How will a facility decide it is worth paying for?

The pilot is designed to measure administrative time, delays and progress from an open role to first shift, while preserving the facility’s required checks and decision rights.

Before the pilot

Agree scope, source routes, security readiness and the facility’s decision owners. Sign the pilot agreement and its data permissions.

Days 1 to 14

Measure the existing process. The facility signs the baseline, including administrative time, delays and the cost lines being measured.

Days 15 to 180

Run the agreed workflows beside the facility’s process. Record exceptions, human decisions and outcomes. Keep failed and incomplete cases in the measurement.

Day 180

The finance lead signs the savings. If the savings support the price, agree a production contract. Otherwise the pilot ends.

Pilot plan, October 1, 2026. 180 days, prepaid, at a planned $30 per certified bed per month. No automatic conversion.

Build a deep, owner-accepted picture of how the facility operates while activating one bounded, authorized workforce workflow.

Map departments, responsible people, systems, requirements, dependencies, deadlines, exceptions and economics. Use owner explanations and synthetic examples where record access is not authorized. Develop depth around the workforce journey and its immediate dependencies first.

Rehearse the normal path and denied, stale, revoked, conflicting, duplicate and interrupted cases with synthetic data. Operate only the eligible, authorized path, then compare accepted outcomes and total effort with the baseline. Wider mapping continues alongside it; an unrelated future department must not hold up an eligible workforce workflow.

October 7, 2026 operating-model proposal. This workstream does not rename or replace the phases, scope, cohort, pricing or dates of a signed pilot. The October 20 launch target remains as stated in the execution plan. Mapping is not permission to collect patient records or broaden live operations.

Smaller facilities are an explicit product and delivery design requirement. Useful imports, reviewed reusable configuration and a clear first outcome should keep customer effort proportionate.

Customer effort

Measure onboarding staff hours, elapsed time to the first accepted outcome and ongoing review or manual intervention.

Rōvn delivery effort

Measure setup hours, support minutes and vendor/model cost per accepted outcome. Reusable configuration must preserve each facility’s private policies and context.

The agreed budget

The facility sponsor and Rōvn delivery owner set the effort budget, measurement window and acceptable support burden for the actual deployment. Simplify the package if it exceeds that budget.

This is a delivery hypothesis to prove, not a universal onboarding-time promise or a claim about competitors. It does not change the initial launch market or any signed scope.

Every meaningful wait should be visible: what is required, what is open, who owns the next move and what a named person decided. The process creates an auditable operating record as it runs.

The clock starts at the open role and ends at the first shift. Facility administrative minutes and clinician administrative minutes are measured separately.

The first pilot will establish operating results. Measurement includes required checks, exceptions, failed cases and incomplete cases, alongside time and cost. The facility can inspect the complete record before deciding whether to continue.

Before activation, the pilot needs a working agreement among the people buying, operating and accepting the work. One sponsor can coordinate that agreement; the sponsor does not automatically hold every department’s authority.

Facility sponsor

Owns the selected business outcome, resolves scope conflicts and ensures the necessary staff can participate.

Workflow and decision owners

Confirm the actual requirements and handoffs. Named authorized people retain the hire, offer, credentialing, privileging, assignment and start decisions that apply.

Finance lead

Accepts the baseline and eligible cost definitions, checks overlap and signs the savings used in the commercial decision.

Source, security and system owners

Confirm permitted access, identity matching, destination behavior and the release requirements for the agreed scope.

Rōvn delivery owner

Maintains the implementation plan, records unresolved dependencies and support effort, and makes sure an interrupted or disputed case has a recovery route.

Proposed role allocation for a pilot; actual names, authority and responsibilities must be recorded in its agreed scope. It is not a claim that a customer has assigned these roles.

The baseline should state which site, role family, requirement set and cases are included. The opening event and the evidence of first worked shift must be defined consistently. Changes in role mix, hiring volume, source availability or facility process can affect the result and belong beside the numbers.

Keep completed, still-open, withdrawn, failed and out-of-scope cases separately visible. Report elapsed time and human effort together, including clinician effort and Rōvn intervention. A case with no completed shift remains part of the cohort record; it must not quietly disappear from the denominator.

A useful pilot includes recovery, not only the normal path. If identity evidence conflicts, affected work stays unresolved while the responsible person reviews it. If consent is revoked, dependent future access and use stop within the applicable scope. If a source is unavailable, the case remains pending with an owner rather than receiving an inferred positive result.

If an action may have reached its destination but the response was interrupted, reconcile the destination before retrying. If staff effort exceeds the agreed budget, identify which steps create it and narrow or simplify the workflow. A repeated defect should change the product or activation scope rather than become permanent hidden service work.

The purpose of these rehearsals is practical confidence: the facility knows who is responsible, what remains true and how work resumes. The handoff model explains the distinction between a sent action, an acknowledgement and an accepted outcome.

The operating review should bring together the agreed baseline, the full cohort result, cost and effort, quality exceptions and remaining dependencies. Finance signs the savings; operations confirms whether the result is useful enough to keep. Production requires its own agreement under the planned pricing rule.

A positive result can justify a larger cohort or another site, subject to that scope’s requirements. A mixed result can justify repairing a specific failure without presenting the whole deployment as successful. If the savings do not support the price or the operating burden remains too high, the pilot ends as planned. Record and access handling follow the agreement and applicable obligations.

The deliverable is an evidence-backed continuation decision. It should make the next capital and product choice clearer even when some parts of the thesis remain unresolved.