by the hospital team. Include cesarean and vaginal births. Individual clinical needs determine care; enrollment is not an alternative to urgent assessment.

Current assumption: 50 program and 50 current-care participants. Both groups retain clinically indicated care. This workbench keeps the total feasibility sample at 100 or fewer. A larger effectiveness study needs its own design, sample size and budget.

What program participants would receive

  • A usable discharge plan, pregnancy history and medication questions in her Heart Story.
  • Hospital-approved warning-sign teaching and a clear route to immediate help.
  • BP education and clinician-directed monitoring with an appropriate validated cuff and staffed review, if commissioned.
  • Follow-up requests with an owner, clinical due date, practical barriers and evidence of completion.
  • Teach-back, realistic Life’s Essential 8 actions and a portable care summary.

Existing heart disease, cardiac symptoms, gestational diabetes, mood concerns and medicine access must reach the appropriate clinical pathway. They do not become new automated diagnoses or unstaffed monitoring programs.

Earlier 12-month schedule — superseded

See the five costed phases, deliverables and decisions →

  1. Months 1–3Prepare and rehearse

    Agree platform scope, clinical responsibilities, data arrangements, evaluation and enrollment criteria. Rehearse with fictional cases.

  2. Months 4–8Enroll in stages

    Recruit up to the agreed cohort, starting with a small operational group. Review unresolved work and staff burden before expanding.

  3. Months 9–11Finish the observation window

    Complete follow-up through 90 days after discharge for the last participants and document continuing-care handoffs.

  4. Month 12Evaluate and decide

    Review feasibility, experience, resource use and costs with the hospital. Agree whether to adjust, expand or stop.

Care continues beyond the study window. Early clinical assessments follow the hospital-approved plan; they do not wait for six weeks. First-year education and care access need an identified receiving service and continued funding. Twelve project months cannot provide a full year of follow-up for every participant recruited during that year.

See the clinical workflow and evidence →

02 · Give the work a home

Who receives the concern?

Record proposed service roles and coverage. Use planning information only; this page does not create an account, contact a team or activate monitoring.

HEART RESERVE

Original education, Heart Story and advocacy workflow, patient experience, training content and ongoing content stewardship with appropriate clinical review.

Technology partner

Demonstrate and license existing modules; deliver agreed configuration, integrations, secure records, reliable message delivery and technical support.

Hospital service

Own clinical decisions, response coverage, prescribing, navigation, resources and continued care. The hospital confirms what the platform can actually deliver.

Six decisions before enrollment

Mark a decision only when its supporting agreement or evidence exists. These are planning records, not independent verification or permission to launch.

Rehearse the failure paths. Test an urgent symptom with a normal reading, a missed upload, no acknowledgement, an unreachable patient and an after-hours concern. The woman must receive appropriate immediate-care instructions even when a technical handoff fails. A saved entry is not a delivered or reviewed message.

Use Courtney’s current platform first

Show it. Scope it.
Put it in writing.

Use this worksheet during a focused demonstration with Courtney Williams, advisor and collaborator, and the proposed hospital service. Start with The Journey and Aria capabilities that can be shown in the current release. Record HEART RESERVE configuration and new development separately.

Review the proposed launch and expansion map →

A proposed 45-minute working session

  1. 5 minutes: confirm the postpartum population, clinical service and first-release scope.
  2. 20 minutes: show the six workflows below using fictional records.
  3. 10 minutes: rehearse the failure cases and identify work that needs an owner.
  4. 10 minutes: agree who will supply the written scope, itemized estimate, license terms and hospital review.

Selecting “Available in demonstrated release” requires a date, release, presenter and evidence note. This records your observation; it is not independent validation or permission to enroll patients. None of the choices creates an assignment or agreement.

Rehearse what could go wrong.

Fictional case 01

A reassuring reading. A concerning symptom.

A postpartum patient reports new breathing difficulty alongside a reading she believes is normal. Show approved immediate-care guidance and the after-hours route. The system must not tell her to wait for an app reply or treat the number as reassurance.

Fictional case 02

A report that is hard to read.

A report is missing units and part of its date. Keep those fields unknown, retain the original and ask for a clearer copy. Show who will review it. Saving or downloading must not become “clinician reviewed.”

Fictional case 03

A handoff that did not arrive.

A medication question or ride request has no acknowledgement. Show the failed or pending delivery, the actual responsible service and the agreed backup. Then test a duplicate submission and a failed save.

The next deliverable is a written scope and estimate.

  • List what the current license includes and what needs configuration or development.
  • Separate setup, recurring platform fees, devices, support, clinical staffing and optional expansion. Unknown prices remain unknown.
  • Specify content and branding rights, future hospital licensing, data access, usable export and exit arrangements for review.
  • Document the hospital service, response coverage and baseline measures before proposing enrollment.

One named pilot workflow is the starting point. Document extraction, additional Bluetooth devices, record interfaces and licensed ECG interpretation can be priced as later options.

Public vendor descriptions are the starting point for questions, not proof of implementation: The Journey platform · Emagine white-label offering. Checked 22 October 2026. Failure-case design is a HEART RESERVE proposal informed by AIM discharge-transition principles; it does not constitute certification.

03 · Price the whole service

Every dollar needs a purpose.

The starting allocation retains the superseded $150,000 pilot example. It is a historical worksheet, not the current funding request. Use the Phase 1 scope above for the new first purchase and reconcile any revised values before exporting. It is not a quote, salary promise or grant-approved budget. Include all direct and indirect costs required by the actual agreements.

The HEART RESERVE line covers program work; it is not a statement of Lisa’s personal compensation. Distinguish one-time development from ongoing delivery in vendor proposals. Include devices, connectivity, staff coverage and evaluation before comparing prices.

Review Lisa’s 200-hour estimate → · Read the cost justification and grant checklist →

This editable worksheet is separate from the fixed $150,000 review example. Changes here do not automatically update that page’s phase allocation. Reconcile both before sending a revised estimate.

Your recurring licensed contribution

Paid use can be defined by a participant episode.

Proposed unit for negotiation: one activated participant’s 90-day licensed program episode. Define the start event, duplicate accounts, cancellations, extensions and renewal rules in the agreement. Messages and warning-sign reports would not create extra billable episodes.

This is a separate illustration of the contractually payable royalty, not an extra cost automatically added to the budget above. If the fee applies to this pilot, include it once in the relevant contracted cost line. Gross royalty is not profit or guaranteed income.

What the licensing agreement needs to settle
  • Who contracts with the hospital, who invoices, and who pays HEART RESERVE.
  • Which original curriculum, workflows, recordings and program rights are included.
  • Permission to use the underlying platform, hospital rebranding and sublicensing to additional hospitals.
  • Per-episode rate, reporting frequency, payment dates, duplicate/refund rules, audit rights and any minimum commitment.
  • Ownership of existing and new work, permitted edits, content updates, attribution and any exclusivity.
  • Data portability, service continuity, termination and the treatment of enrolled participants at exit.

A white-label offer does not itself grant Lisa resale rights or recurring payment. Those rights and obligations must be agreed in writing. Copyright Office guidance on permission to use another party’s work ↗

Compare cost with hospital-specific financial benefit →

04 · Agree what success means

Measure care, understanding and workload.

Compare the full proposed service with the actual care and benefits members already receive. Agree definitions and acceptance criteria before enrollment; none of the values in this workbench are patient outcomes.

Did the due care happen?

Documented BP assessments completed and clinically reviewed within each patient’s approved window ÷ all enrolled participants due for that assessment. Count missing documentation separately. Report severe-hypertension timing separately from other hypertension pathways.

Did the handoff finish?

Required follow-up actions completed with evidence ÷ actions due in the observation window. Separately report receiving-service acknowledgement, patient contact and unresolved actions.

Could she explain the plan?

Participants who can describe their next action, timing and route to help ÷ those assessed. Report who was not assessed and who needed another explanation. Saving an answer is not demonstrated understanding.

Was the service workable?

Staff minutes per participant, queue age, overdue reviews, failed delivery and unplanned contacts. Record access barriers, patient experience and differences in reach by language and other relevant groups.

What happened clinically?

Six-week and 90-day emergency visits, readmissions and severe complications, with separate definitions and outside-hospital events where available. Urgent care that was needed is not a failure.

What did it cost?

Total program and additional care costs per enrolled participant; hospital financial impact; payer impact; and staff capacity, reported separately. A small feasibility pilot cannot prove a mortality reduction or guarantee savings.

Pause enrollment and review problems promptly if concerns have no receiving owner, a critical delivery failure has no backup, clinical response expectations are repeatedly missed or a material data error affects care. The hospital sets and owns the operational response; this workbench does not monitor it.

Planning is informed by AIM postpartum discharge-transition principles. HEART RESERVE’s proposed measures and timetable are locally designed; they are not an AIM certification or validated outcome claim.

Planning entries are stored in this browser only. No patient information, staff credentials or confidential hospital records should be entered.