2025 Site_ Weekly Growth Activity Actions Plans_.xlsx

--- Sheet: Vanessa ---
Challenges & Opportunities |  |  | 
Name of Site: Bay Area North |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Reasses Tier 2 Clients Weekly: Utilize Tier 2 data to increase weekly median hours to Tier 1, as well as looking at Tier 3 clients who can extend | 
 | 2.0 | Increase Conversion: Hold preassessment planning meetings for Tier 1 | 
 | 3.0 | Increase AX scheduled: Weekly leadership meeting with Intake, RDO, GM and RDBD to increase Opportunity to Assessment scheduled for Tier 1 | 
 | 4.0 | Talent Upskill: Utilize weekly HC Essentials training to upskill CSM conversion, retention and client satisfaction performance | 
 | 5.0 | GM involvement in CarePlan reviews and AX: Regular GM/CSM ridealongs and CarePlan reviews to improve performance as well as pair up CSMs in AX as much as possible | 
 | 6.0 | Improve Conversion: Review AX not closed won on a weekly basis to uncover conversion opportunities | 
 | 7.0 | Referral Channel Focus:  Diversification in referral channels - SLC & Trusted Advisors - with weekly field activity with ML and HCL | 
 | 8.0 | GM & HCL Partnership: GM & HCL to partner in the field to expand wallet share in top accounts (SLC focus) | 
Unique Market Challenges |  |  | 
 | 1.0 | Diverse geography and demopgraphics between San Francisco and Marin County | 
 | 2.0 | CG pool challenges in Marin County - quality and quantity - caregivers typically cross bridges to work in market | 
 | 3.0 | HCL for Marin was splitting time between Marin and Santa Rosa- beginning in February she will be able to focus just in Marin- willl result in higher leads/starts | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Cogir Partnership Kickoff:  Launch phase 1 of the Cogir partnership in California, with a planning meeting scheduled for 1/30 to establish goals and next steps. | 
 | 2.0 | HCL Performance Management: Focus on Stage 2 performance management for SF and Marin HCLs to improve accountability, productivity, and outcomes in these key markets. | 
 | 3.0 | Expand Top of Funnel Opportunties: Broaden client acquisition by targeting PPAs in Senior Living Communities and placement agencies, including partnerships with Neighborly Placement. | 
Additional Commentary |  |  | 
 | 1.0 | Previously only web presence was San Francisco.  In Jan, added websites in Marin and Daly City for TheKey to drive visibility.  Currently working on adding reviews to newly created sites.  Begin discussion on consumer marketing in February. | 
 | 2.0 | Focus on re-building census.  Week of 1/13, there were 79 unique clients- highest since Oct 24 | 
 | 3.0 | Hired full time Santa Rosa HCL on 1/6. First goal month 2/2025. Brought in a referral on 1/26 (while still in training). Comes from a strong background in SLC and already producing opprintities. This is important as it will allow Patrina (Marin HCL) to focus 100% of her time in Marin. She also wont be split between two different operation teams. | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | CPMC Davies Campus (SNF) (Owner: Shannon) | Offer in-service education to the team
 | 2.0 | Eldercare Specialists (ECS) North Bay (Owner: Patrina) | Biweekly CoMarketing with Judith Rooke- Trusted Advisors Channel/ Concierge MD’s
 | 3.0 | Jewish Family Services - Seniors at Home JFCS (Owner: Shannon) | They have a new team - set in persom meeting with JFCS and partner to support and uncover who they have been referring to and why.
 | 4.0 | CPMC Davies (Owner: Shannon) | In person meeting presenting our Differentiator pitch deck. Highlighting our various service lines available: CNRS, Tender Rose, and non-medical.
 | 5.0 | Coterie Cathedral Hill (SLC - Owner: Savahanna) | Obtain a contract for concierge/ Floor staffing. Start Mind fit in the community to draw interest within the AL residents. Timeslips in memory care has been extremely successful in building trust and getting Thekeys name out in the community
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | UCSF - Parnassus (Owner: Savahanna) | - HCL has mainly targeted and see more ROI in the Med Surg department as well as UCSF Memory & Aging.
- Most relationships are with the SWs who work on the weekends. Main SW is Julie. Most direct referrals come during the weekend however we are on their distribution list so referrals also come through over the weekend.
- Median weekly hours for clients in December was 40 hrs/week
 | 2.0 | Kaiser San Francisco (Owner Savahanna) | Well connected with the intensive care needs discharges and high acuity patients. Targeting a contract with their hospital program that pays for patient care.
 | 3.0 | Dr. Michael Kwok (Concierge Physician - Owner: Patrina) | First client start generated in December and has already generated $36,447. Client is utilizing roughly 115 hrs/week
 | 4.0 | Dr. David Ogden  ((Concierge Physician - Owner: Patrina) | Conducting monthly care conference meetings and weekly check ins. 16 Client Starts in the lifetime of this account, but only 1 in the last 12 months.
 | 5.0 | The Redwoods  (SLC - Owner: Patrina) | Conducting MindFit. Opportunity to leverage our concierge service line. Working on scheduling a Concierge in-service for their ALF/IL/Healthcare.
Name of Site: Napa |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Upgrade Talent: Replacing CSM for Market- CSM hired in August of 24 did not perform strongly enough and performance management process was implemented.  GM with support from EB CSM is managing the business since end of Decemeber | 
 | 2.0 | Increase AX scheduled: Weekly leadership meeting with Intake, RDO, GM and RDBD to increase Opportunity to Assessment scheduled for Tier 1 | 
 | 3.0 | Reasses Tier 2 Clients Weekly: Utilize Tier 2 data to increase weekly median hours to Tier 1, as well as looking at Tier 3 clients who can extend | 
 | 4.0 | Pre-Assessment Planning For Tier 1: Conduct pre-assessment planning meetings for Tier 1 clients to enhance engagement and drive higher conversion rates to SOC. | 
 | 5.0 | Referral Channel Focus: Prioritize trusted advisor and SLC channels, ensuring at least two-thirds of SAP accounts originate from the Napa territory to maximize regional growth. | 
 | 6.0 | Upskilling operations team members: Enhance the capabilities of CGMs through targeted upskilling initiatives to improve operational efficiency and support business growth. | 
 | 7.0 | Expand Top of Funnel Opportunities: Strengthen client acquisition efforts by targeting PPAs in Senior Living Communities, hospitals, and physician groups to build a robust referral pipeline. | 
Unique Market Challenges |  |  | 
 | 1.0 | Trusted Advisor Channel - Current HCL is strong in this channel, however the Napa market does not benefit greatly as the clients don't live in the Napa market  most are NOT located in Napa. | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Partnership priorities: 
1. Providence: working on expanding to CNRS 
2. Discover Health 
3. The Meadows 
4. Calson Management 
5. Cogir Senior Living | 
 | 2.0 | SLC and Trusted Advisor focus with the following levers: drip campaigns, conferences (SNT Conferencec 2/7), speaking opprorunities (Dr. Shadi presenting to PFAC Sonoma County (will support all of Bay Area North) | 
Additional Commentary |  |  | 
 | 1.0 | Napa HCL has been supporting Napa, Santa Rosa, and East Bay. By hiring a full time Santa Rosa HCL, and in the process of hiring a second East Bay HCL, this will allow Nick to be hyper focused on Napa and prioroitizing that market (2/3 of SAP accounts sitting in Napa). | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | The Village at Rancho Solano (Owner: Nick) | • Meet with new marketing director and good friend, Rick Timmerman.
• Leverage Rick for warm introductions to Nurse Rebecca, Memory Care Director, and any other new employees.
• Set up one-on-one with Rebecca to uncover current needs.
• Propose key differentiators to demonstrate added value, emphasizing the benefits over the current agency’s price point.
 | 2.0 | Duncan Fiduciary Services (Owner: Nick) | • Treat Sharon to a nice lunch or dinner to discuss her current situation and PFAC 2025.
• Partner with Sharon to build a deck for PFAC 2025 National Conference presentation.
• Ask Sharon for warm introductions to attorneys she works with and who will be presenting with us.
• Leverage Sharon to become a PFAC affiliate member.
 | 3.0 | The Watermark at Napa Valley (Owner: Nick) | • Set up one-on-one with Vanessa at The Watermark.
• Take new marketer who rode along with me out to lunch.
• Schedule meeting with Resident Services (minus Jackie).
• Initiate care coordination reports for current residents.
• Propose MindFit as a value add.
• Propose TimeSlips as a value add.
• Propose Speaker Series Bureau as a value add.
• Set up meeting with Grant to walk through differentiation points from standard home care agencies.
 | 4.0 | Vacaville Convalescent & Rehab (Owner: Nick) | • Meet with Jennifer to set up Rounding at Hospitals

Set up meeting with Tina and Abby (Director of Rehab and Head of Nursing).
• Set up meeting with Tony (Social Services Director) and her assistant, Terry.
• Set up meeting with Joe Nicolai to discuss warm introductions to his new acquisitions.
 | 5.0 | The Meadows of Napa Valley (Owner: Nick) | MindFit 2nd Session starting in February
Scheduled monthly care coordination
Collaborating with Activities for ongoing presence and support at events
Nick and team attending monthly staff meetings in AL to build rapport with staff
Strategically implement CNRS in AL
Meet with Wayne to propose a formal partnership
Explore ways to participate in high-level meetings at The Meadows to discuss all levels of care when there is a change of condition
Maintain status as the preferred and only provider at The Meadows
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | Queen of the Valley Medical Center (Owner: Nick) | Schedule in-service with Case Management and Social Services to present one-pager on all service lines.
• Schedule in-service with Acute Rehab Unit (ARU) to present one-pager on all service lines.
• Schedule in-service with the Foundation to present one-pager on all service lines.
• Obtain updated weekly Case Management list to drive business.
• Set up meetings with all sponsors of Queen of the Valley Providence Foundation.
• Identify ways to expand Providence partnership to Napa.
• Leverage David (Market Captain for Santa Rosa) to advance through his internal relationships.
• Coordinate Vendor Fair through the Head of Case Management for Community Resources.
• Connect with Director of Business Development for the hospital.
 | 2.0 | Paradise Valley Estates   (Owner: Nick) | • Connect with Emily (or relevant contact) to confirm vetting/clearance process to operate within the community.
• Set up presentation of all service lines at an all-staff meeting.
• Set up one-on-one with Wilma in Laurel Creek (discharge planner).
• Set up one-on-one with Agatha in memory care.
• Set up one-on-one with Kelly Yee in assisted living.
• Set up meeting with new nurses in the in-house home care provider.
• Set up meeting with the new VP of Healthcare to discuss:
• Partnering opportunities.
• Acquiring their home care services.
• Potentially becoming their preferred provider for supplemental staffing and one-on-one care (as they don’t provide overnight care).
 | 3.0 | The Lodge at Glen Cove  (Owner: Nick) | Set up weekly MindFit at The Lodge.

Propose the idea of TimeSlips in memory care.

Establish care coordination with assisted living and memory care, and revisit community protocols for alignment.

Partner with the senior doctor and nurse practitioner to strengthen community collaboration.

Meet with owner Jason Reyes to discuss how to leverage TheKey to differentiate from the competition.

Arrange one-on-one meetings with the memory care director and assisted living director.

Schedule a meeting with marketing to uncover goals and demonstrate how Nick can assist in maintaining the waitlist or guiding residents to The Lodge.
 | 4.0 | Cogir of Vallejo Hills  (Owner: Nick) | • Meet with new marketing director.
• Schedule one-on-one through warm introduction with new nurse in assisted living (AL).
• Meet with executive director.
• Engage with activities team to start MindFit.
• Meet with executive chef to discuss food handlers bartending events.
• Set up health fair for community partners
 | 5.0 | Napa Valley Personalized Healthcare  (Owner: Nick) | • Schedule tee time with Dr. DeMores
• Schedule in-service with CNRS and other physicians
• Execute partnership with CEO Daniel for Discover Health as a whole
Name of Site: East Bay |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Reasses Tier 2 Clients Weekly: Utilize Tier 2 data to increase weekly median hours to Tier 1, as well as looking at Tier 3 clients who can extend | 
 | 2.0 | Improve Conversion: Hold preassessment planning meetings for Tier 1 to increase conversion | 
 | 3.0 | Increase AX scheduled: Weekly leadership meeting with Intake, RDO, GM and RDBD to increase Opportunity to Assessment scheduled for Tier 1 | 
 | 4.0 | Utilize weekly HC Essentials training to upskill CSM conversion, retention and client satisfaction performance. 2 of 4 CSM's are new to role (hired fall 24) | 
 | 5.0 | Regular GM/CSM ridealongs and CarePlan reviews to improve performance as well as pair up CSMs in AX as much as possible | 
 | 6.0 | Review AX not closed won on a weekly basis to uncover conversion opportunities | 
 | 7.0 | Hire secondary HCL for market- open since July 2024 | 
Unique Market Challenges |  |  | 
 | 1.0 | Since 9/23, Starts by quarter continue to decline. This is a large geography, and we can win by investing in Sales Team.  Having 1 HCL in this market since June is not enough to produce the new leads/SOC that the business needs | 
 | 2.0 | Previous leadership exited the organization, started his own company and has recruited HCL (Greg Payette, Francesa Wood) and CSM team members (Keri Ramirez). Francesca was the highest producer in our organization. 
- Francesca left in Jan 2023 and was the company's top producer and now works for our direct competitor 
- Greg left in July of 2024 and was a top producer in the bay area and now works for our direct competitor | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Cogir Partnership - phase 1 in CA. Rollout meeting schdeuled for 1/30 with SVP of Ops for Cogir | 
 | 2.0 | Sequoia Senior Living - second leadership meeting complete, sent PPA proposal to expand parterhsip to all four sites (right now only in Viamonte) | 
Additional Commentary |  |  | 
 | 1.0 | Down one HCL since July of 2024 (market typically has two strong HCLs full time) | 
 | 2.0 | Sent offer to potential senior HCL for the east bay on 1/24 (Candidate comes from the industry - home care and hospice background and is a current power partner to thekey) | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | John Muir Medical Center / John Muir Health (Owner: Nick) | 1. Working to get on their calendar for an educational topic with inpatient case management.
2. Working with John Muir Health Foundation to set up a meeting with RDBD Vanessa to discuss CNRS service offerings and their donor population.
 | 2.0 | Eileen Nevitt GCM (Owner: Jamie) | Scheduling in person meeting with our Concierge team to promote the value of working with a company with multiple service offerings
 | 3.0 | Montclair Elder Services (Owner: Jamie) | Including Margo from Montclair at our Professional Advisory Council Meetings
 | 4.0 | Stoneridge Creek (SLC - Owner: Jamie) | Scheduling in person meeting with our Concierge team to promote the value of working with a company with multiple service offerings. Explore offering an on call program for this community.
 | 5.0 | Stanford Health Care Tri-Valley (Hospital - Owner: Jamie) | Leverage all 3 of our services lines with this hospital and identify power partners who are already established.
8 client starts in the lifetime of this account, 2 in the last 12 months
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | Eldercare Specialists: East Bay (Owner: Jamie) | Continuing to work with internal staff to get them to recognize who would benefit from GCM services so we can cross refer. Recognizing needs during initial assessments and reassessments.
 | 2.0 | La Casa Via Transitional Care Center (Owner: Nick) | Nick has been conducting weekly check ins with discharge planner on Fridays
 | 3.0 | 21st Century Care Solutions (GCM - Owner: Nick) | 4 Client starts from the lifetime of this account (2 in the last 12 months) with a median weekly client utilization of 40 hrs/week. Median LTV of Clients is $40,000
 | 4.0 | Rossmoor Counseling Service (Owner: Jamie) | Work with Flo to identify all of the different clubs and groups who might let me speak/sponsor their events. Turn in a list of speaking topics. Think outside of the box on things to sponsor to continue to build our brand here
 | 5.0 | Tice Valley Post Acute (Owner: Jamie) | Sponsor a breakfast during discharge meeting. Continue to be a reliable resource. Reinforce CNRS for difficult discharges
Name of Site: Los Gatos |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Referral Channel Focus: SLC & Trusted Advisors
- Building dedicated teams for top SLC accounts 
- Leveraging active client list in top SLC accounts | 
 | 2.0 | Enhancing operational structure by recently adding staffing supervisor and added GM to PEN to create bandwidth for current GM to focus on LG and BAN | 
 | 3.0 | Reviewing Tier 2 clients weekly to see how we can increase to Tier 1 | 
 | 4.0 | Increase AX scheduled: Weekly leadership meeting with Intake, RDO, GM and RDBD to increase Opportunity to Assessment scheduled for Tier 1 | 
 | 5.0 | Added San Jose Account Manager - has been in trainining, but will goals for set for Feb | 
Unique Market Challenges |  |  | 
 | 1.0 | Kevin Symes lost a total of 7 clients in Decemeber (avg of 888 weekly hours lost) and 9 clients in January (avg of 664 weekly hours lost) | 
 | 2.0 | Staffing Challenges - implementing orientation in LG office (was shared with Pensinula), working with recruting to hire more PT caregivers willing to work the Tier 2 clients coming in. | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Cogir Partnership - phase 1 rollout meeting with VP of Ops on 1/30. Implementation starting first week of Feb | 
 | 2.0 | Territory allignment via SF maps conducted this Friday 1/31 to esnure HCL is targetting the right accounts. This will also support with bulidng territory lines between Kevin Symes and Vvia Phillips | 
Additional Commentary |  |  | 
 | 1.0 | Six SLIs inputted from Kevin Symes in January all due to CG quality and staffing challenges - team has worked through every SLI, new Staffing Supervisor has been assisting and performance management will be occuring once emloyees return from LOA. | 
 | 2.0 |  | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | Atria Willow Glen (Owner: Kevin) | Offering MindFit and TimeSlips to create value and ongoing in person face time with this account | leverage the active client list to target low haging fruit within the buldings - strategy: how can we build on the hours we already have in place, while we continue to build top of funnel.
 | 2.0 | Kaiser Santa Clara   (Owner: Kevin) | Schedule an in person meeting to present on our Concierge service offerings | - also increasing education on the HCL side and implementing speakers bureaue presentations in Q1 (part of SAP strategy - targeting IL residents and trusted advisor partners)
 | 3.0 | The Forum  (Owner: Kevin) | Leveraging our Speakers Bureau opportunity with this Account in Q1
 | 4.0 | Belmont Village Los Gatos  (Owner: Kevin) | Monthly Care Conferences and TimeSlips
 | 5.0 | Angela Rodrigues  (Fiduciary - Owner: Kevin) | Leveraging our Speakers Bureau opportunity with this Account in Q1. 4 Client starts in the lifetime of this account with 0 in the last 12 months, however we just assessed a potential new client in the last 4 weeks (anticipated SOC is 2/3/25)
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | El Camino Hospital (Mountain View) (Owner: Kevin) | Scheduling in person meeting to present our Concierge Skilled pitch deck to promote the value of working with a company with multiple service offerings.
 | 2.0 | Atria Evergreen Valley (Owner: Kevin) | Schedule our Mind Fit Series
 | 3.0 | Chateau Cupertino (Owner: Kevin) | -Filling up Wellness schedule
-set up speakers bureau for brand recognition with community residents
-MindFit
 | 4.0 | Good Samaritan Hospital (Owner: Kevin) | Scheduling in person meeting to present our Concierge Skilled pitch deck to promote the value of working with a company with multiple service offerings.
 | 5.0 | Keri Landrum (Senior Placement) (Owner: Kevin) | Scheduling in person meeting to present our Differentiators Pitch Deck
Name of Site: Orange County |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Improve Tier 1 starts by increasing trusted advisor and GCM partnerships. One planned meeting every other week per HCL and attendance in PFAC and Estate Planning meetings. | 
 | 2.0 | Documented advancement from each trusted advisor meeting to improve Tier 1 SOCs in this channel 20% | 
 | 3.0 | AX to SOC Conversion: Improve Tier 1 conversion through pre assessment planning and GM ridealongs on selected assessments | 
 | 4.0 | Enhanced Field Partnership: GM & HCL to partner in the field to expand wallet share in top accounts : Scheduled monthly GM/HCL visits and events to Top SAP accounts to drive partnerships, advance stalled partnerships and increase Tier 1 clients | 
 | 5.0 | Conduct monthly Tier 2 reassessments to identify opportunities for increased utilization | 
 | 6.0 | ASM to own book of business (Top 20 with an emphasis in the hopistal and Trusted Advisor channel) | 
 | 7.0 | In process of signing third party agreement for Reata Glen (sister builiding to Morningside, La Costa Glen, etc. (Contiuning Life buildings). 
- Mornignside is one of our top SLC accounts in OC. By getting the Reata Glen contract signed, it will support with an increase in tier 1 opportunities. | 
Unique Market Challenges |  |  | 
 | 1.0 | HCL turnover since June 2024; No HCL from July-Sept '24; HCL Marilyn hired July 2024, William resignation Jan 2025; Andrew resignation May 2024, Kim resignation July 2024 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Former HCL penetrating largest SLC Morningside with a lower rate. Decline in quantity/quality of lead in Q4. HCL resigned Jan 2025 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Competitors such as Legacy, Canaan and Care Partners (with former HCLs/staff) are quoting lower and marketing to same SAP accts |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Quality of staffing has suffered due to decline in Recruiting/onboarding |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Cogir Partnership | 
 | 2.0 | ASM transition to own book of business and PPA target list | 
 | 3.0 | PFAC, Provisors and estate planning council memberships 
- Marilyn in process of joining Provisors
- Marilyn in process of joinng PFAC 
- Regular attendence to all trusted advisor netowrking events 
South OC - large opportunity to grow trusted advisor channel | 
Additional Commentary |  |  | 
 | 1.0 | A Care Solutions team member in a Market Leader role, dedicated to a specific location, focused on driving business conversion, improving opportunity management from intake to start of care in collaboration with the Client Success Manager (CSM), and partnering with HCL as part of the inside sales and operations team |  |  |  |  |  |  |  | 
 | 2.0 | There is a need for a localized, dedicated recruiter to manage the pipeline with enhanced accountability for both quality and volume, while bringing specialized expertise in the territory and understanding of market nuances.
 | 3.0 | Streamline OSat focus to one platform: Medallia vs Google |  |  |  |  |  |  |  | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | Silverado Community Brea (owner: RevOps) | Transition ownership of this account to our General Manager (Jessica) due to the departure of most recent owner, William.
 | 2.0 | Mobile Therapy Specialists   (owner: RevOps) | Transition ownership of this account to our General Manager (Jessica) due to the departure of most recent owner, William.
 | 3.0 | St Jude Medical Center Fullerton (owner: RevOps) | Transition ownership of this account to our General Manager (Jessica) due to the departure of most recent owner, William.
 | 4.0 | First Foundation Bank (Owner Marilyn) | 1) arrange meeting between Susan, Flo and me to discuss continued partnership.
2) Include in PAC
3) Include in Aging Prep presentations
 | 5.0 | Troup Trust Fiduciary Services  (Owner Marilyn) | 1. Further relationship through client exposure: present Aging Prep at RGP with Kim Troup. Jan and Feb 2025.
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | TLD Law (Owner: Marilyn) | Participate monthly with Monica Goel at WOW and PFAC
 | 2.0 | Morningside - Independent Living (Owner: RevOps) | Transition ownership of this account to our General Manager (Jessica) due to the departure of most recent owner, William.
 | 3.0 | Private Physicians Medical Associates (Owner: Marilyn) | 1) Do 2nd in-service with Dr. Davis and new physician
2) Monthly drop-ins
3) Include in PAC
 | 4.0 | Hoag Hospital Newport Beach (Owner: Marilyn) | 1) Get introduction and set meeting with Ezequiel Sevilla (Coordinator, Case Management) and Brittany Torres (lifer).
2)Target contacts in orthopedic unit; leverage connections through Michael Weinstein and Scott Forman
3) Meet Nancy Sherod - new case management assistant (knew Andrew Parker very well).
4) email Andrew Parker's colleague Rebecca Miller from Deluxe Therapy Solutions who works at Hoag on per-diem basis.
6) Set dinner meeting with Monica Mattias, PT (Hoag At Home) and discuss potential referrals.
7) Research current partners working with Hoag for co-selling
a) Partner w/ Prudential Health's Kristen Dowdee for on-site visit
b) Work this in unison with 'Hoag at Home' on-site team @ Vivante OTC .
 | 5.0 | Professional Fiduciary Services (Owner: Marilyn) | 1) Continue to pursue Peter for first meeting. Peter's hot buttons: we are too expensive for clients with $1-$4m. Open to anyone with portfolio larger than $5m.
2) Schedule F2F with Peter's partners: Trevor Murphy, Jennifer Pham, Lee.
3) Conduct session for their clients: empathy or aging prep. Co-present with Trevor Murphy.
Name of Site: San Diego |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Improve Tier 1 starts by increasing trusted advisor and GCM partnerships. One planned meeting every other week per HCL and attendance in PFAC and Estate Planning meetings. | 
 | 2.0 | Documented advancement from each trusted advisor meeting to improve Tier 1 SOCs in this channel 20% | 
 | 3.0 | Improve Tier 1 conversion through pre assessment planning and GM ridealongs on selected assessments | 
 | 4.0 | Scheduled monthly GM/HCL visits and events to Top SAP accounts to drive partnerships, advance stalled partnerships and increase Tier 1 clients | 
 | 5.0 | Conduct 8-10 QA /Re-AX visits per week, per CSM across all Tiers to identify opportunities for increased utilization | 
Unique Market Challenges |  |  | 
 | 1.0 | Cheer Home Care and Canaan Home Care: multiple former TheKey/HCA team members have poached clients and caregivers | 
 | 2.0 | Accent Care strongest competitor at TheVi with much lower bill rate (37-40$/hour but they no call no show all the time and no oversite) Inside scoop from HCL and her colleague at Accent Care | 
 | 3.0 | Recruitment and Onboarding has netted a steady decline of qualified hires and Vi appropriate candidates | 
 | 4.0 | Recurring turnover of secondary HCL; 4 in last two years | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | - Territory re-allignment (SF Maps) to develop clear territory lines for La Jolla and ensure both reps have the right amount of qualified accounts based off demographics (median income), histroical revenue by channel/account, and geography (where the HCL is located) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | ASM in the La Jolla market min 1x/week as a gap plan while we backfill open HCL position (targetting hospital channel and top SLC accounts)
- gap plan reviewed and discussed with local GM | 
 | 3.0 | Cogir Partnership - rollout first week of Feb | 
 | 4.0 | Working on Western region field facing virtual call with CSMs, GMs, HCLs and Linda Jahnke for Febraury (previous top SAP account that drove Tier 1 business). Linda has business across the nation. We are looking at ways to re-engage our patnership and strenghten our relationship on a compnay level, not just local to LJ. HCL, Dana driving next steps in partnerhsip with ASM and RDBD. | 
Additional Commentary |  |  | 
 | 1.0 | Current Gap plan for LJ here | 
 | 2.0 | Dedicated solutions (or market leader) team member to hand hold business from intake to SOC, which would improve conversion ratios. We would benefit from our local farmer (internal sales) for our business to bridge our current gaps. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Localized recruitment specialists who oversee the entire CG pipeline, ensuring end-to-end accountability for high-quality CG's and volume in orientation. These experts bring a deep understanding of recruiting processes and nuanced knowledge of regional or territorty dynamics. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Streamline quality assurance efforts by aligning with one primary metric, preferably Medallia over Google Reviews. This focused approach ensures consistency in measuring customer satisfaction and simplifies the analysis of feedback trends |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | Vantage Fiduciary (Owner: Rev Ops) | Transition Scripps Memorial Hospital La Jolla to our HCL, Dana due to departure of our HCL Ernesto.  Obtain meeting with Kacy Lafferty to introduce Dana and explore how she utlizes home care for their clients who have complex needs
 | 2.0 | Casa De Manana (Owner: Dana) | Affluent IL and AL community.  There is no memory care at the community so once a resident begins to need memory support, community directors will require that resident needs to have a caregiver or move to memory care community. 
Strategy:Work with activities director to get on calendar with Mind Fit series or educational presentation or both
 | 3.0 | Scripps Private Internal Medicine Torrey Pines (Owner: Dana) | 1. Lunch and learns every couple months to get face time with each physician 2. Send Monthly Care Coordination Reports to MD's we have patients with. 3. Virtual meeting with Dr Shadi

They service approximately 300 patients
 | 4.0 | Wesley Palms (Owner: Rev Ops) | Transition Scripps Memorial Hospital La Jolla to our HCL, Dana due to departure of our HCL Ernesto.
 | 5.0 | La Costa Glen (Owner: Dana) | Affluent CCRC that we currently assist 17 residents at. TK is at the top of their preferred provider list. Residents utilize home care so that they can remain in IL vs moving to AL/MS. Many need caregiving services upon dc from care center.
1) Schedule educational presentation for residents or staff development at Glenbrook. 
2)Focus on getting to know the nursing team at Glenbrook and therapy departments at LCG and Glenbrook
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | Scripps Memorial Hospital La Jolla (Owner: Rev Ops) | Transition Scripps Memorial Hospital La Jolla to our HCL, Dana due to departure of our HCL Ernesto.
 | 2.0 | Scripps Private Internal Medicine- La Jolla (Owner: Dana) | We have been offering lunch and learns every couple months to get face time with each physician
 | 3.0 | The Vi at La Jolla Village (Owner: Dana) | Strong partnership and open communication with all directors at community. Support community with Mind Fit 4x/month, Educational Presentations with Dr Shadi, host Spark Club quarterly, quarterly care conferences with IL
 | 4.0 | La Vida Del Mar (Owner: Rev Ops) | Transition Scripps Memorial Hospital La Jolla to our HCL, Dana due to departure of our HCL Ernesto.
 | 5.0 | Kimberly Villanueva (Wealth Advisor - Owner: Dana) | Fiduciary that is highly involved in her clients needs and priorities. Trusted advisors like Kim almost exclusively refer 24/7 cases and needs to use an agency that has not only great caregivers but also impeccable communication
1. Uncover ways that Kim wants to continue to grow her business and her struggles to do so. See how I can support with her growth. 
2. Introduce Kim to Linda Jahnke so that she has a resource for when she has a client with LTC and where she needs help managing clients claim
Name of Site: Spokane |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Returning HCL started 1/6 - two week onboarding has been focused on SAP accounts for 1 week  (hyper focused on activity in SLC channel (5 SAP accounts) and Trusted Advisor Channel (6 SAP accounts) in order to increase our tier 1 and 2 referrals.  
- RDBD and RDO focus on pre call planning and strategy with HCL on Coaching calls to support with advancing strategies in these specific channels. | 
 | 2.0 | GM to partner with HCL, minmum 3 meetings a week - targeting Trusted advisor and SLC/CCRC channel. | 
 | 3.0 | GM and CSM - Will also pre-call plan all assessments | 
 | 4.0 | RDO to spend time in the field with HCL in February (2/13) | 
 | 5.0 | RDO to meet with GM and HCL on a weekly basis to deepdive  AX completed not started and those Lost | 
 | 6.0 | Weekly meetings with Recruitment / Onboarding leaders. - Effective 1/27 no longer completing in-person interviews to see if that assists in reducing the gap from app to hire.  To increas the applicants there has been discussion about  marketing target ads on social media | 
Unique Market Challenges |  |  | 
 | 1.0 | HCL turnover. Returning HCL two weeks ago - was in expidited training and out full time in the market as of today.
Destiny resigned from theKey on May 3rd 2024 (due to operaitonal challenges and a different opporuntity that she was presented with). Jen Shuman started as the HCL and was with us from 6/24-10/3. Destiny then returned back to TheKey on Jan 6th and her first week in the field was 1/27. | 
 | 2.0 | Caregiver Recruitment and onboarding has not increased and has remained a distressed market for the past 4 months - One Tier 1 client we could not staff and had to refer out in the month of December | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Partnerhsips (GM/HCL focus): VA partnership growth - Currently on our top 5 declining accounts. GM and HCL to meet with the VA on a weekly basis (increase field activity) | 
 | 2.0 | Partnerhsips (GM/HCL focus): Rockwood South (CCRC) - Currently on our top 5 declining accounts. Re-introduce GM to leadership team and re-engage partnerhsip discussion. HCL has already met with teh Discharge planner and head of social work at the CCRC. Next step is following up wiht the Executive leaderhsip team. | 
 | 3.0 | Increased forcus on trusted advisor channel for Q1. Six total Trusted Advisors on Q1 SAP - Top Growth and Loss Report shows storng emphasis on hospital, SNF, and HH channels. Increase in SLC and Trusted Advisor activty and leads will support with Tier 1 opportunities and starts. The Trusted advisor channel is not as robust in Spokane as it is in other regions. However, we have not had a start from the trusted advisor channel in the last three months. Focusing HCL actvity in our top channels will help drive the right type of business (top of funnel quality increase) | 
 | 4.0 | Cogir Partnership - there is one Solista (all IL) building in Spokane. All Solista properties are part of our Phase 2 for the Cogir partnerhsip. HCL to target Solista Sokane in Q1 to support with our partnership roll out for phase 2. HCL to schedule introduction meeting with GM/RDO in February | 
 | 5.0 | AX to SOC for December we had 1 that was not financially qualified - Medicaid only and one that did not need nor could aford our minimum hours -  we did communicate this wiht the RIM leadership and that would bring them to 50% conv rate. | 
Additional Commentary |  |  | 
 | 1.0 | RDBD turnover in January. Entire team going through a sales leadership transition. RDBD and RDO meeting HCL in person in seattle 2/11 | 
 | 2.0 | New HCL which means we do need to account for a ramping period | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | Providence VNA Home Health (Owner: Destiny) | reintroduce new HCL Destiny (started 1/6) who previously had strong relationships with these accounts
 | 2.0 | Spokane Veterans Home (SNF - Owner: Destiny) | 
 | 3.0 | Assured Home Health Spokane (Owner: Destiny) | 
 | 4.0 | Rockwood Retirement South Hill (SLC - Owner: Destiny) | 
 | 5.0 | Mann-Grandstaff Dept of Veterans Affairs Medical Center (Owner: Destiny) | 
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | Providence St. Luke's Rehab (SNF) (Owner: Destiny) | reintroduce new HCL Destiny (started 1/6) who previously had strong relationships with these accounts
 | 2.0 | MultiCare Deaconess Hospital  Owner: Destiny) | 
 | 3.0 | Advanced Home Health (SNF) Owner: Destiny) | 
 | 4.0 | Colleen Stevens (Wealth Advisor - Owner: Destiny) | 
 | 5.0 | D.A. Davidson Wealth Management (Owner: Destiny) | 
... (501+ rows, truncated)

--- Sheet: Example ---
 | Week of 2/10: Actions Complete
Referral Channel Focus:  Diversification in referral channels - SLC & Trusted Advisors - with weekly field activity with ML and HCL | 6 SLC meetings and 1 Trusted Advisor Meeting
Increase Conversion: Hold preassessment planning meetings for Tier 1. Current conversion is 60.9%, increase to 70% | Conducted 5 perassessment planningmeetings. AX to SOC conversion is 61%
GM & HCL Partnership: GM & HCL to partner in the field to expand wallet share in top accounts (SLC focus) | 3 GM and HCL field rides or GM and HCL field rides on Tuesday with 6 SLCs on the list
GM involvement in CarePlan reviews and AX: Weekly GM/CSM ridealongs and CarePlan reviews to improve conversion performance. Current CSM conversion is 65.5%, increase to 70% | GM conduct 3 CSM ridealongs and 6 CarePlan reviews
Improve Conversion: Review AX not closed won on a weekly basis to uncover conversion opportunities. Target 70% | 3 AX Closed won not closed; 1-chose another provider, 2-higher level of care

--- Sheet: Vanessa - Final ---
Weekly Growth Activity Actions |  | UPDATE WEEKLY by end of day Wednesday |  |  | 
Name of Site: Bay Area North |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  | Actions completed week of 2/24and Outcomes |  | Actions completed week of 3/3 and Outcomes |  | Actions completed week of 3/10 and Outcomes |  | Actions completed week of 3/17 and Outcomes |  | Actions completed week of 3/24 and Outcomes |  | Actions completed week of 3/31 and Outcomes |  | Actions completed week of 4/7 and Outcomes |  | Actions completed week of 4/14 and Outcomes |  | Actions completed week of 4/21 and Outcomes
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  | Highlight- 3 steady weeks in billable hours, 4th expected this week |  | Region:  Census continues to climb, highest census since 12/2 (756).  BAN: 4 weeks in a row of revenue growth.  Feb billed hours exceeded Nov and December.   Census back to September levels.  B2B leads held strong in Feb at 30 given the short month |  | While a decline WOW, last week billable hours 2nd highest week over last 13 weeks.  Re-captured 4 clients in Feb due to re-capture campaign. Need: Marin driver caregivers |  | Increase of 6K week over week, revenue last week coming in at 185K |  | Revenue this week 186K , 85 active clients, projected 199K revenue next week.  BAN had 14 Ax this week!
 | 1.0 | Referral Channel Focus:  Diversification in referral channels - SLC & Trusted Advisors - with weekly field activity with ML and HCL | Ongoing initiative. Abbie is in Marin every Thursday. As of now in the field every other week with the HCL. Implemented the requirement of pre-call planning pre field day to set HCL and ML up for success. This is a.new format and still a work in progress but they are getting more 1:1 time together with the objetive of growing active clients and meeting with top SAP channels to dirve more intentional metings, together. |  | Abbie with Savahanna every week (Wednesdays). Patrina is out with Abbie every Thursday. Request: HCL to send email out day prior with the plan of action. Focus: SLCs with active clients and top SAP accounts (declining and stalled) |  | Adjusted Savahanna's SAP for Q1. Too heavy in trusted advisors which is not supporting with lead volume. Replaed two wealth advisors with two strong SLCs (The Carlisle and Rhoda Goldman) where we already are seeing momentum. Transferred Patrina to wonership of SF Towers where we've had strong history with them in the past but also tough barriers to break back through and build top of funnel. Patrina had past relatships when she was with Amedysis...leveraging that in hopes to strenghten our rapport and opportunities. 

Weekly field time with ML: ongoing and still weekly Work in progress getting HCL to send pre-call plan via email 24 hours in advance to strengthen ROI. RDBD sent reminder to all key stakeholders 2/24 for the weekly pre-call planning. Focus are still SAP accounts with ACTIVE clients and/or stalled accounts that can benefit from meeting with our Ops leaders.

Patrina in process of shceduling 1:1 with Cogir of San Rafael. Pending repsonse from Cogir (working on increasing Marin's SLC channel growht by intentionally increasing Patrina's SLC activity. 
Seqouias Senior Living - follow up meeting for PPA this Friday (pending 2pm) 
Aegis Senior Living - meeting this Friday 2/28 at new San Rafael location |  | Adjusted Sav's SAP last to increase SLC activity (added: Rhoda Goldman, The Carlisle) Continued focus on Seqouias and Coterrie. 
- Meeting with Director of Home Care at Rhoda Goldman on the 20th to discuss oppriutnity and expressed interest in our CNRS business. Outcome of the meeting is confirming in service with their entire team (still in process) 
- Carlisle: confirmed Speakers Bureau starting next Monday and meeting with Assistant ED this Friday 
- Seqouias: Recevied buyin for weekly meetings with Health Center to review upcoming Discharges. 
*Savahanna's biggest challenge/opporuntity: intevviewing stage & advancing stage in the sales process. 
*Meeting with Shannon (ASM) this Thursday to disucss next steps for Savahanna. 

Savahanna continues to send precall plan for weekly field time with her ML. Patrina - work in progress but is continuing to meet ML in the field weekly 

Patrina: uncovered two new GCMs last week while on her coaching call to target. One (Pat Lindstat) worked with ECS in the past and didnt have the best experience with theKey. She is receptive to working with us again and asked Patrina to be her main POC. In process of shceduling follow up meeting with leadership. Also reached out to Aging Solutions, Inc and oending response for meeting. Goal and priority continues to be diversifying Patrina's funnel adn activity in pther channels beyond SNF and Hospital 
- SF Towers: swtiched ownership to Patrina and last week she was able to get in front of key influencers and schedule a meeting with the sales Director this week. Attendign with ML. This is a big win as this account has been declinning and icnredibly difficult to get in front of. Lifetime rev of: $8,566,281.97
- The Tam (Seqouias): Follow up meeting today to discuss membership program. VT is still working on follow up PPA meeting with CFO of Seqoias (was rescheduled from last week) 
- New client referral from Dr. John David Culbertson (parttner of Dr. Ogden) 

Bay Area North (Marin): Patrina needs to double top of funnel in order to support with our churn. We continue to struggle with what we're losing (retention wise and top of funnel). Lost another 24/7 client due to family wanting to take over and client being resistant. Continued opproutity for speed to lead and boots on the ground mentality to close and drive business. 
PPA: Meeting this week with Senior Director of BD for all of Sunrise this Thursday to disucss opportunity of PPA (This would positively effect all sites as Sunrise is nationwide)
In process of scheduling follow up with Sollis - PPA opporuntity for SF and all of CA |  | Presenting PIP to Savahanna this Friday. 
- Additional action: implmenting daily huddle with ASM and HCL to review each pre-call plan/meeting for that day. Documentation required to be uploaded and reviewed each day as well. 
- Requested Brad to open confidential req 10/10

Reviewed and adjusted Patrina's Q2 SAP to focus on qualitiy/long term accounts. With this change and focus, we anticiapte increasing quality top of funnel as well as increasing leads MoM
- 6 trusted advisors (looking to add two additional GCMs) 
- 4 Conc Docs 
- 5 SLCs (support with leads and quality) 
Feb rounded out strong in an increase in GCM channel (16.9% rev growth) with one Tier 1 start from ECS |  | Savahanna on PIP 
- Continued action from last week 
- ASM/HCL field day 3/19 hitting three stalled/declining accounts and 2 positive momentum accounts 
- confidential req opened for SF 

Patrina 
- Continued focus on SAP acounts and diversifying her pipeline
- 1 Tier 1 SOC MTD from  Marin healthcare navigation (new GCM - produced a CNRS and 24/7 caregiving referral), one Tier 1 ax pending from Marin Health (Hosp) |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Increase Conversion: Hold preassessment planning meetings for Tier 1. Current conversion is 65%, increase to 70% | Nov, Dec, Jan AX to SOC coversion at 65%, |  | Jan conversion increased to 70% on target.  Feb currently at 53%, but we know conversion percent lags.  Dec 12 starts , Jan 20,   11 Starts in Feb as of 2.23.   Census at 79, back to October levels but hours not reflecting |  | Jan conversion increased to 70% on target.  Feb currently at 53%, but we know conversion percent lags.  Dec 12 starts , Jan 20,   11 Starts in Feb as of 2.23.   Census at 79, back to October levels but hours not reflecting |  | Jan 70%, Feb increased to 56% (conversion lags).  Feb starts strong at 12 ( Jan was 20, Dec 12, Nov 11) |  |  |  | Avg census was 78 for Feb, currently 82 clients.  Feb AX-SOC conversion was 56%.  March currently  55.6%, with 7 starts so far for the month (Feb had 12 starts, on track for stronger month) |  | 9 starts, with 6 additional closed won that start this month.  4 Carescouts this week. |  |  |  |  |  |  |  |  |  | 
 | 3.0 | GM & HCL Partnership: GM & HCL to partner in the field to expand wallet share in top accounts (SLC focus) | VT sent an email to Bay Area North team on 2/11 to ask which days in Feb this will be completed and for which accounts. Transitionin this initative to ML/ HCL- GM to provide support as well as coaching/development of ML.  ML proposing care conferences with Sarah Stephens and Cotorie based on actived census.  **Leadership request: min 2 days per month in the field with precall plan sent via email 24hours prior |  | RM scheduling field days with Sav and Abbie for March, RM to join Patrina's next coaching call |  | Steph joining Patrina's coaching call 2/24 - discuss challenges with Ops team and more support for ax conversion and field time. Steph also scheduling 1:1 with Sav and Abbie to discuss strategy for SF market and leveraging her relaitnships in the field. 

Steph in the field with Sav this Friday (hitting Kentfield hospital) 

ASM in process for Bay Area North - completing training this week. Goal is to have ASM start joining Coaching calls next week. Shannon Skidmore will be managing Bay Area North starting 3/10 |  | Transitioned Shannon to ASM for Bay Area North. Shannon met with Sav last week (Thursday) to review Road Map and disucss a plan in the field. Already joined coaching call this week and jump in to support with strategy and support with meetings 

RM and HCL field day pushed to this Friday 11am due to scheduling conflicts (Kentfield, St. Marys as a main focus) |  | RM spent time out in the field with Sav last week.
Shannon has been joining coaching calls last week adn htis week and already shceduling her own 1:1 and field time with both HCLs (requirement: 3 active account meetigns, 2 challegning accoutns were trying to break into) |  | ML with Sav, Inservice to Enyi with TR team.   Patrina and Abbie had planning sessiong for SW month.  May be rescheduled due to HCL illness.    ML covering for CSM in Marin that is OOO. |  |  |  |  |  |  |  |  |  |  |  | 
 | 4.0 | GM involvement in CarePlan reviews and AX: Weekly GM/CSM ridealongs and CarePlan reviews to improve conversion performance. Current CSM conversion is 65.5%, increase to 70% | Converstion noted above.   New data shows us that coaching should be focused on Dom, rather than Nicole.  Coaching will occur week of 2/17 with Dom. Census currently at 77, 1st goal to increase census back to 83 |  | Jan conversion moved to 70%, Coaching with Dom scheduled for 2/19.. GM to scheduled 1:1 with Nicole and to join Patrina's next coaching call.  Both ML and GM are investing time in Marin with both HCL and CSM together. |  | Jan conversion moved to 70%, Coaching with Dom scheduled for 2/19. 3 ax completed with Dom last week. RM to schedule 1:1 with Nicole and to join Patrina's next coaching call. |  | RM conducted 1:1 with CSM and supporting the HCL and CSM for Marin together.  3 new clients in Marin added in February.   Need to onboard Marin driving caregivers. |  |  |  | Job Fair in marin scheduled for 3/26 |  |  |  |  |  |  |  |  |  |  |  | 
 | 5.0 | Improve Conversion: Review AX not closed won on a weekly basis to uncover conversion opportunities. Target 70% | Covered during 1:1's,   Daily stand ups starting week of 2/17 to wrap in both ax precall planning and ax not closed won |  | Daily stand ups started.   Ax not converted covered during 1:1'-  will be digging into those that are converting but not starting |  | Ongoing |  | Ongoing |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Diverse geography and demopgraphics between San Francisco and Marin County |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | CG pool challenges in Marin County - quality and quantity - caregivers typically cross bridges to work in market |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | HCL for Marin was splitting time between Marin and Santa Rosa- beginning in February she will be able to focus just in Marin- willl result in higher leads/starts |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Cogir Partnership Kickoff:  Launch phase 1 of the Cogir partnership in California, with a planning meeting scheduled for 1/30 to establish goals and next steps. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | HCL Performance Management: Focus on Stage 2 performance management for SF and Marin HCLs to improve accountability, productivity, and outcomes in these key markets. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Expand Top of Funnel Opportunties: Broaden client acquisition by targeting PPAs in Senior Living Communities and placement agencies, including partnerships with Neighborly Placement. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Previously only web presence was San Francisco.  In Jan, added websites in Marin and Daly City for TheKey to drive visibility.  Currently working on adding reviews to newly created sites.  Begin discussion on consumer marketing in February. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Focus on re-building census.  Week of 1/13, there were 79 unique clients- highest since Oct 24 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Hired full time Santa Rosa HCL on 1/6. First goal month 2/2025. Brought in a referral on 1/26 (while still in training). Comes from a strong background in SLC and already producing opprintities. This is important as it will allow Patrina (Marin HCL) to focus 100% of her time in Marin. She also wont be split between two different operation teams. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: Napa |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  | Highlight: 2 highest weeks of revenue in last 13 weeks excluding holiday weeks |  |  |  | Small increase in hours WOW,  3 SOC expected this week |  | Last week revenue 65K, 10K Increase.  Census 43, highest in last 13 weeks |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Upgrade Talent: Replacing CSM for Market- CSM hired in August of 24 did not perform strongly enough and performance management process was implemented.  GM with support from EB CSM is managing the business since end of Decemeber | Actively interviewing, strong candidate interview on 2/11 |  | Final Interview conducted 2/17 (soonest candidate was available).  Offer extended on 2/18, candidate now in background |  | Start date confirmed for new hire 3/24 |  | Start date confirmed for new hire 3/24 |  | Start date confirmed for new hire 3/24 |  | Start date confirmed for new hire 3/24 |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Increase AX scheduled: Weekly leadership meeting with Intake, RDO, GM and RDBD to increase Opportunity to Assessment scheduled for Tier 1. Currently 75%, increase to 85% | Week prior 60%, however pervious 4 weeks all over 75% or more- possible conversion lag |  | Jan was 82%,  feb 30%-  Claudia has contacted Cristal from Intake to help gain perspective on why the decrease in conversion. |  | Feb is at 50%, likely due to lag in funnel |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Reasses Tier 2 Clients Monthly: Utilize Tier 2 data to increase weekly median hours and extend Tier 3 clients from 14 to 18 hours | On hold- EB office is supporting Napa currently, no CSM |  | Last 2 weeks median hours 20, 18 |  | Last 2 weeks median hours 20, 18 |  | 17 weekly hours - higher than 13 week avg |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Pre-Assessment Planning For Tier 1: Conduct pre-assessment planning meetings for Tier 1 clients to enhance engagement and drive higher conversion rates to SOC. Currently AX to SOC conversion is 64%, increase to 70% | Jan  at 75% |  | Jan was 75%, Feb is 29% , 7 ax, 5 conversted, 4 starts (some roll over from Jan). 1 ax was informational.  1 family still deciding. Last week we did gain a VA client at 56 hours a week (hospice) |  | Jan was 75%, Feb is 29% , 7 ax, 5 converted, 4 starts (some roll over from Jan). 1 ax was informational.  1 family still deciding. |  | Jan at 75% converstions,  Feb completed to convereted 80%, but lag showing 20% completed to SOC - Will have 3 clients that begin in March, 2 informational |  | Feb converstion increased from 20% to 50%,. |  | 4 Starts week of 3/10, 3 Previous.  March starts have surpassed Feb.  March 7, Feb 4.  Jan 15.. Feb AX to SOC converstion strong at 75%, March 33%  but will increase |  |  |  |  |  |  |  |  |  |  |  | 
 | 5.0 | Referral Channel Focus: Prioritize trusted advisor and SLC channels, ensuring at least two-thirds of SAP accounts originate from the Napa territory to maximize regional growth. | Yes. Completed. 13 out of 20 accounts are in Napa. 7 of them are SLCs and two out of the 7 are Cogir buildings (partnership) |  | Completed and ongoing |  | Completed and ongoing. Still work in progress to increase revenue in this channel. 
Three Cogir SLC meetings confirmed and in process to kick off local relationship. 
Cogir of Sonoma - March 3 @ 3p 
Cogir of Sonoma Plaza - March 3 @ 2p (Nick and ML - David) 
Cogir of Vacaville - pending response from Cogir  
The Meadows and Watermark at Napa Valley continue to be the leading SLC driving referrals. |  | Completed and ongoing. Completed Meeting with Cogir of Sonoma yesterday. SLC rev slightly down. Landed at 2 referrals from SLC channel for Feb and still in the funnel (ax pending and ax scheduled)  
In process: Cogir Vacaville Meeting |  | Completed - will be revewing SAP list and disucssing rany changes to continued increased quality and quantity top of funnel. Conducted all Cogr Meetigns this week. Final meeting with Discover Health (conc doc) today to review PPA and next steps. Phase 1 roll out - Napa/Sonoma |  | Discover Health PPA confirmed !
Referral from Paradise Valley Estates (CCRC)
Duncan Fiduciary - two referrals
Tia Small Fiduciary - one referral

Big wins outside of the norm!
Rombauer referral - Mrs is the client
Hess Winery - new referral, still gathering information
Queen of the Valley - Hyde Estate (starting care for Lawrence Hyde) |  |  |  |  |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Trusted Advisor Channel - Current HCL is strong in this channel, however the Napa market does not benefit greatly as the clients don't live in the Napa market  most are NOT located in Napa. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Partnership priorities: 
1. Providence: working on expanding to CNRS 
2. Discover Health 
3. The Meadows 
4. Calson Management 
5. Cogir Senior Living |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | SLC and Trusted Advisor focus with the following levers: drip campaigns, conferences (SNT Conferencec 2/7), speaking opprorunities (Dr. Shadi presenting to PFAC Sonoma County (will support all of Bay Area North) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Napa HCL has been supporting Napa, Santa Rosa, and East Bay. By hiring a full time Santa Rosa HCL, and in the process of hiring a second East Bay HCL, this will allow Nick to be hyper focused on Napa and prioroitizing that market (2/3 of SAP accounts sitting in Napa). |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: East Bay |  |  |  |  |  |  | Opportunity- Adding second strong HCL to market |  | Opportunity- Adding second strong HCL to market .B2B leads lower for Feb- shorter month, starts decent at 22. |  | HCL continued effort.  4 weeks of census growth, -16 from YOY.   Process in place to focus on book of business by CSM and weekly actiivty/ hours growth |  | Consumer Marketing Increasiong.  Feb 16 Leads, March already at 17.   Not converting to AX scheduled- only 1 for Feb/March and 0 SOC.   Non Consumer Marketing-  Not getting enough to AX Scheduled. 35 min ax average, last month 24, this month 22. |  |  |  |  |  |  |  |  |  |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Reasses Tier 2 Clients Monthly: Utilize Tier 2 data to increase weekly median hours and extend Tier 3 clients and maintain >30 hours median, current dip down to 27 hours | Last two weeks median hours are 32 and 33.5- higher than goal. |  | Last 2 weeks, 29 and 30 hours per week  Adding CGM's to re-ax with CSMs. |  | Last 2 weeks, 29 and 30 hours per week  Adding CGM's to re-ax with CSMs. |  | 27.6 Last week |  | Moved to tracking WOW increases by CSM, was able to add ST 24/7 care ( 168 hours) |  | Revenue decline, 328K -7K from previous week. Conducted 6 reax last week, 23  QA visits, 25 hours added |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Improve Conversion Rates: Conduct pre-assessment planning meetings for Tier 1 clients to enhance engagement and drive higher conversion rates. Current conversion rate 50% | Last 4 weeks AX to SOC converstion is at 55%,  however Jan had the highest starts at 25 since October.  Goal to increase client count to 185 trending |  | Jan conversion 55%, Feb 54%  , Active census 172 last week  CSM's have begun pairing help to provide feedback to eachother .  Jan starts 25, Feb Starts 18 MTD |  | Jan conversion 55%, Feb 54%  , Active census 172 last week  CSM's have begun pairing help to provide feedback to eachother .  Jan starts 25, Feb Starts 18 MTD |  | Improved over Jan by 2% and anticiapted lag.  Jan 57%, Feb 59% |  |  |  | 11 ax- MTD- This should be closer to 17.  5 SOC |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Increase AX scheduled: Establish weekly leadership meetings with Intake, RDO, GM, and RDBD to increase Opportunity-to-Assessment scheduling for Tier 1 clients. Increase from 75% to 80% | Consistenly high for the last 4 weeks, 100%, 75%, 76%, 100% |  | 78% last month, current sitting at 55.9% |  | 78% last month, current sitting at 55.9% |  | opp to completed ax, 78% for Jan, 64% for Feb (will likely increase)- strong |  |  |  | 71 % Conversion to SOC for Feb (highest in 4 months), March 18% |  |  |  |  |  |  |  |  |  |  |  | 
 | 4.0 | GM involvement in CarePlan reviews and AX: Weekly GM/CSM ridealongs and CarePlan reviews to improve conversion performance. EBay conversion in Jan 56%, improve to 60 in Feb% | Haven't been able to do ridealongs as GM is the acting as the CSM for Napa, but regular coaching with CSM team is occuring |  | Haven't been able to do ridealongs as GM is the acting as the CSM for Napa, but regular coaching with CSM team is occuring. |  | Haven't been able to do ridealongs as GM is the acting as the CSM for Napa, but regular coaching with CSM team is occuring as well as trainings |  | Haven't been able to do ridealongs as GM is the acting as the CSM for Napa, but regular coaching with CSM team is occuring as well as trainings |  | Postive shift in AX to SOC, 66% for Feb (improvement from 57% in January) |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 5.0 | Review Unclosed AX Weekly: Analyze AX opportunities not closed-won on a weekly basis to identify and act on missed conversion opportunities. | Ongoing process during 1:1's |  | Ongoing process during 1:1's |  | Ongoing process during 1:1's |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 6.0 | Hire secondary HCL for market: Prioritize hiring a secondary HCL to fill the position open since July 2024, ensuring adequate market coverage and growth capacity. | Still in progress. Update from Karen (recruiter 4 days ago) 
Pleasanton/Oakland
1 interview with Vanessa/not selected
awaiting response from 11 new candidates from direct sourcing
VT sent an offer to Allison Larking end of Jan and on Jan 30 she declined the offer to stay with her current company as she was told she'd be elevated to a leadership role. 
Jess emailed Karen back asking for more feedback on the challenges and waht else we can be doing to attract qualified candidates. Posiiton has been open since July 24' |  | Suggestion from Karen was sign on bonus.  Also asked for the update from Max (was expected on 2/17) and if we will be engaging Samuel Staffing.  Brad is expected to provide another update week of 2/24 with additional agencies and Jessica to approve sign on bonus. Sign on bonus approved.   Title of role updated. Request to add plus commission made to recruting/linked in rep |  | No scheduled interviews this week. 
*Action: have asked Karen to send updated JD to me, RM, RDO, and S. HCL so we all post in on linkedin and drive foot traffic. Also sent spliff out to key stakeholders for open position. 
Ended contracted support with Max. Pending update from Brad on who we will be contracted with next as we need more support. 
Update from Karen (recruiter): 
Job title changed and reposted 1-19. 
Contacted 25 new prospective candidates on LI. Looking at job titles above our role's level to bring in some new possibilities.
2 candidates I am trying to reach for screening.
Waiting on the details for the sign-on bonus  logistics so we can begin promoting this. (JT clarified on 2/25) 

VT dedicating 30 minutes every Monday for personal recruiting. 
*Nick Landaker brought up Kerri as an option. Discussing with him and working on scheduling a call with her to see if she is interested and would be a good fit. |  | Interview with Angeline Chin-Petch 3/5
Update from Karen: 1 candidate interviewing, Angeline Chin-Petch (3/5)
Contacted 9 new prospective candidates on LI. Search focused on senior living and hospice; outreach mentions the sign-on bonus
2 candidates I am trying to reach for screening.

Approved sign on bonus but sounds like we're unable to add it to our Linkedin JD post - working wiht Brad on this. 
Brad also confirmed interviewing two contracters this week to jump in and support. Still in process 

VT reached out to Jeanne Zhang last week (currently at Amedysis and Patrina gave positive feedback on her). Responded and pending phone call to screen this week. |  | Offer made this past Friday to Angeline Chin-Petch.  Candidate had an interview scheduled for this Monday with another company, pending update

Reviewed Jamie's SAP this week and made changes to focus in the heart of WC, Alamo to San Ramon. Removed accounts that have been stalled declined for a handful of consecutive quarters and added two Conc Docs that already have positice momentum |  | Meeting this thursday with key leadership to disucss challenges with recruitment efforts. 
VT working closely with Brad and Karen - leveraging outside contractors 

Update from recruitment: 
Angeline declined our offer. 
Samuel Staffing submitted 2 candidates, 1 is pending a screen with me, the other was not a fit.

Workday has a total of 192 candidates
2 candidates are pending a screen with me. 
Overall we had 21 screens, 5 interviews and 2 declined offers

LinkedIn Sourcing
215 candidates total 
14 new this week - mentioning sign on bonus
11 follow ups sent to non-responsive candidates. |  |  |  |  |  |  |  |  |  |  |  | 
 |  |  |  |  |  |  |  |  |  |  |  |  | Jamie: 1 Tie 1 SOC from SNF and 1 Tier 1 from ECS ax completed. Anticipated SOC 3/24 |  |  |  |  |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Since 9/23, Starts by quarter continue to decline. This is a large geography, and we can win by investing in Sales Team.  Having 1 HCL in this market since June is not enough to produce the new leads/SOC that the business needs |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Previous leadership exited the organization, started his own company and has recruited HCL (Greg Payette, Francesa Wood) and Intake team members (Keri Ramirez). Francesca was the highest producer in our organization. 
- Francesca left in Jan 2023 and was the company's top producer and now works for our direct competitor 
- Greg left in July of 2024 and was a top producer in the bay area and now works for our direct competitor |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Cogir Partnership - phase 1 in CA. Rollout meeting schdeuled for 1/30 with SVP of Ops for Cogir |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Sequoia Senior Living - second leadership meeting complete, sent PPA proposal to expand parterhsip to all four sites (right now only in Viamonte) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Down one HCL since July of 2024 (market typically has two strong HCLs full time) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Sent offer to potential senior HCL for the east bay on 1/24 (Candidate comes from the industry - home care and hospice background and is a current power partner to thekey) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: Los Gatos |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  | Actions completed week of 2/17 and Outcomes |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  | Feb weekly revenue growth over Jan, census back to Oct levels. Still room for revenue growth.  Pain point- onboarding of caregivers that drive |  | Census back to Oct/Novemeber Levels (84 per week).  5 weeks in a row of revenue growth |  | Hours declined slightly (217 hours), census climbed to 86 (highes since September and higher than previous year census) |  | Conducted 8 reax and 11 QAs, gained 44 hours.  Beating last years census two weeks in a row. Hours declined, projected next week 2955.  Lead to opportunity is at 62% for Feb and March, has been running at 72% OR higher.  While leads and opportunites appear to be on track, opp to ax is at 46%, 7 ax MTD, Feb was 22- not on track.  Of the 8ax, 5 Starts |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Referral Channel Focus: SLC & Trusted Advisors
- Building dedicated teams for top SLC accounts 
- Leveraging active client list in top SLC accounts | Viva is hosting Time Slips at Brookdale in Feb. CSM will be joining. Viva will be accompanying CSM to Palm Villa for QAV/ meet staff.next week. 2 CSM visits at the Forum and 2 at Cupertino. |  | Ongoing, Chateau and Forum and having weekly visits with the goal of in-person monthly care conferences in March with thier team. Viva has 7 SLCs on her SAP and 5 Trusted Advisors |  | Steph (RM) joining Kevin in the field and going to the Forum together to meet with the faciilty diretors. Seeing referrals slow down and got confirmaiton from ED they are going elsewhere. Working on rebuidling relationship with the recent turnover in leadership team. 
Kevin transitioning to ASM for additinoal support in the field with Viva. Viva received first referral from Belmont Village San Jose (also doing Mindfit there weekly) |  | Leads were down in February however Chateau of Cuppertino drove a handful of referrals (some still pending). Forum continues to be a work in progress as they are going through a transition with leadership. Continued efforts with RM (Steph) to support on an opertaional leadership level. RM and HCL in the field together today 3/4

2/20 SLI inputted by Kevin due to CG challenges (lost client however client was already leaving due to transitioning into memory care). CG quality continues to be a challenge for LG and working closely with ops leadership and recruitment to strengthen this challenge |  | Kevin and Steph went out in the field this week- went to 2 SLC's, including the forum- working together on additional informaiton they need regarding a client.    Viva has been working with Brookdale, opportunity to set up a meeting with Brookdale and Kevin.  Team is meeting with Palm Villa's next week. |  | RDO went in field with Kevin last week to meet with ED of Belmont Village regarding caregiver concern |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Enhancing operational structure by recently adding staffing supervisor and added GM to PEN to create bandwidth for current GM to focus on LG and BAN | Completed effective 2/3 |  | Completed effective 2/3. |  | Open CGM role in LG. |  | Open CGM role in LG. |  | Open CGM role and Supervisor will be transitioning |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Reasses Tier 2 Clients Monthly: Utilize Tier 2 data to increase weekly median hours and extend Tier 3 clients and maintain >30 hours median, current dip down to 27 hours | Median hours 28 for week of 1/27, highest in 5 weeks and back to Dec average. 9 re-ax completed MTD, with 1 adding care. |  | Median hours week of 2/10 24,  previous week 28.  Fluctuating between 24 and 18 |  | Median hours week of 2/10 24,  previous week 28.  Fluctuating between 24 and 18 |  | 24 hours per week |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Increase AX scheduled: Weekly leadership meeting with Intake, RDO, GM and RDBD to increase Opportunity to Assessment scheduled for Tier 1. Currently 72%, increase to 75% | Transitioning to monthly 30 minute calls with Intake leadership and continuing weekly meetings with GMs . Opp to AX scheduled- strong, last week 75%, previous week 100%, prior week  83.3% |  | Jan 74% conversion, Feb 58% for AX comple to SOC  Current conversion 69% % for opp to ax completed for Feb, previous was 84% for Jan - very high pass through |  | Jan 74% conversion, Feb 58% for AX complete to SOC  Current conversion 69% % for opp to ax completed for Feb, previous was 84% for Jan - very high pass through.  Success of 22 Starts in Jan for Los Gatos!  Feb strong so far at 16 SOC. |  | Jan 22 Starts, Feb 18-  both hightest in 8 months.  Jan 75%, Feb 57%. |  | 65% Ax completed to SOC for Feb- more may convert. |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 5.0 | Added San Jose Account Manager - has been in trainining, but will goals for set for Feb | Transitiioned Viva to an HCL role week of Feb 3 and confirmed her top 20 accounts on 2/7. Week 2/11 is her first full week with all 20 SAP accounts under her name. Goal of 1 start and $2500 set and confirmed. |  | Viva is joining LG Meetings, including pipeline.  No leads yet, but Kevin is also mentoring |  | Vvia has one referral on the books from an SLC. She is now an HCL, not an AM (giving her more accounts and opportunity to hunt) |  | Belmont Village (Viva) referred a tier 2 however still pending qualification. Viva is still ramping and we are focusing on SLC activity to increase top of funnel as that's the biggest focus and opportunity. As of now, Viva has missed goal for February. Transitioned Kevin this week to take lead on weekly coaching calls (prior they were biweekly )and getting in the field with her. Fcusing on power partners to help build personal brand for Viva |  | Kevin to conduct weekly ride alongs and Monday and Friday 30 min check ins to review upcoming meetings and completed meetings. Focus is interviewing and advancing stages of the sales process. |  | Deanne out in the field with Viva today and Kevin with Viva this Thursday. Focusing on power partnership and SLCs to drive top of funnel. Continued weekly 1:1 and touch calls each week 

Kevin - speakers bureau presentation at the Forum (top CCRC) this Friday. 
- Focused on diversifying activity and focusing on driving top of funnel from more acounts. 
- Discussed targetted accoutns for local PPAs to help drive top of funnel as well |  |  |  |  |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  | 
 | 1.0 | Kevin Symes lost a total of 7 clients in Decemeber (avg of 888 weekly hours lost) and 9 clients in January (avg of 664 weekly hours lost) |  |  |  |  |  |  | 
 | 2.0 | Staffing Challenges - implementing orientation in LG office (was shared with Pensinula), working with recruting to hire more PT caregivers willing to work the Tier 2 clients coming in. |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  |  |  |  |  | 
 | 1.0 | Cogir Partnership - phase 1 rollout meeting with VP of Ops on 1/30. Implementation starting first week of Feb |  |  |  |  |  |  | 
 | 2.0 | Territory allignment via SF maps conducted this Friday 1/31 to esnure HCL is targetting the right accounts. This will also support with bulidng territory lines between Kevin Symes and Vvia Phillips |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  | 
 | 1.0 | Six SLIs inputted from Kevin Symes in January all due to CG quality and staffing challenges - team has worked through every SLI, new Staffing Supervisor has been assisting and performance management will be occuring once emloyees return from LOA. |  |  |  |  |  |  | 
 | 2.0 |  |  |  |  |  |  |  | 
Name of Site: Orange County |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  | Actions completed week of 2/24 and Outcomes |  | Actions completed week of 3/3 and Outcomes |  | Actions completed week of 3/10 and Outcomes |  | Actions completed week of 3/17 and Outcomes |  |  |  |  |  |  |  |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  |  |  | 
 | 1.0 | Improve Tier 1 starts: through increasing trusted advisor and GCM partnerships. One planned meeting every other week per HCL and attendance in PFAC and Estate Planning meetings. | Confirmed Marilyn (HCL) has joined PFAC as a member and will be attending monthy meetigns (as long as the OC chapter is holding a meeting each month). She also joined Provisors in Jan and now will be attending monthly meetings. |  | SSG w/ Mary Makler: Provisors; PAC (Sage Financial- new SOC and Kim Troup); CDM Chamber mtg resulting in new lead this week from atty Trevor ? |  | Provisor Meeting w/ scheduled meeting with new atty Jennifer Owens and Helping Hands; Kolvita Concierge MD (Top 10) monthly drop in with care coordinator |  | Bubbe & Zaydah B&C PPA Opp (link to Jewish Fed OC); WOW PAC Mtg, HCL presented Case Study CG Burnout--led to referral next day from Mickey Wade also part of WOW-- Makler present; PFAC Qtrly Mtg- F2F w/ Trevor Murphy (Trustee Pros) re: cohosting presentation , sat next to coordiator Beth Noone at TrusteePros; ACMA Conference, ALZ Gala: Hoag at Home: confirming TK is on top 3, touchpoints incl. MWade relationship. |  | Target / Outreach to setup meeting w/ LeAnn Godfrey GCM - Senior Services Foundation meeting see-  Park Vista outreach sent to Olga set up Men's Club back |  | Tier 1 SOC from Provisors this Saturday 3/22 (Membership started in Jan 2025) - (Marlyn) 
Reata Glen - Tier 2 ax pending (win as it's a newer account - CCRC) 
WOW improvemnet on diversifying funnel (channel. mix - seeing more than just competitors and power partner referrals). One from Mickey Wade, CCRC, SLC. Ideally this will support with more oppriutity in long tern referrals. Senior Services Foundation w/ Kevin Snyder, Makler, Weller- monthly meeting;  Presbyterian Church of the Masters presentation 3/12 w/ PAC group (Trevor Murphy. Kevin Snyder, Jay Minor); Provisors Meeting 3/11 resulting in referral from Atty Marla Robinson (OC Tier 1- Marlen Robinson);  National Human Resources Association Exec of the Yr 3/13-- affliated and registration to see people; First Tuesday's Womens Group 3/11: Advanced with Nella Wbster from Ocean Heights Advisors |  | CDM Residents Association / Alzheimer's Association - The Orchards and Vivante Mesa ongoing MindFit - Park Terrace Joyful Moments - Continued partnership w/ Lee-Anne Godfrey GCM - Park Vista In-service TimeSlips / Men's Club |  |  |  | RN Health Management - In Service & inviting to Morningside Healthy Seminar; Pelorus Capital “Navigating The Care Journey” presentation- will be their primary senior care resource; 
BMO (new SAP) - intro’d to partner Robert Zanze lunch who owns all trust clients, new from OC from Chicago therefore leaning on  connection/network; 
Kaya -  Dementia staff training Cogir Brea scheduled - Town and Country In service scheduled - Mobile Therapy Specialists and Persoanl Concierge Physicians presentation scheduled |  |  |  |  |  | 
 | 2.0 | Improve Client Mix: Documented advancement from each trusted advisor meeting to improve Tier 1 SOCs in this channel 20% | 33% of Marilyn's docmented activity over the last 4 weeks have been in the trusted advisor channel (GCM, Wealth Advisor, and Attorney). 
Sage Financial Innovations referred a Tier 2 client in Jan. SOC got pushed to Feb and should be starting in the next week or so. Mickey Wade sent a Tier 1 in Jan. Ax today, pending SOC for 214. Mickey Wade sent another one i Jan but we lost it. |  | Activity included SSG, PAC, Provisors; New Tier 1 lead from Atty Trevor Gladych (Gladych & ?- NB Chamber Network) |  | Tier 1 SOC Mancillas  2/21 Gladych & Pardon Atty- new relationship w/ NB Chamber of Commerce |  | No Tier 1 SOCs PW; New Tier 2 lead from Jewish Federation OC |  | No Tier 1 SOC - Break Through Above and Beyond Referral Placement agency lead - Vivante MindFit - Hoag at Home -  Meeting ED Belmont Village - Meeting with Yazmin at St. Joesph to get in front of case managers |  | The Orchards fall prevention presentation
-Reatte Glen referral 
-Trustee Pros speaking with Trevor Murphy 
 -Sage Finacial - using scott sage as power partner to build her brand and introduce 
-Vivante Mesa: confirmed Empathy program for staff 3/26; Belmost Village: mtg with ED Rosa and DHS Kelly, educated on CNRS; St Joesph Hospital - Breakfast in-service presentation to CMs |  | Hoag at Home - Tier 3 24/7 first 3 days -Dacostian SOC - ProVisors - Tier 2 SOC - Park Vista Tier 4 SOC |  |  |  | 3/31 Kaiser Irvine Tier 4 SOC (Upgrading to T2 intention)- 4/5 Encompass Tustin Tier 2 SOC - Assessment pending Tier 1 Visiting Angels |  |  |  |  |  | 
 | 3.0 | AX to SOC Conversion: Improve Tier 1 conversion through pre assessment planning and GM ridealongs on selected assessments. Current conversion is 80%, increase to 85% | Wk 2/3: 50% (2 SOCs, 2 open/signed CCA) |  | PW 2/10: 0% (2 Ax start currrent wk) ; MTD: 60% |  | Wk 2/17: Ax SOC Conv: 100%; all (3) preAx call plan with RIM/CSM/HCL |  | Ax to SOC: 4 out of 6 SOC =67% (1 with SOCs next wk; 1 lost); PreAx Call: 83%, 1 fast start |  | Ax to SOC: 0% (1 Ax completed with SOC 3/11); 100% preAx call |  | Ax to SOC: 33.3% (5 Ax, 1 SOC PW, 3 SOC CW, 1 lost d/t move to MC) |  |  |  |  |  | 3/31-4/6--Ax to SOC: 50% (5 Ax, 2 cancelled, 2 SOC, 1 SOC pending Chae) |  |  |  |  |  | 
 | 4.0 | Enhanced Field Partnership: GM & HCL to partner in the field to expand wallet share in top accounts : Scheduled monthly GM/HCL visits and events to Top SAP accounts to drive partnerships, advance stalled partnerships and increase Tier 1 clients | Reata Glen: new Community Agreement, upcoming Resident's Council Presentation w/ HCL/GM; Atria Newport: Proposing new Community Agreement: Vivante: proposing involvement w/ monthly Care Coordination rescheduled to this/next week; Morningside/PV: CNRS incorporation/opportunity; |  | Vivante: 2/18, Atra Newport- Possible PPA; Reata Glen pending schedule w/ Residents Council, but planning a drop in this wk w/ GCM HCL ; (2) Tier 1 SOCs MTD (Nina Kani and Emcompass); Morningside- rescheduling Care Conf

Transitioinoing Kaya (ASM) to a player/coach March 1. Will own a book of business and take on the North OC position to drive more top of funnel, while still overseeing IE. |  | Park Terrace Joyful Moments and Activities/DHS meeting; Vivante, Hoag at Home, PNP, rescheduled, Morningside scheduled for 2 wks |  | Visiting Angels Mtg: HC Billing, CNRS Opp; Jamie Webb: update on leads and business structure; Vivante Mesa: Brunch scheduled with DHS, MC DHS 3/5; Cojir pending 3/6; Lucent Hospice 3/4

Meeting with Julia tomorrow to review Kaya's accounts and goals. Pending confirmation on GM account ownership prior to confirming Kaya's. |  | Cogir- Intro; Jamie Webb- GM referral of TK client, discussion on Dr. Haga; Vivante: mtg w/ (2) AL DHS, activities, MC DHS, speakers bureau takeaways; Lucent 3/4 collab on mutual client |  | HCL strategy to think outside the box (dipping into other channels beyond our top ones) for instance: local churches, county clubs, etc. B2C Drip campaign. Met with Brian from SF to target the consumers Marilyn presents to on a monthly cadence. 
Meeting this week at PV to confirm Men's Club (ongoing) - (Kaya) 
Last week: in person inservice at St. Josephs with warm intros to almost all CMs on the floors. Committment for ongoing rounds (Kaya). Morningside: virtual re: GM Go To Market and scheduled 3/19 Care Conf; Vivante Mesa virtual: re: death doula intro |  | Morningside: Care Conf 3/19- client updates, referral updates, takeaways re competion, hosting upcoming Health symposium, sending topics |  |  |  | Morningside 4/3 rounds, flyer for seminar on Sleep; PNP: phone call with Melissa re: scheduling billing meeting and private PT contact Claire Stowell. Webb: upcoming staffing challenges with medical leaves/RTO |  |  |  |  |  | 
 | 5.0 | Increase Billable Hours: Conduct monthly Tier 2 reassessments to identify opportunities for increased utilization. Increase billiable hours 1% MoM consistently. | Wk 2/3 BH: 5133; wK 1/27: 5148 (Dec to Jan BH Increase of 11%) |  | wk 2/10: QA24; BH:4714 |  | Wk 2/17: QA: 15, BH: 4775 |  | QA: 16; BH: 4606; CL Utilization: (2) clients total inc of 32 hours/wk temporarily: current week BH projection: 4581 |  | QA: 8 BH: 4656; CW BH: 4522      (0) Client utilization |  | QA: 24, 3 ReAx, BH: 4415, CL Utilization: +20 hours/wk |  | QA; 24, CL Utilization: +104 hrs (5 clients); BH: 4293 ; CW BH: 4225 |  |  |  | QA: 19; CL Utilization: +68 hrs; BH: 4282; CW BH: 4339.75 |  |  |  |  |  | 
 |  |  |  |  |  |  |  |  |  |  | Confirmed Kaya's Q2 SAP accounts 3/10 and set his goals starting this month. Transitioned him to player/coach and now adjsting his itme management to focus on driviing business for north OC while supporting Tina and Marilyn.
Unique Market Challenges |  |  |  |  | 
 | 1.0 | HCL turnover since June 2024; No HCL from July-Sept '24; HCL Marilyn hired July 2024, William resignation Jan 2025; Andrew resignation May 2024, Kim resignation July 2024 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Former HCL penetrating largest SLC Morningside with a lower rate. Decline in quantity/quality of lead in Q4. HCL resigned Jan 2025 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Competitors such as Legacy, Canaan and Care Partners (with former HCLs/staff) are quoting lower and marketing to same SAP accts |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Quality of staffing has suffered due to decline in Recruiting/onboarding |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  | 
 | 1.0 | Cogir Partnership |  |  | 
 | 2.0 | ASM transition to own book of business and PPA target list |  |  | 
 | 3.0 | PFAC, Provisors and estate planning council memberships 
- Marilyn in process of joining Provisors
- Marilyn in process of joinng PFAC 
- Regular attendence to all trusted advisor netowrking events 
South OC - large opportunity to grow trusted advisor channel |  |  | 
 | 4.0 | In process of signing third party agreement for Reata Glen (sister builiding to Morningside, La Costa Glen, etc. (Contiuning Life buildings). 
- Mornignside is one of our top SLC accounts in OC. By getting the Reata Glen contract signed, it will support with an increase in tier 1 opportunities. |  |  | 
 | 5.0 | ASM to own book of business (Top 20 with an emphasis in the hopistal and Trusted Advisor channel) |  |  | 
Additional Commentary |  |  |  |  | 
 | 1.0 | A Care Solutions team member in a Market Leader role, dedicated to a specific location, focused on driving business conversion, improving opportunity management from intake to start of care in collaboration with the Client Success Manager (CSM), and partnering with HCL as part of the inside sales and operations team |  |  |  |  |  |  |  | 
 | 2.0 | There is a need for a localized, dedicated recruiter to manage the pipeline with enhanced accountability for both quality and volume, while bringing specialized expertise in the territory and understanding of market nuances. |  |  |  |  |  |  |  | 
Name of Site: San Diego |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  |  |  | Actions completed week of 2/24 and Outcomes |  | Actions completed week of 3/3 and Outcomes |  | Actions completed week of 3/10 and Outcomes |  | Actions completed week of 3/17 and Outcomes |  |  |  |  |  |  |  |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Improve Tier 1 starts: through increasing trusted advisor and GCM partnerships. One planned meeting every other week per HCL and attendance in PFAC and Estate Planning meetings. | Still in progress. Tasked ASM, Kaya to join  and take lead in the local La Jolla metings in partnership with HCL. EPC has a webinar tomorrow and an in person meeting Feb 18th. |  | Lunch with JB & entire team of Premier Care Mgt  (Sunny joined), PFAC/Estate Planning in progress. Met with w/ Margaret P and Katie (BCM) re: opportunity Heller
Next PFAC meeting: 3/12 |  | Premier Wealth Advisors Presentation (advancement and verbal commitment from managing advisors to utilize us as their partners for homecare / conceirge nursing for their clients. Kaya to f/u and ask if she can reach out to their clients who attended. PFAC San Diego Chapter Enroll sent to Tammy contact and attend monthly meetings - Kaya driving the utilization of SF Maps to target and/or reengage trusted advisors and GCM accounts. 1 Tier 1 SOC-Vi, return CL (week of 2/3). Next PFAC meeting March 10

One Tier 1 SOC from the Vi for Feb so far. Top of funnel is down for Feb

Headcount - Still have open position for LJ HCL. Sent out spliff to key stakeholders to drive more incentive to support with closing the position. 
Starting March 1 I will be taking Dana back under my leadership with weekly coaching calls. |  | PFAC monthly meeting enrollment - Advancements w/ Premier Wealth Advisors - SF Map target attornies and trusted advisors. 
PFAC meeting: 3/10. 

Recruitment:
1 candidate interviewing this week Victor Spayde (3/3)
Katie Maples (pending interview this week) 
Both candidates have experience in the trusted advisor channel per Karen (Recruiter) 

Workday has had 28 applicants total.
6 new candidates contacted on LinkedIn through sourcing this week
20 yet to reply (follow ups sent).
Total contacted through LinkedIn is 41.
Total screens on my end so far is 9, resulting in 2 candidate's interviewed, 1 pending interview, 1 submitted 3/3 awaiting feedback. |  | La costa glen and The Vi care conference - set times scheduled to visit SLC 

Additional focused SLCs: Chateau La Jolla inn, The Cove, Casa De Las Campanas, La Vida real, Silverado |  | 3/12 PFAC / submitting application by EOW  
-MD 2 - In service with Elizabeth 3/11 
- Scripps Enicinta - Scrpps Green Hospital contacts secured / targetting this week - |  | Glenbrook AL MindFit - Lunch with Melissa Williams - Palomar Hospital - Meeting with Susan Carrey - Assisted Living Locaters |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Improve Client Mix: Documented advancement from each trusted advisor meeting to improve Tier 1 SOCs in this channel 20% | Three documented meetings from the trusted advisor channel in the last 4 weeks. Two have had advancements. Three were with Wealth Managers/Fid and one was with an active GCM 
1 Tier 1 SOC in Jan from Queen (GCM). 1 Tier 2 client from Linda Jahnke (although it's not Tier 1, there can be potnetial to increase to a Tier 1. Highlighting due to this start coming from the trusted advisor channel. 
1 Tier 1 ax pending from BCM |  | Strengthened partnership w/ JB through meeting. BCM AX stil pending. |  | Dana met with two GCMs together which turned out great and strenghtened their relationship. Discussing stregnths and weaknesses and how they can lean on each other. Dana also advanced in introducing JB to the Vi team. Queen is already invoveld at the Vi. Dana's goal is to strengthen her circle of trusted patners affiliated with the Vi. 

Dana met with Jennifer Mergl-Fiduciary and her accountant to discuss their new PAC group. All trusted advisors meeting monthly, hosted at theKey's office. First meeting is in April (confirmed) |  | 1 Tier 1 Start at VI and Scripps internal Med (Conc Doc) 
UBS relationship continues to strengthen (no referrals as of yet)
Linda Jahnke meeting rescheduled due to family emergency (in process to reschedule once she returns from Australia) 
Silverado Meeting with HCL and GM to discuss opproiutity to partner and build on our historical relationship. Following day recieved a referral (not tier 1) 
*Cotinued effots to increase trusted advisor opportutineis and diversify pipeline/activity beyond the vi and LCG |  | Premier Care Managment JB (owner) - invited to mobile Physicaian Group and Attornies network - SLC breakthrough like Chateau La Jolla Inn, Casa De Las Campanas CCRC - The Vi SOC Tier 4 |  | No trusted advisor meetings this week but heavy in the conc doc channel this week. |  | The Glen at Scripps Ranch SOC 3/20 Tier 3 - 13 Leads - 16 opportunites |  |  |  |  |  |  |  |  |  | 
 | 3.0 | AX to SOC Conversion: Improve Tier 1 conversion through pre assessment planning and GM ridealongs on selected assessments. Currently conversion is 69.5%, increase to 75% | 100% Ax to SOC Conversion |  | 68% week of 2/3 |  | 100% AX to SOC |  | 4 AX, 1 SOC, 2 Converted not started, 25% AX to SOC |  | 1 AX, 2 SOC, 50% AX to SOC |  | 2 AX, 1 SOC (Tier 4), 100% AX to SOC (1 cl went from couples care to single and it shows as an SOC/incorrect, billing just on Mrs. now, used to be on Mr.) |  | 1 AX, 1 SOC (Tier 3), 50% AX to SOC |  |  |  | 1 AX, 0 SOC, 0% AX to SOC, SOC scheduled for 4/12 |  |  |  |  |  | 
 | 4.0 | Enhanced Field Partnership: GM & HCL to partner in the field to expand wallet share in top accounts : Scheduled monthly GM/HCL visits and events to Top SAP accounts to drive partnerships, advance stalled partnerships and increase Tier 1 clients | Vi Wellness Fair 2/9/25. Wesley Palms f/u. 0 Tier 1 starts week of 1/27. 1  Tier 1 start week of 2/3 |  | Vi care conference-Jan Brown,Queen GCM re: CL Shotert at Vi CSM/HCL -Spark club at Vi w/Yara & Sunny, La Vida Real-Dana & Crystal |  | Silverado Encinitas, closed Transpacks (and did AX while there) also secured their 1:1 business for a meaty Tier 3, Front Porch (Wesley Palms & Fredericka Manner) meeting, Apreva Hospice. Strategizing and planning for Vi, LCG,Silverado in person advanced demential training for CG's |  | LCG 2/26 Care Conference |  | GM OOO |  | Vi-Joyful Journeys, LCG CL review |  | Vi, LCG, Linda Jahnke |  |  |  | Vi, Linda Janke, LJ Nursing, Apreva, Wesley Palms, Monarch, Casa de Manana |  |  |  |  |  | 
 | 5.0 | Incease Billable Hours: Conduct 8-10 QA /Re-AX visits per week, per CSM across all Tiers to identify opportunities for increased utilization. Increase billable hours 1% MoM consistently. | 6,866 BH week of 1/27, 28 QA visits & 4 Re-AX, 28 hours wkly added due to QA's |  | 6,919 BH week of 2/3, 26 QA's & 4 Re-AX, no increase in hours |  | 6,871 BH week of 2/10, 24 QA visits & 4 Re-AX, +42 hours weekly due to QA's |  | 7,079 BH week of 2/24, 28 QA visits & Re-Ax, +160 hrs due to QA's |  | 7,238 BH week of 3/3, 17 QA visits, 1 Re-AX, +156 hours due to QA visits |  | 7,259.45 BH week of 3/10, 29 QA, 4 Re-AX, +108 Hours due to QA's |  | 7,254.25 BH week of 3/17, 26 QA, 3 Re-AX, +24 hours due to re-ax |  |  |  | 7,196.92 BH week of 3/31, 24 QA's, 0 Re-AX, 0 add'l hours this week |  |  |  |  |  | 
 |  |  |  |  |  |  |  |  |  |  | VT to start coacing calls back with Dana next week 3/17. Focsed areas: increasing quantity and quality while cotniued efforts to diversify Dana's funnel. 

Recruitment update: 
San Diego

Workday has had 35 applicants total.

26 new candidates contacted on LinkedIn through sourcing this week
8 follow ups inmails sent this week

Total contacted through LinkedIn is 56
Total screens on my end so far is 9, resulting in 4 candidate's interviewed and not selected

I have updated the job title to Business Development - Healthcare like we did in East Bay. We will see if this brings any new interest. |  | First 1:1 with Dana this week (Friday) focusing on activty and SAP account momentum 
Interview for LJ this week - Desi Castro. He works for Golden Care now and was previously with Coast Care Partners and Mission Healthcare. He is a Cptain on the assessment.
Unique Market Challenges |  |  |  |  | 
 | 1.0 | Cheer Home Care and Canaan Home Care: multiple former TheKey/HCA team members have poached clients and caregivers |  |  | 
 | 2.0 | Accent Care strongest competitor at TheVi with much lower bill rate (37-40$/hour but they no call no show all the time and no oversite) Inside scoop from HCL and her colleague at Accent Care |  |  | 
 | 3.0 | Recruitment and Onboarding has netted a steady decline of qualified hires and Vi appropriate candidates |  |  | 
 | 4.0 | Recurring turnover of secondary HCL; 4 in last two years |  |  | 
Partnership & Other BD Opportunties |  |  |  |  | 
 | 1.0 | - Territory re-allignment (SF Maps) to develop clear territory lines for La Jolla and ensure both reps have the right amount of qualified accounts based off demographics (median income), histroical revenue by channel/account, and geography (where the HCL is located) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | ASM in the La Jolla market min 1x/week as a gap plan while we backfill open HCL position (targetting hospital channel and top SLC accounts)
- gap plan reviewed and discussed with local GM |  |  | 
 | 3.0 | Cogir Partnership - rollout first week of Feb |  |  | 
 | 4.0 | Working on Western region field facing virtual call with CSMs, GMs, HCLs and Linda Jahnke for Febraury (previous top SAP account that drove Tier 1 business). Linda has business across the nation. We are looking at ways to re-engage our patnership and strenghten our relationship on a compnay level, not just local to LJ. HCL, Dana driving next steps in partnerhsip with ASM and RDBD. |  |  | 
Additional Commentary |  |  |  |  | 
 | 1.0 | Current Gap plan for LJ here |  |  | 
 | 2.0 | Dedicated solutions (or market leader) team member to hand hold business from intake to SOC, which would improve conversion ratios. We would benefit from our local farmer (internal sales) for our business to bridge our current gaps. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Localized recruitment specialists who oversee the entire CG pipeline, ensuring end-to-end accountability for high-quality CG's and volume in orientation. These experts bring a deep understanding of recruiting processes and nuanced knowledge of regional or territorty dynamics. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: Spokane |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Updates week of 2/17/25 |  | Updates week of 2/24/25 |  | Updates Week of 3/3 |  | Updates Week 3/10 |  | 2025-03-17 00:00:00 |  | 2025-03-24 00:00:00 |  | 2025-03-31 00:00:00 |  | 2025-04-07 00:00:00 |  | 2025-04-14 00:00:00 |  | 2025-04-21 00:00:00
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Referral Channel Focus: hyper focused on activity in SLC channel (5 SAP accounts) and Trusted Advisor Channel (6 SAP accounts) in order to increase our tier 1 and 2 referrals. | Still in transition period. Meeting with Spokane HCL on 2/11 and will review SAP accounts.Will start scheduling coaching calls week of 2/17 to focus on these two channels and strategize on advancing. Complete: HCL has 5 SLC SAP accounts and  Trusted Advisor Accounts. |  | Met with 6 SAP accounts - 4 SLC and 2 trusted afvisors.  Advances on all but 1 because the State walked in to survey |  | HCL meeting with Evergreen Elder Law advance meeting set with Connor (Krista's counterpart who has been there longer) and primary decision maker
Revel- meeting last week with ED and Marketing Director advance for HCL/GM to discuss partnership New SOC occurs Tuesday and we will be utilizing that for meetings as well to provide check-ins.
Riverview-able to schedule a meeting for 2/26.
Redwood South and South Hill Village - advance TimeSlips |  | Fields Event (IL/AL/MC Facility in the Valley): Met ED Robyn and Activities Director Riley to advance relationship.  Interest in adding us to partnership with Revel.  Next step: Set a meeting with Robyn and Riley
Dignity Senior Services (GCM Agency):  Rhonda Spangler open to working with us.  Discussed rates and minimums; dissatisfaction with competitors
Revel Meeting set: HCL/GM/CSM attending, ED, August, present.  Discussing care coordination for Gunta
Riverview AL/MC Tour:  Met ED Tara, discussed time slips and mind fit. Follow-up meeting set for Friday at 11 AM with sales/leadership team
Rockwood South (Sales Leadership Face-to-Face):  Met Eowyn, re-established connection.  Discussed long-time coordinator Sherry, who sends referrals.
South Hill Village:  Participating in St. Patrick’s Day drop-off with D&D Power Partners
Spokane VA Home:  Referral received but out of service area (Badger Lake).  Waiting for an email reply sent this week to set up a lunch and learn
Evergreen Elder Law - continued efforts and opportunity to build on new relationship 
*Second week of 1:1 coaching with VT and Destiny |  | South Hill Village (3/18 Event with D&D Power Partners)

D&D Power Partners: A marketing group used for warm introductions to key community partners.
Action Items: Confirm outcomes of the event. Were any meetings set? Plan next steps with HCL/RDBD/RDO.

Fields Senior Living

Co-marketing with Neurology Clinics (Darlene): Meeting to be set with RCC & Activities Director to pitch Timeslips & Mindfit.
Action Items: HCL to follow up with Juan & Riley this week to set the meeting. Discuss timeline and strategy with RDBD/RDO.

Revel

Needs: Census stabilization, support for the Widow group, and VA marketing opportunities.
Action Items: Determine how to support VA meetings held every Monday. Discuss sales strategy with HCL/RDBD/RDO.

The Gallery

Update: Positive meeting; Heather is leaving but will introduce Tracy (Sales Coordinator) & Jessica Marston (New Activities Coordinator).
Action Items: Maintain partnership and connection with new contacts.

Riverview

Speakers Bureau: Approved for bi-weekly presentations starting mid-April (March calendar already finalized).
Action Items: HCL to send over details to finalize dates.

Rockwood South Hill

Care Coordination: Breanne (IL/SNF SW) is overwhelmed—working to set a weekly standing meeting. Two potential referrals pending.
Action Items: HCL to follow up in person this week to schedule recurring visits, discuss existing clients, and finalize Speakers Bureau & St. Patrick’s Day event.

Trusted Advisor & Referral Follow-Ups

Evergreen Elder Law: No movement—HCL to follow up again this week.
Dignity Senior Services (GCM agency): Referral (Alexia’s grandfather) coordinated with DIL for resources in Lewiston. |  | Rockwood South Hill- Confirmed the beginning of the ongoing care coordination meeting with SW Breanna will begin on 3/27/2025. They will be held weekly on Thursday mornings at 10am. We will use the upcoming care coordination meeting to get a warm introduction to the activities director. First face to face with DON, Dorothy.
Fields- HCL has a meeting on the books for Monday 3/24 with the RCC, DRS, ED, Activities Director, and Marketing director to introduce TheKey to the rest of the leadership team to uncover more resident needs and see how we can support them.
Riverview- HCL received all of the contact information for the leadership team. HCL will send over all of the information for the speaker's bureau, so flyers can get out for April. 

Evergreen Elder Law- Response back from Krista about dropping in for a warm introduction to other team members. This will occur on 3/25. Also, they gave our information to a family, but we are still waiting on that family to call. 

One tier 1 ax completed however SOC got pushed to the first of the month due to client's vacation. 
- Focus: Top CCRCs/SLCs with active clients on service. Leveraging low hanging fruit to support wiht growth within this channel and potential PPAs. |  |  |  | 
 | 2.0 | Enhance Field Partnership: GM to partner with HCL, minmum 3 meetings a week - targeting Trusted advisor and SLC/CCRC channel. | 1 meeting completed with GM 2/6JG in the field with Destiny (HCL) week of 2/10
2 meetings scheduled this week 2/10 |  | GM attended 3 face to face meetings with HCL |  | One meeting completed with Heather from The Gallery discussed mind slips and advance to follow up for next week to schedule with activities director -Riverview- meeting scheduled for 2/26
One meeting that was scheduled for GM and HCL canceled |  | GM/HCL had three meeting together last week at Fields, Riverview, and Sullivan Park IL/AL |  | HCL/GM Meetings with Solista, Revel, and Riverview last week. |  | HCL/GM had scheduled meetings with Brookdale 9 Mile and Olive Branch Senior Advisors that were cancelled due to survey showing up and an emergency that needed to be attended to. HCL is tasked to get meetings rescheduled this week.
Moving forward GM will be focused on the list of referral partners under GM ownership
realigning/updating SAP accounts |  |  |  | 
 | 3.0 | Increase Conversion: GM and CSM - Will also pre-call plan all assessments. Current conversion 69.1%, increase to 75% | Two assessments last week and both the team met about before hand.  Neither converted due to affordability and 3 hours or less a day is all they could afford |  | RDO met with GM and HCL to review areas of opportunity to closing the business.  GM will attend all assessments with CSM over the course of the next month |  | AX to SOC conversion up from 25% to 40% WoW |  | Two assessments with no SOC. June Woodward went with another agency dur to Minimums. I have a task to follow up next week. Susan Means was the other that we needed to get approval for the auto draft. They were set to go after that meeting to get care started, but now are having a hard time with the hourly rate and want to give their current agency one more chance to see if they can fix the issues they have had. |  | Assessment conversion for last week was 100%. Two Tier 2 clients started last week and the other client will be starting in mid-April as a Tier 1 client. |  | 1 AX completed last week - Tier 2 - SOC this week 3/19-   Referred by Providnece St. Luke's Rehab |  |  |  | 
 | 4.0 | Improve Conversion: RDO to meet with GM and HCL on a weekly basis to deepdive  AX completed not started and those Lost. Target 75% conversion | RDO to meet with HCL and GM 2/6 |  | Reviewed last week and found opportunities that should not have been closed and GM is aware |  | Reviewed have not been able to convert to closed won, but have found areas of opportunities and have reviewed what we could have done differently |  | Reviewed .  No additional areas of opportunity found. |  | Reviewed .  No additional areas of opportunity found. |  | Increase in revenue by $900 WoW  - 22 hour increase in hours from reassessment |  |  |  | 
 | 5.0 | Increase in CG Availability: Weekly meetings with Recruitment / Onboarding leaders. - Effective 1/27 no longer completing in-person interviews to see if that assists in reducing the gap from app to hire.  To increas the applicants there has been discussion about  marketing target ads on social media. Onboard starte a minimum of 4 CGs per month | Have hired 3 CGs this month and 2 more in the pipeline |  | 4 CGs hired last week |  | M/RDO met with the Recruiting team about next steps. Meeting was moved from weekly to bi - weekly and GM also will look into tech programs here in N. Idaho and Washington. |  | Hired 3 CGs.  Total of 9 - 6 of high quality and open availability |  | We recently had two caregivers who attended orientation last week. We did have to dismiss one as she did not present herself to the standards of our organization. She was not dressed appropriately and also smelled of cat urine. We did have a conversation with her about hygiene expectations and our dress code and gave her the opportunity to come back this week to complete orientation. |  | 1 CG hired last week |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  | Spokane VA: Secured participation in stand-down meetings for more exposure
 | 1.0 | HCL turnover. Returning HCL two weeks ago - was in expidited training and out full time in the market as of today.
Destiny resigned from theKey on May 3rd 2024 (due to operaitonal challenges and a different opporuntity that she was presented with). Jen Shuman started as the HCL and was with us from 6/24-10/3. Destiny then returned back to TheKey on Jan 6th and her first week in the field was 1/27. |  |  |  |  |  |  | Providence VNA:  Connected with Jessica, working on a warm introduction to the team
 | 2.0 | Caregiver Recruitment and onboarding has not increased and has remained a distressed market for the past 4 months - One Tier 1 client we could not staff and had to refer out in the month of December |  |  | 
Partnership & Other BD Opportunties |  |  |  |  | 
 | 1.0 | Partnerhsips (GM/HCL focus): VA partnership growth - Currently on our top 5 declining accounts. GM and HCL to meet with the VA on a weekly basis (increase field activity) |  |  | 
 | 2.0 | Partnerhsips (GM/HCL focus): Rockwood South (CCRC) - Currently on our top 5 declining accounts. Re-introduce GM to leadership team and re-engage partnerhsip discussion. HCL has already met with teh Discharge planner and head of social work at the CCRC. Next step is following up wiht the Executive leaderhsip team. |  |  | 
 | 3.0 | Increased forcus on trusted advisor channel for Q1. Six total Trusted Advisors on Q1 SAP - Top Growth and Loss Report shows storng emphasis on hospital, SNF, and HH channels. Increase in SLC and Trusted Advisor activty and leads will support with Tier 1 opportunities and starts. The Trusted advisor channel is not as robust in Spokane as it is in other regions. However, we have not had a start from the trusted advisor channel in the last three months. Focusing HCL actvity in our top channels will help drive the right type of business (top of funnel quality increase) |  |  | 
 | 4.0 | Cogir Partnership - there is one Solista (all IL) building in Spokane. All Solista properties are part of our Phase 2 for the Cogir partnerhsip. HCL to target Solista Sokane in Q1 to support with our partnership roll out for phase 2. HCL to schedule introduction meeting with GM/RDO in February |  |  | 
 | 5.0 | AX to SOC for December we had 1 that was not financially qualified - Medicaid only and one that did not need nor could aford our minimum hours -  we did communicate this wiht the RIM leadership and that would bring them to 50% conv rate. |  |  | 
Additional Commentary |  |  |  |  | 
 | 1.0 | RDBD turnover in January. Entire team going through a sales leadership transition. RDBD and RDO meeting HCL in person in seattle 2/11 |  |  | 
 | 2.0 | New HCL which means we do need to account for a ramping period |  |  | 
... (501+ rows, truncated)

--- Sheet: Earl ---
Challenges & Opportunities |  |  | 
Name of Site: Virginia Beach |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | HCL joined Estate Planing Group for greater acces to Elder Lawyers and Wealth Advisors- 1/21/25 New members meeting | Referral Channel Focus: SLC & Trusted Advisors: Prioritize Senior Living Communities (SLC) and Trusted Advisors as key referral channels to drive high-quality client acquisition and revenue growth.
 | 2.0 | HCL has meeting scheduled with Lake Taylor Transitional to uncover needs. Currently down in revenue and median lifetime revenue is $17k Inservice scheuled 1/27/25 | GM & HCL Partnership: Facilitate GM and HCL collaboration in the field to deepen relationships with top accounts and expand wallet share.
 | 3.0 | CSMs/HCLs to establish case meetings with exisiting key players in HE and AS, improve white glove experience in CCRC and gain back foothold | GM to assign weekly client visits to CSMs: Assign CSMs to conduct weekly client visits to strengthen retention and increase utilization where applicable.
 | 4.0 | Increase consumer spend to assist with rebrand of TheKey | Enhance Consumer Awareness of TheKey: Boost consumer positioning efforts to create awareness of TheKey’s rebrand from SeniorCorp, highlighting its premier aging-in-place services.
 | 5.0 | GM to visit referral partners bi monthly with HCL | Expand Top of Funnel Opportunites: Grow lead volume by targeting Professional Placement Advisors (PPAs) in Senior Living Communities and placement agencies to enhance the top-of-funnel pipeline.
Unique Market Challenges |  |  | 
 | 1.0 | T/O internally with CSM & HCL has caused disruption with top SAP accounts in the market. (Harbor's Edge, Atlantic Shores) and rebuild relationships | Geograpgic Limitations: Expansion is constrained by franchise-owned zip codes, limiting TheKey’s ability to scale within certain territories.
 | 2.0 | Bad Rebrand--loss of name recognition | No Formal Rebrand: Lack of a structured plan to transition consumer awareness from SeniorCorp to TheKey, potentially hindering brand recognition and market positioning
 | 3.0 | HCL turn over created gaps in the market | Gap in HCL Coverage: A significant HCL coverage gap from April to October 2024 has impacted field engagement and client acquisition efforts.
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | VAB  is an approved Provider for the Veterans Affair and GM is writing letters to VA to open referral channel | Leverage our VA authorization: Capitalize on VA authorization to expand the referral channel, providing enhanced support to veterans and driving growth in this segment.
 | 2.0 | Recent meeting confirmed to discuss preferred status with Lighthouse Pointe. IL-1/28/25 | PPA agreement with Lighthouse Pointe IL: Pursue a Professional Placement Agreement with Lighthouse Pointe Independent Living to establish a strategic partnership and increase client referrals.
 | 3.0 | PPA Agreement with Compass Senor Solutions- Placement Agency Meeting 1/28/25 | Compass Senior Solutions PPA discussion: Engage in discussions with Compass Senior Solutions Placement Agency to formalize a PPA and strengthen the top-of-funnel referral pipeline.
Additional Commentary |  |  | 
 | 1.0 | December Rev is highest since August and seeing increase in lead volume | 
 | 2.0 | RDBD site visits to drive growth and complete in personpartnership meetings | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | Sentara Norfolk General Hospital | Collaborate with power partners for access and visibilty with Case Managers and Discharge planners; Highlight low rehospitalization rates for frequent flyers and clinical and financial benefits to all stakeholders.
 | 2.0 | Westminster Canterbury VB-CCRC | CCRC has their own HH, Hospice and Home Care: Discussing the value of providing care when they have  staffing difficulties and a resource for their rehab patients.
 | 3.0 | Sentara Leigh Hospital | Partner with Elder Law firms to offer CEU credits as a means of adding value and gaining access to decison makers for long term client lead generation.
 | 4.0 | Sentara Virginia Beach General Hospital | HCL/CSM will conduct bedside visits for any clients on census who have been admitted for care. Discuss the importance and value of safely discharging patietns to the community and our low rates of readmissions over 30 day period compared to other community partners.
 | 5.0 | Lake Taylor Transitional Hospital VB | Conduct monthly inservice to Social workers and Case Managers regarding our hospital to home seamless transition, especially for patiets at high risk for readmitting; (Ie Fall risk prevention tools, complex patients with multiple disease states and require assist with several ADLs)
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | Harbor's Edge-CCRC | Met with Assistant ED & discussed replacing private CGs with TK; Better continuity of care, team approach of deliveriing care with CSM
 | 2.0 | Talbot on Granby-IL | Met with Sales Director and toured the community and uncovered needs and how we can assist their community. Met with their ED and discussed our previous working relationship and how we can become a preferred provider. Spoke about Speaker's Bureau and MindFit as resources to engage residents.
 | 3.0 | Hook Law Center | Meeting held with COO of firm; Open to reengaging with TheKey & presenting  the True Cost Of Aging to entire staff- 2/12/25
 | 4.0 | Cornerstone Financial Virginia Beach | Lifetime revenue is $201K from 1 client; Meidan client retention weeks is 82 weeks. Scheduled meeting to uncover needs and provide feedback on longstanding client, TK value propositon our strong retention rates.2/25/25 .Discuss cadence to provide client updates and opportunity to provide care for any of theirclients facing similiiar circumstances.
 | 5.0 | Atlantic Shores | HCL/GM meeting to discuss current needs and opportunity for preferred provider relationship
Name of Site: Broward-Dade |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Foster GMs and HCL Collaboration: Encourage GMs and HCLs to partner in the field to expand wallet share and build stronger relationships with top referral accounts, driving sustained growth.
 | 2.0 | Host monthly PAC meetings with trusted advisors:  Conduct monthly PAC meetings with trusted advisors (e.g., GCMs) to foster partnerships, generate high-quality referrals, and develop collaborative aging-in-place solutions for clients.
 | 3.0 | Hire 2nd HCL for Affluent Area: Expand market presence in high-value territories by strategically hiring a second HCL to drive client acquisition and revenue growth.
 | 4.0 | Assign Weekly Client Visits to CSMs: Assign weekly client visits to CSMs to reinforce client relationships, enhance retention, and identify opportunities to increase service utilization.
 | 5.0 | Expand Referrals through PPA's: Target Professional Placement Advisors (PPAs) in senior living communities and placement agencies to broaden the referral pipeline and increase client acquisition.
Unique Market Challenges |  |  | 
 | 1.0 | Restoration of the trust with targeted accounts due to shortcomings/service failures of previous leadership (Ie Five Star Plantation, Elder Options) | Rebuild relationships with large referral partners where we have lost wallet share
 | 2.0 | Competition with Registries- 210 (Average rate per hr/$22-$23) | Heavy competition with over 210 registries in the market at a price point of $22-$23
 | 3.0 | Top competitors operate on 35% margin and offer placement | 
 | 4.0 | Increase need for specific caregiver demographics creating staffing challenges | Unique CG demopgrahic needs that create staffing challengs
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Vi-Aventura Preferred Partnership | Vi-Aventura Preferred Partnership
 | 2.0 | Vet Assist- Provides 15Hrs of care/per wk and pays our current market rate. Great opportunity for subsidizing care (Contract in review) | Vet Assist- Provides 15Hrs of care/per wk and pays our current market rate. Great opportunity for subsidizing care (Contract in review)
 | 3.0 | Reengage Five Star Hollywood with Preferred Provider Agreement | 
Additional Commentary |  |  | 
 | 1.0 | Rev increased mOm Nov to Dec | 
 | 2.0 | HCL is currently on a Stage 2 -PM | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | University of Miami Health System (Owner: Daris) | GM & HCL to market this account bi-weekly; Great opportunity to promote the suite of services we provide based on clients ability to pay and complexity of care. Value Care, The Key and Conceirge Nursing by Q2
 | 2.0 | VetAssist  (Owner: Tersee) | Newly added account with opportunity to subsidize care to veterans. HCL and GM will have an introductory meeting to present scope of services and value propositions.
 | 3.0 | Firstat Healthcare  (Owner: Daris) | A full service Healthcare provider, that provides GCM services as well as Home Care and Skilled Nursing. As a direct competitor we will establish strong rapport to create cross referrlal relationship when they're unable to staff.
 | 4.0 | Holy Cross Hospital  (Owner: Tersee) | HCL Scheduling in-service with Case management department to discuss our TK differentiators and how we reduce costly readmissions. Currently co-promoting weekly with Home Health power partner for accress and to speak with patients needing HH that could also benefit from Home Care and may need to supplement care with TheKey Concierge nursing. .
 | 5.0 | Five Start Senior Living Hollywood (Owner: Tersee) | New leadership at Five Star; GM/HCL/CSM had meeting (1/23/25) to discuss preferred status as current Home Care company has multiple service failures.
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | Vi at Aventura (Owner: Tersee) | Preferred provider relationship with Vi-
 | 2.0 | Anthony Romano (Owner: Tersee) | Attorney (Trust Litigation / Guardianship). 
First Client start generated 3 months ago, 2 client starts in total so far. Tersee to schedule a meeting with their client Manager to provide updates on their clients and solicit feedback.
 | 3.0 | Riviera Health Resort SNF-(Owner: Daris) | GM/HCL to meet with discharge planners to further uncover needs. Highlight the value of of low readmission rates and the benefit for the SNF for their complex patients. (Stroke, COPD, Fall risk)
 | 4.0 | MD VIP Ft Lauderdale (Concierge Physician - Owner: Tersee) | Weekly touch points to review support and resources for their patients. We just started a new client from MD VIP in December 2024 (with the most recent start before that being generated in 2023)
 | 5.0 | Elder Options, INC-GCM (Owner: Tersee) | Elder Options GCMs Lori and Stephanie are scheduled to attend Tersee's upcoming Professional Advisory Council meeting. Tersee is acting as the industry expert and connector by leveraging his placement agent contacts who  interested in connecting with GCMs, of which they would be interested.
Name of Site: Sarasota |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Hire a dedicated HCL: Onboard a dedicated HCL to strengthen market presence, drive client acquisition, and expand relationships with trusted referral sources.
 | 2.0 | Increase Prospecting through Email Campaigns: Implement a Pardot drip campaign targeting top accounts to enhance visibility, nurture trusted advisor relationships, and drive engagement.
 | 3.0 | Boost Consumer Marketing Efforts: Allocate additional resources to elevate consumer marketing initiatives, increasing awareness and access to new clients in key markets.
 | 4.0 | Reasses Tier 2 Clients Weekly: Conduct weekly or monthly reassessments and QA visits for Tier 2 clients to identify opportunities for increased service utilization and improved median care hours.
 | 5.0 | Leverage Leadership Support: Utilize Dawn Christensen from Naples to provide weekly support, ensuring continuity and effective leadership coverage during the GM gap.
Unique Market Challenges |  |  | 
 | 1.0 | Sourcing for HCL-72 Days Open | No current GM, no HCL and no consumer presence in this market
 | 2.0 | GM position open until 4/2025 but Naples GM covering in interim | Former GM is the HCL for competitor in this market
 | 3.0 | Former GM, is current HCL for competitor in market | Heavy seasnonality in this market - snowbirds
 | 4.0 | Seasonality, once we get past May, our client base leaves the market | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Empath Home Health & Home Care- Discuss diversion of Home care clients they currently are unable to staff. | 
 | 2.0 | Care Patrol & Oasis | 
 | 3.0 |  | 
Additional Commentary |  |  | 
 | 1.0 |  | 
 | 2.0 |  | 
Bottom 5 Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | Aspire at Sarasota  (Owner: Dawn C.) | Newly activated account, SNF, with Lifetime revenue of $8,600. Will utilzie Pardot drip campaign to communicate & keep The Key top of mind.
 | 2.0 | Hawthorne Center of Rehabilitation of Sarasota SNF (Owner: Vindra) | CSM will round with DON regarding potentilal client needs while reassessig current clients
 | 3.0 | Encompass Rehab Hospital - Sarasota (Owner: Vindra) | GM/CSM will target discharge planners monthly in the interinm until we hire an HCL. Lifetime revenue of $208k with 17 SOCs.
 | 4.0 | Trilogy Home Health Sarasota (Owner: Vindra) | Pardot Drip campaign on Community Referral Resource Guide to cultivate referral relationship for clients needing additional support with ADLs
 | 5.0 | Jewish Family and Children's Service of the Suncoast (Owner: Jaime) | RDO to capitlaize on succes with JFS in the SEFL market to reestablish relatiosnhip with TK. Lifetime revenue $250K with 6 SOCs
Top 5 Accounts |  | Account Name | Insights
 | 1.0 | North River Family Health Center Physican Group (Owner: Jodie R) | Lifetime revenue is $56k. CSM will provide monthly update to providers for clients currently on census. Email campaign on TK differentiators.
 | 2.0 | Bluestone Physician Services Geriatric MD (Owner: Jodie R) | Current lifetime revenue is $43k and has been stalled since HCL departed in October 2024. Leverage email campaign for visibility
 | 3.0 | Glenridge On Palmer Ranch Sarasota (Owner: Vindra) | CSM to meet with Wellness Director to update status of curent client needs and discuss future client needs
 | 4.0 | Plymouth Harbor Inc  SLC (Owner: Vindra) | CSM will followup with Resident Services Director with care cordination reports for current clients during reassessments and discuss oppotunity to provide care for residents demonstrating cognitive and functional decline
 | 5.0 | CenterWell Home Health (Owner: Vindra) | Pardot Drip campaign on Community Referral Resource Guide to cultivate referral relationship for clients needing additional support with ADLs
Name of Site: Milwaukee |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Territory realignment - Transition Micah from AM to HCL to optimize territory management and focus on driving client acquisition and account growth. | 
 | 2.0 | GM Field Engagement: Require GM to spend one full day per week in the field with HCLs, including collaborating on at least one in-service presentation weekly. | 
 | 3.0 | GM Focused Accounts: Target 10 high-value accounts across Trusted Advisors, Family Offices, and Hospice for GM-led relationship building and growth efforts. | 
 | 4.0 | Improve CSM Conversion Rates: Enhance CSM conversions by implementing a pre-assessment process and cross-training with top-performing CSMs to share best practices.
 | 5.0 | RIM realignment in the midwest - Realign RIM efforts in the Midwest to boost consumer lead conversion rates through optimized workflows and targeted strategies. | 
Unique Market Challenges |  |  | 
 | 1.0 | New HCL ramping - The newly hired HCL, now in their second month, shows significant potential but requires continued support and development to accelerate productivity and account penetration. | 
 | 2.0 | Low cost agencies, price sensitivity: Increasing competition from low-cost agencies creates challenges with price-sensitive prospects, necessitating stronger value positioning and differentiation strategies. | 
 | 3.0 | Low conversion on B2C leads - Consumer lead conversions remain below target, highlighting the need for enhanced follow-up processes, targeted messaging, and improved pre-assessment strategies. | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Oasis & care captrol | 
 | 2.0 | Stowell GCM | 
 | 3.0 | Beacon Pointe Advisors | 
Additional Commentary |  |  | 
 | 1.0 | NPS - Last 3 months - Out of 23 surveys we had 13 of them were 10s, 7  were 8s and 1 was a 7, we then had 3 low scores. 1 was a client who only liked 1 cg and ended services , HOWEVER she just restarted last week. 1 was the dissatisfaction with the accusation of theft and bruises. (investigation was completedand tuned into HR), the last was a 72 hr transitional care at Silverado. They did not leave any comments and would not repond when we tried to reach out. | 
 | 2.0 | Stowel - Per Roy (GM/GCM) they stopped referring due to the "changes that happened with the move to thekey". We have explained that the team is largely unchanged locally. Prior to Scott (HCL) getting involved. Emily (our CSM) had weekly calls with him to discuss current and potential new clients. I don't know if the previous HCL had anything set up with him or not.  We recenlty referred someone to him and now he is telling us it is too hard for him to manage. Emily, Roy, his supervisor and I have a call this week to discuss. We need a GCM who can manage the clients. | From Kelley: It has been quite a while since we last referred anyone - likely back in 2022 shortly after we acquired Stowell Associates.  At the time, HCA divided the bus into CM and home care.  We had a CM team briefly, but after TK let go of the stowell staff, the remaining care managers eventually moved on.  Currently we have just one care manager, Roy who is managing 9 clients.  So we do not have any buisness to refer.
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | Horizon Home Care and Hospice MKE (Owner: Micah) | Scheduling ongoing care coordination meetings to promote smooth care delivery and consistent opportunities review of potential clients for TheKey
 | 2.0 | Heartis Village North Shore (Owner: Micah) | Offer a feature or spotlight on our social media
1. Plan monthly meetings to drive referrals; bi-monthly review upon new clients
2. Discuss an education activity for staff & residents (i.e. What is a Caregiver?)
3. Discuss co-marketing opportunities
 | 3.0 | Silverado - Northsore (Owner: Micah) | Continue bi-monthly meetings with Nicole/Heather/Katie/Keith/Anna, and continue to keep presence within community activities (TS). Provide solutions that will allow for larger cases as well as transitional cases.
 | 4.0 | Ascension Columbia St Mary's Hospital Milwaukee (Owner: Micah) | Leveraging our Care Coordination report and ensure we are on their list of qualified care agencies.
 | 5.0 | Oasis Senior Advisors - Milwaukee (Owner: Micah) | GM and RDBD involvement to hand hold this Account that has been affected by our local staff turnover. Monthly recap calls and client referral recap will drive quality and consistency of referrals.
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | Saint John's On The Lake (Owner: Micah) | 1. Meet with Meighan Bentz to review our already built out community protocols and outside provider agreement to pave the way for additional referrals
2. Continue close follow up with Meighan's concerns on how CGs are interacting with RAs. The closer to the mark we can be on this point, the more referrals will come upon proving consistent positive interactions for their residents.
 | 2.0 | Stoewell Associates Inc. (Owner: Scott) | Continue weekly touch base meetings to accelerate relationship, reinforce.
Develop internal process for our CSM's to refer-back each week.
 | 3.0 | East Castle Place (Owner: Micah) | Build out additional Timeslips within MC, and approach Ashley O's replacement to meet and identify additional needs.
 | 4.0 | Care Patrol Waukesha (Owner: Micah) | Meeting is being scheduled in order to understand needs and share our unique offerings.
 | 5.0 | Heritage Square Health Care Center (Owner: Micah) | 1. Plan monthly meetings to drive referrals; bi-monthly review upon new clients
2. Discuss an education activity for staff & residents 
First client in 2024 was generated in November (Tier 2)
... (501+ rows, truncated)

--- Sheet: Earl - Final ---
Weekly Growth Activity Actions |  | UPDATE WEEKLY by end of day Wednesday |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: Virginia Beach |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  | Actions completed week of 2/24 and Outcomes |  | Actions completed week of 3/3 and Outcomes |  | Actions completed week of 3/10 and Outcomes |  | Actions completed week of 3/17 and Outcomes |  | Actions completed week of 3/24 and Outcomes |  | Actions completed week of 3/31 and Outcomes |  | Actions completed week of 4/7 and Outcomes |  | Actions completed week of 4/14 and Outcomes
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Referral Channel Focus: SLC & Trusted Advisors: Prioritize Senior Living Communities (SLC) and Trusted Advisors as key referral channels to drive high-quality client acquisition and revenue growth. Action: Move of half of our SAP Targets to SLC/TA thus driving half ofour actitiy weekly/monthly inthese categories. | 6 SLC Meetings and 2 TA Meetings |  | 9 SLC Meetings and 2 TA meetings |  | 11 SLC Meetings and 6 TA Meetings. Zoom call presentation scheduled for 3/19/25 with Hook Law trusted advisiors. |  | 3 trusted advisors   -20 calls were Senior Living communities-  Attended One after hours event ACG (estate planning professionals)- Shannon Laymon-Percaro Elder law attorney appointment scheduled through linked-in |  | 10 SLC meetings, Harbors Edge Premeier Provider, Talbott 2 opportunities, implementing Pop in Service around 2 extended care current clients,  Trust advisor meeting with Kathy went will she is fanancial provider can work together. |  | 10 SLC, 2 TRUSTED ADVISORS, KATH B NOT GOOD FIT MORE IN INVESTING NOT ESTATE PLANNING, ALPERIN LAW, CARE CONNECT, GOLDEN YEARS |  | 14 SLC, 2 trusted advisor, |  |  |  |  |  |  |  | 
 | 2.0 | GM & HCL Partnership: Facilitate weekly GM and HCL collaboration in the field to deepen relationships with top accounts and expand wallet share weekly. | GM, HCL, and RDBD meeting with Lighthouse Pointe Thursday to finalize preferred partnership |  | GM to visit site next week, as winter weather and RDBD travel to FL prevented a in person visit this week. However, weekly all office case meeting was still executed to review top accounts and referrals that came form the Lighthouse Pointe meeting |  | GM and HCL could not connect due to snowstorm in Virginia Beach. Lighthouse Point appointment with thier team scheduled for Wed. 2/26/25.  2 Potential client in- person visits scheduled 2/26/25.    Mind Fit presentations will be scheduled |  | GM on site 2/27 and worked with HCL on PPA details, assisted with connection emails and communities focus on |  | 4 GM/HCl meetings completed. Talbot  3/18/25 event set Brain wellness presentation and Thekey home care offerings with Stacey & GM. |  | GM on site with HCL at Talbot meeting leadership and then 3/19 at new community Bickford leadership team meeting |  | Continued gain of set meetings w/ GM & HCl presentations to communities to gain PPA's. |  |  |  |  |  |  |  | 
 | 3.0 | Improve Referral Volume from CCRC: Review clients on services in weekly care team meeting with community partners  to identify opportunities for increased service utilization and new resident referral. Increase median hours from 25 to 28 | HCL made contact with the ED at Atlantic Shore to confirm date for weekly cadence, RSD and other stakeholders. Awaiting dates from ED to begin. 2/6 |  | ED at Harbour's Edge is out for two weeks and willl need to wait for her approval to begin weekly meetings. Atlantic Shore's agreed to begin weekly meetings week of 2/24 |  | Connected with Atlantic Shores & Harbor's Edge teams. Inclement weather preventive defenitive meeting times. Meeting times to be set week of 2/24/25. |  | HCL, GM, & RN Client Success to meet Harbors Edge team Wed. 3/5/25 @ 1pm to coordinate an effort to conquor the rise in  residents utilizing private duty aides, address "vetting of cg's" concerns, and individual cg conduct concerns. Goal to increase tier 1 opportunities and reduce current client utilization of private aides |  | Harbors Edge Premeier Provider. Secured monthly care plan meeting for all current clients & discuss new opprotunities. |  | Confirmed attendees and agenda for Harbor's Edge care plan meeting. 3/25 - Talbot Brain Wellness presentation & sales presentation for residents se 3/18/25 |  | Harbor Edge first monthly Care Plan meeting 3/25.    Bickford ALF 3 properties set up protocol biders introducing CSM's. Talbott moving forward with pop in serices, and extended care. |  |  |  |  |  |  |  | 
 | 4.0 | Enhance Consumer Awareness of TheKey: Boost consumer positioning efforts to create awareness of TheKey’s rebrand from SeniorCorp, highlighting its premier aging-in-place services. | Pardot drip campaign sent via LinkedIn highlighting our work with Wealth Advisors and Financial Planners 2/7 |  | LinkedIn repost of with emphasis on Compassionate Dementia Care-2/13 |  | HCL & GM have signed up to participate in two community health fairs.  Working with Thekey team to develop targeted social media ads for VA Beach market. |  | Thurs 3/6/25 meeting scheduled with Social work lead Tierra and 3 other socail workers at Lake Taylor |  | LinkedIn repost on Improving Sleep in Older Adults |  | LinkedIn repost advocating the value of Mindfit |  |  |  |  |  |  |  |  |  | 
 | 5.0 | Expand Top of Funnel Opportunites: Grow lead volume through PPA's by 20% | Lighthouse Pointe IL PPA & Compass Senior Solutions Placement Agency Docusign sent 2/5 |  | Revisions made with PPA for Compass Senior Solutions and sent to legal for review. |  | Renewed efforts to market to and establish PPA w/ Lake Taylor and emphasize TheKeys value in reducing readmissions message. Lake Taylor has the potential for tier 1 clients. The VAB office has long history with Lake Taylor and gained many long term clients. |  | Leads and opportunities down wow but SOC flat with 1 tier 2 SOC |  | Compass Senior Solutions Placement agrrement signed. ED at the Talbot SLC,is interested to moving forward with a PPA |  | 1 opportunity gained from Lake Taylor 3/14 |  | 2 Leads gained from Lake Taylor 3-20 |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | No Formal Rebrand: Lack of a structured plan to transition consumer awareness from SeniorCorp to TheKey, potentially hindering brand recognition and market positioning |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Gap in HCL Coverage: A significant HCL coverage gap from April to October 2024 has impacted field engagement and client acquisition efforts. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Leverage our VA authorization: Capitalize on VA authorization to expand the referral channel, providing enhanced support to veterans and driving growth in this segment. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | PPA agreement with Lighthouse Pointe IL: Pursue a Professional Placement Agreement with Lighthouse Pointe Independent Living to establish a strategic partnership and increase client referrals. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Compass Senior Solutions PPA discussion: Engage in discussions with Compass Senior Solutions Placement Agency to formalize a PPA and strengthen the top-of-funnel referral pipeline. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | December recorded revenue growth last seen in August 2024. Continued improvement at top of funnel |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | RDBD site visits to drive growth and complete in personpartnership meetings |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: Broward-Dade |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  | Actions completed week of 2/24 and Outcomes |  | Actions completed week of 3/3 and Outcomes |  | Actions completed week of 3/10 and Outcomes |  |  |  |  |  |  |  |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Continue weekly GMs and HCL Collaboration: GMs and HCLs to partner in the field to expand wallet share and build stronger relationships with top referral accounts, driving sustained growth. | Continuing to support and collaborate with HCL to leverage GM relationships in the community.  This past week we have presented to CM at Cleveland Clinic, and we also rounded to meet two social workers;  Zoom call with Eldercare Law Attorney whom has agreed to become part of Tersee's PAC.  Also introduced to goverment VA Assistance Program, called Vet Assist and working with them to put together a program we can use for our offices.  Have already identified several prospective clients that we are working on with Vet Assist |  | This past week we completed a presentation with a Case Management team at Cleveland Clinic, and also met the Case Manager at Holy Cross Hospital.  From Cleveland Clinic we received a skilled nursing referral for 24 hour around the clock nursing and HHA both at the same time, for a time frame of two to three weeks, as this client lives out of town and we arranged for around the clock care until the client is feeling good enough to depart back home while he is staying at a long term extended stay residences |  | This past week HCL started two new cases with referrals from Cleveland Clinic and MD VIP.  Tersee is continuing to spend time each week, up to 2 to 3 times per week in visiting his contacts at Cleveland Clinic and growing his sphere of influence with high yield targets that will nurture tier 1 - 2 referrals in the future.  HCL has cultivated a new relationship with a physician he has met with and does approximately 8 surgeries per week, and he and Tersee are working together to create a referral relationship that will bring new clients for starts of care in the next 30 days. |  | Started 1 new tier 4 client week of 2/24 from MDVIP Dr. Conversion saw a decline with 7 leads converting to 5 opportunties and 1 start with one assessment still open to be completed. Cleveland Clinic Tersee is rounding at least 3x's per week.  Received a new referral for a possible SOC - we did the assessment on 2-28 for Rose Glagow Weicher - and Tersee is still working with the family to actually start the case- will follow up on 3-6.  Case Manager is Kandance Thomas is very complimentary to Tersee about TheKey and will continue to refer patients to Tersee.  Tersee is following up with the physician, Dr. Charan Donkor, and has a meeting on 3-4 to follow up - projecting 1 to 2 referrals over the next 30 days. |  | Tersee is continuing to develop his relationships with Cleveland Clinic Weston Hospital - He has received 5 referrals over the past 30 days from Kandance Thomas, CM, including one for skilled nursing, which just ended on 3-10-2025. (CM) gave Tersee a referral for patient Richard Tresley last week. Kandance(CM) also introduced Tersee to Ravi Kodare (CM).  Ravi will have referrals as well.  This relationship with Cleveland Clinic has resulted in several new SOC including one, which we did an assessment on, and she pushed back on the price and we referred client to Value Care, and then she called on 3-10-2025 and now wants to come back to us for a new SOC later this week and a reassessment for Rose Glagow Weicher.  We are continuing to focus on rounding this hospital at least 3x's per week, and this referral account is producing active and qualified referrals. |  | Cleveland Clinic has been added back has part of Tersee's SAP.   He is been charged with visiting daily to ensure top of mind awareness and continued building of relationships with the case managers he is cultivating has referral partners.  We have received referrals of Richard Tresley,  Rose G. Weicher, Hugo Frett,  and Charles Pagan, since 3-6 through this past week from Cleveland Clinic in Weston.   We also received a referral from Dr. Viscosio, which Tersee is also following up on from last week and we visited Dr. Viscosio's office.  In establishing new clinical relationships, Orthopedic Physician: Dr. Charan Donkor - The doctors have patients at all HCA Florida and Memorial Hospitals in Broward County.  Elaine (Vascular Surgical Coordinator) emailed me names and location of hospitals for 2 of Dr. Zalewski's patients with upcoming surgeries on March 12th. I plan to go visit them on Wednesday early afternoon. Dr. Donkor or Nina (OM) will send me patient names for Dr. Donkor.   Anticipating at least 1 new SOC case with this relationship before the end of April |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Host monthly PAC meetings with trusted advisors:  Conduct monthly PAC meetings with trusted advisors (e.g., GCMs) to foster partnerships, generate high-quality referrals, and develop collaborative aging-in-place solutions for clients. | Ongoing relationship building is progressing by HCL - Has added several new business professionals for the PAC meeting with 5 Star at the end of the month which he is building his PAC every week has new professionals are invited and committing to come at the end of February.   GM also has his own PAC - titled Broward Eldercare Network, which is hosted by Oakmonte Village of Davie that met just last week on 2-5, and introduced new partners with from GM network. |  | Tersee continued to build his PAC and work with meeting one to one with Eldercare Law Attorneys and Physicians to establish referral relationships.   We obtained one new Tier 1 SOC from Cleveland Clinic and a total of three new referrals from Cleveland Clinic Case Management. |  | Upcoming business development includes HCL second PAC Meeting on 2-26 at Five Star Hollywood, meeting at an ALF - Wickshire in Tamarac, and GM lead development with BNI contacts, including one who has a potential referral for his Mom and Dad on Thursday and another BNI meeting with an attorney on Friday morning at 8am |  | Tersee had his second PAC meeting last Wednesday on 2-26, which the ED attended the PAC Meeting and was very pleased and has agreed to host the future PAC Meetings that Tersee has at the community.  And at the end of each meeting the ED gives a personal tour and Tersee is building a strong relationship with the new ED.   Furthermore - Tersee introduced Stephanie Schneider, Eldercare Law Attorney to Five Star Hollywood ED.  Stephanie completed a tour with ED and would like to conduct educational seminars at the community in the near future.  Tersee is coordinating dates for the seminars with the lifestyle director.  Stephanie wants to feature an article on TheKey in her April newsletter and Tersee will write up an article on senior independence and provide it to her. |  | Tersee set up a meeting with Skilled Nursing: Sobe Rehab - Dr. Sobe has confirmed the meeting for March 11th, and will include Robert Bell (Director of Rehab).    Projecting developing this relationship and Tersee is forecasting 1 to 2 referrals from this account over the next 60 days.    Five Star relationship is still developing,  with the next PAC meeting coming up on 3-26-2025.  And has before the ED gives a personal tour and Tersee is building a strong relationship with the new ED.   Furthermore - Tersee introduced Stephanie Schneider, Eldercare Law Attorney to Five Star Hollywood ED.  Stephanie completed a tour with ED and would like to conduct educational seminars at the community in the near future.  Tersee is coordinating dates for the seminars with the lifestyle director.  Stephanie wants to feature an article on TheKey in her April newsletter and Tersee will write up an article on senior independence and provide it to her. |  | Tersee has followed up with Sobe Rehan - GM and HCL met with Robert Bell, Director of Rehab. Robert sent us a list of ALFs they have patients in. Sobe Rehab would like for TheKey to support their patients with private pay HHA and Skilled Nursing, especially wound care. HCL will send help to create an introduction for Sobe Rehab with ALFs we have relationships with.   We are anticipating still receiving several referrals each month from this relationship, however, one thing they want in return is invitations to our contacts with various ALF's in the marketplace.  Dr. Sobe is been out due to personal reasons, but we have met with Robert Bell - Director of Rehab last week at their offices.  George, the Five Star ED is interested in meeting with Sobe Rehab and has asked Tersee to coordinate a presentation with his Administrative Assistant.   Sobe can help them with their AL census in a significant way.  Agility is the physical therapist provider currently in-house. |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Hire 2nd HCL for Target Territory: Expand market presence in high-value territories by strategically hiring a second HCL to drive client acquisition and revenue growth. | Still working on candidates for this 2nd HCL and interviewing possibles.  GM is also reaching out to contacts and canvassing any viable candidates in addition to Talent Acquisition Department. |  | Still working on candidates for this 2nd HCL and interviewing possibles.  GM is also reaching out to contacts and canvassing any viable candidates in addition to Talent Acquisition Department. |  | RDBD Interviewed candidate for 2nd HCL however candiate lacked experience in Home Care and had 3 positions in the last 3 years. GM has reached out to several other HCL's in other companies and no interest yet, but will still be reaching out to other avenues and trying to find a viable candidate for interview for Broward/N.Dade |  | RDBD leveraging LinkedIn to source for talent and reminding team members of the referral bonus. 1 lead in the funnel but candidate lives in Orlandi and not interested in relocating.  GM has reached out to several other HCL's in other companies and no interest yet, but will still be reaching out to other avenues and trying to find a viable candidate for interview for both Broward and Miami-Dade |  | Tersee is also working with an orthopedic physician, Dr. Charan Donkor, and he has approved for Tersee to follow his patients in the hospitals where his privileges are allowed.   I advised Tersee to get a list of patients from office personnel have her help arrange for Tersee to visit those patients and for her to make an introductory call to those locations where Dr. Donkor's patients are at.  The doctors have patients at all HCA Florida and Memorial Hospitals in Broward County.  Elaine (Vascular Surgical Coordinator) emailed me names and location of hospitals for 2 of Dr. Zalewski's patients with upcoming surgeries on March 12th. I plan to go visit them on Wednesday early afternoon. Dr. Donkor or Nina (OM) will send me patient names for Dr. Donkor.   After visiting on Wednesday, will be better able to project potential actual assessments and if these patients will opt for care once they are being discharged from their locations back home. |  | Still working on candidates to interview for second HCL position in Broward .  GM has reached out to several other HCL's in other companies and no interest yet, but will still be reaching out to other avenues and trying to find a viable candidate for interview for both Broward and Miami-Dade.  So far, no opportunities have resulted with any potential new sales professionals in the Broward or Miami-Dade market.  Will reach out to Karen Musante and see if any possible candidates are available for the upcoming week in either marketplace. |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Assign Monthly Client Visits to CSMs: Assign weekly client visits to CSMs to reinforce client relationships, enhance retention, and identify opportunities to increase service utilization. Maintain >85% retention, currently 89% | Working with new CSM's on Tier 2 clients and setting goals to increase from Tier 2 clients to Tier 1 clients in the 28 hour range to increase to a Tier 1 client over the course of each month.  Furthermore, GM is calling Clients to touch base and follow up to help bridge the gap has we orientate new CSM to the marketplace.  GM goal is to call a at least three Tier 1 clients per day, plus the new clients to make sure retention efforts are well underway, satisfaction is in place for the most part, and helping to support the CSM efforts in all areas. |  | GM is working on keeping in touch with new clients and helping to continue to leverage his professional relationships in the marketplace for business development and future referrals. Have met with President of Pembroke Pines Jewish Center to establish a day and time to present to the Jewish members at Century Village.  Have co-partnered with an eldercare law attorney to present to her client list a power point presentation for TheKey |  | GM will review all Tier 1 & Tier 2 clients with CSM's to align on advancing opportunities with additional hours to move from Tier 2 and 3 to Tier 1 and Tier 2 for new billable hours.  We  also have two potential new SOC at Vi at Aventura and will be working with Sharline to help see if we can start both of these clients by the first week of March. |  | Deep dive into clients who previous presented as tier 1 clients but over the years have reduced hours to tier 2 due to price increases. CSMs working to see if they are willing to increase hours, the assumption is with prior rate increases, they took their caregivers private for several hours a day instead of utlizing TheKey for all hours. But we will continue to track outcomes |  | We are still working on arranging a meeting with Complete Elder Care Solutions, and Ariana Ryan will be coming to the upcoming PAC meeting at Five Star at the end of March, but we are attempting to secure a meeting with them before then.  Working with a CM from Cleveland Clinic to attend a Health Fair on Sunday at 11am in Lauderhill to help support one of her initiatives at her Church in Lauderhill so Tersee is developing a strong bond of opportunity showing he cares about their efforts as well in the community, and GM will be attending as well on Sunday 3-16-2025, and will also be following up with Cleveland Clinic Case Manager who only works on weekends, and trying to secure an appointment with her this weekend or the following weekend to be able to secure weekend discharges for possible Tier 1 Skilled or Non-skilled SOC on the weekends with Cleveland Clinic as well. |  | Weekly reviewing any Tier 2 opportunities with each CSM for capturing more hours if they are in Tier 2 classifications and determining if more care needs are necessary and presenting options to pick up more hours to upgrade their hours for the rolling average of 30 hours to get to Tier 1 - we have identified several, and CSM's were in the process of reaching out and will have more updates by the end of March.    GM reaching out to Tier 1 and Tier 2 clients and following up on client satisfaction and retention efforts.   I am working on preparations for our Joint Commission Survey Inspections coming up in less than 30 days as well, which once we get through our survey process - we will be able to present more skilled nursing options has potential revenue for new cases. |  |  |  |  |  |  |  |  |  | 
 | 5.0 | Expand Referrals through PPA's: Senior living communities and Placement Agency Targets to broaden the referral pipeline and increase client acquisition. 1 PPA per month executed. | Met with Vet Assist to review contract. 2/6 |  | Meeting is set with George new ED at Five Star for 2-20 and will report on next week. |  | HCL,RDO &RDBD  had a meeting with the ED at Five Star SLC and the incumbent's contract with Senior Nannies, has been cancelled and they're cracking down on the private privates in the community. (Must have a badge, must be in uniforn, absolutley no solicitation) ED very satisfied with TheKey however we're facing strong competition from another competitor, Working Nurses Homecare.They take Medicare, Medicaid, and Private Pay. Meetings on IL residents who are high risk occur on Tuesdays. Incorporating a respite housing program for those transitioning from hospital or rehab to home. May allow us to utilize hospitalizations to market respite housing program to hospitals as well as a means to connect with case managers. |  | GM is continuing to meet with his local contacts, in BNI, Eldercare Law Attorneys, Physicians, etc.   Have prepared a business development presentation to Bobbi Meloro, Eldercare Law Attorney on 2-27 for a lunch and learn for her clients and others, to present Shifting Family Dynamics as Parents Age.her  Bobbi is also letting us run an ad in her newsletter for February and will ask for March as well, as we continue to grow this relationship with her and her clients for referrals from her law office. |  | Working on candidates to interview for second HCL position in Broward and a new HCL for Miami-Dade.  GM has reached out to several other HCL's in other companies and no interest yet, but will still be reaching out to other avenues and trying to find a viable candidate for interview for both Broward and Miami-Dade |  | GM has completed his GM Sales Readiness Training and working on developing his own referral accounts, for Sarasota , and will be reaching out to CSM's in Sarasota to find out if they have had any success in some of the accounts which were sent to me in the GM Referral Accounts to take ownership of.   Pending my start date in Sarasota. |  |  |  |  |  |  |  |  |  | 
 |  |  |  |  |  |  |  |  |  |  | Reviewing with each CSM opportunities for capturing more hours if they are in Tier 2 classifications and seeing if possible more care needs are necessary and presenting options to pick up more hours to upgrade their hours for the rolling average of 30 hours to get to Tier 1 - we have identified several, and CSM's were in the process of reaching out and will have more updates by the end of March.    GM reaching out to Tier 1 and Tier 2 clients and following up on client satisfaction and retention efforts.   I am working on preparations for our Joint Commission Survey Inspections coming up in less than 30 days as well, which once we get through our survey process - we will be able to present more skilled nursing options has potential revenue for new cases. |  |  |  |  |  |  |  |  |  |  |  | 
 |  |  |  |  |  |  |  |  |  |  | GM has completed his GM Sales Readiness Training and working on developing his own referral accounts, for Sarasota , and will be reaching out to CSM's in Sarasota to find out if they have had any success in some of the accounts which were sent to me in the GM Referral Accounts to take ownership of.   Pending my start date in Sarasota. |  |  |  |  |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Restore Trust with Top Accounts: Rebuild trust with targeted accounts, such as Five Star and Elder Options, by addressing past service shortcomings and demonstrating improved leadership and reliability. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Competition with Registries: Compete against registries offering average rates of $210/day ($22–$23/hour), highlighting TheKey's value differentiation in quality and reliability. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Competitors Operate with Lower Margin: Top competitors operating on a 35% margin and providing placement services create pressure to offer similar value while maintaining profitability. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Staffing Challenges Due to Specific CG Demo: Meet the growing demand for specific caregiver demographics, requiring innovative staffing strategies to overcome recruitment and retention obstacles |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Vi-Aventura Preferred Partnership |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Vet Assist- Provides 15Hrs of care/per wk and pays our current market rate. Great opportunity for subsidizing care (Contract in review) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Reengage Five Star Hollywood with Preferred Provider Agreement |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Improvements: revenue improvements from month over month November to December 2024 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Monitoring HCL performance, currently on a stage 2 PIP |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: Sarasota |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  | Actions completed week of 2/24 and Outcomes |  | Actions completed week of 3/3 and Outcomes |  | Actions completed week of 3/10 and Outcomes |  |  |  |  |  |  |  |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Hire a dedicated HCL: Onboard a dedicated HCL to strengthen market presence, drive client acquisition, and expand relationships with trusted referral sources. | Outside resources have been activated to source for HCL candidates |  | Still sourcing for HCL candidates however none cuurently in the funnel. |  | Still no leads in the funnel for HCL candidates. TA is enagging other Headhunters to support reecruitment efforts |  | Enagaged with local FL recruiter to ramp up HCL candidates in pipe line. RM Jaime Cittadino has potential candidate in area she is connecting Earl with this week |  | No active leads in the funnel. |  | We have an inteviw scheduled 3.19.25 for HCL candidtae |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Increase Prospecting through Email Campaigns: Implement a Pardot drip campaign targeting top accounts to enhance visibility, nurture trusted advisor relationships, and drive engagement. | Talking About Aging Drip Campaign sent out 2/7 to rev ops accounts |  | Steps to Safety Speaker Bureau offering Drip Campaign sent out 2/10 |  | National Caregiver Day Thank you to Caregivers Drip campaign sent out this week |  | Scheduled meeting with Empath SVP of HH to discuss diversion of Home Care clients due to staffing constraints-3/5 |  | Met with SVP and ED of Empath; Next steps conduct meeting with local leaders in the Sarasota market, ED/GM to discuss care model and geopraphy. Wk of 3/17 |  | Empath asked to push to the meeting all the stakeholders until the end of the month. |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Boost Consumer Marketing Efforts: Allocate additional resources to elevate consumer marketing initiatives, increasing awareness and access to new clients in key markets. | Working with Emma on locations in Sarasota to do stand alone digital marketing |  | Marketing call facilitated to GMs on overall plans for consumer marketing. Additional information shared on specific sides in Sarasota that digitial marketing would be impactful |  | Paid Media Strategy 2/20. Discussed tatctics to help markets without HCL represnetation next week once Emma & Greg return from PTO. |  | Schedule meeting with Greg for strategic approach for ad campaign in lieu of HCL vacancy |  | RDO/RDBD met with Greg regarding targeted efforts with B2C via Meta. Pardot drip campaign on LTCI |  | Pardot drip campaign on Sleep Well Presentation + Sleep Diary |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Reasses Tier 2 Clients Weekly: Conduct monthly reassessments and QA visits for Tier 2 clients to identify opportunities for increased service utilization and improved median care hours. Maintain 30 hour median | CSMs and Interim GM reviewed all Tier 2 clients and coordianting follow up assessments to increase hours based on care needs |  | Site saw median hours increase WoW getting back to 30.1 hour median after hospitlaization of clients lead to a slight decline. Continuing to review client needs and increase care |  | Site saw billable hours increase WoW by 3.1%. GM tracking CG intros, QA visits, and reassessments weekly to ensure CSMs adhering to SLA and maintain billable hours growth |  | Sites saw a 6.7% billable hours reduction, maintained client census, 1 SOC wow. and a decrease in shift rev by 12.9% with only 1 tier 2 with potential tier 1 eiligiblity |  | SOC: 2/23-2 3/3-0 Leads: 2/23-7, 3/3-7(mainly Caring.com, few Web leads) Assess to SOC- 2/23-100%, 3/3-0%. No SOCs for this week, carrying over from last week. Last week's SOCs 1-Tier2, and 1-Tier3(ANR) |  | Team reviewed all tier 2 clients and 3 increaseed hrs to over 30 hrs a week |  |  |  |  |  |  |  |  |  | 
 | 5.0 | Leverage Leadership Support: Utilize GM, Dawn Christensen, from Naples to provide weekly support, ensuring continuity and effective leadership coverage during the GM gap. | Dawn visted site on Monday to introduce new CGM to office and sit with team |  | Dawn to visit site on 2/21 for office case meeting in Sarasota and conitnue to review cient census/onboard new CGM |  | GM to visit site on Thursday to review accounts CSMs can visit to increase referrals. RDO to visit site on 3/3 |  | New GM, Interim GM, RDO, RDBD, FL RM on site to discuss barriers to growth, areas for opportunites, and referral accounts to penetrate on 3/3 |  | GM and RDO reviewed recruiting constraints that resulted in lost hours due to unable to staff. Partnered with legal to send previous CGM cease and desist and partnered with recruiting to review quality expectations |  | Dawn to be onsite 3/21. New GM Steven reviewing GM referral accounts to call on when he starts on 5/1 |  | Dawn on site with team and reviewed pipeline funnel, SLA reassessments. CGM put in notice, looking to backfill ASAP |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Sourcing for HCL-72 Days Open |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Seasonality Impact: Significant decrease in local census  when peak season ends in May. Anticipate difficulty in HCL ramp if recruiting challenges continue |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 4.0 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Empath Home Health & Home Care- Discuss diversion of Home care clients they currently are unable to staff. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Care Patrol & Oasis |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Opportunity to reactivate stalled account with GCM group Proeger & Associates; Many of their clients require med management and that was the catalyst for leads generated previously.  Lifetime revenue $520K |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Open Operations Leadership position: A SEFL GM is relocating to Sarasota and will take over April 2025 with Naples GM covering in interim |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Application for skilled nursing license underway tentatively Q2 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: Milwaukee |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  | Actions completed week of 2/24 and Outcomes |  | Actions completed week of 3/3 and Outcomes |  | Actions completed week of 3/10 and Outcomes |  |  |  |  |  |  |  |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Territory realignment - Transition Micah from AM to HCL to optimize territory management and focus on driving client acquisition and account growth. | Micah is now being managed by ASM Scott Viscomi |  | Reviewed SF Maps to uncover addional opportunites for growth -2/13 |  | Revised empahsis accounts, esp. in high-end SLC channel, added to SAP. |  | GM/ASM/HCL meting with SILVERADO SLC which resulted in a Tier 1 Opportunity. Scheduled meeting with  "Platinum SLCs" to present TK Differentiator Pitch Deck;HCL/ASM. This could unlock the door with several other Platinum communites in the market. |  | 1. Commonheart Home Health & Hospice: rollup (no cost of aquisition) meeting 2 completed with Tim, Danielle, SV. Goal: Add 2 new counties to WI area of operations at lowest cost.  2.SILVERADO- New Admin. meeting invite received, will be included in MJ's ride along day 3. Azura AL/MC ED Speakers Bureau- Differentiators Deck meeting (new site relationship following WALA conference). Fairway Knoll -SLC, turnaround relations positive, 3 new opps 4. Platinum: working on asst regional manager next-step meeting to discuss partnership. 5. Riverview AL/IL,MC (No Buyin) , new ED met at WALA, bringing us in to discuss deeper relationship. |  | Fairway Knoll SLC: Following WALA conference meeting, refferral trending up significantly 3 tot, 1 couples care 2. Silverado MC-MKE: ED mtg completed, "Transpack" (TP) agmnt. approved; new SOC transferring-in under TP agmnt terms 03-16-25. 1st new post-conf.SOC, WIN. 3. Azura Living Memory Care: ED, President Meeting completed, alignment, we are to be preferred provider for any resident needing 28+ hrs of care. Library Sq. SLC (Sinceri Managed):  GM was OOO, therefore HCL covered 2 assessments, 1 SOC pending as a result of assessment completed. East Castle Place SLC: new provider agmnt signed, allowing for resident care, re-ignited previously productive relationship, DON comms frictions alleviated with new SOPs for  care coordination, plans of correction, consistent touch meetings to remain aligned. |  |  |  |  |  |  |  |  |  | 
 | 2.0 | GM Field Engagement: Require GM to spend one full day per week in the field with HCLs, including collaborating on at least one in-service presentation weekly. | GM went out to community meetings on Feb 6 |  | GM has been out sick since Feb 14th. Combination of WFH and coverage from other GMs. Returning to the field today Feb 20th |  | GM joining ASM + HCL at Wisconsin Assisted Liv. Conference (WALA) Feb 26-27th |  | HCL and GM spent 2 days at a large convention. This resulted in roughly 45 new potential referral partners. HCL and GM will be reviewing and setting up meetings in the coming weeks |  | 3 meetings were scheduled last week. 1 was with an opportunity to grow in Dane County. Leadership is assisting with exploring this opportunity. Home care agency Commonheart looking to divest their HC business and focus on skilled / hospice. They have 40 clients on service, roughly $600 hours a month ($30k). Signed NDA and awaiting more information on client count. This would be a free acqusition of clients however we would need to take on a full time operations headcount. Evaluating the opportunity.  

This week GM will be working on discovery of new accounts assigned and making initial contact. |  | Working through the Commonheart acquisition. Reviewed P&L with Derek. Awaiting responsed on follow up questions. Targeting an April 1st takeover of clients. |  |  |  |  |  |  |  |  |  | 
 | 3.0 | GM Focused Accounts: Target 10 high-value accounts across Trusted Advisors, Family Offices, and Hospice for GM-led relationship building and growth efforts. | Visited 4 Assisted living communities and then went to a lunch and learn with a new Hospice/Home care agency. This resulted in a referral the following day from the hospice company. |  | GM has been out sick since Feb 14th. Combination of WFH and coverage from other GMs. Returning to the field today Feb 20th |  | GM out sick week of 2/17, no actions taken as result |  | Limited availability given confrence attendance. Awaiting date to set up care coordination from Oasis./ GM had a monthly meeting with advisor to review referrals. Per advisor home care has been slow but they are now working with a few more companies. UPDATE. Team meeting on 3/18/25. We have sent over 1 referral to Oasis.

We received 6 new referrals from an old account that was revived (CarePartol) through meetings with the HCL and GM. We have also received referrals from By Your Side as we have been working to revive this account as well, we had a meeting last week with the HCL,GM and |  | Implementing new GM growth plan. 

Awaiting date to set up care coordination from Oasis./ GM had a monthly meeting with advisor to review referrals. Per advisor home care has been slow but they are now working with a few more companies. UPDATE. Team meeting on 3/18/25. We have sent over 3 referral to Oasis. |  | GM is on PTO this week and unfortunately I did not connect with her for an update on her BD activities last week. I will update upon her return next week. |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Improve CSM Conversion Rates: Enhance CSM conversions by implementing a pre-assessment process and cross-training with top-performing CSMs to share best practices. Current conversion 46.7%, increase to >60% | We completed 5 assessments and had 2 SOC. Would have had 1 more but the client unfortunately passed away the day before services started. Emily (CSM) will be going to Chicago next week to shadow high performing CSM Malin |  | Milwaukee CSM has resigned. Exit interview completed. Combination of pressure and lack of work life balance resulted in the resignation. Req has been opened and working with recruting as this is a top priority. Micah (HCL) and GM will team up to support clients and new AX & SOCs. |  | Engaging Ashley Alford, new CSM (also a staffer), in training, her conversions are tracking higher as a result. |  | Ashley has been performing well so far and started 4 cases from 5 assessments last week. 75% conversion rate in February, well above Milwaukee average.

We were able to transition 1 current  tier 2 to a tier 1 this week. |  | 4 assessments performed, 2 SOCs with 2 additonal awaiting paperwork. Currently at 50% for last week. Ashley closed at a 63% clip in February. Far above the last 6 month averaege for previous CSM Emily (40%) |  | 3 Assessments performed, all 3 became SOCs, with one additional SOC converting from last week. Ashley continues to perform far above our 6 month average |  |  |  |  |  |  |  |  |  | 
 | 5.0 | RIM realignment in the midwest - Realign RIM efforts in the Midwest to boost consumer lead conversion rates through optimized workflows and targeted strategies. | Gayle has taken over outbound consumer leads.Shelby Lowell now over seeing the Midwest along with Aretha. Additional improvements expected with Trevor starts later this month |  | Improvements WoW in the top of the funnel. Leads and opportunities up 8-17% respectively vs P4W. |  | Tim is having a meeting with intake leadership to address the top of funnel activty and conversion rates. Too many opportunities being lost at AX Pending stage. |  | Changes forthcoming to RIM that covers Milwaukee. Also working with Marketing to increase lead quality and reviewing all zip codes provided to ensure we're targeting affluent markets. |  | Zip codes updated to reflect only the most affluent areas of Milwaukee for paid targetting. |  | Rim has noticed an improvement in the quality of web leads over the past two weeks. Need more time to track the outcomes of SOCs |  |  |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | New HCL ramping - The newly hired HCL, now in their second month, shows significant potential but requires continued support and development to accelerate productivity and account penetration. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Low cost agencies, price sensitivity: Increasing competition from low-cost agencies creates challenges with price-sensitive prospects, necessitating stronger value positioning and differentiation strategies. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Low conversion on B2C leads - Consumer lead conversions remain below target, highlighting the need for enhanced follow-up processes, targeted messaging, and improved pre-assessment strategies. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Oasis & care patrol |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Stowell GCM |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Beacon Pointe Advisors |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | NPS - Last 3 months - Out of 23 surveys we had 13 of them were 10s, 7  were 8s and 1 was a 7, we then had 3 low scores. 1 was a client who only liked 1 cg and ended services , HOWEVER she just restarted last week. 1 was the dissatisfaction with the accusation of theft and bruises. (investigation was completedand tuned into HR), the last was a 72 hr transitional care at Silverado. They did not leave any comments and would not repond when we tried to reach out. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Stowel - Per Roy (GM/GCM) they stopped referring due to the "changes that happened with the move to thekey". We have explained that the team is largely unchanged locally. Prior to Scott (HCL) getting involved. Emily (our CSM) had weekly calls with him to discuss current and potential new clients. I don't know if the previous HCL had anything set up with him or not.  We recenlty referred someone to him and now he is telling us it is too hard for him to manage. Emily, Roy, his supervisor and I have a call this week to discuss. We need a GCM who can manage the clients. | From Kelley: It has been quite a while since we last referred anyone - likely back in 2022 shortly after we acquired Stowell Associates.  At the time, HCA divided the bus into CM and home care.  We had a CM team briefly, but after TK let go of the stowell staff, the remaining care managers eventually moved on.  Currently we have just one care manager, Roy who is managing 9 clients.  So we do not have any buisness to refer. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
... (501+ rows, truncated)

--- Sheet: Parker - Final ---
Weekly Growth Activity Actions |  | UPDATE WEEKLY by end of day Wednesday |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: Connecticut |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  | Actions completed week of 2/24 and Outcomes |  | Actions completed week of 3/3 and Outcomes |  | Actions completed week of 3/10 and Outcomes |  | Actions completed week of 3/17 and Outcomes |  | Actions completed week of 3/24 and Outcomes |  | Actions completed week of 3/31 and Outcomes |  | Actions completed week of 4/7 and Outcomes |  | Actions completed week of 4/14 and Outcomes |  | Actions completed week of 4/21 and Outcomes
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Increase billable hours: Review all LTC clients for increased utilization opportunities. Potential $340k opportunity. | Met with LTC to review process.  CT team to begin calls week of 2/10.  Will update with calls made and outcomes next week |  | CT North- CSM's have reviewed all LTC clients. No one is wanting to increase at this time. |  | CT North- 7 clients stated they did not want to increase at this time. 1 client may increase 4 hrs weekly (Is discussing with daughter)  CT South - 1 client is adding hours, moving him from 38 hours to 58 hours and potential adding 6 hours for another client. the rest of LTC clients are waiting to use their benefits |  | CT South - 1 client is considering adding 2 hours per day however really likes her caregiver and she can't add to the schedule     CT North: We have exhausted all avenues of growth here and all 7 clients are declining to increase as this time. |  | CT South - LTC lists has been completed, resulted in 2 clients adding some hours. The rest are not interested at this time    CT North has exhausted the list. |  | CT South: Amanda and Sherrie attended networking breakfast for Crosby Commons to align with more referral partners and build Masonicare Relationships  CT North:  Visit to facility with CSM to show united front and strengthen relationship |  |  |  | CT South: Meeting scheduled on 4/1 with a client about adding more hours to utlize her LTC.  1 QA visit/reassessment to discuss adding more hours with a different UTC possible client, he is going to think about it, not sure yet. |  |  |  |  |  |  |  | 
 | 2.0 | Weekly GM and HCL ridealongs: Facilitate weekly GM and HCL ridealongs to strengthen field partnerships and target Tier 1 clients, driving higher-value relationships and growth | 5 facility visits made by GMs/CSMs week of 2/3 |  | CT South - Amanda ride along with HCL Cori to Apple Rehab, Guilford House, Harbor Chase, Branford Hills along the shoreline      CT North: Visit with HCL and GM was rescheduled due to HCL out sick. |  | CT North- HCL/GM visit cancelled due to illness  CT South - Amanda ride along with HCL Cori to Apple Rehab, Guilford House, Harbor Chase, Branford Hills along the shoreline |  | CT South - LTC presentation from Cori's PAC Meeting in the New Haven Office, Visit Time Slips at The Landing and Visit Watermark & Residecne Westport with Sandy     CT North: Ride along with Laura (GM) and HCL Lilian |  | CT South - work with Sandy to identify dates of visits and programs   CT North:  HCL was out ill all week. |  | CT South: Reviewed 7 potential clients for Tier 1 status. More clients do not want to add hours because of LTC policies, don't want a new caregiver or are back to baseline so decreasing.      CT North: Review conducted, no increaes at this time. |  | CT South: GM on vacation - 2 CSM's went to facilities and networking events.  CT North:  CSM/CGM visit to Anthology Simsbury to strengthen partnership, GM/CSM visit to Tier 1 client in Avon to ensure satisfaction. CL remains on service. |  | CT North: Laura/Cori  Visit to UCONN and meet with 3 departments, visited McCauley and spoke with E.D., and visited with St. Marys staff. Cori is continuing her mindfit series @ McCauley and we have a planned upcoming meeting with staff to further our partnership!   CT South: Lunch and Learn with HCL Sandy / Lilian at Monarch to grow our partnerships.  CSMs & Amanda - total 6 visits to facilities to grow relationships |  |  |  |  |  |  |  | 
 | 3.0 | Monthly review of Tier 2 clients: Perform monthly reviews of Tier 2 clients, followed by scheduled reassessments to increase hours and service value. Median hours currently 20, increase to 23 | 2 Clients moved to Tier 1 from 2/3-2/10 |  | CT North- Case review of all  2 clients on 2/19 to identify those needing a reassessment and/or service value. |  | CT North- 14 Tier 2 clients that have the potential to increase, CSMs working on these.  CT South - potential 5 clients to move to Tier 1. CSM's reviewed and clients are not ready yet. |  | CT South- Identified 1 Tier 2 Client that only needs 2.5 hours to change to Tier 1. CSM has QA schedule to discuss more hours  CT North identified 3 clients with potential to increase, CSM following up with this week |  | CT South - 11 reassessments completed to see if they needs hours. 3 Client added some hours temporarily while recovering.  Reviewed  10 potential Tier 1 clients |  | CT South: 2 Starts of Care and 3 pending after assessments! Lost Opportunities - 1 does not meet minimums, 2 chose competito for cost, 2 lost contact, 6 was just in reasearch mode |  | CT South: Completed QA's and Reassessments - 2 clients returned from hold status and added hours. CT North: Meeting with GM and CSM's- 3 clients identified as potential increase. |  | CT South: 2 clients that were Tier 2 are returning home and should be Tier 1 in the next coming weeks   CT North: Reassessment done on a Tier 2, and they are now a Tier 1. |  |  |  |  |  |  |  | 
 | 4.0 | Post AX reviews of all Tier 1 & 2 clients: Collaborate with CSMs on post-AX reviews for Tier 1 and Tier 2 clients to align on advancing opportunities to SOC and improving conversion rates. Improve SOC conversion from 68% to 75% | Started, will update next week |  | CT North- This takes place daily during our Stand-up. This week we were able to secure a new Tier 1 client by compromising on the rate. (Took away from a competitor!!!!) |  | CT North-  Started a Tier 1 by comprosing on the rate as this client was coming from a competitor.   CT South - 2 clients need higher level of care / 1 for price , 3 for lsot contact / 1 can't afford services at all / 1 is not ready to switch agencies. Follow set for future  4 NEW Clients schedule to start this week! |  | CT South - Lost opportunities 1 for higher level of care, 2 lost contact and 2 that no longer need care  CT North:  Opened back up a closed Opportunity that was a Tier 2 and will possibly be a Tier 1 at SOC. |  | CT South - Lost 1 client for needing higher level of care, 2 for lost contact, 3 no longer need care were just calling for information, |  | CT South: Laurie B 3 assessments this week with 1 official close and 2 pending    CT North:  Every lead/opportunity in SF reviewed each morning with full team.   1 opportunity to bring back a discharged client. Working with recruiting to find perfect match. 2 Tier 1 starts scheduled week of 3/17 for CT North |  | CT South: Deep Dive reviewed, only 3 opps did not move forward, 1 chose competitor and the other 2 are not ready for services!  CT North: Fostering 3 Opp with hopes to turn into assessments. |  | CT South: Expecting 5 new client starts in the next week based on assessments.  Only 3 opps did not move to AX and closed based on rates (2) and (1) back to baseline.  CT North: Fostering a Tier 1 after Assessment for 3 weeks and finally closed to SOC in April. |  |  |  |  |  |  |  | 
 | 5.0 | Leverage strong CSM closers for AX: Identify top-performing CSM closers to handle the bulk of AX opportunities, focusing on Tier 1 and Tier 2 clients to boost AX-to-SOC conversion rates. Increase conversion to 75% | Reviewed intake process SLAs w/GMs week of 2/3 will report adherence & conversion next week for week of 2/10 |  | CT South -Shifted territories around for new clients in the South - CSM Laurie B/ Connie M to handle shoreline accounts based on familiarity.  Decreased Desiree J territory to not have as much travel time and focus on building her areas. |  | Reviewed CSMs-Brittany Dudics, Christine Alessio and Connie Mahoney identified as top 3 closers with rates over 70%.  Working on process to funnel opportunities to them when possible. |  | Meeting scheduled week of 3/3 with Regional for Brookdale to follow up with compliance concerns for PPA agreement across all locations in CT and MA. |  | 5 assessments completed, 4 converted to clients, 1 pending |  | Meet with Sabrina for Brookdale Partnership. I have a follow up meeting to discuss next steps and setting meeting with Ashley & Nancy Warner and their legal team. |  | CT South: 6 new starts of care coming in weeks to follow after assessments  CT North: 4 new SOC's this week and 1 client returning from Rehab. |  | CT South: 1 Quick Start, team effort, to do assessment and get CCA signed - 24 hourly coverage temporarily! CT North: Met with CSM's to talk about challenges of closing at time of assessment and ensuring appropriate to have an assessment. |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Acquired largest homecare in Connecticut. Business was built on 100% B2C. | Rates 9/2022- Companion rate: $21, Homemaker Rate: $24, Personal Care: $26-$28, Live In- $285-$300 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | At it's peak this market had 5 strong HCLs and we currently have 2 HCLs and 1 ramping HCLs |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Department of Consumer Protection ​updated the definition for homemaker and companion care limiting our ability to provide homecare in this state. Licensure in process. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Pricing challenges in this market. Our pricing is aligned to homecare, not companion and homemaker |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Brookdale PPA Agreerment:  Initiate the Brookdale PPA partnership with the first meeting scheduled for 1/8/25, setting the foundation for long-term collaboration (agreement sent). |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Onsite Partnerships Development: Establish new onsite partnerships modeled after top-performing accounts in the DMV region, such as Seabury, Anthology of Simsbury, and Farmington, to replicate their success. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Increase activity in Trusted Advisor Accounts: Drive engagement within Trusted Advisor accounts to sustain and expand growth, building on the $59k month-over-month revenue lift achieved between November and December. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Need an increase in flexibility with Salary for HCLs (Former top HCLs make an avaerge of 150k base salary with competitors) | Due to the license limitations enacted in 10/23, we are unable to continue care when someone moves beyond companion level.  This affects our ability to retain high utilization clients who require hands on care or complex care.  This also limits the types of faciity partnerships we can engage in. We are in the process of adding a Home Health Aide agency license to allow for a broader line of service to include skilled nursing.  The license is in the stage 2 process with an anticipated time line of 12-24 months until approval. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Generally higher % of Tier 2 vs Tier 1 due to the companionship care level - higher acquity clients tend to require longer hours and a higher level of care prohibited under the companions and homemaker license |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Tier 1 declines are due to loss of legacy C&H clients as they expire or care level becomes outside of scope of care when returning from hospital, SNF or Rehab |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: New York |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Hire a 3 dedicated HCLs (Westchester, Manhatten & Queens): Onboard a dedicated HCL to strengthen market presence, drive client acquisition, and expand relationships with trusted referral sources. | Interview Scheduled for 2/13 with NY ASM from Caring People |  | GM schedulefd to present Speakers Bureau in Brightstar Senior Living Tarrytown NY |  | No interviews Scheduled. Reached out to 3 candidates via LinkedIn. |  | Interviewed a potential candidate. The second interview is scheduled for the week of 3/3. Targeting medicare/medicaid reps for Ambassador Elite Program. |  | Interviews with potential NYC HCL in progress.  Final interview scheduled for week of 3/10 |  |  |  | working towards rev ops acct 2.5% Tammi to speak with leadership team.  Education seminars for residents and families. Call with Jay Assapro CG dinner, will be HC provider -  Bristal Holtsville 25 year VIP party 3/26 Steven Pike meeting 3/25 -would like to move forward with 1099. |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Partnership Expansion: Expand exisiting partnership with CaringOnDemand | Meeting with PPA opportuntiy Monarch 2/12 ASM/GM |  | RDBD Goldmen Sachs Meeting 2/21.  Monarch meeting complete on 2/12, next step meeting with ED at Monarch Melville |  | Next step is implmenting local site plan with HCLs in NY and CT. Next step is RDBD to meet with leadership team to review terms and expanded opportunity in all 31 locations (Pennsylvania New Jersey New York Connecticut and Maryland) |  | Meeting set with Jefferson's Ferry & Caring on Demand for 3/12 for potential partnership.  Awaiting confirmation for date with Regional for Monarch at Melville for next steps in potentiall PPA. |  | Intro meeting at Fountain gate CCRC community on 3/4. Meeting with CoD & Jefferson's ferry on Wed, 3/12 update to follow after meeting.  Meeting set with Bristol Holtsville on 3/13 to discuss being their primary agency due to their in house agency staffing struggles. Still awaiting date confirmation with Monarch at Meliville for next step meeting. |  | Tammi at Bristal to speak with leadership team at Holtsville for next steps. Also planning education seminars for residents and families. Working with Anna to sponsor SW Spa night |  | Andrea V and staff work pipeline with teams and RIMS. SF review weekly |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Improve Conversion Rates: Identify strong closer for NY team to support RIM and improve conversion. Current 53.9% to 70% | Updated intake process with team. Andrea Vespe, LPN assigned to assist with assessments. Will update assessments and conversion for week of 2/10 next week |  | In progess Andrea Vespe-SF access issues week of 2/10.  Andrea is now active with SF and will report on progress next week |  | Andrea has ownership of 2 client, currently, however, working with RIMs on other opp- all in chatter. Now has accces to intake and ops emails, and is receiving lead emails |  |  |  | 3 Assessments, all pending commitment at this time, 2 SOCs |  | Nursing completed hospital calls for current clients, all to return to service. Conklin back in AL, and we are in community. |  | Continue to await direction from Corp team on marketing spend and resources. Completed hospital calls for current clients, all to return to service. Conklin back in AL, and we are in community. |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Boost Consumer Marketing Efforts: Allocate additional resources to elevate consumer marketing initiatives, increasing awareness and access to new clients in market. | Need update from Emma |  |  |  | Emma states working on additional tactics for NY and will update next week when she and Greg are back. |  | Set a meeting with  Emma and Greg to review marketing plan for New York. |  | Kevin P scheduled meeting with marketing for 3/21 |  | Reviewing T 1 against census, Conklin increaed to another night of care increase by 10 ours. 2 SOC T3 one T1, added 14 hours already 8-10 hours daily. |  | Reviewing T 1 against census, Kornblith added 4 hours 1 SOC on 3/21  Teir 3 client. 1 assessment completed. |  |  |  |  |  |  |  |  |  | 
 | 5.0 | Improve Utilization: Review Tier 2 clients in weekly care team meeting to identify opportunities for increased service utilization and improved median care hours.  RNs to monitor changes in conditions and recommend increases in hours as needed. Consistently maintain >42 median hours | Returning client converted to Tier 1 week of 2/3 |  | No clients converted to Tier 1 week of 2/10 |  | Reviewing census weekly on pipeline, 1 client able to add a night, currently staffing 4 nights, additional 8 hours |  |  |  | Returning tier 2 client(snowbird) scheduled for week of 3/10.  Continue to review tier 2 clients for increase in hours during weekly client review.  No increases week of 3/3. |  | Spoke with Jessica  (Monarch Regional Health and Wellness Director CT/NY) to schedule partnership meeting April 16th with myself and Ashley. |  | Connected with Kaylee regional at Bristal to review PPA to continue negotiations for NY & NJ partnership opportunities. |  |  |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | HCL turnover: Operating with only one HCL due to turnover, limiting capacity to build and maintain referral relationships and grow the territory effectively. | 4 HCLs have turned over in 2024. 2 in NYC and 2 in Westchester. NY positon 61 days open and Westchester 21 days open.  Need salary flexibility for both markets, seasoned HCLs are at $150 base and higher |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Inconsistant Branding: Not fully transitioned to TheKey branding due to ownership changes, currently operating under three co-brands: Steps by TheKey, Mavencare by TheKey, and Home Care Assistance by TheKey, causing potential brand confusion. Awaiting License |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Minimum wage increase: The rise in minimum wage to $19.10/hour is driving up rates, with competitors maintaining lower pricing ($36–$38/hour and $450/day live-in), creating pricing pressure in the market. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Additional Regulatory Requirments - The RN CSM's role begins only after clients agree to start care, limiting their involvement in the initial sales process. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Expand Caring on Demand Partnership in additional communities. (The Club at Briarcliff) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Continue partnership meetings with identified strategic accounts. ( Atria, Arbors, Brandywine and Jefferson’s Ferry) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Care2U partnership to reduce hospitalizations - can provide acute care at home |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Loss of high utilization legacy clients: The departure of high-utilization legacy clients from Steps and Mavencare has left these areas without B2B relationships due to the absence of HCLs. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Difficulty filling HCL positions: Challenges in recruiting HCLs are driven by a negative reputation shaped by former employees’ narratives and competitive salary requirements. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Need for Increased Consumer Marketing: NYC (5 boroughs) and Westchester would benefit from enhanced consumer marketing efforts to maintain visibility and drive client acquisition while HCL recruitment is underway. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: New Jersey |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | GM Field Engagement: GM to complete monthly scheduled visits to Top 10 SAPs to uncover Tier 1 opportunity | 3 Site visits completed week of 2/3 |  | No Top 10 Visits made week of 2/10 d/t CSM out with the flu. |  | No Activity |  | Attended VNA Networking Event  2/27. Setting f/u with Arbor Terrace Mountainside to pursue possible steps for flex care-date pending |  | PAC Meeting 3/5.  Connected with Leslie Yngobo-Bowes at Arbor Terrace/Basking Ridge. Lunch planned after week of 3/17. |  | John visit to NoVA Flexsites - potential changes to Delaney and possible partnership at Thrive |  | Deep Dive review (Bergen) :  2 clients ending d/t finances (1 Tier 1/1 Tier 2).                                                                                                                      2 clients rehospitlaized (1-Tier/1-Tier 2).                                                               1 new client added hours on the weekend (Tier 1).  No other opportunities to increase hours at this time. |  | 1 G2M activity at JFK hospital for possible nursing case (did not open d/t change in orders).  Continue assessments |  |  |  |  |  |  |  | 
 | 2.0 | Increase Tier 1: Conducting visits to all Tier 2 clients with opportunity to increase utilization to Tier 1. Consistently maintain median hours >47 | 1 Tier 2 visit complete by GM - awaiting RN visit updates for week |  | All Tier 2 clients reviewed during deep dive to identify hours.  Client Hours/Changes Updated where appropriate.  Begin to engage nurses to make in person 30 day visits rather than phone calls for greater client engagement. |  | Deep Dive review of all Tier 1 and Tier 2 clients for Bergen and Southern NJ clients.  15 Tier 2 clients reviewed-1 possible discussion to review moving from Tier 2 to Tier 1.  Most clients are consistent and remain the same d/t stabilization/costs. |  | Deep Dive Review of all Tier 2 clients for CNJ.  16 Tier 2 cleints discussed.  No opportunities at this time for increased visits. |  | Deep dive review of all Tier 1 and Tier 2 clients (Bergen). 16 Tier 2 clients reviewed and discussed.  One client with an  opportunities for increase. Flex care client will be moving to live in care with us.  1 new client (Tier 2-CT) put services on hold, looking for a very specific caregiver.  First cg was too soft spoken for her and we had a cg go out with the nurse and she wasn't satisfied with the cg.  1 Nursing Case stopped-client is actively dying. Still scheduled to see spouse bi weekly. |  | Deep Dive cancelled due to staffing conflicts.  Resume week of 3/17 |  | 9 SOC's for week of 3/17                                                                           3-Tier 1 Clients                                                                                                                 4 Tier 2 Clients  1 client died before caregiver arrived                                                                   1 client not safe for care in home/APS contacted |  | Deep Dive-Central NJ (22 clients reviewed)                                                                                                                                          1 client ending services-moving with family |  |  |  |  |  |  |  | 
 | 3.0 | Client Retention: Weekly review of all discharged Tier 1 clients to identify trends and build follow up and remediation plans going forward. Current retention is 77%, increase to 80% | 3 d/c's reviewed for week of 2/3 - 1 hospitalization, 1 passed away and 1 placed in rehab w/potential to return |  | 2-Tier 1 clients dishcarged-no trends identified.                                                                                                    1 Tier 2 client discharged (aide quit d/t decrease hours by client in hard to staff location. |  | Review of 32 Clients with SOC in January.  17 clients remain open.  7-Tier 1 clients, 8-Tier 2 clients, 2-Tier 3&4 clients.  1 client ending service d/t memory care facilitiy.   Review weekly hospitalized clients resulted in 1 client possibly coming home on hospice from rehab with live in needs Week of 2/24). . |  | 20 SOC for February + 5 anticipated SOC that cancelled (1 starting in March).          Of 20 clients active clients 15 clients remain open. Intended Tier 1: 7 clients             Tier 2: 5 clients,  Tier 3-4: 2 clients.                                                                                                                         D/C & Hospitalizations: 4 (3 hosp/1death) |  | 6 SOC for week of 3/3. 2-Tier 1 clients/3-Tier 2 clients. One quick start of care lost. Case was staffed and cg ready to start with hours of 9-1. Client declined as she wanted 8am (no flexibility). Over 40 caregivers contacted and only 2 caregivers willing to accept assignment none available to start at 8pm d/t location (Somerset).Will be discussed with recruiting. |  | 5 SOC's for week of 3/10:                                                                                                                                                                                                                                                                               4-Tier 1 Clients/1-Tier 2 Client                                                                       1 Tier 1 client discharged.  Client moved to higher level of care.  No interventions required. |  | 30 Day Follow Ups (SN)-2 visits (1 30 day client moving to memory care). 7 clients contacted for 15/45 follow up). |  | 4 SOC's for week of 3/24                                                                                                                                                                                                                     3-Tier 2                                                                                                                                                       1-Tier 3 (client died) |  |  |  |  |  |  |  | 
 | 4.0 | Client Satisfaction: Weekly CGM calls to Tier 1 clients at 15 days and 45 days to evaluate CG satisfaction. Continue to increase Office Team OSAT score and maintain >50 | 35 calls completed by CSM & CGMs |  | Calls to Tier 1 and Tier 2 clients.  Requested CC tag (15/45 day follow up) to be created to track through system. |  | 10 clients contacted by Scheduling team for 15/45 day follow up.  No issues reported.  JC and NF to call all clients assessed and assigned by them for follow up review within the first 30 days of SOC.  RN CSM to start making 30 day visits (not charged to clients) for in person assessment that careplans are being followed, supervision of staff, and identify any issues |  | 9 Assessments completed last week by NF and JC.  6 SOC, 2 Pending, 1 going to respite.  Schilling and Sam Campbell visited some of their long term clients and caregivers.  Very positive feedback from both clients/caregivers. Engagement was well-received.  7 clients called for 15/45 day follow ups. |  | Schedulers made 6 15/45 day calls to clients. Postive feedback and no issues reported. |  | 6-15/45 day calls made to Tier 1/Tier 2 clients-no issues or concerns reported. Mary Castano, Scheduling Manager visited 6 clients and caregivers at Delaney Flex Site.  Visits with clients and CG's went well |  | 7 Assessments (2 SOC week of 3/24), 4 pending SOC's, 1 lost (see NJ Assesment to SOC sheet) |  | 30 Day Follow Up (SN) 1 client (IK) Tier 1/client declined in person assessment. PHone assessment conducted.  No issues or concerns noted.  7 15/45 clients contacted by schedulers.  No issues or concerns to report. |  |  |  |  |  |  |  | 
 | 5.0 | Improve Conversion: Non-clinical CSM to complete in-person AX for all potential Tier 1 & 2 clients. Currently conversion is 44.8%, improve to 60% | 2 in-person assessments completed(Nancy out sick end of week) |  | 4 Assessments scheduled for last week.  2 completed (Couple Care client sent back to hospital when I arrived/1 confirmed assessment converted to SOC |  | 4 Assessments completed by JC and NF.  3 converted to SOC week of 2/17 and 1 converted for week of 2/24. 5 SOC for the week. |  | No interviews for open HCL position…Meeting with Regional for Bristol Communities for NJ/NY week of 3/10. Meeting scheduled for our HCLs to connect with the regional director for VNA and their sales team to increase co-marketing efforts across NJ. |  | 3 Assessments completed (1 SOC for week of 3/17) (1 potential client in rehab/waitng for discharge & 1  waiting on Genworth LTC will pay per day). |  | 5 assessments (1 SOC Week of 3/17 with 4 pending SOCs for week  of 3/17) |  | Connected with Kaylee regional at Bristal to review PPA to continue negotiations for NY & NJ partnership opportunities. |  | 6 Assessments      (1SOC week of 3/24), 4 pending SOC's, 1 lost (d/t change in nursing orders) |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Competitor Hiring Former RDBD: A former RDBD in the market now works for a competitor, leveraging their relationships, offering higher salaries to attract HCLs and selling below our market rates particularly for live ins creating price pressure |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Additional Regulatory Requirments - The CSM's role begins only after clients agree to start care, limiting their involvement in the initial sales process. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Lack of Closing New Business in Person - Relying on RIM's vs CSMs to close over the phone instead of in person diminishes the client experience and contributes to lower conversion rates. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Expand VNA partnership (Visiting Physician Services & Post discharge client focus) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Expand Arbor Terrace Partnership to all locations across NJ. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Establish addtional onsite partnerhsips within SLCs (Thrive, Sunrise & Five Star) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | High volume of legacy live ins from Executive Care acquisition |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Shift account focus/activity for HCL from SNF to Trusted Advisor (GCM Wealth Advisor and Guardianship Attornies) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: Pennsylvania |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | AX to SOC Conversion: Pre-assessment planning meetings with CSMs for all Tier 1 & 2. Current conversion is 43.3%, increase to 60% | RDBD Attended pipeline…Reviewed all pending clients in the funnel and next steps with HCLs during coaching calls. |  | Betty and Cathy visited 8 clients total to get new Alpine paperwork completed plus getting an opportunity to see if we can increase hours. Unfortunately no takers to increase hours but was able to get an opportunity to see clients and express their happiness with the overall service. |  | Betty visited 6 current clients to get new agreements signed for Alpine Home Care. Betty identified 2 current tier 2 clients that continue to fall below 31 hours due to caregiver schedule change requests. That has been resolved and both clients should average over 31 going forward. |  | Betty and Cathy continued to get new Alpine agreement signed 4 visits made and agreements were signed. Also served as client check in visits. All is going well and those clients are happy with services. Identified a couple areas of improvement needed with caregivers and tasks assigned. |  | Conversion remains at 42% for last 4 weeks.  Reviewed with the team.  They are getting in front of more clients but are still experiencing no response from some potential clients that are moved to opportnity |  | Joan Diienno completed AX 3/13 for Maxine F, Tier 2 client referred by Lankenau Hospital, SOC 3/14. Betty Blosky completed AX/SOC for Margaret F, Tier 1 client. Betty Blosky completed AX 3/14 and SOC 3/16 for Barbara Y, Tier client. Betty Blosky completed AX/SOC 3.13 with Doris B (was on service with last year), Tier 2. |  | GM Cathy activities: 

1. Supporting Jennie Mojica (HCL) while on LOA: Visited Symphony Square and checked in with Michael. Unfortunately Michael was called away to a new resident meeting and we couldn't meet too long. Called Marcel from Atria Center City but unable to reach him. I wanted to get an update on mutual future client Anne L. He did not call back. Stopped in Bryn Mawr Hospital Case Management. Hospital is full and they continue to refer. 1 recent referral said they could not afford services and second referral wants only (1)4 hour shift and that may even too much. 
#2. G2M: dropped off more brochures to Bucks County Medical Associates (Dr Gittlen) per their request. 
Cathy met with Marisa Pollack of Novacare Rehabilitation on 3/18. Discussed partnering as they are trying to grow in-home PT business and want to also refer home care services. We will continue to stay in touch. I shared our current service area and Marisa is going to match that up with her 10 therapists. Follow up meeting 3/21 with Marisa Pollock at NovaCare. Reviewed zip code service. Confirmed the process on how both NovaCare and Alpine refer clients to each other. We both have someone in mind that could use our services. Marisa and I are reaching out. I shared with the OPS team how we go about referring PT services. Joan and Betty will especially be on top of this with our current client base and of course new clients as well. 
#3, visited new client Elaine B on 3/20 so she could sign the agreement. She was in too much pain and it was best not to disturb her. Betty ended up going back the next day and was able to get agreement signed. |  | GM Cathy activities:

1. Supporting Jennie while on LOA:  3/27 Dropped brochures at Symphony Square per Michael's request. He was not there that day, I left at the desk.  3/26 I tried to meet with Paoli Hospital-MLH and referral Harry Searfass but Harry was not in his room. Case Management would not see me as I needed an appointment. Emailed CM team asking for a meeting as Jennie has been trying to get in touch with that department without much success. Joan is going to get someone at MLH corporate to help us. 

#2 G2M: Not making any progress with AccentCare. They are a competitor and obvisouly not in a rush to respond to me. No one returns my calls. 

#3 Spent time calling Opportunities and introducing myself with the hopes to close more business. All very receptive but not in a rush to make decisions on care. 

#4 Spent time in the field posting our recruiting flyers in local businesses. Trying to stay active in the community to help boost our caregiver recruiting. |  |  |  |  |  |  |  | 
 | 2.0 | Increase billable hours:  Weekly review of Tier 2 clients for potential to increase to Tier 1. Consistently increase billable hours 1% monthly | 2 in-person Tier 2 client visits complete |  | Joan completed in-person assessment for new live-in. Actually 2  pre-meetings were necessary as they wanted to meet caregiver before SOC. |  | Joan completed 2 assessments. One client was supposed to start week of 2/17 and the other was supposed to start week of 2/24. One client unfortunately had to go to rehab and therefore the SOC is delayed a couple weeks. The second client,  even though the husband wanted us fr his wife, client refused care and wanted to stay with her personal friend to help. Husband hopes to one day to use us and apologized. |  | Joan did her normal client visits plus SOC/Assessment withe new client Mimi O. Also spent time talking to Atria facility (new referral source) social worker with Jennie and Kevin. Possible new client Ann L. |  | Joan Diienno completed 2 SOC assessments for Bala, Pam L and Gloria N. Totally 42 new hours per week. Betty visited with prospect Jim C and his wife. Looking at 24 hours per week. Wife needs to determine SOC date. |  | Cathy met with Residence of Bala, 90 bed AL/IL/Memory Care. Ths facility was very resistant to meet with Alpine but new management agreed to a meeting. This is a sister facility to Mercer Hill, Daughterly referral source. Heard good things about the company and will now setup a meeting with Cathy, Joan and Residence at Bala Resident Care Director who makes referrals. Hope to have this meeting in late March. |  | Betty (Reassess) worked with Joan S family and they agreed to add back split shift after Joan's hospital stay. Increased by 28 hours
Joan (Reassess) Gloria N. Temporarily increased evening hours as she is weak. Increased 15+ hours |  | Betty saved 24/7 client Elaine B that was ready to cancel due to a concern with 1 caregiver. They made changes to the team. She is happy as if her husband who may want to come on service when Elaine comes home from rehab.
 
Betty was able to increase hours with Ruth F. Client used to be 6 hours a week and move will to about 21 hours per week. Betty convinced Ruth (with help from the daughter) to accept her normal caregiver who was willing to work every day. |  |  |  |  |  |  |  | 
 | 3.0 | Customer satisfaction and conversion: Adherence to SLA for in-person AX for all Tier 1 & 2 clients. Exceed Office Team OSAT >50 | 1 in-person AX and 2 via zoom due to POC living out of state |  | Betty completed 2 in-person assessments for 2 SOC |  | Betty completed a SOC assessment. Split shift client, 52 hours per week. She also completed a hospital discharge reassessment, current client temporarily added overnights. Total of 36 hours additional |  | Betty took the entire week to enter new care plans in the Alpine system (former Daughterly clients) |  | Cathy and Jennie visited with marketing director at Atria Center City. We are about to start our 2nd client in this facility. We think the hours will be 24/7. Still determining care. Hopefully SOC by end of March as this client is new to Atria. Marketing director has a 3rd client lead for us. Waiting for details. This is a big win for us at Home Instead has been the only agency they have used in the past but very high priced. Willing to add Alpine has a choice to their residents. |  | Protect the Castle: Covering Jennie Mojica for 6 weeks or so as she is on Medical LOA |  | 4 SOC
Betty Blosky completed AX and SOC 3/21 for Elaine B, Tier 1 Client, completed AX and SOC 3/21 for Betty R, Tier 2 client, AX and SOC 3/20 for Virginia G, Tier 2 client
Joan Diienno completed AX and SOC 3/18 for Alice H, Tier 2 client. AX for Dolores D to prepate for SOC on 3/25. |  | 4 SOC
Joan completed AX and SOC 3/24 for Diane S, Tier 2 client, completed AX and SOC 3/25 for Dolores D, Tier 1 client and completed SOC and AX for Mary F, Tier 1. Mary came back to us as she didn't like the SLC she went to last December. Joan trying to help close business with Brenda H. She was a former nurse. Not sure she can afford us too long. Could be about 12 hours a week. 

Betty completed AX and SOC for Paul G. Tier 2 client.  AX for Anne M, family still deciding on care. Betty completed AX for Doris P on 3/28. Family wanted to meet Betty first. Looking for 12 hour shifts daily. |  |  |  |  |  |  |  | 
 | 4.0 | GM Field Engagement: Continue monthly protect the castle GM visits as well ride alongs with GM & ramping HCLs | Ride along to Bryn Mawr rehab completed 2/6 |  | Cathy continuing to prep for consolidation of 2 offices (Wellsky, website). Some new Alpine agreement being sent via PandaDoc as responsible parties live out of town |  | Cathy and Betty continuing to focus on the build of client profiles and care plans. Go live is set for week of 3/5 for all Daughterly clients to be in Alpine URL. |  | Cathy spend 2 days with Kim G and Kevin discussing growth plans for PA. Spending time with office and HCLs. Cathy spent time reviewing Daughtely data enterd in Alpine. Assisted Kris Croll with caregiver entry. |  | Cathy and Morgan visited a few Warrington referral sources as part of protect the castle but also to explain the Daughterly and Alpine name "merger". We wanted to meet in person. Ann's Choice, Mercer Hill. Pathways and Solana |  |  |  |  |  | see above under GM acitivities |  |  |  |  |  |  |  | 
 | 5.0 | Increase billable hours and conversion: Weekly review of closed lost opportunities to find additional opportunities for conversion. Increase billable hours 1% MoM and improve conversion to minimum 60% | 1 visit to closed opportunity at Ann's Choice - awaiting signed PAF to move forward.  2 new client SOC week of 2/3 with 2 live in SOCs pending for week of 2/10 |  | Corrected internal process of marking things Assessment completed. This is now owned by local office team vs RIM. This will improve percentage |  | Joan, Betty and Cathy are actively more involved in talking to new opportunities to help improve  percentage of assessment to SOC. |  | Toured high end potential partnership community (Atria Center City). Presentation to leadership team scheduled for week of 3/3. |  | GM and HCL Meeting with Atria Center City Leadership team to discuss next steps to partnership. Identified two new potential SOCs and outlined next steps to building partnership. RDBD to connect with regional to discuss PPA. |  | GM met with Residence at Bala visit (sister community to Mercer Hill) Scheduling meeting with RDBD and Alpine Clinical team to present to their ]leadership team onsite. |  | Met with Cathy GM  to review site plan and discuss next steps for potential partnership accounts. Revelle, Atria Center City, Residence at Bala and NovaCare. |  |  |  |  |  |  |  |  |  | 
 |  |  |  |  |  |  | Jennie, Joan, Cathy and John Conaway attended a large lunch meeting with all social workers and case managers from MLH-Lankenau Hospital. Revitalized our relationship and they were able to meet Jennie who will serve as their primary contact. We were well received in this meeting however they informed us that many of their patients cannot afford private pay. This is a big difference from the past as Lankenau referred us private pay clients often. |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Not Key Branded (referrals go to franchise if someone calls the national line) - Operating as Alpine HC & Dtrly Companions |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Client Conversion |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | 2 Ramping HCL - lost top performing HCL in July |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Restablish MLH relationship (Additonal Hospital/SNF Accounts) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Increase HCL activity in Trusted Advisor Accounts |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Establish Partnership with Legend/Erickson SLCs to grow Tier 1 starts and increase site census |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Continue with recruting challenges for Dtrly office - despite approaches from recruiting, this has not improved |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Consolidating Dtrly Companions into Alpine HC effective 2/1/25 so we are one brand going forward |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: DMV |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Client retention: Reinforce adherence to the re-assessment SLA for all tier 1 & 2 clients. Improve retention from 77% to 80% | 9 reassessment/QA visits complete week of 2/3 |  | Non-clinical CSM scheduled 7 in-person visits, 4 seen and 3 cx due to family and/or weather.  Families discussing care and financial impact to consider signing.  Follow up from week of 2/10-4 scheduled, 3 pending SOCs and 1 who started care during this week. |  | 16 reassessments/QA visits completed in NoVA week of 2/17. 5 reassessment/QA visits in MD. |  | MD-4 re-assessments, 3 SOC and 1 supervisory visit completed.  NOVA- 14 ressessments/Sup Visits, 5 SOC completed. |  | MD-3 re-assessments, 1-Annual and 4 supervisory visits completed. NOVA - 11 reasessments /sup visits completed |  | MD-2 re-assessments and 1 Annual completed. NOVA - 13 Reassessments/Sup visits |  | MD- 1 Annual and 4 Re-Assessments. NOVA - 16 Reassessments, 8 SOC assessments |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Increase billable hours: Monthly review of tier 2 clients with nursing team to identify potential clients for increased hours. Consistently increase billable hours 1% MoM | Weekly review - 1 client from Tier 4 to Tier 1.  2 Tier 1 clients added hours |  | No clients moved to higher tier --- 2 tier 2 clients reviewed in MD.  2 new tier ! SOC in MD, 1 Tier 1 SOC in NoVA |  | Reviewed tier 2 clients at weekly CM meeting in both MD & NoVA, no increases for this week. |  | MD-Reviewed all tier 2 clients for additional hours.  1 client added hours starting next week.  No NoVA client increases for week of 2/24 |  | MD-reviewed all tier 2 clients.  There are 2 clients that will try to increase to tier 2. |  | Continue to review all tier 2 clients to push over to tier 1. No increases noted for this week |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | AX to SOC conversion: Non-clinical CSM to do in-person AX for all tier 1 & 2 clients in coordination with RN CSMs. Improve conversion from 62.9% to 70% | No in-person week of 2/3 |  | Rescheduled Sunrise PPA meeting with regional director to discuss PPA terms and expansion across all sites in DMV.  RDBD follow up with Brightview Regional to establish MD office partnership |  | 4 in-person assessments conducted in DMV pending SOC. |  | CSM completed 4 in person assessments(MD) and 1 phone assessment. |  | MD-1 SOC assessment. NOVA - 7 SOC Asessements, MD-CSM completed 4 in person assessments and 2 phone assessments. |  | MD-3 SOC assessments. 8 SOC Assessments(6 starts - 2 pending) |  | MD-3 SOC Assessments. MD-CSM completed 2 family meetings and 1 facility meeting. |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Expand Referrals through SLC PPA's: Leverage Senior Living Communities Partnerships to broaden the referral pipeline and increase client acquisition. 1 PPA per month executed. | Rescheduled Sunrise PPA meeting with regional director to discuss PPA terms and expansion across all sites in DMV. |  | Visits made to 2 facilities in Frederick who had leadership changes.  Marketing materials provided and services explained in an effort to obtain clients. |  | PPA agreememnt sent to regional ED for Sunrise. Proposed availability to meet with Regional Sales Leaders Jaclyn and Nicholas to expand across DMV. |  | NoVA GM visits with leadership at both The Virginian & The Jefferson---currently working to improve relationships with both facilities and grow potential flexsite partnerships.  MD visits made to Arbor Terrace & Complete Care by CSM. |  | Meeting with The Virginian scheduled for 3/12 to discuss transition of AL clients.  Meeting with Knowllwood regarding partnership on 3/12 |  | MD-CSM completed 1 in person and 3 phone assessments. |  | NOVA - Visted Cogir Properties in Alexandria and Old Town. Visted with Goodwin living as well who is now a cogir property.NOVA- Visited The View and met with leadership and recevied a referal for 24/7 case which we started on Friday. |  |  |  |  |  |  |  |  |  | 
 | 5.0 | Increase Tier 1: GM weekly ride along with HCLs to top referral accounts in NoVA & MD | 8 Site visits completed in NoVA with GM & DON |  | As delegated: CSM/HCL visited Autumn Lake Waugh Chapel and Autumn Lake Crofton.  CSM-Other marketing material delivered to Sunrise of Columbia (potential client) and Charlestown Senior Living (current client). |  | 4 referral account visits for NoVA from GM & DON.   4 referral account visits for MD (2 with CSM/HCL, 1 by CSM to meet with potential client and 1 by RN to visit with new SOC client). |  | Partnership for Sunrise Countryside with Regional Leadership Meeting with Jaclyn and Nicholas to review PPA terms for all sunrise locations week of 3/10. |  | MD-Visits to Arden Gardens and Brightview in Rockville.  Provided them with brochures about our services while seeing clients in each facility. NOVA - Visited the Jefferson and Inova Fair Oaks hospital. |  | Met with two potential partnership communities both in the negation phase to review terms and establish agreements. The Virginian & Knollwood.  MD -Check in visit made to Silverado Memory Care.  CSM made visits to Brightview and Anne Arundel Medical Center. |  | Sent PPA for Knollwood community for CEO and COO to review. Meeting 3/24/25 to solidify and sign. Presented care level pitch to The Virginian. |  |  |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Lower tier 1 vs tier 2 due to large flexsite business in NoVA |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Former RDBD has opened a new home care company in MD |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | PPA partnership opporutnites in Sunrise, Brightview and Gracious Retirement Communities in NOVA (RDBD has scheduled meetings with regional team memebers for these communtities) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Build deeper relationships with market leading GCMs (Caring Considerations, Premier RN Life Planning and Independent You, Senior Services) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Working with compliance to addSkilled Nursing to NoVA license for added line of business |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
... (501+ rows, truncated)

--- Sheet: Parker ---
Challenges & Opportunities |  |  | 
Name of Site: Connecticut |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Increase billable hours: Review all LTC clients for increased utilization opportunities. Potential $340k opportunity. | 
 | 2.0 | Weekly GM and HCL ridealongs: Facilitate weekly GM and HCL ridealongs to strengthen field partnerships and target Tier 1 clients, driving higher-value relationships and growth | 
 | 3.0 | Monthly review of Tier 2 clients: Perform monthly reviews of Tier 2 clients with under 5 hours of utilization, followed by scheduled reassessments to increase hours and service value. | 
 | 4.0 | Post AX reviews of all Tier 1 & 2 clients: Collaborate with CSMs on post-AX reviews for Tier 1 and Tier 2 clients to align on advancing opportunities to SOC and improving conversion rates. | 
 | 5.0 | Leverage strong CSM closers for AX: Identify top-performing CSM closers to handle the bulk of AX opportunities, focusing on Tier 1 and Tier 2 clients to boost AX-to-SOC conversion rates. | 
Unique Market Challenges |  |  | 
 | 1.0 | Acquired largest homecare in Connecticut. Business was built on 100% B2C. | Rates 9/2022- Companion rate: $21, Homemaker Rate: $24, Personal Care: $26-$28, Live In- $285-$300
 | 2.0 | At it's peak this market had 5 strong HCLs and we currently have 2 HCLs and 1 ramping HCLs | 
 | 3.0 | Department of Consumer Protection ​updated the defination for homemaker and companion care limiting our ability to provide homecare in this state. Licensure in process. | 
 | 4.0 | Pricing challenges in this market. Our pricing is aligned to homecare, not companion and homeaker | 
 | 5.0 |  | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Brookdale PPA Agreerment:  Initiate the Brookdale PPA partnership with the first meeting scheduled for 1/8/25, setting the foundation for long-term collaboration (agreement sent). | 
 | 2.0 | Onsite Partnerships Development: Establish new onsite partnerships modeled after top-performing accounts in the DMV region, such as Seabury, Anthology of Simsbury, and Farmington, to replicate their success. | 
 | 3.0 | Increase activity in Trusted Advisor Accounts: Drive engagement within Trusted Advisor accounts to sustain and expand growth, building on the $59k month-over-month revenue lift achieved between November and December. | 
Additional Commentary |  |  | 
 | 1.0 | Need an increase in flexibility with Salary for HCLs (Former top HCLs make an avaerge of 150k base salary with competitors) | Due to the license limitations enacted in 10/23, we are unable to continue care when someone moves beyond companion level.  This affects our ability to retain high utilization clients who require hands on care or complex care.  This also limits the types of faciity partnerships we can engage in. We are in the process of adding a Home Health Aide agency license to allow for a broader line of service to include skilled nursing.  The license is in the stage 2 process with an anticipated time line of 12-24 months until approval. |  | 
 | 2.0 | Generally higher % of Tier 2 vs Tier 1 due to the companionship care level - higher acquity clients tend to require longer hours and that level of care is prohibited in CT | 
 | 3.0 | Tier 1 declines are due to loss of legacy C&H clients as they expire or care level becomes outside of scope of care when returning from hospital, SNF or Rehab | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | The McAuley (Owner: Cori) | The Strategy with McAuley includes monthly Mindfit presentations allowing Cori to deepen her relationships within the SLC while being a resource to the residents .
 | 2.0 | Yale-New Haven Hospital (Owner: Sandy) | The Strategies with Yales CM team is Sandy utilizing connection  with  Kristin ( CM ) advancing to additional departments with pitch deck presentations for additional introductions and offering White Paper presentations as allowed .( closed hospital)
 | 3.0 | Aging Well NWCT (Owner: Lilian) | Lilian's strategy with this GCM is showcasing  success in SOC with case reviews and follow up  with CSM intros ongoing. Including her in the  Community Resource Guide offering as part of our network to show her value to our team .
 | 4.0 | Bridgeport Hospital Bridgeport Campus (Owner: Sandy) | Sandy’s strategy within this closed hospital is offering in person assessment for timely dc and follow up with care coordination reviews along with readmission status updates .
 | 5.0 | Wolcott Hall Nursing Center Inc (Owner: Lilian) | Lilian's strategy with this SNF is to present Care coordination reviews with ongoing cases focused on highlighting low readmission status and outcomes. Invitation to PAC for collaboration with other  community partners .
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | UConn Health (Owner: Cori) | Coris strategy is collaboration in navigating the Guide Program contract positioning the Key as one of a select few private agencies able to offer services. Cori has also expanded her reach leveraging her relationship with main CMs to additional departments. Offering in person assessments and navigating quick starts.
 | 2.0 | Anthology of Simsbury (Owner: Lilian) | Lilian strategy within the SLC is promoting the flexcare program while meeting with the Care team biweekly to discuss any potential declining clients. Timeslips every other month, Valentine Celebration  and Brain Healthy Behavior for IL and AL set for March as well. Lilian facilitates communication between CSM and Wellness Dir for updates on case reviews .
 | 3.0 | CT Health Advocate (Owner: Cori) | Cori’s strategy has been co-hosting SB implementation , Offering Resource guide and intro to TheKey CSM , Referral out as appropriate for partnering opportunities .
 | 4.0 | Masonicare at Pond Ridge and Arguanata (memory) (Owner: Cori) | Cori’s Strategy within this CCRI has been multifaceted including , Minfit presentations to expand awareness of TheKey in community , Care coordination reports including presentations with our CSM and team as appropriate to support clients ability to remain within community at current level .
 | 5.0 | West Hartford Health and Rehab (Owner: Cori) | Coris Strategy is presenting differentiator pitch to the SW team and newly appointed dc navigator with focus on readmission rates and value of CSM, while determining the needs from dc planning perspective .
Name of Site: New York |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Hire a 3 dedicated HCLs (Westchester, Manhatten & Queens): Onboard a dedicated HCL to strengthen market presence, drive client acquisition, and expand relationships with trusted referral sources. | 
 | 2.0 | Partnership Expansion: Expand exisiting partnership with CaringOnDemand | 
 | 3.0 | Improve CSM Conversion Rates: Enhance CSM conversions by implementing a pre-assessment process and cross-training with top-performing CSMs to share best practices. | 
 | 4.0 | Boost Consumer Marketing Efforts: Allocate additional resources to elevate consumer marketing initiatives, increasing awareness and access to new clients in market. | 
 | 5.0 | Reasses Tier 2 Clients Weekly: Conduct weekly or monthly reassessments and QA visits for Tier 2 clients to identify opportunities for increased service utilization and improved median care hours. | 
Unique Market Challenges |  |  | 
 | 1.0 | HCL turnover: Operating with only one HCL due to turnover, limiting capacity to build and maintain referral relationships and grow the territory effectively. | 4 HCLs have turned over in 2024. 2 in NYC and 2 in Westchester. NY positon 61 days open and Westchester 21 days open
 | 2.0 | Inconsistant Branding: Not fully transitioned to TheKey branding due to ownership changes, currently operating under three co-brands: Steps by TheKey, Mavencare by TheKey, and Home Care Assistance by TheKey, causing potential brand confusion. | Kimberly Guerci | can you expand for us on this? All 3 of these are co-branded currently? not fully transitioned to TheKey?
 | 3.0 | Minimum wage increase: The rise in minimum wage to $19.10/hour is driving up rates, with competitors maintaining lower pricing ($36–$38/hour and $450/day live-in), creating pricing pressure in the market. | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Expand Caring on Demand Partnership in additional communities. (The Club at Briarcliff) | 
 | 2.0 | Continue partnership meetings with identified strategic accounts. ( Atria, Arbors, Brandywine and Jefferson’s Ferry) | 
 | 3.0 | Care2U partnership to reduce hospitalizations - can provide acute care at home | 
Additional Commentary |  |  | 
 | 1.0 | Loss of high utilization legacy clients: The departure of high-utilization legacy clients from Steps and Mavencare has left these areas without B2B relationships due to the absence of HCLs. | 
 | 2.0 | Difficulty filling HCL positions: Challenges in recruiting HCLs are driven by a negative reputation shaped by former employees’ narratives and competitive salary requirements. | 
 | 3.0 | Need for Increased Consumer Marketing: NYC (5 boroughs) and Westchester would benefit from enhanced consumer marketing efforts to maintain visibility and drive client acquisition while HCL recruitment is underway. | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | Sunrise of Huntington Owner: Anna) | Our strategy is to deepen our relationship by collaborating with the Sales team on events and co-hosting an event with Meghan, a top referring GCM. This approach will allow us to leverage our combined expertise and networks to reach a wider audience and provide valuable insights to potential clients
 | 2.0 | The Arbors at Westbury Owner: Anna) | This account has been identified as an opportunity due to recent personnel changes and the introduction of a new Case Manager, Dan, with whom we have a strong working relationship.
Our strategy moving forward is to leverage this connection with Dan to introduce our SLC whitepaper to their Leadership Team
 | 3.0 | Jennifer Rogak Owner: Anna) | Our strategy is to deepen our relationship with Jenn by inviting her to share her expertise with our CSM team. This knowledge exchange will enable us to better understand her services and identify appropriate referrals, building a foundation for reciprocal collaboration.
 | 4.0 | Momentum at South Bay for Rehabilitation and Nursing Owner: Anna) | Our strategy involves collaborating with the admissions team to implement a readmission prevention program. By identifying client home care needs at the point of admission, we can ensure a smoother transition, improve patient outcomes (3.5 readmit rate), and increase referral opportunities.
 | 5.0 | Atria Plainview 2022 Owner: Anna) | Our strategy involves proactively engaging with the community by offering monthly educational presentations through our Speakers Bureau. This initiative will raise awareness of our services, enhance our brand reputation, and solidify our position as the leading provider of home care in the facility.
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | Surge Rehabilitation and Nursing (Owner: Anna) | Our strategy involves collaborating with the admissions team to implement a readmission prevention program. By identifying client home care needs at the point of admission, we can ensure a smoother transition, improve patient outcomes (3.5 readmit rate), and increase referral opportunities.
 | 2.0 | ElderCare by Meghan (Owner: Anna) | Our strategy is to deepen our relationship with Meghan by inviting her to share her expertise with our CSM team. This knowledge exchange will enable us to better understand her services and identify appropriate referrals, building a foundation for reciprocal collaboration.
 | 3.0 | Ammy O'Connor GCM  (Owner: Anna) | Our strategy is to deepen our relationship with Ammy by inviting her to share her expertise with our CSM team. This knowledge exchange will enable us to better understand her services and identify appropriate referrals, building a foundation for reciprocal collaboration.
 | 4.0 | Arbors Bohemia (Owner: Anna) | Our strategy is to secure a meeting with their regional leadership team (RDBD and GM) to discuss Preferred Provider Agreements, on-site partnerships, and explore new collaboration opportunities. Simultaneously, we'll foster key relationships by connecting with Danielle (interim CM) and leveraging our strong connection with GCM Meghan for a co-presentation via the Speakers Bureau. This two-pronged approach strengthens our position and expands our reach within their network of facilities in Long Island.
 | 5.0 | Atria Huntington (Owner: Anna) | Our strategy is to secure a meeting with their regional leadership team (RDBD and GM) to discuss Preferred Provider Agreements, on-site partnerships, and explore new collaboration opportunities.
Name of Site: New Jersey |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | GM Field Engagement: GM to complete monthly scheduled visits to Top 10 SAPs to uncover Tier 1 opportunity | 
 | 2.0 | Increase Tier 1: Conducting visits to all Tier 2 clients with opportunity to increase utilization to Tier 1 | 
 | 3.0 | Client Retention: Weekly review of all discharged Tier 1 clients to identify trends and build follow up and remediation plans going forward | 
 | 4.0 | Client Satisfaction: Weekly CGM calls to Tier 1 clients at 15 days and 45 days to evaluate CG satisfaction | 
 | 5.0 | Improve Conversion: Non-clinical CSM to complete in-person AX for all potential Tier 1 & 2 clients | 
Unique Market Challenges |  |  | 
 | 1.0 | Competitor Hiring Former RDBD: A former RDBD in the market now works for a competitor, leveraging their relationships and offering higher salaries to attract HCLs. | 
 | 2.0 | Additional Regulatory Requirments - The CSM's role begins only after clients agree to start care, limiting their involvement in the initial sales process and delaying care coordination. | 
 | 3.0 | Lack of Closing New Busines in Person - Relying on RIM's vs CSMs to close over the phone instead of in person diminishes the client experience and contributes to lower conversion rates. | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Expand VNA partnership (Visiting Physician Services & Post discharge client focus) | 
 | 2.0 | Expand Arbor Terrace Partnership to all locations across NJ. | 
 | 3.0 | Establish addtional onsite partnerhsips within SLCs (Thrive, Sunrise & Five Star) | 
Additional Commentary |  |  | 
 | 1.0 | High volume of legacy live ins from Executive Care acquisition | 
 | 2.0 | RDBD site visits to drive growth and complete in personpartnership meetings | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | VNA Health Group Monmouth (Owner: Kelly) | Our strategy includes the local GM owning this account and RDBD establishing quarterly progress meetings to review key performance indicators and setting measurable percentage targets for each quarter. This collaborative approach will ensure alignment and drive continuous improvement throughout our partnership.
 | 2.0 | Elder Life Management Inc (Owner: Kelly) | Our strategy will be transitioning account ownership to the GM as part of the GAP and Protect the Castle Plan. To foster a mutually beneficial relationship with Laura Spina, we will invite her to present to our CSM team. This will allow our team to gain a deeper understanding of her services and identify appropriate referrals, leading to increased collaboration and a stronger partnership.
 | 3.0 | Ameriprise Financial Services LLC NJ (Owner: Billy) | Our strategy will be transitioning account ownership to the HCL (Elizabeth)  as part of the new territory alignment strategy.
 | 4.0 | Senior Quest GCM (Owner: Elizabeth) | Our strategy is to  foster a mutually beneficial relationship with Senior Quest, we will invite their team to present to our CSM team. This will allow our team to gain a deeper understanding of her services and identify appropriate referrals, leading to increased collaboration and a stronger partnership. Establish consistent client review meetings.
 | 5.0 | Arbor Terrace Basking Ridge (Owner: Rachael) | Our strategy is to discuss the PPA agreement with the regional leaders. We also want to explore partnering with Flexcare to better serve their community needs.
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | Valley Hospital (Owner: Elizabeth) | Our strategy is to have the HCL coordinate a meeting with Hospital administration to review our readmission rates and identify opportunities to become the preferred provider for home care. Provide monthly/quarterly discharge updates with the Director of Case Management to review our ability to keep clients where they call home.
 | 2.0 | Penn Medicine Princeton Medical Center (Owner: Rachael) | Our strategy is to have the HCL coordinate a meeting with Hospital administration to review our readmission rates and identify opportunities to become the preferred provider for home care. Provide monthly/quarterly discharge updates with the Director of Case Management to review our ability to keep clients where they call home.
 | 3.0 | Encompass Health Rehabilitation Hospital Trinton Falls (Owner: Kelly) | Our strategy involves collaborating with the admissions team to implement a readmission prevention program. By identifying client home care needs at the point of admission, we can ensure a smoother transition, improve patient outcomes, and increase referral opportunities.
 | 4.0 | Peace Aging Care Experts (Owner: Rachael) | Our strategy is to  foster a mutually beneficial relationship with Peace Aging Care, we will invite their team to present to our CSM team. This will allow our team to gain a deeper understanding of her services and identify appropriate referrals, leading to increased collaboration and a stronger partnership. Establish consistent client review meetings.
 | 5.0 | Atlantic Rehabilitation Institute (Owner: Rachael) | Our strategy involves collaborating with the admissions team to implement a readmission prevention program. By identifying client home care needs at the point of admission, we can ensure a smoother transition, improve patient outcomes, and increase referral opportunities.
Name of Site: Pennsylvania |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | AX to SOC Conversion: Pre-assessment planning meetings with CSMs for all Tier 1 & 2 | 
 | 2.0 | Increase billable hours:  Weekly review of Tier 2 clients for potential to increase to Tier 1 | 
 | 3.0 | Customer satisfaction and conversion: Adherence to SLA for in-person AX for all Tier 1 & 2 clients | 
 | 4.0 | GM Field Engagement: Continue protect the castle GM visits as well ride alongs with GM & ramping HCLs | 
 | 5.0 | Increase billable hours and conversion: Weekly review of closed lost opportunities to find additional opportunities for conversion | 
Unique Market Challenges |  |  | 
 | 1.0 | Not Key Branded (referrals go to franchise if someone calls the national line) - Operating as Alpine HC & Dtrly Companions | 
 | 2.0 | Client Conversion | 
 | 3.0 | 2 Ramping HCL - lost top performing HCL in July | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Restablish MLH relationship (Additonal Hospital/SNF Accounts) | 
 | 2.0 | Increase HCL activity in Trusted Advisor Accounts | 
 | 3.0 | Establish Partnership with Legend SLCs | 
Additional Commentary |  |  | 
 | 1.0 | continue with recruting challenges for Dtrly office - despite approaches from recruiting, this has not improved | 
 | 2.0 | Consolidating Dtrly Companions into Alpine HC effective 2/1/25 so we are one brand going forward | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | AC - Keystone Clubhouse (Owner: Morgan) | Coordinate monthly client review meetings to identify opportunities to increase current hours and probe for additional clients to serve. (Secondary Preferred provider due to owning onsite provider)
 | 2.0 | AC - Village Clubhouse (Owner: Morgan) | Coordinate monthly client review meetings to identify opportunities to increase current hours and probe for additional clients to serve. (Secondary Preferred provider due to owning onsite provider)
 | 3.0 | Mercer Hill at Doylestown (Owner: Morgan) | Our strategy involves proactively engaging with the community by offering monthly educational presentations through our Speakers Bureau series to reach their activity quota.
 | 4.0 | St. Mary Medical Center (Owner: Morgan) | Our strategy is to meet with the Director of Case Management to identify how often patients are ending up back in the hospital and educate them on our current readmission rates. Also schedule a presentation with the entire case management team. This presentation will highlight our services and how we can help prevent those readmissions.
 | 5.0 | Abington Memorial Hospital (Owner: Morgan) | Our strategy is to meet with the Director of Case Management to identify how often patients are ending up back in the hospital and educate them on our current readmission rates. Also schedule a presentation with the entire case management team. This presentation will highlight our services and how we can help prevent those readmissions.
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | Paoli Hospital MLH (Owner: Jennie) | Our strategy is to meet with the Director of Case Management to identify how often patients are ending up back in the hospital and educate them on our current readmission rates. Also schedule a presentation with the entire case management team. This presentation will highlight our services and how we can help prevent those readmissions.
 | 2.0 | Bryn Mawr Hospital MLH (Owner: Jennie) | Our strategy is to meet with the Director of Case Management to identify how often patients are ending up back in the hospital and educate them on our current readmission rates. Also schedule a presentation with the entire case management team. This presentation will highlight our services and how we can help prevent those readmissions.
 | 3.0 | Doylestown Hospital (Owner: Morgan) | 
 | 4.0 | Lankenau Hospital MLH (Owner: Jennie) | Our strategy is to meet with the Director of Case Management to identify how often patients are ending up back in the hospital and educate them on our current readmission rates. Also schedule a presentation with the entire case management team. This presentation will highlight our services and how we can help prevent those readmissions.
 | 5.0 | Bryn Mawr Terrace (Owner: Jennie) | Our strategy is to meet with the Director of Case Management to identify how often patients are ending up back in the hospital and educate them on our current readmission rates. Also schedule a presentation with the entire case management team. This presentation will highlight our services and how we can help prevent those readmissions.
Name of Site: DMV |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Client retention: Reinforce adherence to the re-assessment SLA for all tier 1 & 2 clients | 
 | 2.0 | Increase billable hours: Weekly review of tier 2 clients with nursing team to identify potential clients for increased hours | 
 | 3.0 | AX to SOC conversion: Non-clinical CSM to do in-person AX for all tier 1 & 2 clients in coordination with RN CSMs | 
 | 4.0 | Establish additonal onsite Partnerships simlar to our top partnerhsip accounts (Falcons, FairFax & The Virginian) | 
 | 5.0 | GM weekly ride along with HCLs to top referral accounts in NoVA & MD | 
Unique Market Challenges |  |  | 
 | 1.0 | Lower tier 1 vs tier 2 due to large flexsite business in NoVA | 
 | 2.0 |  | 
 | 3.0 |  | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | PPA partnership opporutnites in Sunrise, Brightview and Gracious Retirement Communities in NOVA (RDBD has scheduled meetings with regional team memebers for these communtities) | 
 | 2.0 |  | 
 | 3.0 |  | 
Additional Commentary |  |  | 
 | 1.0 | Adding Skilled Nursing to NoVA license for added line of business | 
 | 2.0 | RDBD site visits to drive growth and complete in personpartnership meetings | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | The Fairfax (Owner: Arwa) | 1. Set up weekly meetings with SNF in admissions and case manager.
2. Rebrand event for IL residents to get comfortable with our Flex site and meeting them individually with their families to discuss how TheKey can assist with any additional support needs on site.
 | 2.0 | The View Alexandria by Goodwin Living (Owner: Arwa) | HCL (Arwa) offering herself as personally available to meet with patients and familys in person for bedside intakes (consultations).
 | 3.0 | Hospice of the Chesapeake (Owner: Melissa) | Offer the opportunity for their Social Work Director to present and host a Professional Advisory Council meeting in January. This Account is looking for quick turn around staffing for their hospice and palliative care patients.
 | 4.0 | INOVA Fairfax Hospital (Owner: Arwa) | 1. HCL (Arwa) to schedule a meeting with hospital administration to reestablish our former preferred provider contract. 

2. Schedule Hospital White paper presentation for Case Management team to educate on our readmission rates and  preferred provider status.
 | 5.0 | Pathways in Aging (Owner: Arwa) | This Account has communicated the requirement for us to provide consistent caregivers as well as being able to directly reach someone for assistance when needed. Monthly touch call meetings have been scheduled to review any new updates or changes with her current clients and potential home care clients that need GCM care.
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | The Virginian (Owner: Arwa) | 1. Provide a tailored concierge program for high level admissions AL clients. They may have overflow from existing in house Homecare.
2. Nursing level support that will attend their risk meeting on patients who are declining and need one on one PDA care.
 | 2.0 | Continuum Care Strategies (Owner: Arwa) | Professional introductions offer to expand network 
1. Solidify a Happy Hour Event with Suzanne for VHC leadership team(physicians and board members) as she is a board member at VHC.
2. Plan for an Alzheimers Foundation sponsorship happening in October as Suzanne has mentioned that this foundation is very important to Premier RN's mission.
 | 3.0 | Virginia Hospital Center (Owner: Arwa) | Approach phase - Identify current situation
1. Identify workable list of case management for successful discharge.
2. Build relationships with all stakeholders within departments of inpatient rehab and market case management.
3. Use all resources (including developing SNF network) to gain additional insight.
Anticipated outcome:  Improve status, position, and commentary from hospital staff to families when offering private duty recommendation to the family.
 | 4.0 | ElderTree Care Management (Owner: Arwa) | 1.Dedicated intake team with designated nurse for Eldertree for streamline communication.
2. Dedicated staffing managers and caregivers assigned to Eldertree that understand Eldertree's operation model.
 | 5.0 | Assisted Living Locators AA County (Placement Agent - Owner: Melissa) | Meet with Jen McAndrews (Owner) weekly to round AA Medical center & U of M, BWMC
... (501+ rows, truncated)

--- Sheet: Ashley - Final ---
Weekly Growth Activity Actions |  | UPDATE WEEKLY by Tuesday 10:00am PST |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Name of Site: Toronto |  |  | Week of 2/10: Actions Complete |  | Week of 2/17: Actions Complete |  | Actions completed week of 2/17 and Outcomes |  | Actions completed week of 2/24 and Outcomes |  | Actions completed week of 3/3 and Outcomes |  | Actions completed week of 3/10 and Outcomes |  | Actions completed week of 3/17 and Outcomes |  | Actions completed week of 3/24 and Outcomes |  | Actions completed week of 3/31 and Outcomes |  | Actions completed week of 4/7 and Outcomes |  | Actions completed week of 4/14 and Outcomes |  | Actions completed week of 4/21 and Outcomes
Top 5 Initiatives to Grow Tier 1 Census |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Increase B2B Demand: Increase B2B Demand through adding another HCL | Open HCL position on 2/8 |  | Target List has been provided to recruitment - Request to add outside recruitment support for this role |  | No interviews scheduled |  | Ashley requested a this role be posted on LN - Action: GM/RDO/SVP to post this role on LN platform |  | Interview scheduled with a candidate that the RD met in 2022. Offer was made then but not accepted due to salary band. |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | GM engagment in B2B activities: Dedicate two days per week for the GM to focus on business development, prioritizing major partnerships like CHATS and Cogir in the GTA | Inservices: Mind fit #2 (GM) at Cogir Westney Gardens, Fitness class (HCL) at Chartwell Regency. GM developing relationship with Glynnis Baretto, Executive Trust Officer at TD Wealth Private Trust who has put the Toronto office on preferred vendor list. Exploring potential for meeting with other Executive Officers within her network. |  | The General Manager (GM) met with Melanie Rowe, VP of Client Services at CHATS.

The GM is conducting ongoing MindFit sessions at Westney Gardens, a Venvi property under the Cogir brand. Additionally, the GM has held both in-person and virtual meetings with the Executive Directors of Bradgate Arms and Forest Hill Place—both Cogir properties—and is scheduled to visit The Kingsway tomorrow to meet with the Health & Wellness Director.

Further engagement efforts include a meeting with Jeanette Bock of Fluid Transitions, a placement agency, and an upcoming meeting with Shirlea Crook from another agency. Additionally, Glynnis Barrato from TD Private Wealth has added TheKey to their Preferred Partner list.

RD and GM teamed up to reingage with ElderCaring GCM, a previous top referral source for TheKey. |  | CHATS confirmed that TheKey will be the first point of contact for agency support with the new Assisted Living (AL) project, set to open in July.

GCM relationships fostered by GM have started to provide tangible results. Silver Sherpa referred an urgent Tier 1 client directly to GM that started on Feb 21 and Fluid Transitions sent a referral on the 20th. 

Secured a meeting with Karen Carney from ElderCaring on March 6th to discuss referring TheKey again. Karen expressed that with caseloads becoming more complex with dementia profiles, they are seeking to find community partners who have staffing to manage this profile. |  | GM had meeting with Glynnis Baretto, Exec. Wealth Advisor at Wood Gundy. Trying to get f2f intros to colleagues. She reiterated that we are on the preferred vendor list and promised to share our contact info with other wealth advisors within the company. Sent her a digital brochure to share. 

Reached out to Alz. Society of Toronto, got contact info for CEO Dave Spedding. I continue to try to set up an meeting with him. 

Met with potential consultant Rudy Mancini. The pre-qualification process is open, and submissions are due by June 6th. If TheKey becomes pre-qualified, we will be added to a list to bid on or even negotiate Overflow Contracts in all 14 regions across Ontario. TheKey would also be able to respond to Hospital RFPs for Hospital-to-Home programs and solicit direct opportunities, as well as any work that the Ontario Health Teams may issue through RFPs. Negotiating with Rudy on a consulting agreement. |  | GM had meeting with Peg Bocci, owner of Silver Linings Senior Advisors. Spoke about potential in providing care for snowbirds in conjunction with TheKey offices in Florida as well as her using our staff for her downsizing department. 

Spoke with Karen Carney, Dir. of Ops for Elder Caring, along with Tim and HCL Amanda re: how we can support more of their clients. 

Started weekly visits to Toronto General Hospital.

Consulting quote received from Rudy Mancini - TBD with Melissa on next 1:1 |  | Inservices: HCL did a fitness class at Chartwell Regency and a Speed networking - PAC meeting at The Williamsburg.

Rough estimate of $15,000 in consulting fees to undergoe pre-qualification with the Ontario Government. Derek gave the green-light to proceed. |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Cultivate Empathetic Leadership: Coach the GM on leading with empathy to build a strong, supportive team culture and drive performance. | Provided on-going coaching on RD 1:1s. |  | RD sitting in on all daily stand up calls. |  | Office dynamic seems greatly improved since the termination of the underperforming CSM. Working with the GM to continuously "coach-up" the team. Utilizing Blue Ocean Brain courses like "Shifting from Reactive to Proactive Communication" |  | Positive momentum continues and the team seems to have really rallied behind Timon over the last two weeks. |  | RD scheduled check in calls with various Toronto team members for a temperature check on culture. Will update next week. |  | So far RD spoke with two of 5 team members who both expressed an improved work environment and positivity amongt their teammates. |  |  |  |  |  |  |  |  |  |  |  | 
 | 4.0 | Improve CSM Performance: Upgrade an underperforming CSM and provide targeted training and coaching to the remaining team to enhance AX-to-SOC conversion rates. Current conversion is 59%, increase to 70% | Terminated underperforming CSM. Now working to backfill the role with a candidate from the senior living industry with a strong focus on closing. They must also reside in the Oakville burlington region to support with the large geo in the GTA |  | Two candidates identified to replace CSM. |  | Interviews scheduled for next week. Prioritizing HCL on new SOCs when possible until role is backfilled. Planning a cross training visit from a Montreal CSM to assist Krystal (remaing CSM) on improving closing rate. |  | New CSM Nathan Castaneda. He lives in Oakville and has a wealth of experience in sales, senior living management, recreational programming and dementia training. Knows Amanda our HCL very well as they have worked together in the past. |  | Kristal Parris CSM still underperforming on Assessment to SOC. GM coaching - recommending cross training with a high performing Montreal CSM. Organizing dates for travel. |  | Targeting 1st week of April for CSM travel into Toronto for training. |  |  |  |  |  |  |  |  |  |  |  | 
 | 5.0 | Expand Cogir Partnership: Support the RD in developing the Cogir partnership to foster strategic growth and client acquisition | Lifeguard is ready to make the intro - Ashley and RD need to align for prep |  | Have not yet secured a date for the Cogir meeting. RD believes Lifeguard is holding onto this piece until our partnership agreement for Pilot #2 has been executed. LG asked me to provide dates that both Ashley and Derek are available for a meeting with Cogir Canada. |  | Set to receive the first draft of the LG partnership agreement on Feb 26th. Working to execute within a week and secure a date for the Cogir introduction. |  | Lifeguard PPA draft received, working with legal. LG targetting week of March 17th for Cogir meeting |  | LG PPA reviewed and returned with red lines. Still awaiting confirmation of the Cogir meeting dates. |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Unique Market Challenges |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Highly competitive market & price sensitivity |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Large geo with traffic and long travel times |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | Little brand awareness |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Partnership & Other BD Opportunties | 1.0 | Atria Retirment Properties |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 | Cogir (intro to CEO this week) |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 3.0 | CHATS - community care |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
Additional Commentary |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 1.0 | Decline in Organic leads due to the change to thekey.ca and declinig performance in google adwords. We have tried direct mail with limited results. This needs to be layered with additional branding work but the budget does not support. Current investments are in BD |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
 | 2.0 |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | 
... (501+ rows, truncated)

--- Sheet: Ashley ---
Challenges & Opportunities |  |  | 
Name of Site: Toronto |  |  | 
Top 5 Initiatives to Grow Tier 1 Census |  |  | 
 | 1.0 | Solidify our BD team, upgrade HCL and Focus Amanda on Tier 1 referral sources | 
 | 2.0 | GM engaging in BD activities 2 days per week. Strong focus on large partnerships like CHATS and Cogir in GTA | 
 | 3.0 | Coaching GM on leading with empathy - fostering strong team culture | 
 | 4.0 | Upgrading an underperforming CSM and providing additional training and coaching to improve AX to SOC for the remainig team | 
 | 5.0 | RD working on Cogir partnership | 
Unique Market Challenges |  |  | 
 | 1.0 | Highly competitive market & price sensitivity | 
 | 2.0 | Large geo with traffic and long travel times | 
 | 3.0 | Little brand awareness | 
Partnership & Other BD Opportunties |  |  | 
 | 1.0 | Atria Retirment Properties | 
 | 2.0 | Cogir (intro to CEO this week) | 
 | 3.0 | CHATS - community care | 
Additional Commentary |  |  | 
 | 1.0 | Decline in Organic leads due to the change to thekey.ca and declinig performance in google adwords. We have tried direct mail with limited results. This needs to be layered with additional branding work but the budget does not support. Current investments are in BD | 
 | 2.0 |  | 
Bottom 5 SAP Accounts |  | Account Name | Insights + Advancing Strategy
 | 1.0 | Verve Don Mills Retirement Residence (Owner: Sugas) | Transition ownership of this account to our HCL Amanda due to the departure of current owner, Sugas.
 | 2.0 | Humber River Hospital (Owner: Sugas) | Transition ownership of this account to our HCL Amanda due to the departure of current owner, Sugas.
 | 3.0 | Hennick Bridgepoint Hospital (Owner: Sugas) | Transition ownership of this account to our HCL Amanda due to the departure of current owner, Sugas.
 | 4.0 | Appleby Place (Owner: Amanda) | Scheduling MindFit series weekly for their residents to create face time and add value in this community. Also exploring programming to their community based on need
 | 5.0 | King Gardens (Owner: Amanda) | In person meeting to present our Differentiators pitch deck to new HWM Sindu once she starts in the community.
Top 5 SAP Accounts |  | Account Name | Insights
 | 1.0 | Venvi Kingsway (SLC - Owner: Sugas) | Transition ownership of this account to our HCL Amanda due to the departure of current owner, Sugas. Plan to schedule a meeting with with Amanda and the Health & Wellness Director and the ED.
 | 2.0 | Mount Sinai Hospital (Owner: Sugas) | Transition ownership of this account to our HCL Amanda due to the departure of current owner, Sugas. Plan to schedule a meeting with with Amanda and the discharge planners.
 | 3.0 | Toronto General Hospital (Owner: Sugas) | Transition ownership of this account to our HCL Amanda due to the departure of current owner, Sugas. Plan to schedule a meeting with with Amanda and the discharge planners.
 | 4.0 | Burlington Gardens (Owner Amanda) | Presenting the differentiator's pitch deck to residents and their families and informing them on the services TheKey can provide at Burlington Gardens
 | 5.0 | Elder Caring Inc. (Owner Sugas) | Transition ownership of this account to our HCL Amanda due to the departure of current owner, Sugas. Opportunity to leverage our Care Coordination report for detailed Client service feedback to this Account. This Account has produced 2 clients in total, with median client utilization (weekly hours) of 91 hrs/week.
... (501+ rows, truncated)