• Identification of workflow efficiencies
• Evaluate regulatory compliance
• Analysis of department goals, talent, and performance plans
• Center best practice for PDPM rate capture and general understanding • Labor management and financial strategies for decreased spend
• Review of all systems tied to budget achievement o Current status with individualized performance development o Center specific and regional coaching for sustainability
• Routine Ops reviews with center NHA on identified KPIs o Monthly calls with weekly engagement in critical areas to ensure execution
• Direct training to center NHA on management practices in the following areas: PPD expense control, PPD staffing best practice, labor management strategies for decreased spend, pharmacy cost review, QAPI effectiveness, environmental excellence tied to survey readiness, departmental spend down, AR reviews and collection effectiveness, AP reviews, PDPM understanding and CMI management (*if applicable to state)
• General Culture assessment and recommendations for improvement

• Business development strategy assessment
• Competitive landscape mapping for market insights
• Function analysis: internal to external gap analysis on processes tied to referral generation and admissions conversion
• Assess team’s strategic alignment with physicians, hospitals, payers, etc.
• Review of current BD tools, orientation, and training, to provide improvement recommendations designed to drive census performance.
• BD Meetings/BD Plans/Data Analysis/Field and Facility Sales Processes/Referral and Intake P&P
• Direct talent development coaching and training to center BD representative
• Create BD plan based on market nuance, patient movement data and performance trends
• Center specific niche and clinical programming
• Direct support in executing plans
• Managed care contractual relationship review and growth plan recommendation
• Delivery of elevated business development plans for each center

• Identification of workflow efficiencies
• Evaluate regulatory compliance • Analysis of department goals, talent, and performance plans
• Center best practice for PDPM rate capture and general understanding
• Labor management and financial strategies for decreased spend
• Validation of Phase 1 findings
• Infection prevention emphasis in daily business practice at the direct care level
• Review of existing tools, systems, and processes tied to competency
• Participation in all clinical meetings to drive effectiveness and efficiency
• Assessment and enhancement strategy for the growth and development of clinical leadership both center and region team specific
• Evaluation of current clinical programming related to market analysis and referral source need • Partnership in any necessary P&P rework tied to improvement trends
• Quality Measure/5-Star review and collaboration in the creation of center specific improvement plans
• PCC utilization support tied to key performance indicators such as: 72-Hour Care Conferencing, Length of Stay, MCR Meeting Effectiveness, D/C
• Planning, and At-Risk Meetings including weight, nutrition, skin, and falls
• Survey result review and trend mapping for strategy development

• Cost Management Effectiveness
• Ancillary and Consolidated Billing Practice
• Vendor Cost Efficiency Review
• Staffing and FTE Management Practice
• Immediate Revenue Pick Up Analysis
• Industry Comparison: Portfolio vs. test group representative of industry trends.