Risk Action PlanTrack
Processes and
Procedures
Project:
Amplify
Project Leader: Lindsey Akers
ID
Submitted on
Submitted by
Cause
Effect
1
08/01/23
Lindsey Akers
Billing procedures across the
Each affiliate operates in a silo
constellation are not standardized. resulting in the inability to share
resources. This also leads to the
hiring of temporary employees to fill
gaps where necessary.
Limited
Resources
2
08/03/23
Lindsey Akers
Team members have limited time
to commit to the project.
This can lead to too little time being
devoted to the project and delayed
or ineffective results.
Team members are sretched too
thinly in terms of time available and
workload requirements.
EHR Systems
3
08/03/23
Vanessa McAndrew
System Limiation with Carelogic on The limit of data cause results to
reports that can be ran to pull data be manuallly made
External Factors
that we Cannot
Control
4
08/05/23
Anne Michele Lyons
PA Budget Impass
Delay in counties ability to pay for
services in timely manner
External Factors
that we Cannot
Control
5
08/09/23
Anne Michele Lyons
Uncooperative clitents
Payments delayed due to
uncooperative clients to increase
the priority of payment
EHR Systems
6
08/09/23
Anne Michele Lyons
System limitations
Slow processing of manual billing
Limited
Resources
7
8/9/2023
Vanessa McAndrew
No control over staff priorities
Slowing down getting information to
eval the affliate
Limited
Resources
8
8/9/2023
Vanessa McAndrew
Estimating/or scheduling errors
To many items due for one person
at the same time
Conflicting
Priorities
9
8/10/2023
Doug Berg
Procedural
Compliance
10
8/10/2023
Doug Berg
Affiliate staff highly values service
delivery. Project staff have regular
daily responsibilities.
Disparate operations, service
workload, and manpower
constraints may result in local
behaviors that aren’t in tune with
stated procedures.
Field’ and ‘Central” staff may not be
able to focus sufficient energy on
project work.
Continuing suboptimization of
revenue cycle.
Impact
Priority
Affiliates’ ability to execute their
missions effectively suffers due to
cash flow restrictions. Revenue
cycle team morale suffers.
Medium
Owner
Mitigations
1. Provide training on billing process to Apis and
Affiliate employees on the variety of EHR systems
used for invoicing across the constellation.
2. Provide training to IT staff on all systems used in
order to cultivate their ability to assist with technical
difficulties when needed. Bring outliers onto the
Microsoft 365 domain to enable information sharing.
3. Provide training regarding unique characteristics of
each Affiliate and/or business line’s billing
requirements, procedures and timelines.
4. Focus on process documentation for use in
employee training. Create step by step guides for use
of billing systems, location of important
documents/reference materials, etc. Review,
update/improv, finalize and deliver draft “Playbook”.
5. Review and compare processes and EHR systems
with Affiliates regarding potential migration to more
effective billing systems.
6. Review/negotiate better terms with certain long term
receivable customers.
Notes
Commitments may not be met and Medium
delayed delivery of deliverables
may derail progress on the project.
One team member’s commitments
and deliverables may impact
another team member’s ability to
meet their commitments and
deliverables.
1. Hold WAM meetings to keep us on target.
2. Set the expectation that obstacles to meeting
commitments to submit deliverables timely are
communicated to the team. Updated commitment
dates are to be provided.
3.Be respectful of each other’s time. Stick to the
meeting agenda. Start and end on time.
4. Identify topics and conversations that call for the
need to schedule separate “offline” meetings that don’t
require the entire team’s involvement.
The results can be skew tif not all
changes are done the same way
each time
Medium
1. Have one set person that will manually work the
data given
2. Have written steps on how the manual changes
were made
Increased DSO
Medium
DSO only reduces a minimal
percentage
Medium
3. Possible have two people work the data to make
sure the same result is made
1. Confirmation of PA State budget being passed.
2. Follow up with Counties to confirm FY24 contracts
will be executed and timely payment for fiscal year.
3. Track FY24 contracts status.
4.
Confirm FY24 rates are in system correctly for a clean
invoice.
5.
Follow up with customers to ensure proper rates are
updated in their system for correct payment
1. Identify ‘problem” customers.
2.
Evaluate the impact of “problem customers”.
3.
Enough staff to follow up with customers
4.
Schoold district board meetings only 1 per month.
Process slow while waiting for
information to bill accurately.
Medium
Project employee unable to get the Medium
analyze the data
Action items are not completed on
time or missed all together
Medium
Amplify Project experiences delays Medium
or smaller milestones.
Excessive unbilled revenue and
accounts receivable.
High
1. Receipt of documents submitted in timely manner
from front office staff.
2. Enough manpower to process billing effeciently.
3. Research other systems to process billing
4.
Automate Manual billing in Oracle
1. Receipt of documents not handed in timely for
project team to review
2. Documentation handed in is not complete for what
was ask
3.
Documentation was not reviewed for accurate
information
4. Requested staff for meeting does not show up to
gather the documents
1. Not all items completed to the best of the person
avility
2.
Document filled out, but missing items
3. Documentation was not reviewed for
accurate/complete information
Risk Action Plan
Track
Project:
Amplify
Project Leader: Lindsey Akers
ID
Submitted on
Submitted by
Cause
Effect
Impact
Priority
Owner
Mitigations
Notes
Project Statement – Accounts Receivable, v1 8.3.23
Project Name: PROJECT AMPLIFY
Project One-Liner:
•
Revamp internal revenue cycle as a catalyst to produce additional cash flow to invest in existing and
future business opportunities by June 30, 2025.
To overhaul the internal revenue cycle, functioning as a catalyst, with the aim of generating increased cash
flow that can be channeled into current and upcoming business ventures by June 30, 2025. Given the
shifting landscape where patients bear greater financial responsibility for their medical treatment, the
effectiveness of registration and billing procedures holds heightened significance for providers’ success.
Target Stakeholders:
Primary Stakeholders and Their Concerns:
1. Employees in the Revenue Cycle:
•
•
•
•
•
Apis AR Managers
o Timely and accurate billing
o Seamless integration with Electronic Health Record (EHR) systems
o Customer satisfaction through reduced complaints and inquiries
Apis AR Specialists
o Manual and electronic billing accuracy
o Accurate transaction processing
o Payment posting and reconciliation (overpayments, recoupments, short pays)
Apis Collection Specialists
Affiliate Intake staff (e.g. front desk)
Affiliate Program staff
2. Management Team
•
Comprises the Affiliate CEOs, Directors, Managers, and Controllers and their areas of concern
include:
•
Aligning management goals with project metrics
•
Insight into the project’s purpose and impact on overall success
3. External Customers (e.g. counties, state, MCOs):
•
Clear communication regarding financial transactions and processes
•
Timely and accurate billing and invoicing
Stakeholder Measures of Success:
1. The management comprising the Affiliate CEOs, Directors, Managers, and Controllers measure success
through:
•
Question: How effectively is the revenue cycle being managed and optimized?
•
Measurable Criteria:
o
Monthly DSO trend reports for each affiliate, showing current DSO and previous period’s
DSO.
o
Error rate reporting for billing and collections processes.
o
Denial rate indicating the effectiveness of claims processing.
o
Timely remediation of EHR system flows, measured by reduced workflow bottlenecks.
o
Revenue generated through improved billing and collections.
o
Revenue lost due to billing errors or delays.
2. Apis AR Managers (Vanessa McAndrew, Steven Redhead) and Apis AR Specialists:
•
Question: Are billing and collections processes efficient and accurate?
•
Measurable Criteria:
o
Error rates in billing and collections transactions.
o
Monthly DSO trend reports with target goals and achievements.
o
Denial rate for submitted claims.
o
Timely and accurate payment posting and reconciliation.
o
Reduction in overpayments, recoupments, and short pays.
o
Customer satisfaction levels based on fewer complaints and correspondences.
3. External Customers (Counties, State, MCOs):
•
Question: Are billing and invoicing processes accurate and timely?
•
Measurable Criteria:
o
Reduced frequency of billing errors or discrepancies.
o
Timely issuance of invoices.
o
Clear communication regarding financial transactions.
4. Affiliate Intake Staff and Affiliate Program Staff:
•
Question: How well-defined are the processes and expectations for involvement in the project?
•
Measurable Criteria:
o
Clarity of process notes and expectations.
o
Understanding of project goals and its impact on the organization.
Business Measures of Success:
From an internal perspective, successful delivery of the revenue cycle revamp project will be reflected in the following
key financial objectives:
1. Increase in Free Cash Flow by $20M by 4Q24:
•
Financial Objective: Generating an additional $20 million in free cash flow by the fourth quarter of
2024.
•
Budget: Identify cost-saving measures, optimize collections, and streamline processes to achieve
increased cash flow.
•
Completion Date: Attain $20 million increase in free cash flow by the end of the fourth quarter of
2024.
2. DSO at 40 days in 4Q24:
•
Financial Objective: Achieve a Days Sales Outstanding (DSO) metric of 40 days by the fourth
quarter of 2024.
•
Budget: Allocate resources for process improvements, technology enhancements, and training as
necessary.
•
Completion Date: Target DSO of 40 days by the end of the fourth quarter of 2024.
3. Reduction in Denial Rates by Service Line
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