Financial Performance Analysis
Notice a tremendous positive change in your financial performance within 60 days of employing our revenue cycle management services
What Gets Measured Gets Improved
JetRCM’s services are built on a strong foundation of data-driven processes, purposefully engineered and supported by state-of-the-art technology platforms. We believe in making decisions based on data, ensuring our actions are guided by objective insights.
We are so confident in this approach that we offer our valued customers a financial performance analysis free of charge, detailing the good, the bad, and the ugly, along with the root causes for each. No other company in the industry does this proactively, providing our customers with Freedom of Time and Financial Peace of Mind!
Financial Performance Analysis
The aim of this analysis is to provide feedback on:
- Annual volume metrics
- Claims level reimbursement metrics
- Claims level billing efficiency (timeliness) metrics
- Comparison of reimbursement to peer group (National database from MGMA)
- Accounts Receivable (A/R) metrics in comparison with Best in Class Practices
- Recommendations on Financial Performance Maximization opportunities
Provider Productivity is high in terms of the number of patient encounters per full-time equivalent (FTE) provider. Average encounters are about
769
per month.
JetRCM believes it can help increase net collections by at least
20%
and reduce billing-related costs for the practice to less than 6% of net cash collections.
Reimbursement in terms of cash collected per claim (on average) is about
$134.
This is good but has ample room for improvement with a target of around $164 (22.4% improvement).
The labor cost of Revenue Cycle Management was not measured as data on staff-related costs or external billing service fees was not available. For this type of practice, the all-inclusive labor cost of revenue collection should be no more than
$10
per claim.
Accounts receivable management indicates ample opportunity for improvement as it appears that rejections and denials are not being worked consistently and aggressively. This is leaving approximately
$350,000
in possible reimbursements at risk of loss (the longer the A/R ages, the lower the probability of collecting 100% of its allowed value). This also increases the cost of capital due to a cash conversion cycle, which entails the utilization of resources that could be utilized elsewhere. Without reviewing the write-off policy and the historical amounts written off in the last fiscal year, it is not possible to accurately gauge the performance in this area.