What your schedulers already know that your forecast does not
Your front desk can tell you which families will actually show up next month. That information never reaches the revenue model, which is why the model is wrong. Here is how to capture it without adding a meeting.
Staffing to the authorization is how you end up overstaffed in March
Hiring against authorized hours instead of realistic hours puts clinicians on payroll for work that was never going to exist. Here is what the idle wages cost, why the error shows up a quarter late, and five checks you can run this week.
Reservoir by client, not by payer
A practice-level reservoir ratio describes no actual client. Two families on identical authorizations can have completely different realistic capacity, and averaging them produces a number that is wrong for both. Here is why the aggregate hides the decision, and five checks you can run this week.
The units were gone before anyone looked
Sessions delivered against exhausted, expired or wrong authorizations cost you in full and pay you nothing. There is no appeal, because there is nothing to appeal against. Here is what it costs and five checks you can run this week.
Who owns the authorization calendar
In most ABA practices the answer is nobody, which is why sessions get delivered against expired authorizations. Here is what the ownership actually involves, and the one report that turns it into a ten-minute weekly job.
Re-authorization is a revenue event, not an admin task
The gap between an authorization expiring and the next one arriving is a period where you are either not delivering or delivering for free. Here is what it costs per client per week, and why it belongs on a cash forecast.
The three authorization errors that survive every audit
Wrong code, wrong span, wrong units per week. Each one looks completely fine on the face of the approval document, and each one produces sessions you cannot bill. Here is how to spot them at intake, and five checks you can run this week.
Your provider cancellation rate is a hiring metric
Client cancellations are demand. Provider cancellations are supply, and supply is yours to fix. They should never sit in the same report, and here is what it costs when they do.
A 5 percent cancellation floor, and what the gap above it is worth
Some cancellation is structural and chasing it to zero costs more than it returns. Here is where the floor sits, how to put a dollar figure on the distance between your rate and it, and five checks you can run this week.
Make-up sessions that never get made up
The offer to reschedule closes the phone call and then never reaches the calendar. Here is why make-up rates are so much lower than anyone believes, how to count what you actually recovered, and five checks you can run this week.
Completed and unconverted, aged by day
The one report your practice management system does not have, and the one that catches sessions before they age out of timely filing. Here is how to build it and how to read it.
Why conversion lag is a clinical workflow problem, not a billing one
Notes written on Friday for Monday's session are a scheduling decision, not a discipline problem. Here is what the delay costs measured against timely filing, and how to fix it without another reminder email.
The month-end discovery problem
Finding unconverted sessions at close is finding them too late to do anything cheap about it. Here is what moving the check to daily changes, and five checks you can run this week.
What a percentage-of-collections contract actually incentivises
Your biller gets paid on what is collected, not on how fast. Most of the time those interests line up. Here is where they separate, what the gap costs you, and what to write into the agreement instead.
Biller lag, measured properly
Converted and unbilled, aged by day, is the one report your practice management system will not hand you. Here is how to build it, what a reasonable target looks like, and how to pull it without asking your biller for a report about their own speed.
The last stage you can fix without a payer on the phone
Everything below this stage needs somebody outside your practice to act. This one does not. Here is why that makes it the best place to spend a month, and five checks you can run this week.
The rework tax nobody books
A 12 percent first-pass failure rate costs staff hours and delayed cash, and neither shows up on the P&L. Here is how to estimate it in dollars, and five checks you can run this week.
Denials do not originate in billing
A denial is where an error surfaces, not where it happened. Here is how to attribute each one to its origin — intake, authorization, documentation, coding — instead of to its symptom, and five checks you can run this week.
First-pass clean claim rate, and the mid-nineties floor
What good looks like, how to measure it honestly, and the two ways the number gets flattered without anyone intending to. Five checks you can run this week.
Credentialing level is where the money goes
One service mapped to the wrong credentialing level bills wrong in the same direction on every claim, forever, and no report flags it. Here is why this is the most common rate defect in ABA, what it costs at volume, and five checks you can run this week.