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Optimizing Care, Productivity, and Revenue in Residential Services

This conference aims to implement effective procedural changes to prioritize high-quality care, meet revenue cycle requirements, and maximize billing opportunities in three different levels of residential care. Learn about proposed changes, essential change management plans, and expected outcomes in terms of client care, productivity, and revenue optimization.

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Optimizing Care, Productivity, and Revenue in Residential Services

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  1. One Plan, Three Goals:  Optimize Care, Optimize Productivity and Optimize Revenue Tracy Abzug, LCSW-S, Practice Manager Hilary Carr, MSW, Program Specialist Crisis Residential Conference, October 2019

  2. Objectives

  3. Who? Why? • Director of Project Management* • Project Lead  • Director of Crisis Services  • Director of Reimbursement • Medical Director  • Unit Managers  • Unit Team Leads  • Nurse Supervisors • Service Providers To implement an effective system that prioritizes high quality care while meeting revenue cycle requirements within three different levels of residential care (Extended Observation Unit - Involuntary, Crisis Residential, and Respite).  Revenue streams for residential services are limited, which means it is necessary to ensure program procedures maximize billing opportunities while supporting quality care.

  4. Crisis Levels of Care • Extended Observation • Crisis Residential  • Crisis Respite

  5. Project Phases

  6. Proposed Procedural Changes

  7. On the Ground

  8. Essential Change Management Plans

  9. Project Outcomes • Optimize Client Care:  • Client intervention times have increased by 10-20% • Pass planning increased successful appointments in the community • Increased coordination between crisis residential and ongoing care teams • Optimize Productivity: • Up to 10% increase in face-to-face service time • Optimize Revenue: • This was an opportunity to implement changes that affect the first two goals and despite not seeing a notable revenue increase we now have the evidence to advocate for different pay structures

  10. Challenges • Fee for service vs bed day service • Staff turnover • Philosophical differences (hours worked/hours paid) • Cultural shifts • Reactive vs. proactive • Balancing uniformity among programs while respecting inherent differences based on levels of care 

  11. Lessons Learned

  12. Successes

  13. Questions

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