--000000000000ea1dbb05eff2afc3 Content-Type: text/plain; charset="UTF-8" Hi Tim and Matt, Matt, to loop you in, I reached out to Tim to have a discussion on the increasing number of service failures. I felt that the conversation was very helpful, thank you Tim for taking the time. I don't feel that there is any common thread between service failures, nor does it reflect on any one person; we all know failures are expected. My concern was the recent increase, the reputational risk and the future impact. Thank you Tim for the discussion on the opportunity to tighten up our processes in quality improvement. I also want to ensure that I understand and sell realistic expectations of what we can deliver so that the client and operations are set up for success. I found Tim's perspective very helpful, that the landscape has changed. Customer's expectations are higher, rates are higher and the quality of the workforce has changed. Also, I am open to any changes I need to make in my communication to manage expectations and support operations. This was helpful as I plan Q1 goals. I am going to list a summary below. *University Gate LTC:* Oct 6 Client (Mausser) refused CG, Client was aggressive. (The client's complex needs were outside a scope we could manage.) *University Gates LTC:* Nov 28 Pending, the Client-Zimmerman is still in the hospital. Our CG did not meet the expectations of engagement. (5 CG have seen this client.) Was also reported later that CG was in the car sleeping, other times CG not with the Client. Ended with CG losing the Client at the public library next to SLC, on the same day the Client escalated and the police took the client away. (The client's complex needs were outside a scope we could manage. Plus, there was questionable CG performance.) *Cheques/Admin:* Sam contacted a number of Referral accounts for late payments. A few referrals indicated that payment was sent. Some Cheques were at the office, possibly received before the reminders were sent. *Albert Pioneer Youth Services:* Dec 5 Requested that CG doesn't return. CG was inappropriate in asking for other staff's private phone numbers. *Pinehaven:* Dec 9 Lost SOC. Can learn #1 we were priced higher than other referrals given by SLC, #2 intake process #3 client didn't understand the agreement *North Lodge Community Living Cambridge:* Dec 12 CG requested not to return *Pinehaven Dec 13 (?)*: Lost shift request Pinehaven called at the start of the shift time,(7am) no CG available to go North Lodge Community Living Cambridge: Dec 13 CG no call, no show The Court at Laurelwood: 2 CG housekeeping shifts didn't go well for a 1 month contract, and CG did not meet basic expectations of the home. Resolved, 3rd CG meeting the expectations. *University Gates LTC:* New SOC 1:1 client, only staffed for 1 shift, not ongoing. I missed a message from Taylor in the Slack thread to clarify the length of service. Learning: when I updated Allison on Monday about the SOC I didn't catch then, there w