Attached is a tool to help providers calculate and project their potential for billing revenue when utilizing the Housing Support service within the Housing Support Program model.
The document includes instructions and explanations about how to fill in information and what the results mean.
You can watch a training from 12/6 on how to use version 5.1 below:
Training Video: https://vimeo.com/1037891633
Guidance on Calculator
The fields that can be edited with agency specific information are kept in yellow and the other fields are locked to prevent accidental edits or deletions that would impact the calculations as the whole sheet is tied together.
- Start by identifying the size of your caseload by frequency of visit category. There is placeholder information at first so verify that your total is correct for your team.
- Identify the typical number of service units at each visit (i.e. length of visit). There are suggested figures identified for the amount of clinical units needed throughout the year for individuals but you can edit those as well if you believe they should be altered.
- You will also be asked to identify the breakdown of services delivered in-clinic and out-of-clinic for both supportive services and clinical services separately. The setting impacts the rates and the overall calculations.
- Total available work hours are already identified based on the subtraction of state holidays, paid leave, and sick leave, so that it is not overestimating the time staff might be available.
- You will be asked to identify productivity targets and the actual productivity level you think may be reached. You will see calculations immediately below for both to understand the service hours this results in and the gap between the two, and farther below you'll see the difference between the resultant revenue from both levels.
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- Clinical productivity should be higher than service support productivity.
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- The tool will show you your recommended number of support and clinical staff based on your caseload details above regarding frequency of visits. Below that it will also identify the number of staff needed solely based on different target caseload ratios, which does not take into account service intensity.
- Section 3 includes more billing details such as the rates of Medicaid for your caseload to differentiate for agencies that can bill only certain types of insurance. The model does not expect to see revenue for those on CMOs/Other so it only accounts for the uninsured and Medicaid individuals.
- It asks for your agency's fringe rate for staffing cost calculations below and you'll need to identify the number of staff in different service positions by practitioner level. This is essential for calculation of potential billing.
- If you want accurate cost and cost/revenue comparisons, you'll also need to identify average wage rates. If you leave out the cost information, you can still get accurate estimates of the potential revenue that can be generated but note that the balance calculations would be misleading.
- Billing calculations are based on rates, available staff time, and identified need levels, so they are restricted based on real-world variables that have been entered. You will see the actuals alongside the targets to see those differences and the difference between billing Medicaid only and billing Medicaid + the uninsured.
- Section 4 will show you ultimately the difference between your costs and revenue, as well as any differences between real and projected staffing needs. Please refer to the notes and information in the document to better interpret your specific results.
Any problems identified with this document or questions should be submitted to the Office of Supportive Housing.