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Key Performance Indicators

The Key Performance Indicators enable you to monitor the key metrics that impact the financial and operational health of the medical practice. To understand how Key Indicators are calculated, please see Key Indicators Reports.

Table of Indicators 

The Key Performance Indicators are organized in to a small table that is comprised of three pieces of information:

  • Indicator – The name of the Key Performance Indicator.
  • Amount – The metric associated with the Key Performance Indicator.
  • % of Last – The percentage change between the last accounting period and the current accounting period.

Period of Activity 

Below the Table of Indicators, there are subtitles corresponding to three accounting periods, including:

  • Month – Clicking this hyperlink displays month-to-date metrics in the Table of Indicators.
  • Quarter – Clicking this hyperlink displays quarter-to-date metrics in the Table of Indicators.
  • Year – Clicking this hyperlink displays year-to-date metrics in the Table of Indicators.

Explanation of Key Performance Indicators

  • Procedures - Total procedures rendered to patients.
  • Charges - Total charges billed to insurance and patients.
  • Adjustments - Total adjustments made to charges.
  • Receipts - Total amount collected.
  • Refunds - Total amount of refunds issued.
  • A/R Balance - Total amount in accounts receivable waiting for payment.
  • Days in A/R - Average number of days that charges are in accounts receivable from the date of billing until the date of receipt of payment.
  • Days Revenue Outstanding - Average number of days that charges are outstanding from the date of service until the date of receipt of payment.
  • Days to Bill - Average number of days to bill an encounter.

Last Updated Date

To improve performance, the Key Performance Indicators are automatically calculated by the system on a periodic basis. The "Last Updated" date at the bottom of the table shows the exact date and time of the calculation of the Key Performance Indicators.

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