Phoenix, Arizona / Private-pay home care
288 more care hours delivered each week in 90 days.
Weekly care hours grew from 5,700 to 5,988. Territory-specific recruiting campaigns, a simpler application and managed applicant follow-up supported a net increase of 19 caregivers.
Cases unstaffed beyond 72 hours: 11 → 2.
$194,688 a year in added gross profit, annualized.
Growth after departures, across three territories.
Starting position
The agency reported $9.80M in annual revenue, 228 clients, 5,700 weekly care hours, and 240 caregivers. It was declining 380 weekly hours and had 11 cases unstaffed beyond 72 hours.
The constraint
Recruiting could not replace departures fast enough. Applicant contact took 31 hours, interview show rate was 38%, and filling an open case took 26 days.
What Acensus built and managed
Week 1 established recruiting baselines by territory. Week 2 rebuilt the mobile application and activated caregiver applicant intake with an immediate response. Weeks 2–3 added screening follow-up and territory-specific creative. Week 4 reviewed screening calls with recruiting coordinators. Screening tightened in Week 6 after applicant quality weakened. Weeks 5–12 used the Ledger to review applicant flow and response speed. The client retained hiring, scheduling, and retention decisions.
+5%Three territories · 90 days
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
Recruiting media spend was $27,000. The 288 added delivered weekly hours, at $33.00 per hour, represent $494,208 in annualized added revenue. At $13.00 hourly gross margin, they represent $194,688 in annualized added gross profit. Added gross profit realized during the engagement was $22,000. Recruiting media divided by 67 gross hires across all sources was $403 per hire.
What shaped the result
Fourteen new hires left within 60 days; they are already included in the 48 departures. Nineteen net caregivers implied 451.25 weekly capacity hours at the stated average, but delivered gains were 288, leaving 163.25 hours unmatched in the planning model. A pre-engagement $0.75 pay increase may have helped. One territory still attracted fewer applicants.
What moved: the full operating schedule
| Measure | Starting point | Endpoint / window |
|---|---|---|
| Applicants / week | 51 | 114 |
| Applicants / reporting window | 663 modeled | 1,148 reported |
| Median first contact | 31 hours | 8 minutes |
| Interview show rate | 38% | 64% |
| Time to fill a case | 26 days | 9 days |
| Gross hires / departures | 27.8 / 48.6 modeled | 67 / 48 reported |
| Net roster movement | −20.8 modeled | +19 reported |
| Caregiver roster | 240 | 259 |
| Cases unstaffed beyond 72h | 11 | 2 |
| Weekly hours declined | 380 | 92 |
| Weekly hours delivered | 5,700 | 5,988 |
Additional operating and financial detail
| Loaded caregiver cost | $20.00 per hour |
|---|---|
| Gross margin | $13.00 per hour / 39.4% |
| Average client / caregiver hours | 25 / 23.75 per week |
| Length of service | 17 months |
| Replacement estimate | 13.41 admissions per month |
| Same-window hires / applicants | 5.84%; not a tracked applicant-cohort conversion rate |
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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