Own the balance of clinical supply to member demand, holding utilization within a healthy 90–110% band — enough capacity to serve members reliably without costly idle time. Build and run the supply–demand model, forecast demand, and adjust staffing and scheduling to keep the system in balance as volume shifts.
Care Team Services for Enrollment
Own the Care Team Services that enrollment depends on — the supply and the operational delivery — while the Enrollment leader owns enrollment performance and its metrics. This role supports that leader; it does not own the enrollment metric.
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Enrollment supply & demand. Own supply–demand forecasting for enrollment: project onboarding-visit demand and the other care-team requirements enrollment generates, and ensure enough supply — onboarding-visit slots, staffing, and coverage — is in place to meet it, so enrollment is never constrained by a lack of care-team capacity.
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Onboarding-visit completion. Ensure the care team reliably completes scheduled onboarding visits through staffing, scheduling, backfill, and rapid recovery of missed or failed visits.
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On-demand sensor support. Ensure on-demand sensor support is staffed and available so members can be helped through sensor setup and issues during onboarding.
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Human backup to agents. Ensure human coverage is in place behind automated/agentic steps, ready to step in when an agent fails or cannot complete a key enrollment step — checklist, intake call, or medication reconciliation — so no member stalls at those steps.
Licensing and Credentialing Supply. Ensure human care team members have appropriate credentialing and licensing for each pod to support pod structure enrollment numbers seamlessly.
Clinical Supply Structuring
Ensure the structure of clinical supply — not just the headcount, but the mix of roles, skills, languages, licensure, and availability — meets the attributes Care Team Operations specifies. This includes maintaining active multi-state clinical licensure and credentialing compliance. Plan and flex that structure across four demand drivers:
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Contractual — staffing and coverage that satisfy client contract terms, licensing, credentialing, SLAs, and performance guarantees.
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Population-based — capacity tailored to the acuity, conditions, and needs of the member populations served.
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Client growth — capacity planned and stood up ahead of new client and contract launches so growth never outruns supply.
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Innovation — agile capacity allocation supporting pilots, new programs, and care-model changes.
Workforce Reliability (in Partnership with HR)
Partner with HR to monitor and manage care-team absenteeism and coverage, translating workforce reliability into the capacity model so that real-world availability — not just headcount on paper — is what drives supply planning.
Own the operational infrastructure the care organization runs on: scheduling templates, visit types, and practice reporting. Govern how visits are defined, sized, and scheduled; maintain these as a versioned, single source of truth; and deliver operational dashboards to manage the practice by metrics. Own all licensing and credentialing support for the team to ensure we have the correct licensing and credentialing supply for providers and nursing.
Keep the operation dependable at the point of care, holding the daily virtual-visit loss rate under 20% — minimizing no-shows, late cancellations, and technical or workflow failures that cost a scheduled visit — through better scheduling, automated reminders, proactive backfill, and rapid resolution.
Own operational finance for the care organization: budget planning, cost of goods sold (COGS), and headcount approval. Deliver COGS and finance reporting, manage the operation to budget, and serve as the approval gate for care-team headcount so growth stays tied to demand and unit economics.
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Supply-to-demand utilization sustained at 90–110% weekly.
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Enrollment supply forecast and staffed to demand — enough onboarding-visit capacity and other care-team coverage that enrollment is never constrained by supply.
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Onboarding visits reliably completed by the care team, with missed or failed visits backfilled and recovered.
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On-demand sensor support staffed and available throughout onboarding.
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Human backup to agents in place so failed or incomplete automated steps — checklist, intake call, medication reconciliation — are caught and completed by a person.
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Supports the Enrollment leader on enrollment performance; accountable for the care-team supply and service conditions behind it, not the enrollment metric itself.
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Supply structure meets Care Team Operations’ specified attributes across contractual, population, growth, and innovation needs.
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Takes in monthly demand forecasts from Care Team Operations and converts that into a monthly headcount forecast, delivering “on time” supply to meet demand. (Covers provider, coach, RN, MA, MEA, L1.)
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Daily virtual-visit loss rate held below 20%.
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Tracks COGS and hiring plan with Finance and HR, and continuously adapts based on demand fluctuations.
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Absenteeism monitored and factored into capacity, with coverage maintained; escalates to the Care Team Lead and HR when out of established standard for corrective actions.
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Practice infrastructure (scheduling templates, visit types, reporting) is complete, governed, and trusted, with continuous visibility of performance metrics and detection and correction when variance falls outside expected SLAs.