An opportunity existed to improve scheduling efficiency by moving HH and HO scheduling out of Rev Cycle into regional operations. HH leaders report spending approximately 50% of their time overseeing daily scheduling and HO leaders report spending 10-20% of their time overseeing daily scheduling. This diverts leaders from supervisory tasks and does not allow clinical leaders to function at the top of their license. The current process did not empower non-clinical schedulers to make decisions regarding visit management, resulting in a significant need for leader/clinical oversight seven days a week. There was not a consistent mechanism for patient notification of visit day/ time changes, resulting in negative patient experience evidenced by Press Ganey data for the "keep you informed about arrival" survey item: FY21: 81.12% (Target 89.70%), FY22: 83.05% (Target 88.63%). Simitree addressed these opportunities in a recent review of Rev Cycle processes, recommending a transition of scheduling Mission Partners ( 3.9 FTEs) and process ownership to the operational branches.