Miami, Florida / Intake recovery
54% more monthly admissions in 90 days.
Monthly admissions rose from 8.0 to 12.3 with almost the same inquiry volume. Missed-call recovery, intake scripts, call reviews and managed follow-up turned more existing inquiries into care starts.
Inquiries stayed flat: 47 → 46 a month.
Business hours. After hours: 19h 10m → 11 min.
Growth the existing caregiver team could staff.
Every new client came from inquiries the agency already had.
Starting position
The agency reported $6.40M in annual revenue, 168 active clients, 3,612 weekly hours, and 134 caregivers. Its monthly admissions pace was below discharges: 8.0 admissions versus 9.3 discharges.
The constraint
Missed calls and slow follow-up were losing existing demand. Business-hours first contact took 4h 20m; after-hours contact took 19h 10m. Inquiry volume stayed almost flat through the engagement.
What Acensus built and managed
Week 1 reconciled phone logs, CRM, and scheduling records. Week 2 added missed-call recovery and a pipeline for each location. Weeks 2–3 introduced intake scripts and recorded-call review. Week 4 added after-hours routing to the on-call phone and revised care-needs questions. Calls and assessment-booking language were reviewed again in Weeks 6 and 10. The Census & Capacity Ledger was reviewed every Monday.
+54%Two locations · 90 days
Inquiriesper month
Assessmentsper month
Admissionsper month
Investment and return
Gross profit after direct care costs, before overhead. Annualized at the ending weekly pace; not cash collected over 12 months.
The economics and what shaped the result
The economics
The 234 added weekly hours, at $34.00 per hour, represent $413,712 in annualized added revenue. At $14.50 gross margin per hour, they represent $176,436 in annualized added gross profit. Added gross profit realized during the engagement was $22,100. No additional advertising or messaging cost was stated.
What shaped the result
Across the full window, 33 admissions less 29 discharges added four active clients. The bill rate increased from $32.50 to $34.00 in Month 2; added-hours economics use $34.00 throughout and exclude the rate uplift on existing care. A Friday staffing gap delayed one location’s improvement. Nine revived inquiries remained opportunities, not booked revenue.
What moved: the full operating schedule
| Measure | Starting point | Endpoint / window |
|---|---|---|
| Inquiries / month | 47 | 46 |
| Missed calls / business hours | 34% | 6% |
| Missed calls / after hours | 61% | 9% |
| First contact / business hours | 4h 20m | 6m |
| First contact / after hours | 19h 10m | 11m |
| Inquiry → assessment | 31% | 44% |
| Assessment → admission | 55% | 61% |
| Inquiry → admission | 17.1% | 26.8% |
| Admissions / month | 8.0 | 12.3 |
| Discharges / month | 9.3 | 9.7 |
| Net client growth / month | −1.3 | +2.6 |
| Active clients | 168 | 172 |
| Caregivers | 134 | 142 |
| Billable hours / week | 3,612 | 3,846 |
| Assessment no-shows | 22% | 19% |
Additional operating and financial detail
| Loaded caregiver cost | $19.50 per hour |
|---|---|
| Gross margin | $14.50 per hour / 42.6% |
| Average client / caregiver hours | 21.5 / 27 per week |
| Length of service | 18 months |
| Replacement estimate | 9.33 admissions per month |
| All-in cost per admission above baseline | $2,500; 9 admissions above baseline |
Reporting basis and how to read the figures
Source: the client’s own billing and operating records, with calculations reconciled to the supplied inputs. Window counts and endpoint rates use the stated periods. Annualized values assume continuing weekly hours and rates; they are operating run-rates, not cash collected or realized 12-month returns. Each case retains its stated cost denominator and factors that shaped the result. Client identities are anonymized.
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