New Hire Option for Calgary

Hi Tim,

As our Calgary operation continues to grow and serve a diverse clientele
from CDHC, it has become evident that maintaining a high standard of
service and personalized attention is paramount. With a current workload of
1700/1800 weekly billable hours spread across 67 clients, we recognize the
need to optimize our client management strategy. To address this, we
propose hiring an additional team member who would be responsible for
managing 25% of our CDHC clients, equating to approximately 425 billable
hours and 17 clients. This strategic move not only ensures a more
manageable workload for our current CSM Shawntel but also allows us to
enhance the quality of service and support we provide to each client.

I would look to contract hire RN Joy Terlesky to assist with managing 20%-
25% of the CHHC clients. She would work 32 hours monthly on managing the
SLA for 17-20 of our CDHC clients. She was a former owner of Home Care
Assistance and needs no onboarding training as she has been in this role
previously as Director of Client Care Management.  This can be a strategic
move for several reasons:

   - Improved Client Experience: By having additional support, you can
   ensure that each client receives the attention they deserve. With Shawntel
   having a smaller caseload, it's easier for her to address client needs
   promptly, leading to higher satisfaction and retention rates.
   - Increased Productivity: Dividing the workload can lead to higher
   productivity levels. With fewer clients to manage individually, both
   Shawntel and Joy can focus on delivering quality services and meeting
   client expectations more effectively.
   - Scalability: As your client base grows, having an additional team
   member in place ensures that we can scale our services without compromising
   quality. It provides room for expansion and takes some pressure off the
   existing team members.
   - RN Specialization: With an RN on board, you can potentially have
   specialized roles or areas of expertise within your team. This allows for a
   more tailored approach to client management, leading to better outcomes and
   stronger client relationships.
   - Reduced Burnout: Shawntel is handling a large number of clients, which
   can be mentally and emotionally taxing. Sharing the workload ensures that
   she can maintain a healthier work-life balance, reducing the risk of
   burnout and improving overall job satisfaction.

Considering the number of billable hours and clients Calgary currently
manages, bringing in additional help can lead to more efficient operations,
happier clients, and a more sustainable workload for everyone involved.

Here is a breakdown of the workload distribution.

   - Billable Hours: You have a total of 1700 billable hours.
   - If RN Joy is responsible for upwards of 25% of the clients, she will
   handle 25% of the billable hours as well. That's 25% of 1700, which is 425
   billable hours.
   - Calgary currently has 67 clients.
   - RN Joy would be responsible for 20% - 25% of the clients, 25% of 67,
   and approximately 17 clients.

Given these calculations, Joy would manage around 425 billable hours spread
across roughly 17+ clients. This workload is designed to ensure that they
can dedicate adequate time and attention to each client while contributing
significantly to the overall billable hours of the organization.

This would also delay an additional head count for Calgary, which would, in
the short term, have a positive impact on our P&L. We could use those
savings to reinvest in client acquisition.

Let me know if you have any questions and would like to discuss this
further during our 1:1.

Kind Regards,

Chuck

Chuck Terlesky B.A., CCPE
General Manager
Winnipeg and Calgary

Calgary: 403-301-3777
Winnipeg: 204-489-6000

TheKey.ca   <https://thekey.ca/>

[image: TheKey]