Practice
Caredatum Operational Assurance
The practice evaluation work. What a practice earns, how well it runs, and what it would earn if it were run properly. No risk contract is required for any of it, which is why this is where most of our fee-for-service clients begin.
Everything here answers one of three.
A practice that cannot answer these is not badly run. It is unevidenced, which is a different problem and a fixable one. The three answers are what an owner, a lender or a buyer will ask you to support, and supporting them is the work.
01
Is it profitable
What the practice earns and what it costs to run, at the site and the provider level, on the practice's own numbers rather than on a summary prepared for a buyer.
02
Is it running efficiently
Access, scheduling, fill rate, no-show behavior, provider productivity, panel capacity and staffing ratios. The operating mechanics that decide whether the revenue is repeatable.
03
What would it earn if it were run well
A modeled position under corrected scheduling and operations. Not a valuation and not a promise, and we label it as a model every time it appears.
Before the purchase, and every month after it.
Most diligence work ends at the closing, and the operating reporting then starts again from nothing, in a different format, answering different questions. Ours does not. The position established during evaluation becomes the opening balance the practice is managed against afterwards.
Before
Acquisition assurance
An evidenced operating picture of a practice you are evaluating, produced from its own systems. What it earns, how it runs, where it is losing capacity, and what the corrected version of it looks like.
- Site and provider level economics
- Access, fill rate and capacity
- Payor and contract mix
- The modeled corrected position, labeled as a model
After
Operating assurance
The same view, restated on a cycle, for a practice you now own. What you underwrote against what is actually happening, with the gap named rather than averaged away.
- Performance against the position established at diligence
- Operating and financial movement by site
- Capacity to absorb risk and quality work
- Where the thesis is holding and where it is not
What we can establish depends on what your systems expose.
Practice management and clinical systems differ in what they make available, and some of them will not carry a field this work depends on. We determine that first and tell you before we scope the engagement, not after.
This work does not assume a risk contract
Fee-for-service practices are a large part of who this is for. The economics of a practice, what it earns, what it costs to deliver, and what it would earn with the schedule filled properly, are the same questions under either payment model. Where a group also carries risk, the same operational measurements feed the risk work rather than being collected twice.
How we handle a gap
Where a system cannot produce a measure, we say which measure, why, and what the nearest defensible substitute is. We do not quietly drop it from the report and we do not infer it. A position with three of four dimensions established and the fourth declared missing is worth considerably more than a complete looking position with an invented input.
Where your definitions differ from ours
They will. The same word carries different meanings at different organizations, and a term quietly holding two of them is the largest single source of wrong numbers we encounter. We assume from the start that yours differ, and settle them with your team in a working session before anything is scored. That session is part of the engagement, not a delay to it.
Next step
Start with a baseline.
If a previous diligence exercise produced a binder nobody opened again after closing, that is the outcome this is built to avoid. The position established at evaluation is the same instrument you are managed against afterwards, which is what makes it worth establishing carefully the first time.
Give us one period of data from the contracts you already hold. We return your position across all four dimensions, the evidence behind every finding, and the specific work that would move it. You decide what happens after that, not before.