General_Manager_Playbook.txt

Tab 1 General Manager Playbook Last Updated April, 2025 Table of Contents Overview 3 Role of the General Manager and Purpose of Playbook 3 Daily Activities 4 Daily Pipeline Management 4 Leads 4 AX Pending 4 AX Scheduled 4 AX Completed 5 AX Closed Lost 5 AX Closed Won 6 Closed Won/Not Started 7 AX Closed Won/Never Started: 7 Medallia Dashboard 7 Daily Wellsky Dashboard Management: 8 Ongoing Schedules: 8 CG Call Offs: 8 Client Cancellations: 8 Daily Email Management 8 Daily Stand Up (GM, CGM, CSM, HCL) 9 Scheduled Assessments 9 Scheduled Client Visits 9 Open Shifts 9 New Client Starts 10 Clients on Hold or in the Hospital 10 HR Concerns 10 Client Management 11 Types of Clients and Preferred Mix 11 Reassessments and QA Visits 11 Client Retention and At-Risk Clients 12 1. Understand the Needs of Your Clients 12 2. Build Strong Relationships with Clients and Families 12 3. Address Problems Quickly 12 4. Provide Exceptional Care 13 5. Monitor and Track Client Satisfaction 13 6. Train and Support Caregivers 13 7. Act Proactively in Crisis Situations 13 8. Exit Strategy for At-Risk Clients 13 Performance Reporting 14 Key Metrics and Actions 14 Weekly Review of Reports 14 Tableau 14 The Key Operations Incentive Dashboard 14 OT Dashboard 14 Stalled Client Dashboard 15 Client segment mix report Dashboard 15 CG last paid shift Dashboard 15 Wellsky 15 Gross Profit Summary 15 Team Member Meetings 16 Weekly 1:1 CSMs 16 Review CSM calendar 16 Review Conversion from prior week 16 Review Client Retention 16 Discuss clients at risk 17 Care Plan audit 17 Weekly 1:1 CGMs 17 Unstaffed Shifts 17 Consistent ongoing schedules 17 Difficult to staff or complex cases 18 CG issues or disciplinary actions 18 CG Bench and Turnover review and newly hired CG. 18 CG coaching and training 18 Weekly HCL Meetings 18 Review schedule meetings for the week 18 GM Top 10 Visits 18 Discuss any upcoming events 19 SAP Performance Review 19 Review HCL Performance Review 19 Monthly Team Meetings 19 Performance to Key Target Review 19 Financial Review 19 Recognition 19 Action Plans 19 Client Birthdays and Anniversaries 19 Company and HR Updates 19 Billing and Payroll 20 Weekly Billing 20 Payroll Audits and Pay Optimization 20 Rate Adjustments and Anniversary Increases 20 Effectively Managing Operating Expenses (OPEX) 21 Overview Role of the General Manager and Purpose of Playbook The role of a General Manager is to lead operations and drive growth in assigned locations. This role is pivotal in ensuring TheKey delivers exceptional care, maintains strong client relationships, and achieves financial and operational excellence. A General Manager has a passion for people, proven leadership skills, and a strategic mindset. This playbook is designed to provide the tools necessary to execute performance. A playbook serves as a strategic and operational guide that outlines processes, best practices, and standardized approaches to achieve specific goals or address common challenges. This playbook is a living document intended to evolve with operational needs and team input. By adhering to these guidelines, General Managers will be equipped to lead their teams effectively, drive growth, and maintain TheKey's standards Everything a General Manager does directly impacts the health of their Profit and Loss Statement (P&L). We will use this P&L guide here to tie each action within this playbook back to. Daily Activities Daily Pipeline Management GM is responsible for daily pipeline Management. This continual review and scrutinizing of potential clients in the "pipeline" is a best practice to maximize Starts of Care (SOCs) of high-value, long-term clients. Weekly Pipeline meetings will be held at the site level to include GM, HCL, CGM and CSM. While 1 per week is a minimum, many high-performing site teams hold 2-3. Leads * Review new leads: Ensure all leads have been actioned within 2 hours * Check the opportunity owners of the leads, focusing on leads that are owned by the operations teams or HCL's * Send chatter note to any lead that has not been actioned within the 2-hour time frame, and link the person who is the opportunity owner to the chatter note (@teammember) * Manage Lead Quality: Are they looking for home care? Do they know it is private pay, and can they afford the service? Are they in a serviceable area? If yes, the lead is to be moved to opportunity. AX Pending * Once moved to opportunity, the prospect is now in an AX pending status * The next task date must be in Salesforce under activity. * If there is no next activity date, a chatter note should be sent to the opportunity owner with expectations for an update by end of business. * Past tasks: All past tasks should be check marked with a note on the activity with the outcome of that task * Past due activities: Send a chatter note to the opportunity owner to have the opportunity updated before the end of day. AX Scheduled * Check all assessments and ensure that they are scheduled on a future date. * If assessment date is in the past, there must be a future task date * Opportunity Owner: Should be changed to the person that is conducting the assessment at this stage. * If Opportunity Owner is incorrect send chatter note to be updated with resolution by end of business day * When an in-person assessment has been scheduled, check the CSM calendar to ensure that all assessments are scheduled on the CSM calendars * Assessments with a lapsed scheduled date: Send a chatter note to the opportunity owner and set the expectation that the opportunity is updated with the nex task date by end of business. * Once the assessment has been completed, move to AX completed * Ensure that the SOC date is in the future, if it isn't, send a chatter note to the opportunity owner with the expectation that it is updated before the end of business day. AX Completed * Ensure that the assessment profile in Salesforce has been updated with the following * Opportunity owner has been updated to the person conducting the assessment
* AX Scheduled by is accurate * AX Completed by is accurate * Should any assessment field be blank, send a chatter note for the opportunity owner to update by end of business day * Ensure that there is a future follow up task set, if not present, send a chatter note for the opportunity owner to update by end of business day * Ensure that intention and utilization has been updated to reflect what was agreed upon in AX AX Closed Lost * Subscribe to your office's "Closed Lost Opportunities" report in SF to send to you weekly. * Review all closed lost opportunities, ensure to look for the following actionable "closed lost reasons" * Lost Contact: Is there clear evidence that the team was working this opportunity in a timely manner? * If not, make it a coachable moment with the opportunity owner on the next 1:1 * Office unable to staff: Fact check this as a reason and send this instance to recruitment for support. * Ensure that the intention was updated prior to closing the opportunity so we are capturing the true missed intention. * Chose another agency: GM to reach out to these lost prospects to see if we can get to the root cause for choosing an alternate agency. Document those reasons on the opportunity reasons for not starting. * Client resistant to care: What can we provide to the family and client as resources or an opportunity to create ongoing touchpoints. Examples of this may be Referrals to partners, resources in the community etc… AX Closed Won * SOC * Ensure SOC date is updated and accurate in Salesforce. If SOC date has lapsed send chatter note to the opportunity owner to update by end of business day * CCA Audit: Check to ensure that the CCA is uploaded, complete and accurate. If CCA is incomplete, an immediate resolution is required prior to SOC * ACH is our preferred method of Payment. Pay by check is only accepted under the guidelines identified here * Payment Authorization/ACH: Check to ensure that we have the correct billing information on file. IMPORTANT NOTE: The person named as the payer on file MUST sign the payment authorization form. * Tasks completed Prior to SOC * Care Plan: A comprehensive care plan needs to be in Wellsky prior to SOC. If care plan is not present, contact CSM for immediate resolution prior to SOC * Matching: Work with CGM team to identify the right match for client by using Carefinder in Wellsky and review the unique needs to the client * CG Tasks: CG Tasks need to be in Wellsky and assigned to the designated shifts. If tasks are not present, contact CSM for immediate resolution prior to SOC * Schedule: Needs to be built ongoing and consistent. * Review that all shifts are billable and payable * Shifts that are non-billable require a note with a reason we are not billing the client and approved by GM prior to completion. * Confirm that the CSM has connected with the client and SOC is confirmed, scheduled, and present on the CSM calendar * Tasks completed at SOC * In person CG Introduction by CSM * CSM will orient CG to the home and review care plan once more * CSM will provide just in time training when needed in the home for unique needs of the client * Tasks completed after SOC * Check to see if there was an update to the care plan after the introduction * Check to ensure that CG intro has been documented in Wellsky under an activity note, tagged CG Intro * Check to see if the CSM has conducted the follow-ups with the client. Under Activity note tagged Client Follow-up * Ensure that the schedule has been filled, if there are open shifts, daily follow up is required until complete resolution. * CG Matching * Ensure that the CG's that have been placed on the shifts are qualified to care for the client based on the clients needs. If not, a detailed training should be documented in the Wellsky system. * GM should call all Tier 1 clients within their first week of service to introduce themselves. Closed Won/Not Started * Check to ensure that all SOC dates are in the future, if lapsed send a chatter note to the opportunity owner and require resolution by end of business day * Check for a future follow up task, if there is no follow-up, send a chatter note to the opportunity owner and require resolution by end of business day AX Closed Won/Never Started: This can be used as an opportunity to understand why we are starting services that is never going to start. Opportunities to explore when evaluating these clients: * Mortality: What caused the mortality, if we knew they were imminent, ensure that the proper intention was captured at Closed Won. Look for coaching opportunities on clients who are actively passing and moving them through our SOC processes. * Need higher level of care: Explore why the decision was made to move to a higher level of care, and is there anything that we could have done differently to change the clients mind (skilled services, GCM)? * Resistant to Care: What was the barrier that ultimately caused the client to cancel services? Explore opportunities with the team to think outside the box of ways that we can help clients who are resistant to care. ________________ Medallia Dashboard Click here to access the Medallia Dashboard. * Review daily and address any scores below 8 * Review Weekly in pipeline with the team * OSAT Expectation is a score of 50 or greater * NPS Expectation is a score of 40 or greater * SLI Management * Review SLI report daily and follow operational process here * Participate in facility SLI remediation for Orange and Red Statuses * Adherence to Client Experience SLA * Utilize client experience SLA here as a guide to ensure team is in adherence * Facilitating a Pipeline Meeting * Utilize Pipeline Playbook here as a guide to running an effective meeting ________________ Daily Wellsky Dashboard Management: Under Dashboard > Live view weekly by clients Review all open shifts for the week: Attempts to resolution should be discussed at stand up daily. Ongoing Schedules: * Ensure schedules are ongoing and consistent. Resolution should be discussed at stand up daily * Missed Shifts: Did anyone go unstaffed for any reason? Explanation and resolution should be discussed daily. Create an engagement cadenc
e to ensure resolution after service failure. CG Call Offs: Look for a pattern or theme. Frequent call offs can result in poor client experience. Look for the Why behind frequent call offs (pay, difficult clients, difficult families, distance etc..). Work to resolve issues until consistency is restored. Client Cancellations: Look for frequent client cancellations. Explore possible issues that may be causing these cancellations. CSM should re-assess if the cancellations continue and update the care plan. Ensure that these clients are placed at an "at risk" list and discussed daily. ________________ Daily Email Management * Prioritize Referral Partner and Client emails first * All emails to be attended at a minimum twice a day; once in the morning and again at the end of day to ensure there are no outstanding items left open ________________ Daily Stand Up (GM, CGM, CSM, HCL) Scheduled Assessments * Review all scheduled AX for the day and establish a plan of approach * Identify how many hours the client is requesting and discuss how to determine in the AX if this is the right amount of care or if there is potential need to discuss higher utilization. Role play how we will navigate this discussion with the client and what indicators we should utilize in determining the need for more utilization. * What CGs are available? Based on what we know about the client needs, begin discussions as a team around potential CG matches and if their availability is aligned with the client's needs. Where possible, have 1-2 CGs pre identified to be able to speak about with the client * Understand when the client believes they would like to begin care. Role play as a team how to build urgency with the client to not delay care. Examples of this may be immediate availability of the perfect matched CG. * Make a plan for how we will progress to start before leaving the home. * CSM should be armed with both electronic and paper forms of Consent Agreement (CCA) * Will all decision makers be present at the AX? If no, establish a plan to virtually involve them in the AX if they are unable to be in person Scheduled Client Visits * Review all client visits and establish plan of approach * What is the goal of the visit. * Review care plan goals and how client is progressing to those goals. Make adjustments to plan of care that align with the changing needs of the client. * Assess CG in the home and provide just in time training if needed * Determine if the client could benefit from additional hours to support their changing needs.Gain alignment from the client. * Draft a recap of visit and findings to be shared with client and family where appropriate Open Shifts * Discuss all open shifts and identify resolution * Review CG Calloffs * Always identify replacement prior to notifying client. * We should not be asking client if they would like a replacement, but rather telling the client regular CG is unable to come today, however we have prepped another CG who is on their way to you today * What is the reason for the calloff. Is this a regular occurrence with CG. * YES - Determine coaching plan and next steps * NO - Document calloff and monitor going forward * Review Client Cancels * Determine reason client is cancelling services and if this is becoming a regular trend CSM should schedule a visit with the client to gauge client satisfaction with services and CG. Also scheduling a call with Family or POC to discuss any trends in cancellations to mitigate any risk of dissatisfaction or risk New Client Starts * Review as a team what clients are starting for the day and what is most important for making this a successful SOC * What Team member will be present at SOC to orient CG to the home and make the client introduction * Has the Careplan been thoroughly reviewed with the CG * Discuss follow up after the shift has ended * What team member will follow up with the CG for feedback on how the shift went * What team member will follow up with the Client for feedback on how the shift went * Communicate to team all feedback received and make adjustments where needed to ensure a continued success with the SOC Clients on Hold or in the Hospital * Discuss any new updates on all on hold or hospitalized clients to * Review and assign point person for follow ups needed with family members * Begin to prepare for a smooth transition back to services by staying in contact with family and client determining any adjustments needed to care. * Identify team member and plan for client visit within the first week of returning to services. As a reminder if they client was on hold due to a hospitalization, a full QA visit will be needed upon return to services. HR Concerns * Review any open HR cases as a team and discuss next steps to resolution and who the owner is ________________ Client Management Follow Client Experience SLAs here Types of Clients and Preferred Mix * Long Term Clients = Greater than 30 days and should make up 75% of client mix. * Tier 1 Clients: More than than 30 hours per week and longer than 30 days of service * Tier 2 Clients: Less than 30 hours per week and longer than 30 days of service * Short Term Intention = 30 days or less and should make up 25% of client mix. * Tier 3 Clients: More than 30 hours per week and less than 30 days of service * Tier 4 Clients: Less than 30 hours per week and less than 30 days of service * Note: We use these clients in a strategic manner such as: breaking into a new referral partnership, helping a high value partner or co-mobidity that would cause them to need more care. Reassessments and QA Visits * Re-assessments: CSM * Identifying what clients need to be re-assessed monthly and schedule at the beginning of each month * A re-assessment visi
t entails a complete reassessment with the client to ensure the care plan and care goals are current and up to date * Prioritize Long Term clients to identify any needs for increased utilization or services * Develop plan for Tier 3 reassessments to identify opportunities to extend services and increase utilization prior to deactivations (prior to 30-days) * QA Visits: CSM * Identify what clients need QA for the month and schedule * A Quality Assurance Visit entails a check in with the client to ensure the client is satisfied and the CG has the tools and resources they need to care for the client. * A Quality Assurance Visit is required anytime there is a change in condition or hospitalization * Referral Partner visits: GM and HCL * Participate in community events with HCL as scheduled * Schedule monthly visit for top 10 SAP referral * Retention and At Risk Clients * Retention: Retention of long terms clients is crucial to the success of Client Retention and At-Risk Clients Proactively managing client satisfaction and addressing concerns promptly are crucial for retaining clients and reducing attrition. This section provides actionable strategies for understanding client needs, building strong relationships, delivering exceptional care, and addressing issues before they escalate. By focusing on these practices, you can foster trust, enhance satisfaction, and minimize client turnover. 1. Understand the Needs of Your Clients * Assess Individual Needs: Regularly check in with clients to ensure their needs are being met and adapt services as they change. Use tools such as assessments, surveys, or meetings with family members. * Personalized Care Plans: Develop individualized care plans and ensure caregivers are well-trained to meet specific client needs. Personalization increases satisfaction and loyalty. 2. Build Strong Relationships with Clients and Families * Open Communication: Foster consistent communication with clients and their families through regular phone calls, emails, or home visits. Demonstrate your investment in their well-being. * Check-in Calls: Schedule routine check-in calls to discuss satisfaction and address any concerns. * Be Transparent: Inform clients and families promptly about staffing changes or updates to care plans. 3. Address Problems Quickly * Identify Red Flags: Monitor indicators of dissatisfaction, such as decreased communication, complaints, or behavioral changes. Respond to these issues promptly. * Client Feedback: Use regular feedback mechanisms (e.g., surveys, satisfaction check-ins) to identify concerns early. * Solution-Oriented Approach: Actively listen to client concerns, acknowledge issues, and offer prompt solutions. Adjust care plans or reassign caregivers as needed. 4. Provide Exceptional Care * Quality Control: Ensure caregivers are well-trained, compassionate, and adhere to care protocols. Conduct regular quality audits and home visits to uphold high standards. * Reliability: Ensure caregivers are punctual and communicate staffing changes early. Reliability builds trust. * Continuity of Care: Assign consistent caregivers to clients whenever possible to foster trust and satisfaction. 5. Monitor and Track Client Satisfaction * Client Retention Analytics: Track data such as reduced hours, complaints, or missed payments to identify clients at risk of leaving. * Engagement Tracking: Monitor interactions between caregivers and clients or families. Re-engage clients showing signs of dissatisfaction with proactive communication. 6. Train and Support Caregivers * Empower Caregivers: Provide caregivers with the tools, training, and support they need to excel. Happy caregivers lead to happy clients. * Recognize Great Work: Acknowledge caregivers who excel at building strong client relationships. Recognition improves morale and retention. 7. Act Proactively in Crisis Situations * Crisis Management: Respond promptly to emergencies, such as client health issues, and communicate clearly and empathetically with families. Demonstrating your commitment builds trust. 8. Exit Strategy for At-Risk Clients * Exit Interviews: Conduct exit interviews to understand why clients leave and use this feedback to improve services. * Re-engagement Strategy: Maintain communication with former clients to keep your services on their radar. Friendly follow-ups can lead to re-engagement. ________________ Performance Reporting Key Metrics and Actions * Tier 1 Clients: Tier 1 clients should be monitored and tracked every day. Teams need to ensure that they are aware of any issues or concerns with all Tier 1 clients to ensure retention is met. Goal = +1 Tier 1 client/ month or more * Billable Hours: Tracking and monitoring hours on a daily and weekly basis is crucial to the success of the business. Keeping a strong pulse on missed opportunities, cancellations and call off is key to strong billable hours. Goal= +1% /month or more * Margin: Constant monitoring and management of unbilled shifts, bill/pay rates and OT. Goal = 49-50% margin or more * EBITDA: Improve or Maintain site profitability Goal= 27-30% or more * Google Reviews: Increase five star client google review count. Goal= +1/month or more ________________ Weekly Review of Reports Tableau The Key Operations Incentive Dashboard * Review Daily - Click here to access. * Tier 1 and Billable Hours * Stalled Clients - No future shifts scheduled * If client has terminated services, Deactivate in Wells
ky * If client is in rehab, hospital, on extended vacation client should be put on hold * CGM Team to update future shifts where appropriate * At Risk Clients - Latest scheduled shift for a client is within the next 30-days * CGM Team to build out shifts beyond 30-days for all Long Term client * Review Short Term clients and identify opportunity for extended services and utilization OT Dashboard * Click here to access. * Evaluate OT paid but not billed weekly with the goal of less than 2% Pay Bill Gap. Options to eliminate this variance as follows * Have a discussion with the family explaining the need to bill OT that is required to be paid to the CG * Work with the family to rework the client schedule to eliminate OT * Introduce an additional CG to the care team to eliminate OT Stalled Client Dashboard * Click here to access. * Evaluate stalled clients weekly and take the following actions * Determine if the client should be deactivated in Wellsky * Determine if client should be placed on hold (hospitalization, out of town) * Understand the reason of the stall and work with the client to determine re-engagement Client segment mix report Dashboard * Click here to access. * Evaluate client segmentation report weekly and take the following actions * Long Term Accuracy expectation is 70% * Determine areas of opportunity where we are missing our intention and provide coaching to the appropriate team member * Monitor reason codes for Long Term becoming Short Term to identify opportunities to improve CG last paid shift Dashboard * Click here to access. * Evaluate CG last paid shift dashboard weekly and take the following actions * If CG last paid shift is greater than 60-days move to deactivation * If CG last paid shift is greater than 30-days but less than 60-days direct team to make outreaches to obtain availability and update * Utilize CG availability re-engage Caregivers and utilize to start new cases Wellsky Gross Profit Summary * Pull Wellsky Gross Profit Summary weekly to manage CG Margin. Understanding this is directionally correct, however will be 2-3% different than P&L CG Margin due to billing adjustments made outside of Wellsky * Review all CG OT to * Ensure all is billable and reduce Pay/Bill Gap * Rework schedules to reduce or eliminate OT all together Sales At TheKey we believe everyone plays a part in sales and educating our referral partners and the consumer. General Managers are responsible for owning accounts in the market and following our sales process that can be found here in our Homecare Liaison Handbook. The following courses will be assigned to you in our HSI for completion. GM sales week 1 Guiding Clients & Families to the Right Care The True Role of Home Care Sales HCL Salesforce Playbook (v2) Home Care Liaison Handbook How to Document a Future Meeting in Salesforce How to Document Follow Ups How to Update Past Meetings Sales Process 2024 Sales Readiness Assessment - Week 1 GM sales week 2 Customer Value Segmentation Tableau Reports for HCLs Tableau Reports Assessment GM sales week 3 Sales Readiness Assessment - Week 3 Leveraging Community Power Partners Leveraging Community Power Partners Assessment Referral Guide Book GM sales week 4 Partnerships & Protocols Partnerships & Protocols Assessment Sales Readiness Assessment - Post Training Sales Coverage - In the absence of an HCL General Manager and Field Team * Assign site SAPs to team and set ongoing expectation with the temporary owner * Immediate in person introduction * Set weekly/bi-weekly/monthly cadence with referral account * Weekly review of performance with RDO and RDBD Sales Leadership * Review details of SAPs with Sales Leadership to initiate immediate actions: * Weekly review of performance with RDO and GM * RDBD/ASM to drive touch points with SAP accounts * Weekly Email drip campaigns to HCL owned accounts to stay top of mind Marketing * Set a meeting with the Marketing team to initiate immediate actions: * Paid LinkedIn messaging and account based targeting via InMail to remain present in community * Additional B2C tactics/investment to offset gap * Direct mail support for new accounts Team Member Meetings Weekly 1:1 CSMs Review CSM calendar * Has the CSM appropriately planned their week by calendaring scheduled visits? * If no - coach and complete task during meeting * If yes - review any concerns or support the CSM may need to successfully complete the visit * Has the CSM accounted for all SOCs for the week to ensure they are present for the SOC and CG Intro. * If no - coach and complete task during meeting * If yes - is the care plan clearly documented and have we set aside time to review in detail with the CG for a successful start? * Review all scheduled AX for the week? * Assess that all Long Term Client AX are being completed in person * Does CSM have availability to schedule additional AX
throughout the week? Where possible block time to accept additional AX that come up * Begin planning for scheduled AX and discuss any potential barriers and how to overcome Review Conversion from prior week Opportunity to SOC Conversion Expectation is 40% Assessment to SOC Conversion Expectation is 75% * Closed Lost - Reason for the loss, how can we mitigate going forward, what will our follow up actions be * Closed Won - Anticipated start date, identifying the right CG match and any special requirements to execute SOC * AX completed but no decision has been made to proceed with services. Discuss what support is needed to prompt the client to proceed with making a decision and proceeding with the start of care. Identify what stakeholders from TheKey should be involved to prompt advancement (i.e., GM, Sales, Intake) Review Client Retention Long Term Client Retention expectation is 80% * Review all client discharges and stalled client reasons from week prior * Review any service failures and plans to remediate and improve client satisfaction * Create a plan together for follow up on discharges where appropriate Discuss clients at risk * Are there any clients we have concern with ending services? * What is causing the reason for the risk? * Create a plan to intervene early and overcome any dissatisfaction Care Plan audit Care Plan expectation 100% * Review together care plans created from prior week * Ensure at least 2 BCM pillars are included * Confirm clear care goals have been established with desired outcomes * Have we included a personalized touch that we can coach the CG to ensure we are including these in the care being provided (i.e., Client enjoys watching the Giants on TV, Client was a teacher and enjoys spending time in the library, Client had a beautiful rose garden) ________________ Weekly 1:1 CGMs Review CGM Dashboard in Wellsky Unstaffed Shifts Unstaffed shifts expectation is no more than 1% * What shifts remain unstaffed this week and why? * What actions is the CGM taking to identify the right CG to fill the shift and ensure the shift does not go unfilled? * Utilize Care Finder to identify ideal match * Communicate with CG bench * Review all newly onboarded CGs for a match Consistent ongoing schedules * Do all of the Clients under the CGMs management have consistent ongoing schedules built out in Wellsky? * What actions is the CGM taking to resolve any inconsistencies * Partner with CSM to identify where they can work with the family to develop the ongoing schedule * Partner with CSM to improve the consistency of the schedule by ensuring we have made the right CG match and making adjustments to improve consistency where appropriate Difficult to staff or complex cases * Strategize with CGM to identify how to overcome (i.e., do we need to use another CG in the interim while we source the right fit for the case) * Keep communication open with CSM, Client and Family while we work to overcome any difficulties in staffing CG issues or disciplinary actions * Review all CGs in a disciplinary stage * What stage is CG currently in, what are next steps, what support is needed to overcome any issue * Is HR involved where appropriate CG Bench and Turnover review and newly hired CG. Active CG Utilization expectation is 75% * Offboarding in a timely manner when required. * Review Active CG percentage - Utilize the CG Last Paid Shift Dashboard to determine how to best re-engage CGs who have not worked in the last 30-days * New hire utilization - Review all new hires and create a plan for matching them with the right clients and keeping them working and engaged * Optimize CG schedules and regularly check in CGs to understand their desired hours and availability to help ease staffing constraints and maintain CG willingness to take additional work CG coaching and training * What CGs need additional training or would like to be trained on other skills * Develop a plan for administering training needed either in office or in the Client's home ________________ Weekly HCL Meetings Review schedule meetings for the week GM Top 10 Visits * Discuss goal or desired outcome of each meeting * Review meeting attendees and determine if there are any current relationships that can be leveraged Discuss any upcoming events * The goal of the event and identify participants SAP Performance Review Review performance of SAP accounts and discuss any challenges impacting performance and where there is success. * Referral Account Momentum Dashboard: Click here Review HCL Performance Review Review HCL performance to goal and strategize how Ops can best assist with getting HCL to target. * HCL Scorecard Dashboard: Click here ________________ Monthly Team Meetings Performance to Key Target Review * Review all performance to targets; Tier 1, Billable Hours, Quality, Retention, Conversion Financial Review * Review financial performance including; P&L, CG Margin, Revenue * Recognize team members for exceptional performance Action Plans * Review and update Action plans Client Birthdays and Anniversaries * Utilize t
his time to complete all handwritten Birthday, Anniversary and Thank you notes to clients. Retention and Hospitality best practices here Company and HR Updates Billing and Payroll Ensuring accurate client billing and caregiver wages is how you achieve, maintain, and exceed a 49-50% Caregiver margin. Weekly Billing * Go to the billing under Accounting in Wellsky * Check for any unbilled shifts: Shift note is required in order to have unbilled shifts. If there is no note, contact CSM for immediate resolution * Check bill rates: Check for mistakes, review any clients that fall far below or above your standard rates. * Check hours: Check for mistakes, overlapping shifts, hours that seem too high compared to the rest of the shifts * Unbilled Overtime (OT): Check billing for clients that do not have OT billed but have OT hours on a regular basis. Dig into those clients specifically to ensure that we are staffing those appropriately in order to maximize margins. ________________ Payroll Audits and Pay Optimization * Weekly Payroll: Go to to the payroll screen under accounting in Wellsky * Check for CG that have high OT hours: Explore what clients they work with and ensure that the clients are being billed for the OT that they are working. If not, explore schedule change * Check for high pay rates: Check to ensure that all the caregivers are paid similarly. Caregivers that are above others should have clients who are paying higher rates to offset the increase in pay. * Check for low pay rates: Check to ensure all caregivers are paid fairly. If there are any caregivers that are underpaid, GM needs to explore opportunities to increase pay while being mindful of margins. * Check for accurate pay rates: Ensure that there are no unpaid shifts. All travel, mileage and training needs to be paid at minimum wage. Rate Adjustments and Anniversary Increases * Anniversary Bill Rate Increases SOP here * Follow standard operating procedures for adhering to the annual bill rate increase process * If care needs change throughout the year and an increase is imminent do not wait for annual increase, rather make adjustments as needed Effectively Managing Operating Expenses (OPEX) Effectively Managing Operating Expenses (OPEX) to align with 15% of revenue: This is critical to achieving an AEBITDA margin of 27-30%. Every dollar saved is equivalent to two dollars earned, thus disciplined cost controls can have rapid and meaningful impact on your bottom line. The major OPEX categories are listed below along with targeted percentages relative to revenue: * Office Compensation to revenue: 10% or less * Staffing model adherence * CSM to Client Ratio 40:1 or more * CGM to Caregiver Ratio 50:1 or more * In smaller sites, look to hybridize roles until ratios truly require individual teammates for all roles * Business Development / Sales Compensation to revenue: 2.5% or less * Occupancy to revenue: 1.0%-1.25% or less * Constantly evaluate office space for total square footage needed and cost per sf * Renegotiate with landlord or find better priced / sized spaces nearby * Sublease unused square footage or office locations * Marketing (Brand Center): 0.3% or less * Travel and Entertainment: 0.2% or less * Ensure team members are abiding by expense policy here * Review Travel and Entertainment spend weekly as you approve team expenses to ensure compliance with policy and efficient use of company resources * Review mileage claims for abuse and overages * Office Supplies and Other: .2% or less * Exercising cost containment where applicable * Professional Services (e.g., Consulting services): .5-1.0% or less * Review invoices with FP&A monthly to ensure accuracy and identify ways to reduce expenditures / usage of shared and contracted services * Bad Debt: 0% * Ensure effective collections and follow up on past due amounts * When screening potential clients, ensure they are financially sound to support services * If dealing with Long Term Care (LTC) policies, always obtain an Assignment of Benefits (AOB) to ensure TheKey is directed paid by the insurer instead of through the client