Patient Treatment Delays and Churn from PA Friction

$1,500-$3,000 per inpatient due to dropped HCAHPS satisfaction scores tied to 'communication' and 'payment clarity' (CMS penalties, loss of patient volume to competing hospitals). Hospital with 2,000 inpatient admissions and 30% PA-related complaints loses $900K-$1.8M annually in reputation + CMS penalties. • $100,000–$300,000 per year in misinformed capital and staffing decisions, under‑investment in high‑ROI PA automation, and persistent hidden revenue leakage from PA‑related churn that is not quantified and therefore not addressed. • $100K-$200K annually (self-pay volume delay or churn; avg self-pay procedure = $3K-$6K; 20-30% of inquiries don't convert to appointments due to pricing uncertainty; lost self-pay revenue; competitor capture)

Accounts Receivable Manager manually tracks denials in Excel, calls payer appeals line, manually re-enters data into payer portal, faxes supporting documents, follows up weekly via phone. Zero integration between hospital system and payer feedback loop. • Accounts Receivable Manager or front desk staff manually call patient with verbal updates, using call scripts written on paper. No patient portal visibility into PA status. Staff leave voicemails. Patient receives no formal written communication. Calls often unanswered, creating follow-up loops. • Analysts manually extract data from EHR, scheduling, and billing systems into Excel, then try to infer which cancelled or rescheduled cases, and downstream revenue loss, were attributable to PA friction versus other reasons.