Revenue Growth

Revenue Growth

This overall revenue improvement process in the facility is conducted by Clint Maun and the Maun-Lemke team, and will address the need to address necessary components customized to the facility which include:

1. Synchronization of Medicare to other marketing opportunities.
2. The design or redesign of nursing unit practice models to ensure success for delivery.
3. A plan for repositioning the organization to accommodate growth and new Medicare business (bed management).
4. The necessary training that would need to occur for managers to handle a growth-oriented, distinct Medicare business.
5. The current and needed method for marketing to hospitals, including the use of an outside nurse screener process.
6. The review of the units, which can be utilized for transactional care expansion.
7. A review of any process associated with Part B Medicare reimbursement and how we go about capturing that opportunity.
8. The review of current successes and needed improvements in capturing data for Medicare reimbursement.
9. A review and assessment of the labor force needed for hours per patient/day to use on the affected Medicare units and a review of therapy staff productivity.
10. Determining the overall community impact of public relations and image enhancement that are necessary to set in motion the new Medicare business model.
11. An ongoing effort to look at the admissions processing methodology to ensure an effective and efficient process for the hospitals to deal with on the admission effort.
12. The ability to handle the sales process including phones, tours and family involvement.
13. Any necessary improvements in clinical and fulfillment processes that affect the ability to showcase a Medicare business.
14. The review of the current accounting method to ensure that there is an appropriate understanding of the profit margin associated with the Medicare business.
15. An evaluation and implementation plan for dealing with physician involvement in our growth program for Medicare (this includes our current Medical Director capability).
16. A look at strategic market opportunities for alliances with not only Medicare but also managed care entities.
17. An ongoing effort to intensify internal morale and the positive image surrounding this new program opportunity.
18. Removing any other hoops, barriers, and obstacles that get in the way of securing this opportunity for Medicare growth.