Fwd: SE FL Recovery Plan

Beth Ann Rosario
*Senior Regional Director Southeast *
*919.899.5543*
[image: TheKey]


---------- Forwarded message ---------
From: Beth Ann Rosario <bethann.rosario@thekey.com>
Date: Tue, Jul 16, 2024 at 4:38 PM
Subject: SE FL Recovery Plan
To: Chad Everitt <chad.everitt@thekey.com>
CC: Jaime Cittadino <jcittadino@thekey.com>, Earl Blair <
earl.blair@thekey.com>


Hi Chad,

**Earl will add additional metrics around % reduction in rev from our key
referral accounts and reduced leads, he was in the field today and limited
access to his commuter but will submit tonight!*


Earl, Jaime and myself have formulated the below recovery plan for the
decline we are seeing in SE FL so provide context to data and insight to
the decline.

I have attached the discharge sheet  DISCHARGES: Q2 SE FL
<https://docs.google.com/spreadsheets/u/0/d/1ruDQ-wgZE0KlbEwWmyssln5n3ZrpoO7wetBa9ZVexWo/edit>that
goes into detail the reason why clients left. In Q2, we had 32 Tier 1 and
Tier 2 client starts across SE FL and had 37 Tier 1 and Tier 2 clients
deactivated. The clients on the list who deactivated for reasons outside of
mortality and/or moved were contacted by our GM Dawn Peluso directly to
touch base with and see if restarting services now or in the future. Of
those contacted 2 resumed and the general feedback was clients were
satisfied with service and would/will return if there’s a need. They ended
service and matched their short term intention. At this time, we are taking
cheetahs and bees to drive any revenue we can if we are able to staff
without constraint. Of those discharged in Q2 3 were related to service
failures. 72 discharges: 37 elephants, 17 turtles, 10 cheetahs, 8 bees



Discharge Reason

Action

Resumed

Left VM

Happy, Would Return

Dissatisfied

"No Longer Needs Care"

28 calls made by GM

2

6

17

3












Discharge Reason

Total Q2

Plans to Return

Unsure

No Plan to Return

Pending Response

Moved Out Of Area

11

7

1

2

1


Discharge Total

Deceased

Moved Out of Area

Moved to Facility

Improved, Would Return

72

22

11

8

17

Service Failure

Finances/Pricing

Refused Care

Resumed Care

3

8

1

2




Seasonality impacts FL as reflected in the discharge list, of those clients
who relocate north in Q2, we anticipate 64% returning.  The below chart
highlights SE FL decline alongside the company and the uptick compared to
the company in the winter months.






Implementation of existing client SLA across all sites in SE FL who were
not performing under that operational expectations. With the
implementation, we are seeing improved intra office communication to reduce
service failures and improve cross platform referrals to our skilled
nursing business. We have increased hours with several clients by
preventing a hospitalization through nursing oversight. Daily stand ups to
review client experience and opportunities for improvement have improved
cohesiveness between leadership, CSM, and CGM. There are several operations
team members being placed on corrective action for failing to adhere to
operational expectations and leadership direction. Accountability is in
place to ensure our services provide the level of white glove touch to
explain the value of our price.

We reviewed our key accounts that show significant decline. The biggest
loss was our partnership with 5 Star Boca, a lifetime revenue of $2.75 Mil
and 12 months, $1.5Mil, we lost out to a competitor, Firstlantic. They were
able to promise the facility services we were unable to compete with such
as they can act as a placement agency in addition to providing an RN for
their Wellness Center 8am-6pm X 7 days. Additionally we have seen a decline
from JFS. Jaime Cittadino is attending a meeting with the JFS CEO to
understand the reduction in referrals even with our monthly donation to the
JFS Foundation and to collaborate strategic growth for us both.
Additionally,as a referral partner Advocare, has seen a decline even with
the daily stand ups, collaborative work environment, and improvement
internally. We are actively working to hire a new GM for this part of the
business and work closely with Kelley Richard to build both businesses as
the referral decline correlates with the revenue decline with Advocare. The
Carlisle is another top account that has reduced significantly with the
preferred provider in the building now Senior Helpers who are priced $3/hr
less. With Senior Helpers in the building, they have not referred any
clients to us. The new ED of the community 5 Star Hollywood has a close
relationship with the head of sales for Senior Nannies resulting in all
client referrals to Senior Nannies.

To combat the decline in key accounts, leadership have been visiting all
accounts with the HCL. Dawn, Jaime, and Earl have all been in front of top
referral partners to take their feedback around where we can improve and
issues they experienced previously that resulted in a lack of faith. The
visits have been productive in improving our reputation and their trust in
us. Additionally, we are leveraging flexcare in communities to replicate
successful sites in the Southeast Region to help elevate SE FL. The team
has all been trained on CINCH and are offering pop in visit as a
differentiator from our competitors. Earl has spent 1 week with each new in
role HCL SE FL to observe them in front of referral partners and gain
feedback.

Bre Hurley is our most seniored HCL and has been the only HCL in SE FL for
over a year in over 3 years. The turn over has impacted our ability to make
good traction in other markets of SE FL like Broward, Dade, and Palm Beach.
Losing 5 Star Boca and The Carlisle to a competitor has resulted in a
significant decline from her peak revenue YoY.


Please reach out for any additional context or information I have not
included