One stay. Many teams. A continuous picture.
Connect admission, transfers, care activity and discharge around the patient's inpatient journey.
Explore the story
Planned core Medrella workflows, to be built from scratch using Schedula as the foundation. Availability requires development and demonstrated acceptance.
What this workflow connects.
The scope below guides discovery and demonstration. The adopted version and local configuration determine availability.
- 01
Admission orders and inpatient records
- 02
Service units, ward types and bed allocation
- 03
Transfers and location history
- 04
Clinical, nursing and medication context
- 05
Discharge scheduling, summaries and service invoicing
A bed is part of a care journey
Bed allocation is often presented as a simple availability problem. In practice, teams must consider the patient's needs, the type of unit, readiness, staffing and the next transition in care.
An empty bed may not be ready, and a clinically ready patient may still have discharge work outstanding. Medrella's inpatient direction connects these operational distinctions with the clinical record. Admission, transfer, discharge and service-unit records are planned product development areas, with each workflow subject to implementation and acceptance. The hospital-specific work is to define the states that staff rely on and the responsibilities that keep those states meaningful throughout the stay.
Make admission a coordinated handoff
An admission may follow an outpatient visit, an emergency encounter or a planned procedure. The receiving team needs the relevant clinical context and a clear account of what has already been completed.
Re-entering the patient and recreating orders creates unnecessary opportunities for disagreement. Admission should establish the stay, the responsible team and the appropriate location while preserving links to earlier encounters. Financial authorisation and administrative checks may proceed alongside care, but their status should remain distinct from clinical readiness. Teams need an agreed route for incomplete information so that unresolved administrative work does not disappear when the patient reaches the ward.
Keep transfers understandable
A transfer changes more than a location on a screen. It may change the nursing team, equipment needs, billing context and clinical responsibility.
The workflow should show when a transfer was requested, accepted and completed, and which team owns the patient at each point. Bed status should be reconciled with actual movement rather than inferred from a scheduled time. During discovery, identify the information required for ward handover and the events that make a unit available again. The design should support staff in understanding the current position without requiring them to reconstruct it from several independent logs.
Begin discharge planning before the last hour
Discharge brings together clinical approval, medicines, summaries, patient instructions, transport and financial clearance.
Treating it as one final button hides the work that causes delays. A useful inpatient workflow makes these dependencies visible early and distinguishes a requested discharge from a completed departure. The patient and caregiver need a coherent plan for the next days, including how follow-up will be arranged. The Android and caregiver experience is planned, so the initial implementation should agree the practical communication route available today. Financial and clinical teams should share status without receiving access to information they do not need.
Evaluate a stay with several transitions
A convincing inpatient demonstration should include admission from another service, a ward transfer, ongoing medication activity and a discharge with an outstanding result. Ask the team to identify the current responsible clinician, location and unresolved tasks at each point.
Review how corrections are recorded and how the service-unit configuration reflects the hospital. Define reporting measures such as turnaround between discharge and bed readiness from agreed events rather than ambiguous timestamps. The proposed foundation is a development plan, not evidence of an implemented inpatient pathway. Scope specialist units, device connections and local discharge requirements explicitly before declaring the workflow ready.
Connected thinking.
What would more time
for care make possible?
Let's explore it together