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Jennifer has been with Performant for 6 yrs. In her role as the supervisor for the SNF clinical team, she has consistently demonstrated an unwavering, personal commitment to PFMT. Her deep understanding of the business and expertise in skilled nursing facility allows her to contribute with a unique perspective
Over the last 6 months she has identified and implemented several opportunities that have steamlined the process and increased productivity while maintaining the quality of the work that her team does. Some examples include
1)Revamping the workflow and eliminating multiple handoffs while processing the audits
2) identifying nonvalue practices and rolling out new/revised templates.
3) Collaborating with IT and operations team, identifying the root cause and developing a new pathway for the auditors to work efficiently.
4) Collaborating with multiple teams in rolling out the above changes
Even while juggling these major projects , Jennifer did not lose focus on managing the daily inventory and ensuring that there were no audits that missed deadlines.
Her thoughtful approach to weighing pros and cons of innovation, and measuring outcomes of every change, makes her a great candidate for the Scale to Innovate award.

Dedication and Work Ethic: Bing exemplifies ownership culture through his dedication and exceptional work ethic. Despite shouldering departmental responsibilities for an extended period, he remains steadfast in his commitment to delivering results. Positive Attitude: Even when faced with challenges, such as the recent rollout of source control that negatively affected him, Bing maintains a positive attitude and resilience. He demonstrates a willingness to roll with the punches and adapt to changes without complaint or negativity. Commitment to Goals: I’ve witnessed his dedication firsthand, observing him diligently working at 9 PM at night without complaint, demonstrating his unwavering dedication to our goals. Bing’s ability to maintain a positive attitude and persevere in the face of obstacles is commendable and reflects his strong commitment to the success of our team and organization.

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Exemplifying Ownership Culture:
HongBin Yu, known affectionately as Bing, embodies the essence of ownership culture through his dedication, work ethic, and attitude. His commitment to our team’s goals is not just a statement but an example of accountability and resilience.
Dedication and Work Ethic:
Bing’s dedication to his responsibilities is exemplary. Despite shouldering departmental duties for extended periods, he remains steadfast in his commitment to delivering results. His work ethic is evident in the lengths he goes to resolve issues and ensure project success.
Example: The Molina Project:
A shining example of Bing’s dedication is his pivotal role in the Molina project. When our director, Jason Norris, encountered a critical issue with the EDI 837 repeating segment, Bing sprang into action. Working until 10 PM and then rising at 3 AM to address the issue, Bing’s efforts led to a successful resolution. The outcome was not merely a technical fix but a significant milestone for the project, enabling us to generate revenue in a multi-million dollar endeavor.
Positive Attitude and Resilience:
Even in the face of challenges, such as the recent rollout of Bots source control that affected him, Bing maintains a positive attitude and resilience. His willingness to adapt to changes without complaint or negativity serves as an inspiration to the entire team.
Commitment to Goals:
I’ve personally witnessed Bing’s dedication, often finding him hard at work late into the night, well past 9 PM. His commitment to our goals is unwavering, and his willingness to go above and beyond, even sacrificing sleep to resolve issues, is a testament to his ownership mindset.

I have had the pleasure of working with Katy for 7 years now. Since moving into her department, I have learned so much from her! She is constantly looking for ways to streamline processes, develop people’s skills on excel & the computer, save the company money, etc. Simeon posted about the quote ‘that’s the way we have always done things’ and how ‘detrimental that is to our ability to innovate and grow as a company.’ Katy has never had that mentality. She is always thinking outside of the box and looking to streamline current processes and develop new processes. She encourages the staff to learn and think about ways to streamline processes because that is what helps them become an asset to the company. Katy has been instrumental to the CMS contract- • Created ways to streamline split payments that reduces processing time for the staff and the Healthcare Finance team. • Streamlined the ACH process reducing time spent and having work items created in bulk via our existing files process instead of manually creating work items one at a time. • Initiated the project for working eFaxes on SharePoint rather than out of an email inbox resulting in reduced processing time per fax. • Streamlining the Daily Metrics Reporting for the staff to ensure we are getting highest productionout of the staff and identify any lower producing staff that might have been flying under the radar. Anyone that works under Katy knows she goes above and beyond for the company. She starts before most of us and stays long after most of us each day. Sometimes she works well into the night and on weekends. I believe her commitment to the company surpasses the average employee (possibly to a fault), but it is very inspiring.

The reason I choose to nominate Re’Auna Rutledge for Pillar 2 – Operational Excellence, is due to her ability to work in multiple areas. Re’Auna Rutledge is a supervisor for two separate groups. She is over a group of 8 coaches who train new hires for the client MOHELA. She is also the Supervisor over a group of 4 Quality Assurance Specialist. All who have grown tremendously in their roles with the support of Re’Auna Rutledge. When speaking to the client Re’Auna provides professionalism and knowledge of her role.
The Coaches have gone from a monthly average of 240 graded new hire calls for call center last quarter, to a monthly average of 270 calls in Q1. The Coaches provide feedback to the new hires to prepare them for the testing phase. These are called ‘one on ones’. One on ones have gone from a monthly average of 163 last quarter to a monthly average of 198 in Q1.
The Quality Assurance Specialist that Re’Auna provides support for, had a monthly average of 2,835 accounts that they provided quality assurance on last quarter. For Q1, that average went to 3,224. They also went from only providing quality assurance for the PSLF area, to now providing quality assurance for two other areas such as IDR and Enrollment.
With Re’Auna’s support she provides them with an understanding of what the agent’s roles are. She also gives them confidence in their work. With confidence all agents can work efficiently and are affectively reaching the goals she has set for them. Re’Auna delivers on the promises to our client by going above and beyond for her team. Building complementary operations to accelerate growth and always presenting as a unified force when interacting with the client, and ensuring the agents do the same when needed, are just a few qualifications mentioned in this pillar that Re’Auna tackles month over month. She is the subject matter expert for all areas she is assigned. Re’Auna’s contributions have been vital to Performant as well as our client MOHELA. She meets all requirements for Operational Excellence for Q1.

For the Fourth Pillar of Ownership Culture, I am nominating Carl Jones. For the past two years, I have had the distinct pleasure of learning from and collaborating with Carl. Being a senior analyst, Carl works tirelessly (often in the background) to manage workflows, produce speedy and accurate results, and make sense of concept rules. Carl seamlessly manages the analyst projects and responsibilities, while effectively communicating with the SMEs with a positive upbeat attitude. Possessing a growth-mindset, Carl is continuously collaborating with his teammates and other departments, to examine processes and develop new, more efficient workflows. Carl also initiated a daily “scrum” meeting to increase lines of communication with the SME team, in order to quickly address issues and keep projects moving along without delays. Carl is exceptionally helpful whenever he is approached with questions, cheerful (even when he’s clearly swamped), and even funny! Countless times I have sent a message with a so-called quick question, and he is always responsive and eager to help, though my questions rarely end up being quick. Countless times, Carl has paused to help investigate a concern with me, brining his expertise and wide knowledgebase to determine or resolve an issue. Carl is respectful of others’ opinions and always open to innovative ideas, being willing to explore different approaches to daily processes. Further, Carl serves as a mentor, being willing to teach and develop teammates and coworkers in analytics functions. At every pass, Carl has eagerly collaborated on initiatives to streamline work processes, being highly flexible, adaptive, and willing to try new approaches for the good of the team and company. Carl embodies the character traits of ownership culture and I wholeheartedly believe that Carl will continue to have a positive influence within our company.

The Lockbox/Correspondence CRC and Commercial/TPL Teams highly recommend Jacob Glasgow for the Pillar 1 – Customer Centricity Q1 2024 Recognition Award. The Pillar I attributes are: 1. Maximizing customer value, by producing the highest quality results for our customers 2. Being exceptional stewards of customer resources (e.g. protecting their data/intellectual property) 3. Creating a sense of intimacy with our customers 4. Always seeking to understand customer needs, from their vantage point, and anticipating them when possible 5. Putting the customer at the center of our decision-making process Over the past year and a half, we’ve had the pleasure of working with Jacob on an almost daily basis. Jacob has become a valuable resource for the Teams, and we rely on his expertise, professionalism, and tenacity to resolve challenging situations. Jacob recognizes the value of both external and internal clients and takes the time to ask questions and gain a complete understanding of what is needed to minimize errors, create efficiencies, or resolve challenges/issues we run across. Retaining detailed knowledge about our operations and workflows Jacob works efficiently with the Team allowing effective solutions to develop faster. He readily prioritizes our needs especially when an issue might have a negative impact with an external client relationship. Because he’s taken the time to understand our operations, using his technical expertise and capabilities Jacob is able to proactively make recommendations to improve our workflows and processes by introducing or developing new technology (tools) for the Team. With external client SOW’s and SLA’s in mind Jacob responds after hours to meet requirements. When needed, Jacob researches issues outside his scope of responsibility when proper resources are unavailable and devises solutions to resolve issues potentially negatively impacting client requirements and timelines. Always cognizant of the need to protect client data, Jacob is quick to report concerns of potential exposure of PII or PHI. We often work with Jacob together with vendors we use for our daily operation and having his extra set of eyes has saved us from a potential issue on more than one occasion. The Lockbox/Correspondence leadership trusts, respects, and values Jacob. He has become a “go to” resource that we can rely on to brainstorm new ideas as we continually work to improve our efficiency, accuracy, and overall operation. He is not just a peer, colleague, and resource but has truly become part of our Teams.

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Q1 Examples:
1. On January 30, 2024 – Due to volume and end of the month the CRC Lockbox Operations Team ran all mail received, causing files to be delayed and missed deadlines for the GlobalScape and Direct Connect automations. Desperate to get the files out in order to maximum credit (revenue) for January, the Team put out an SOS for IT Production Support to assist us by manually pushing the files to their respective client systems. After several attempts by phone, email and text to cell phones with no response, we turned to Jacob and asked if he could assist. He was not familiar with the Direct Connect program, but was able to find some documentation on the process and eventually was able to push the files manually for us, barely meeting the client file deadlines for the month.
2. There are so many examples of Jacob being a resource for our Teams. He doesn’t rely on what we ask for, but takes the time to question us, understand the process and goal we’re trying to achieve, so he can offer a better solution. Here is one example: For our electronic media drop process, Jacob was able to combine 2 workflows into one efficient process. This change not only streamlined the procedure by cutting process time in half, but also reduced potential errors by labeling the media properly. This improvement has also simplified training. This improvement was made at the end of March.
3. His ability to work with our software vendors and understand their programs along with external client systems is crucial to our department’s success. In March CMS was scheduled to release modifications to the SOAP lookup process which is key for our Team to index and triage incoming correspondence. During testing the file returns kept failing. Our software vendor could not figure out the issue. Again, Jacob researched and was able to identify the issue. With those changes made, testing completed successfully and we were able to meet the release timeline. Similarly, during our Lydonia project the developers had issues successfully generating a SOAP lookup inquiry. Jacob, researched and wrote code so that data was able to successfully transfer
during the SOAP process allowing our development to proceed.

Sabrina has been with Performant for 15 years and is one of our Customer Service Specialists in our Operations Support Department under the Payment Integrity/Audit group. She works all written correspondence that is submitted and jumps on the phones to catch the overflow of calls when needed. Sabrina is a leader on the Commercial Customer Service team and is always ready to assist who ever may need her. She is extremely encouraging and works with the entire team in a positive way. Sabrina always makes the right decisionfor the provider and ensures they are receiving the information they not only need but receives the information in a timely manner.

Below is an email management received from a provider complimenting not only the entire Commercial Customer Service staff, but specifically singling out Sabrina on her outstanding Customer Service, knowledge, professionalism, and reliability! All of which is a staple of Customer Centricity!
Good morning, I am writing to share a compliment about Sabrina Brock. My name is Marcia Voris, and I work in the Denials and Appeals Department at Prestige Healthcare. We own and operate 80 skilled nursing facilities and receive a large number of Performant requests to validate claims. We have been working on clean-up of a large volume of open cases. Instead of calling your Provider Service line to inquire about one claim at a time, I was offered the option of emailing a spreadsheet to custserv@performantcorp.com for status updates. I have tried this with other organizations and was unsuccessful, but not with Performant! Turnaround times of receiving back updates is impressive. For example, I emailed a list of 20 late one afternoon, and by 9:30 the next morning, Sabrina had emailed back the list with all updates. I’ve done this 4-5 times recently and the turnaround time has been the same every time I have emailed. Sabrina does an outstanding job, is knowledgeable, professional, and reliable. All the members of your staff are a pleasure to work with, but I wanted to single out Sabrina and tell you thank you! Sincerely, Marcia Voris.
Sabrina continues to put customers at the center of our decision-making process and therefore exemplifies the meaning of Customer Centricity!

If you know Armando you know I could have chosen any one of these pillars for his nomination. I chose Pillar 2, Operational Excellence. I consider our customers to be internal as well as external and he delivers to both, all day every day. He just deals with internal customers more often as most of us in the front lines do. But he does it exceptionally. If he is asked to do something on a ticket he thinks about it…does it make sense? What should the end result be? He is not just pushing a button because he genuinely cares about the impact it has upon the company. He cares. Together he and I pushed through at least xx claims valued at xx dollar value net. If you are interested, I will get you those numbers and you will get it and understand it. But I don’t want to spend that time quantifying the past instead of earning us xx net right now in the present. I will do that if that is what it takes, please let me know. I encourage you to make this awesome idea into one that is accessible to everyone. The company providing accolades is something I have benefitted from in the past during my long (35 year long) career here. It was a huge motivator for me. It can be the same for others. Thanks, as always, for your time. -Cheers Kathleen

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Thank you so much for this opportunity to express what an impact Armando has had behind the scenes but most importantly to the company overall.
Quantifying for this period (10-1-23 to 12-31-23) together we have helped get the following claims processed:
October 550 $182,410 prepriced net ($91,905 on an invoice)
November 2370 $541,670 prepriced net ($136,083 on an invoice)
December 1005 $179,896.67 prepriced net
So, $539,157 net total for the quarter.

It is important to note that these are viable claims which will be on an invoice but there is some time needed for appeals before the claims actually appear on an invoice. These would have slipped through the cracks even after all the hard work from all departments involved in the process if not for Armando making these corrections.
I also asked others in case there was a specific project I was unaware of that was “above and beyond” as I only know what he does for my requests. Here is some (admittedly, non specific as to dollar value impact) feedback from a colleague:
I chose OP EXC for Armando because he supports our end user Audit team and our Treasury Revenue team. In both cases the process of completing a medical necessity audit and then to submit that claim audit to the MAC is very layered and complex. Along with the complexity is the issue of working with a system that could be considered legacy and not flexible since it was built around 2006 and had remnants of our student loan origins back to the late 90’s. We need a person like Armando to fix audit work in the backend tables and databases to assist with making sure that work makes it through this maze and allows Performant to get paid for completed work. We often give him the problem but cannot tell him how to fix it. We rely on his experience to get it done. We rely on him daily to make these updates to keep Performant from losing CMS revenue and to support their contracts for Regions 1,2, & 5.

Again, I appreciate this opportunity to recognize someone who is under the radar but who has not only been essential to our past accomplishments but also more importantly will be crucial to our success going forward. Cheers-Kathleen

I am truly excited to nominate Jennifer Rowe for the Ownership Culture Pillar Award in recognition of her exceptional dedication and outstanding achievements. “It’s doable.” Those two words are an inherent part of Jennifer’s DNA. With her “it’s doable” attitude, Jennifer has consistently demonstrated an unwavering, personal commitment to PFMT. Even when at first glance, a challenge seems too great or complicated, she will tell you that “it’s doable”. Her deep experience in systems, HR, and benefits allows her to contribute with a unique perspective. “It’s doable” is not a canned response but a testament to her proactive and resourceful approach. In Q4, Jennifer played a pivotable role in building out our new Workday recruitment system, streamlining our requisition and hiring process, and ensuring that we attract the best candidates. Simultaneously, she built a complex integration with our new benefit partner, EVHC, where all health coverage converted seamlessly ensuring a smooth transition for our employees. Moreover, Jennifer has been instrumental in rolling out new HR policies and programs ensuring that our systems can support these changes. Even while juggling these major projects and tasks, Jennifer always made herself available to answer calls to support anyone who needed help across the entire organization. Her willingness to go above and beyond to support her teammates embodies the true spirit of teamwork and collaboration. Jennifer’s “it’s doable” attitude, dedication, unmatched work ethic, and large library of institutional knowledge defines her as one of the best human assets at PFMT. She wholeheartedly exemplifies our Ownership Culture.

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I am truly excited to nominate Jennifer Rowe for the Scale to Innovate Pillar Award in recognition of her exceptional dedication and outstanding achievements.
“It’s doable.”
Those two words are an inherent part of Jennifer’s DNA. With her “it’s doable” attitude, Jennifer has consistently demonstrated an unwavering, personal commitment to PFMT. Even when at first glance, a challenge seems too great or complicated, she will tell you that “it’s doable”. Her deep experience in systems, HR, and benefits allows her to contribute with a unique perspective. “It’s doable” is not a canned response but a testament to her proactive and resourceful approach.
In HR, our employees are our customers. From the individual contributor to the CEO, we strive to ensure that our customers have access to the tools needed to be more efficient and effective. Whether those tools reside on the backend or frontend, Jennifer constantly works on re-imagining and innovating on current and future processes and programs. For example, in Q4, Jennifer played a pivotable role in building out our new Workday recruitment system, streamlining our requisition and hiring process, and ensuring that we attract the best candidates. Simultaneously, she built a complex integration with our new benefit partner, EVHC, where all health coverage converted seamlessly ensuring a smooth transition for our employees. Moreover, Jennifer has been instrumental in rolling out new HR policies and programs ensuring that our systems can support these changes. Even while juggling these major projects and tasks, Jennifer always made herself available to answer calls to support anyone who needed help across the entire organization. Her willingness to go above and beyond to support her teammates embodies the true spirit of teamwork and collaboration.
Jennifer’s “it’s doable” attitude, dedication, unmatched work ethic, and large library of institutional knowledge defines her as one of the best human assets at PFMT. She wholeheartedly exemplifies the Scale to Innovate pillar.

Lindsey worked as the lead correspondence clerk for the entirety of the recognition period. Ownership Culture embodies “acting as a change champion by being flexible and adaptable in a highly dynamic and rapidly changing environment.” As one of the last remaining physical office spaces in the company, the Correspondence office serves as a prime example of this environment, and it is my opinion that Lindsey served as the prime example of a “change champion.” No single day was the same for her, and each one brought a variety of issues and challenges to resolve. She consistently and adeptly coordinated the efforts of 20+ employees in one of the most fast-paced business environments in the company. Not only was she both highly efficient and capable in accomplishing this responsibility, but she also did so with a personality that exuded professionalism, positivity, transparency, and hospitality. No employeefelt that there were any business concerns they could not discuss with her. Everyone knew that they were more than welcome to seek assistance with any problems or difficulties they were experience. To say she “made a positive contribution towards sustaining a culture of care, respect, and collaboration” would not do her justice. I would instead say that she *was* the embodiment of these principles, and her departure from the office has left a vacancy that we could never hope to replace. The majority of workdays were started with morning meetings coordinated by Lindsey, and her contribution allowed us to begin the day with a mentality of positivity and productivity. She also perfectly demonstrated behaviors of proactiveness, long term thinking, and commitment to business needs. She constantly identified potential issues before they materialized. She was proficient in working with both management and clerks in coming up with solutions to said problems. She constantly demonstrated commitment to her work, expertly balancing the responsibilities of being a single mother with her professional responsibilities. There is no doubt in my mind that both this office and HCS as a whole would not have been the same without her, and I can’t think of a better candidate to nominate. This nomination has been composed by the coordination of several correspondence clerks in the office, and we all agree that when we hear “Ownership Culture,” the first person who comes to mind is Lindsey Zuniga.

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Specific examples for Lindsey Zuniga in Ownership Culture during the recognition period:
– Volunteering her own work systems for other employee’s experiencing technical difficulties on their own systems, increasing the burden of her own workload and timeframe to complete work deadlines
– Providing the office with morning affirmations in our morning meetings so as to increase morale and inspire a positive/productive work environment
– Making sure every employee had a proper office celebration for their birthday, making everyone feel valued.
– Using her own funds for office holiday events and contests
– Volunteered for extra work responsibilities, such as mail intake, more than necessary
– Insured efficient use and recovery of office supplies, cutting down on workplace waste
– Advocated for her employees, taking personal responsibility for their productivity and quality

Laura is an incredible asset to the Performant Leadership team. She possesses a deep understanding of our company’s strategic business goals and consistently embodies our Ownership Culture Pillar. Our MSP team began working with Laura in August. In September, the Specialty Recovery efforts went into full swing. Laura has taken the initiative to lead outreach efforts to engage external MSP stakeholders, thereby providing vital support in driving collection activities for accounts that were previously inaccessible due to resource constraints. In addition to diligently fulfilling her team’s designated objectives, Laura has consistently introduced innovative and fresh ideas, encouraging a novel approach to collection strategies, and fostering enhanced relationship building. She has gone above and beyond by sharing valuable resources, such as script examples, letter templates, call samples, theoretical approaches, phone call strategies, collections methodologies, and skip tracing education. Laura’s proactive nature extended to the creation of a collaborative SharePoint space, which facilitated seamless coordination with the MSP outreach teams and efficient tracking of her team’s efforts. Her unwavering dedication and pleasant demeanor have made her a joy to work with throughout this endeavor. Laura has consistently demonstrated her ability to comprehend the broader context and the significance of driving collection efforts. As a result of her efforts, her team successfully established a point of contact for a $22 million account with Benesys, despite multiple unsuccessful attempts by our MSP team. This achievement led to the identification of a reporting issue that had previously gone unnoticed, resulting in the deletion of files valued at $17.2 million. Laura and her team’s astute work enabled us to rectify this situation, eliminating inflated funds that had previously hindered our recovery efforts. Furthermore, Laura and her team have successfully established 53 points of contact that would have otherwise been unattainable with our current resources. Laura’s exceptional contributions and dedication to the success of our organization have been invaluable, and she continues to exemplify the highest standards of professionalism and excellence.

I do not say this lightly, Natasha is easily the best leader I have worked under – I have worked with great leaders, and Natasha took thepositive traits I found in those leaders and leveled them up. Natasha is always open to hearing a new idea, challenging your thought process to improve the idea, and providing excellent feedback. When I think of becoming more efficient, and providing better value for our customers, I could not think of a better person to help craft those ideas than Natasha. She puts in the time, is doing the work alongside each member of our team, and you never feel like she isn’t “in the trenches” with you. Natasha is truly selfless, is team centered, is idea driven, and is always looking to improve – this motivates our team in a way that is truly phenomenal to have a front-row seat for. Our clients/customers, and Performant as a company, are in a much better situation to succeed with a leader like Natasha involved in the work on a daily basis. From working on eligibility file mapping improvements to client mapping documents and improving the flow for the future, to make everything more efficient from a process perspective to an overall value perspective; Natasha raises the bar for everybody each day.

What can I say about Kate other than she’s simply amazing. Responsive, supportive, patient, detailed, thorough.. I’ve been working in this industry for 36 years in one capacity or another and often the compliance departments can be difficult and create barriers when working with clients. Kate has Performants best interests first but always works to find ways to make it easier for us to meet the clients on any contractual needs. Prior to Kate coming on board, any time there was a PHI issue, I had to work to gather the information and create the language to send to the client. It always made me a bit nervous. Now kate works with teh appropriate teams and sends it to me in a fashion that i just need to basically copy and send to the client. Definitely makes my life easier. If I have difficulty trying to communicate something to a client relative to a compliance or contractual issue, Kate is always willing to help me “finesse” the language to provide the information in the best way. As an Account Manager, my day is spent submitting requests and frequenly following up on thos requests due to lack of response. I NEVER have to follow up with Kate. She’s fantastically responsive. If something comes from my client directly to compliance she always loops me in to ensure I’m aware of any contractual changes/updates, etc. She truly is a team player and a tremendous asset.

Sindi Corwin demonstrated a high-level of excellence towards our key commercial clients in Q3, going above and beyond to drive recoveries (revenue), expedite new program implementations, and grow partnerships with various commercial clients. Below is an exact quote I received from our business partner at Arkansas Blue Cross Blue Shield (received on 9/22/23): “Our company’s relationship with Sindi began 8 years ago. Since day one, Sindi consistently has gone above and beyond to provide support and educational information to our company… responding with an unmatched level of professionalism, effort, and ability. She does all this with a gracious and willing spirit, making her positive attitude a joy to work with. Sindi is a problem-solver who models, understands, and values excellent customer service for her clients. She always strives to address concerns calmly and cheerfully while clarifying any complex processes and procedures. She has a wealth of knowledge, is always pleasant and goes above and beyond to provide any necessary support. Sindi is an outstanding example of your company culture and deserves to be celebrated.” While it’s not mentioned by this client stakeholder, it’s important to note that this particular client has achieved 314% YoY savings growth from Performant since 2021, representing an additional $6.3M in annual savings delivered ($1.3M in annual revenue). Specific to Q3, Sindi reinforced Performant’s value with Arkansas Blue Cross Blue Shield, in addition to the additional five commercial clients she manages and oversees—accounting for a total of 39 programs being managed by Sindi. Sindi’s exceptional efforts with our clients continue to result in additional new programs being awarded (“land and expands”), furthering our organization’s ongoing growth. Lastly, Sindi is an excellent internal business partner to several different departments—always being willing to assist and partner when asked upon. Sindi is more than deserving of the Q3 Customer Centricity award and I’m honored to nominate her.

Eva Pelzel is an outstanding Customer Service Representative. She is the admin on our team, meaning she works all written correspondence that is submitted and jumps on the phones to catch the overflow of calls when needed. Eva is a truly hard worker whocares and strives to meet our goals every day. She always makes the right decision for the provider, Performant, and our clients. She is a leader on the team and is always ready to assist whoever may need her. She is encouraging and works with the whole team in a positive way. Everything she does is for our customer. I am nominating Eva due to her work with our internal as well as external customers. She goes the extra mile working with our Group Administrators when trying to resolve difficult issues for our provider. She has built strong and lasting relationships with our Providers, and they know they can always come to her for assistance. She has worked hard to build those relationships over time.

Ed has been instrumental in a major reconciliation effort over the last twelve months with our Commercial Complex Audit clients. Through his efforts and assistance to Taylor Culberson’s team we have been able to help our clients realize an additional $8.3MM in savings since the beginning of this effort. The net impact to us was our ability to invoice an additional $1.6MM in revenue from November 2022 through April 2023.

Dana does not only assist her Team as the Team Leader, but as is evident in meetings and in our Teams Chats, she is always assisting management with ideas, reminders, and suggestions. She knows the GHP processes well and is quick to pass on this knowledge to others. She checks in with individuals throughout the day just to see how we are progressing or if we need any assistance. With the variety and volume of tasks that we are expected to perform on the Outreach Team, she keeps up to date with all the changes and proves herself to be a great source of information on any new processes when we reach out to her for reminders. I see now much management reaches out to her for assistance/ideas as she is always willing to do the research that will help to resolve/educate on the issues. She does this with respect and treats her team members with equal respect. I can truly recommend her for this award!

While this quarter began on April 1, I feel that because this is the first quarter of the program it is appropriate to talk about past innovation successes, how they are affecting the business in this quarter, and how they will continue to contribute to our growth and success as a company. Chanda Hight is the Healthcare Correspondence Digital Media Supervisor. I could make a case for Chanda to receive recognition in all four pillars; however, for this quarter I have chosen Scale To Innovate. Less than two years ago the Correspondence department received between 500 and 1000 faxes daily in an Outlook email inbox. The inbox was congested, slow-moving, difficult to search, and required lengthy steps from the clerks to properly verify, index, and upload the medical records received in each fax. The average clerk could only resolve 50 faxes per day due to system lag and the lengthy processes dictated by the receipt method of the inbox. Chanda worked with IT for months on a project to transition our fax lines from an Outlook Inbox to a SharePoint site. She leveraged her knowledge of medical records, retention policies, the NAP, MARS, and Microsoft systems to help create a new way of intaking medical records. After the SharePoint site was developed she created Job Aids and trained the entire Correspondence staff. This new system allowed for Correspondence to see a 30% increase in production without adding any additional staff members. With less steps to the process we have fewer opportunities for error, and our quality of work has increased immensely. The quality and efficiency with which Chanda has enabled her team to do their jobs contributes greatly to Performant’s financial success and to overall customer satisfaction. Most recently Chanda has successfully led the charge to transition the Correspondence QA program from a system of “homemade” spreadsheets to the Acuity website (a pre-established vendor for Performant). Previously Correspondence QA Team members had to work from 8 spreadsheets, each sheet containing 25 columns and thousands of rows. The spreadsheets contained multiple functions and macros making them “delicate”. Reporting of quality scores required the consolidation of all the spreadsheets into one master that contained tens of thousands of rows and custom pivot tables for reporting quality scores. Chanda worked closely with the professionals at Acuity to tailor their website to fit the Correspondence Team’s needs. Quality is now reported with a minimal number of clicks and entries on a website that is quick to load and simple to navigate. Reports are
generated at the push of button. Clerks can log in to the website to see their own quality scores as they are reported in real time rather than waiting for a weekly email containing a pivot table. A clerk can see an error that they made on Tuesday on Tuesday rather than waiting over a week for an email to be sent. This allows for them to be mindful of that error immediately rather than repeating the same mistake daily until the next reporting email arrives. Chanda embraces change and technology, her attitude and dedication to innovation are in inspiration to the entire Correspondence Team.