Four working sessions to build the number leadership keeps asking for. You bring your own data and your own charges. You leave with a value range, a staffing requirement, and a model that holds up in the budget meeting.
A guided cohort version of the NAOHP Executive Diagnostic. Twelve seats. Begins Wednesday, November 4.
The ceiling is the one figure already filled in. Everything above it comes from your program.
The program runs. Employees get cleared, surveillance happens, exposures get followed up, the Joint Commission leaves happy. Then budget season comes and someone across the table asks a question you can't answer with a number.
"What does this department actually produce?"
You know it's a lot. Without a dollar figure, the only number on the page is your expense line.
"Is there an MGMA benchmark for this?"
There isn't. MGMA counts clinical encounters. Most of your work is clearances, surveillance and testing that no benchmark was built to measure.
"Visits are flat. Why do you need another nurse?"
Because demand comes from the workforce, not the visit log. Without a requirement derived from that demand, a staffing request reads as a complaint.
"Could we just outsource this?"
Maybe some of it. Nobody can weigh that without knowing what buying it would cost, and which services no vendor sells at all.
The data usually exists. What's missing is the translation into terms a finance committee accepts.
Most finance teams measure the staffing cost of several service lines against the revenue of one. That's why employee health reads as overstaffed when it usually isn't. Change the denominator to the value the program actually delivers and the picture flips.
Illustrative program: $4.2M staffing expense, $3.0M external revenue, $8.4M value delivered at its own charges, $10.5M at market replacement.
Scale runs 0–150%. Figures are illustrative, not from a named client.
Injury care is the line most likely to leave a revenue trail. On healthcare-sector demand rates it's about one encounter in eleven. The rest is clearances, immunizations, TB programs and testing: required, continuous, and usually never billed to anyone.
About 2,300 encounters a year for every 1,000 people on payroll.
| Immunizations | 750 | 32% | |
| Pre-placement clearances | 600 | 26% | |
| Labs, drug and alcohol, audiograms, spirometry | 457 | 20% | |
| TB testing | 300 | 13% | |
| Injury care: initial, revisits, first aid | 212 | 9% |
NAICS 62 (Health Care and Social Assistance) rates from the NAOHP Market Analyzer Flow Rate and Service Utilization Methodology. Excludes respirator fit testing and fitness-for-duty exams, which the cohort adds from your own counts.
The same demand can be staffed at 75% utilization or at 90%. Lower buys throughput and shorter waits. Higher buys margin and longer queues. Putting that trade on one chart turns a staffing argument into a decision leadership can make on purpose.
Provider, nurse/MA and registration combined.
5.35
5.01
4.72
4.46
Modeled on NAICS 62 demand rates and NAOHP time standards, before respirator fit testing and non-encounter work such as medical direction. Moving from 75% to 90% releases about 0.9 FTE per 10,000 employees. You set the capacity target for your own model in Session 3.
Plenty of teams start this analysis. Most abandon it, or finish it and watch it fall apart in the first finance meeting. The failure points are predictable, so the cohort builds a checkpoint for each one.
| Cost accounting used as a stand-in for value | Session 2 prices your volumes twice: at your own charges, the floor finance recognizes, and at market replacement, the upper case. Both stay separate from what the program costs to run. |
| Double-counting embedded services | Labs, provider time and exposure follow-up are counted once, inside the service they belong to. |
| Optimistic pricing | Every figure carries a source tag. Working defaults stay flagged until you replace them. |
| A model that collapses under the first hard question | Session 4 finds the figures that will draw fire and prepares the answer before you're in the room. |
Ninety minutes each, live, every other Wednesday, 11:00 AM to 12:30 PM Central. You enter your own inputs, the model runs, and the group works through what the output means.
Wednesday, November 4
Set covered lives and payroll headcount, then apply healthcare-sector demand rates to produce annual volumes across exams, injury care, surveillance and ancillaries. Set them beside your actual counts.
Wednesday, November 18
Price those volumes at your own fee schedule and at market replacement value. Services you never bill, like surveillance and TB programs, get a market value too.
Wednesday, December 2
Run time standards against your volumes to derive FTE by role, pick your capacity target, and compare the result with the roster you actually have.
Wednesday, December 16
Position your program against the 55% ceiling, rehearse the hardest questions with the group playing finance, and structure the presentation for your leadership.
Nothing here needs a data request to IT.
The cohort answers one question well: what is our internal employee health program worth, and is it staffed right? The full Executive Diagnostic is NAOHP's complete occupational health program assessment. We run it for you, it covers the rest of the business, and engagements start at $36,000.
| Cohort $6,000 a seat |
Full program assessment from $36,000 |
|
|---|---|---|
| Who builds the model | You, with live coaching | NAOHP, with your team |
| Populations modeled | One internal workforce on healthcare-sector rates | Internal workforce plus your external employer book, each on its own sector rates |
| Value range at your charges and at market | Yes | Yes |
| FTE by role and the 55% test | Yes | Yes |
| National volume benchmarking | No | Yes |
| Pricing against local market | No | Line-by-line fee comparison |
| Revenue cycle and AR review | No | Yes |
| Market opportunity and growth case | No | Yes |
| Written report and leadership presentation | Board summary template you complete | Full narrative report, presented by NAOHP |
Start with the cohort and your full seat fee credits toward a full assessment booked within twelve months.
When a CFO asks where a number came from, you'll know what you're standing on.
"Getting our NAOHP program certification was a team effort, and very well worth it. It covered a lot, including a real deep dive into our finances and how they were structured."
Keith Lavin, Director of Business Operations, Hackensack Meridian Health
NAOHP Virtual Conference 2026, "Running the Numbers"
"Larry has a lot of good material to read and models you can use. It works very well, and it's very important for planning."
Keith Lavin, Hackensack Meridian Health
The full seat fee credits toward a complete Executive Diagnostic program assessment booked within twelve months. Assessments start at $36,000, so the cohort is also the lowest-cost way to find out whether you need one.
A colleague from your organization, such as someone from finance, may sit in at no extra charge. One model per seat. Reply to hold a seat and an invoice follows.
Hold a seatTwelve seats. Live coaching sets the limit.
Directors, managers and administrators running an employee health program, or a blended occupational and employee health program, inside a health system. If you need to make a staffing or budget case this year and want the numbers to survive the meeting, it fits.
No. The cohort models one internal workforce on healthcare-sector rates. A clinic serving outside employers needs its employer book modeled on each sector's own rates, which is part of the full Diagnostic. We'll tell you before you pay.
When the question is bigger than internal staffing: pricing against your local market, revenue cycle and AR problems, an external employer book, a growth case for new services, or when leadership wants an outside party to present the findings. Full assessments start at $36,000, and the cohort fee credits toward one. If any of those apply, email Larry first and we'll say which fits.
Seats for NAOHP corporate member organizations are $5,400, 10% off the $6,000 standard price. Mention your membership when you reply and the invoice will reflect it.
Yes, and we encourage it. One colleague may sit in at no charge. A finance partner who helped build the model is much harder to argue with later.
Every session is recorded. The format rewards live attendance, since you work on your own model during the session, but you can catch up between sessions.
Only if you volunteer. Worked examples in session come from members who offer their model. Everyone else's figures stay theirs.
It's the one required input with no default, so start pulling it now. A borrowed or regional figure produces a model that looks complete and answers the wrong question. HR or benefits can usually supply it.
Full refund on request up to the start of the first session. After that the seat is non-refundable, and the credit toward a full Diagnostic stays available for twelve months.
Questions first? Email Larry Earl, MD at [email protected].
The cohort is built on the NAOHP Market Analyzer Flow Rate and Service Utilization Methodology. It produces a model of your program, not an audit of your financial statements, and it does not replace your finance department's cost accounting.
National Association of Occupational Health Professionals