Solutions · Urgent Care
64 centers. Hundreds of decisions before lunch. One operating picture.
Urgent care is where we started, because the operating problem is hardest here. Demand moves hourly, margins do not forgive a staffing mistake, and the decisions that matter are made before most reporting tools have finished refreshing.
A network like this one
- Centers
- 0
- Markets
- 0
- Visits yesterday
- 0
- Needed a decision
- 0
Illustrative demonstration network. Not customer results.
A day in the network
From before the first door opens to after the last one closes.
Six moments from one Tuesday. Each one is the kind of thing that either gets caught in the hour it happens, or gets discovered in a report three weeks later.
The operating clock
6:00 AM
Nobody is watching a dashboard at any point in this day. That is the whole idea.
- 6:00 AMAttention
Opening readiness
- A provider call-off lands at Westlake for the 7 AM open.
- Claritus flags the site as an opening risk and checks the eligible pool within 20 miles.
- Two candidates are surfaced with the constraint each one would break, if any.
Sites at opening risk0from 1 - 8:15 AMWatching
Demand moves
- Arrivals across the North market are running 11% above forecast an hour into the day.
- Two sites are projected past a 45-minute wait by 11 AM if the pace holds.
- A staffing recommendation is generated for the afternoon, not the morning — the morning is already staffed.
Projected peak wait47 minfrom 47 min - 11:40 AMAgent working
Regional imbalance
- Buckhead has nine patients waiting. Brookhaven, 4.6 miles away, has capacity and a 22-minute wait.
- Claritus surfaces a routing recommendation for digital scheduling and the contact center queue.
- No patient is moved automatically. The recommendation goes to the market director with both wait curves attached.
Unused capacity nearby0 visitsfrom 0 visits - 3:20 PMApproval needed
Labor exception, before it happens
- Two team members at Midtown are pacing toward overtime by Thursday.
- The exception is raised now, while the hours are still three days away and still avoidable.
- The Staffing Agent drafts a 45-minute adjustment to each shift and requests approval.
Avoidable overtime6.5 hrsfrom 6.5 hrs - 6:30 PMWatching
Closing decisions
- Demand in the West market drops off 40 minutes earlier than the weekly pattern.
- Claritus evaluates whether the last hour is worth staffing at three sites and what it costs to hold it.
- The answer differs by site. Two hold, one releases a provider early with the site lead’s sign-off.
Labor hours released0.0 hrsfrom 0.0 hrs - 9:45 PMResolved
Tomorrow, checked
- Every published schedule for tomorrow is compared against the latest forecast.
- Sixty-one sites are within tolerance. Three are not, and each one has a drafted option waiting.
- The work happens while the operation is closed, so the morning starts with decisions instead of discovery.
Sites checked overnight0from 0
The whole operation
Your organization, drawn as your organization.
Not a map of the state. The lines here are the relationships that actually matter when something goes wrong: shared provider pools and referral flow. A call-off at one site is a coverage question at the site it shares people with.
Twelve representative centers shown. Hover any node for its current condition.
- Normal
- Watching
- Attention
- Agent working
- Approval needed
- Resolved
Why this is hard
Five things that make multi-site urgent care its own problem.
None of these are solved by a better report. They are solved by something that can hold the whole network at once and act inside the hour.
- 01Demand you cannot schedule against with confidence
- A hospital service line knows roughly who is coming. Urgent care finds out at 8:15 AM. Variability is not a reporting inconvenience here — it is the operating condition, and it is why a forecast that never reaches the schedule is close to useless.
- 02Margins that do not absorb mistakes
- An over-staffed evening at one site is a rounding error. The same evening at forty sites, twice a week, is the year. The decisions are individually small and collectively decisive, which is exactly the shape of problem people are bad at and software is good at.
- 03Teams that are centralised and decentralised at once
- Scheduling might be central, hiring regional, and the decision to hold the last hour open entirely local. Any system that assumes one operating model breaks against how these organizations actually run.
- 04More locations than anyone can hold in their head
- A great regional operator can genuinely run twelve sites from memory. Nobody runs sixty that way, and hiring a coordinator per twelve sites is not a strategy — it is a cost curve.
- 05Software chosen for the front desk, not the network
- The EMR was selected because it worked at the point of care, which was the right call. It was never meant to answer what is happening across seven markets, and asking it to is how the spreadsheets started.
Across the leadership team
The same platform, answering a different question for each person.
One of the reasons operational tooling fragments is that every function buys its own. When the underlying model is shared, the finance answer and the workforce answer stop contradicting each other.
- COO / VP Operations
- One picture of every site’s readiness, and a short list instead of sixty dashboards.
- Regional operator
- The two sites that need them today, with the analysis already done.
- CFO / Finance
- Labor variance explained at the site level, before the close rather than after it.
- Workforce leader
- Coverage risk and overtime exposure days ahead, not in the payroll report.
- Revenue cycle leader
- Front-end errors cleared at intake instead of appearing as denials.
- Contact center leader
- Abandonment tied back to what was happening at the clinics callers wanted.
- Chief Medical Officer
- Where coverage gaps are creating clinical risk, with the pattern rather than the anecdote.
- IT / Data leadership
- No migration, no new system of record, and one integration surface instead of nine.
Request a demo
However many centers you run, the question is the same: what happened last week that nobody caught in time?
Bring one. We will walk through when Claritus.One would have raised it, what evidence it would have attached, and which agent would have taken the work — against a network built to look like yours.