Therapy practice KPIs: six numbers to help you run the practice

Six numbers to review each week

Start with these six measures and use the same definitions each week. Set targets around clinician schedules, treatment models and the appointments you can actually offer.

Check what changed before choosing a fix

Suppose completed sessions fall from 200 to 180. That looks concerning until you learn that offered slots fell from 250 to 220 because two clinicians took leave. The share of offered appointments that became completed sessions actually rose from 80% to about 82%. A marketing push may be the wrong immediate response.

Now consider a different week: offered slots stay at 250, bookings remain at 220, but completed sessions fall to 180. Investigate cancellations, no-shows and status recording. The available capacity did not disappear, and demand had already produced bookings. The breakdown happened later.

These are illustrative numbers. The method is to find the stage that changed before assigning the explanation. Use the capacity calculator to separate offered, booked and completed appointments.

Make clinician comparisons fair

A full-time clinician with established referrals, a new part-time hire and a clinical supervisor have different capacity. Show both the number of sessions and the number of appointments offered: 18 completed sessions out of 20 offered slots is a different situation from 18 out of 30. Compare each clinician with their agreed schedule and the time they need to build a caseload before using a practice average.

Business numbers need clinical context. A shorter episode of care can represent appropriate completion; a lower session count can reflect supervision responsibilities. Use trends to open a discussion, never to infer quality of care from volume alone. The clinician-performance guide offers a review structure.

Keep revenue, cash and profit separate

Charges describe what was billed. Collections describe money received. Profit requires costs as well as revenue. A month with strong cash can reflect payment for earlier care, while current claims are building up unpaid.

For an operating review, look at the money received alongside the unpaid bills for care already delivered. Avoid simply dividing money received this month by bills sent this month: some of that money may be paying for earlier sessions. The billing scorecard explains the follow-up queues that a headline total misses.

Turn the scorecard into a weekly routine

Give every exception an owner and a next step. “Intake is down” is an observation. “Review the 12 eligible inquiries without a suitable appointment and update Wednesday evening availability before Friday” is work a team can finish.

Cortexa Practice Analytics brings sessions, clinician performance, availability, active and returning clients, revenue and intake into the management conversation. It helps an owner move from the practice view to the people and stages behind a change. For practices that also need execution, the Full Service Partner membership adds front desk, intake, billing, payroll and growth support.