Standard Operating Procedures (SOPs)

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Elder Care Law - Internal Medicaid Process

Industry: Legal – Elder Law (Medicaid)

Project Scope
An Elder Care Attorney has forecast an impending service (supply) shortage in response to a recent growth spurt.  The investment in online advertising and a new office location is handsomely paying off in terms of attracting and retaining new clients.  The Attorney wants to keep the momentum going but knows that the increasing workload will soon place a strain on his existing staff.  He is faced with several options: 1) seek a new partner; 2) hire additional assistants; 3) raise prices; and 4) do nothing.  Experience has taught him that partnership should be a last resort and that doing nothing would have a damaging effect.  His Financial Advisor suggested he enlist the services of a Business Process Consultant.


Process Work Overview
My approach to this project was based on the scientific method which starts with posing a question – “What is the optimal price point of supply (additional staff) and client demand that requires the least expenditures”?  During the next stage, I conducted a quantitative analysis of hourly rate, total expenses, total sales, client conversion rate and profit data over the law firm’s six month growth spurt.  After plotting the Attorney’s hourly rate against the number of clients served, the resulting supply and demand curve led to my hypothesis.  Based on observations and graphical data extrapolation, I hypothesized that growth would continue to grow at a rate of 35% and that a slight hourly rate increase coupled with hiring a new Office Manager would ensure sustainable operations.

Hiring a new Office Manager (or any office personnel) would require that certain key processes be documented to serve as a training tool.  The Attorney’s time is best spent tending to clients rather than fielding administrative questions from staff.  Using the KlonosTM business infrastructure model, I then identified the critical tasks that each office personnel should perform in addition to the 15 critical processes to document immediately.  Next, we assigned the necessary Key Performance Indicators (KPIs) of each process needed to monitor and measure the performance of office personnel.  Armed with this information, the Attorney began recruiting and interviewing to fill the Office Manager position.  Meanwhile, I suggested that rather than turn business away, that he should increase his hourly rate by 10% to taper demand.  Simultaneously, I began to document the processes identified.


Over the course of 90 days, I collected more data to analyze the effects of price changes on client demand.  The Attorney hired a new Office Manager who tested all processes documented for accuracy.  I made necessary adjustments and later mapped each process for future improvement initiatives.  The final stage or conclusion resulted in two optimal hourly rates based on the seasonal nature of the business.  This ensured a relatively stable workload for the Attorney and his staff throughout the course of a year.  The data charts I provided would allow the Attorney and his Office Manager to determine the point at which the next combined price adjustment and additional staff would be needed.  And the SOPs will streamline the onboarding process for each new hire.


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