S w 910M51 CLOSING THE GAP – THE CHANGING HOME CARE ENVIRONMENT (A) Rida Elias wrote this case under the supervision of Professor Roderick E. White solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey …show more content…
Clerici had a nursing background, and her founding of CTG to provide home care services had come from her passion to serve patients. In less than 23 years, Clerici had established her company as one of the top 15 home care providers in Ontario, growing to more than 500 workers.2 Like most owner-operators of small, growing companies, she had pledged personal assets, including her family home, to underwrite the company’s loans. Only recently had she been able to renegotiate this arrangement. 1 Canadian Home Care Association, “Home Care 2020: A Vision of Health, Independence & Dignity,” available at http://www.cdnhomecare.ca/media.php?mid=2335, accessed October 25, 2009. 2 Andrew Wallace, Closing the Gap, Toronto Star, September 21, 2009, www.thestar.com. This document is authorized for use only by Martha O'Neill (gville02@hotmail.com). Copying or posting is an infringement of copyright. Please contact customerservice@harvardbusiness.org or 800-988-0886 for additional copies. Page 2 9B10M051 Much of CTG’s success stemmed from Clerici’s enthusiasm for the business, her experience in the field and her ability to read the signals before her competitors did. The most significant recent signal had been the Caplan Report. This report, developed by a committee chaired by the Hon. Elinor Caplan, had been commissioned by the Ontario Minister of Health and Long-Term Care and was aimed at
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Our VA is a great place to work overall. I feel most people work there because they love working with and caring for Veterans. It is our duty to promote well-being and happiness so we can recruit and retain the brightest and most talented people. The VA has a good retirement program and benefits package and it is what initially entices non-physician applicants at first. The application process is a bit complicated and our HR does not do well in the communication part of the process. Once employees are hired on, which can take several months, they are usually pretty happy. Physicians and nurses are boarded, there is a very detailed algorithm used to determine their grade and step, which ultimately calculates their fair
Our Aboriginal Home Care Service, acquired as part of the NSW Home Care acquisition, Australian
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Xingyun Liu, Lifan Wu and Jim Hatch wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of
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In spite of the small size of the company, with 25 employees and a potential business because of the new cellular industry, there was a lack of organization and administration in the company.