Everything built for the week of August 25th
What each one is, when you use it, and who may see it.
If you read nothing else on this page
Every document is in this table. The rest of the page just explains them.
| When | What you do | Open |
|---|---|---|
| Wed Aug 26th 11:00 | Read your prep, then present to Dr Shepherd and the leadership team | Prep Shepherd deck |
| Thu Aug 27th | Call Mari, then the other directors, before the packet lands | Call script |
| Fri Aug 28th | Email the summary and the plan. Comments due Monday morning | Summary The plan |
| Mon Aug 31st to Tue Sep 1st | Build the rollout from their feedback | |
| Wed Sep 2nd | Everything is announced | |
| Board meeting date not confirmed | Present the plan. Time off is the only vote | Board deck |
| Now to Wed Sep 2nd | ðī Wednesday itself. Conversations 8 to 10, all staff at 10, breakouts after. What Matt says, who stands with him, and what has to be done first | The plan |
| Wed and Thu | â° Get the time off change ready for a board vote so it can land on the 2nd with everything else | Time off |
| Reference | The employee on protected leave. Settled: she stays. Two findings in it still apply to the other ten | The research |
| Any time | The 18-slide leadership deck, rebuilt on the revised list. Ten positions, the FMLA name excluded | Leadership deck |
Teal buttons open a document in a new tab. Links with a down arrow scroll you to a section further down this page.
ðī Updated August 26th with the leadership team's revised list. Ten positions, not nine. They cut $78,794 deeper than the preliminary list. Every savings figure in these documents changed, the fringe rate is settled at 25 percent, and one of the ten is on FMLA leave, which goes to counsel before it goes into any packet.
Two are yours alone: the Shepherd prep, and sections 1 to 3 of the pre-brief. Everything else is built to be seen.
Numbers we do not have yet carry an amber assumption tag. Section 13 of the plan lists all ten with an owner. Swap the real number in and the document is done.
How to open, his four objections with answers, and the two numbers to walk out with.
Seven slides, built from scratch because he has seen neither the plan nor the August 21st deck. No elimination list by name: he works with those people until September 2nd.
Mari first and alone, then the rest, all finished before the packet reaches an inbox.
Positions only, no names. Its own link so printing it never prints your call script too.
Thirteen sections, from the December gate to the assumptions register. Send section 13 to anyone who says a number looks wrong.
For the meeting with the time off vote. Slide 6 is the savings bridge, and it decides whether they believe the other twelve.
What you walked the leadership team through on the 21st, now rebuilt on their revised list. Ten positions on the list slide, three of them marked conditional, and the person on protected leave is not shown at all. The interactive model behind slides 5 and 11 was refitted to the new figure, so the gap and the runway date move with it.
ðī The two copies now differ, and that is a decision waiting for you. Yours is current. The copy the leadership team can sign into is still the August 21st version, with nine positions and different names. Say the word and it gets the same update, or leave it as the record of what they were shown.
Yours opens straight away, no sign in. The team's copy asks who they are and logs every view. Ariel, Ruth and Ethan have accounts. Shepherd does not, which is why document 2 exists.
Matt decided it on the 27th: conversations between 8 and 10, all staff at 10, breakouts after. He rejected the version where staff hear the plan first and people go that afternoon, and he was right to.
ð The meeting is not an announcement. By ten everybody already knows, so it exists to say what happens next and who leads it. Matt's opening has to say that out loud rather than break news.
ðī Two gaps nobody has covered. Six of the ten carry caseloads and Wednesday morning has appointments in it, with no coverage map. And every word written so far is for the people who stay: nobody has drafted what the ten are told.
ð Keep the desk-pounding incident separate. A conduct termination on the same morning as a reduction, off a ten-minute investigation, stops looking like two decisions.
Matt wants it voted before September 2nd so it lands with the rest of the plan rather than trailing it. That is the right call and it creates three days of work.
ðī Read the bylaws first. A board acting between meetings normally needs unanimous written consent or a special meeting with notice. If neither fits in three days, the fallback is fine: announce it as coming, effective on approval. The only bad version is announcing it as done and finding out on Tuesday that it is not.
ðŠĪ The page also corrects a number I got wrong. Our documents said the change is worth $130,000 to $175,000. It is $64,000 to $85,000. The larger figure added back "freed-up clinician hours", which Matt had already rejected in writing on the August 21st deck because several clinicians cannot fill the days they already have. Fixed everywhere.
â She stays on. The list is ten, not eleven, and every figure in these documents reflects that. The exposure was not worth $54,600 a year against an open legal question at an organization with three months of cash.
ðī Two findings in it still apply to the other ten. The list has no reason column, and that column is the defense for every name on it. And "you can eliminate the person, but not the position" means any grant-mandated role is a replacement rather than a reduction. Nobody has said which of the ten those are.
| Needed | From | By | What it unblocks |
|---|---|---|---|
| Severance, notice pay and unemployment on the ten (vacation is settled at $20,142.77) | Ruth | Thu night | Plan sections 3 and 6. A $200,000 swing at December 1st |
| âïļ Counsel on the FMLA termination, and whether the state requires the Pathways CCSO supervisor post to be filled | Matt | before Friday | Blocks putting either in the board packet. $140,296 of the saving and the plan's biggest legal exposure |
| How many of the ten are grant funded | Ruth, Diane | Thursday | Six sit in grant-touched departments. Sets the real saving |
| Whether one listed position is already off the books | Ruth | Thursday | $87,500. Its hourly and annual figures do not reconcile |
| Financials | Diane or Sarah | Thursday | The payroll calendar. All of section 3 |
| Paid per client, or per service | Erin | Before Friday | Whether service integration earns or costs. Section 9 |
| Psychiatry client count, and the medication only share | Shepherd, Ariel | Wednesday | Sizes the integration model. Unsized today |
| Whether another employee absorbs the IT role, and whether the WORTH role is a reshuffle | Matt | Thursday | $176,027 of the saving. Both are conditional on the revised list |
| Caseload reassignment map | Ariel | Before Sept 2nd | Client continuity. The biggest piece of the rollout |
| Length of service column | Ruth | Before the vote | Turns a $45,000 range into a number |
The stabilization plan in front of the board says 60 percent. It is 14 no show plus 20 cancellation. Both new documents correct it in writing.
One estimate says first week of November, the August 21st model says around September 12th, and both came from us. A board handed two dates for the same event stops trusting the packet. Thursday settles it.
Position detail identifies people. At 55 staff, "WORTH, one position" or "Case Management, one position" is a name to anyone who works there. Four of the seven rows on the summary are a single position. Grouping up a level is a two minute change.
Unguessable, but not gated. That now includes your open copy of the August 21st deck, which names people and their salaries. If any of these travel past you and Matt, they can go behind the same sign in as their copy, twenty minutes each.
The two decks need a laptop. The five documents work on a phone and print cleanly.