Insights / Trends
Trend direction needs repeated exports before Kay can call a pattern responsibly.
Priority 1
Production goal context tells the Director whether the day needs recovery, protection, or simple monitoring.
Priority 2
Open chair time is a same-day operating problem because it can erase production, compress future days, and create avoidable team pressure.
Priority 3
A/R aging turns completed care into trapped cash. The older it gets, the more leadership time is required to recover it.
Quick Wins
Today's Risks
Protect provider time first, then review same-day treatment and recoverable gaps before adding lower-value work.
Director / Morning huddle and end-of-day review
Open Recover, work the earliest doctor-weighted opening first, and only skip after documenting why it cannot be recovered.
Scheduling Lead / Before the next meaningful opening
Today's Opportunities
Protect provider time first, then review same-day treatment and recoverable gaps before adding lower-value work.
Director / Morning huddle and end-of-day review
Open Recover, work the earliest doctor-weighted opening first, and only skip after documenting why it cannot be recovered.
Scheduling Lead / Before the next meaningful opening
Review patients scheduled in the next seven days with past-due balances and unresolved insurance claims where available. Prepare balance conversations before arrival.
Treatment Coordinator / Review weekly until over-90 is back to target
Recommended Work
Production goal context tells the Director whether the day needs recovery, protection, or simple monitoring.
Who
Director
When
Morning huddle and end-of-day review
How much
Recover $5,716 in scheduled or same-day production before the end-of-day review.
What should I do next?
Protect provider time first, then review same-day treatment and recoverable gaps before adding lower-value work.
What happened
The active schedule shows $1,427 against the Charles City Blueprint daily production goal of $7,143.
Likely cause
Likely contributor: scheduled production is below the Blueprint daily goal, but completed production history is still required to prove final performance.
Current
$1,427
Target
$7,143
Variance
-$5,716
Trend
Current data only
Open chair time is a same-day operating problem because it can erase production, compress future days, and create avoidable team pressure.
Who
Scheduling Lead
When
Before the next meaningful opening
How much
Each meaningful opening is filled, intentionally protected, or documented as unrecoverable before the opening window.
What should I do next?
Open Recover, work the earliest doctor-weighted opening first, and only skip after documenting why it cannot be recovered.
What happened
6 meaningful opening(s) represent 2520 open minutes. Doctor gaps use a 1 weight and hygiene gaps use 0.55.
Likely cause
Likely contributor: appointment blocks create meaningful open chair time. Intentional block classification still requires review before treating every gap as recoverable.
Current
2520 open min
Target
30 min minimum opening / 88% utilization
Variance
6 opening(s)
Trend
Current data only
A/R aging turns completed care into trapped cash. The older it gets, the more leadership time is required to recover it.
Who
Treatment Coordinator
When
Review weekly until over-90 is back to target
How much
Reduce over-90 A/R by $5,000 within 30 days or document the claim/payment-plan blockers preventing movement.
What should I do next?
Review patients scheduled in the next seven days with past-due balances and unresolved insurance claims where available. Prepare balance conversations before arrival.
What happened
0.0% of total A/R is over 90 days, compared with the Charles City Blueprint target of 18%. Patient portion is $0 and insurance portion is $0.
Likely cause
Likely contributor: over-90 A/R is above the Blueprint target. The current export separates patient and insurance portions, but does not yet prove which 90+ dollars are patient versus insurance responsibility.
Current
0.0% / $0
Target
18%
Variance
-18.0 pts
Trend
Current data only
Why is Kay recommending this?
What is Kay still missing?
Collections rate
Needed before Kay can act: payments, adjustments, write-offs, collection dates
Add: Payments / adjustments export
Completed production and provider goal variance
Needed before Kay can act: completed procedure date, provider goals, production goals
Add: Completed procedure production + provider goals export
Treatment acceptance percentage
Needed before Kay can act: treatment presented, accepted, declined, scheduled outcome
Add: Treatment presentation/outcome export
Patient names, phone numbers, contact preference, distance
Needed before Kay can act: approved patient identity/contact export
Add: Patient identity/contact export with PHI approval
Hygiene reappointment rate
Needed before Kay can act: completed hygiene appointment and next hygiene appointment at checkout
Add: Hygiene checkout / reappointment export
Recare eligible count and due-without-future count
Needed before Kay can act: uncapped recall eligibility aggregate with recall status, due date, future appointment state, and exclusions
Add: Uncapped recare aggregate export
Patient versus insurance 90+ aging split
Needed before Kay can act: 90+ aging bucket separated by patient responsibility and insurance responsibility
Add: A/R aging split export
Insurance claim status and payer follow-up
Needed before Kay can act: claim status, claim age, payer, follow-up notes
Add: Insurance claims export
Clinical urgency and diagnosis notes
Needed before Kay can act: diagnosis text, clinical notes, urgency classification
Add: Approved treatment diagnosis export
Team performance and task completion
Needed before Kay can act: role assignment, task status, completion timestamps
Add: Kay OS task/outcome tracking data
Growth/new patient/referral performance
Needed before Kay can act: new patient date, referral source, marketing source
Add: New patient/referral export
Execution
1
Production goal context tells the Director whether the day needs recovery, protection, or simple monitoring.
2
Open chair time is a same-day operating problem because it can erase production, compress future days, and create avoidable team pressure.
3
A/R aging turns completed care into trapped cash. The older it gets, the more leadership time is required to recover it.