HEAR NO ISSUES - SEE NO ISSUES

[ ] The data specialists have interviewed all staff with Admin Accounting Department, and according to multiple responses, they havent been present for any of the monthly Admin Staff Meetings, as their company is overseen by the CEO and not the Admin Clinical Director.

[ ] During the last 6 months of discussions about missing productivity, no admin staff have asked for any information on data processing counted records for billing files sent to the state. Its likely that this responsibility has been identified, and fallen through the cracks, during some low staffing levels.

[ ] After the funding deficit was discovered the first time, the Admin Clinical Director wanted to know why the incoming funding was shockingly low, causing the staff to scramble for answers (the accounting department is currently at 50% - 3 of 6 staffers) . Since this initial conversation, no current meetings between Clinical Staff and Accounting Staff, related to incoming funding, have ever been mentioned, scheduled or held.

[ ] The EHR system has no reporting related to approved services compared to expected billing incoming. Staff members in the Accounting Department dont have the administrative rights to use the on-demand reporting writer built into the EHR system

________________________________ QUESTIONS TO RESPOND TO:________________________

1) What are the dangers of having each department operating in these large business silos?

2) How important are the tools of forecasting in the submission of billable services? (Please note that the agency has 365 days to submit records for billable services, from the date of service)

3) What are the unintended consequences for having staff members scramble for data, and then having no follow-up plan, procedure or oversight?