Case Coordinator Town Hall Transcript
May 26, 2025
If we have been talking about this transition for years, where was the change management process, why were SOPs not developed before we moved forward? How did we end up here?
There was a lot of preparation that happened, however, as we brought the community offices together, several things that we had not anticipated came to light. We have learned many lessons about change management, and we are developing processes and working to update processes, but unfortunately, the volume of the issues were not understood fully prior to launch.
Tasks and messages aren’t being addressed to the right person, and it’s causing delays. It’s impacting client care. We need to do a better job getting staff support and training.
We are trying to be diligent about training and reminding staff about processes. There is additional training underway, and resources like Quick Reference Guides available to staff on Insite and in the shared Teams channel, but it’s important to continue to share any issues so we can ensure the scheduling team is following the proper processes.
I feel that the current situation is unacceptable. I’m concerned about the script and key messages sent out asking case coordinators not to direct calls to client relations. This is making me feel like I am not competent in my job. I also feel that clients in areas that are poorer are being disproportionately affected due to lack of family and financial resources.
The script was not intended to make Case Coordinators feel that way, or that they are meant to to shoulder the burden of client issues alone. We will take this back and get input from Case Coordinators to update it to ensure it aligns with it’s intended purpose, which is to support you in responding to clients when calling about issues, and ensure patients are being directed appropriately.
In regards to how to get staff feedback, what about a team with one representative of each area (CC, NRC, etc.)? This would mean they would be included in previewing messaging.
We have done this for the NRCs specifically – we’ve created a smaller working group to review and provide input into processes, resources and messaging. We can take this away and look at forming groups that include other professions to ensure their input is also included.
In the meantime, if you have feedback on this script, please share with your manager who will bring it to us for review and inclusion in an updated document.
I’m struggling with how this transition supports client-centered care. Our community clerks were moved to different community areas, and since this change, my clients are waiting for ages. The scheduling clerks knew my clients and we were working well together, and now things are not moving. How do my new folks get to know how important it is to get to know my clients and build those relationships? Are we able to get a list of the community clerks for our area? If we don’t get a list, how do we build a relationship – we don’t know who our clerks are?
We have tried to keep people in areas they are familiar with as much as possible, but as staff selected their position/rotation at the centralized office, their assignment may have changed based on their rotation. As they settle in to their new roles, they will become familiar with their area, and these issues will improve.
When it comes to building relationships, it will look different because of the new model, but it is possible and we want to support that because we know it’s important to the work. It will take some time and mentorship, but we can work together to improve the knowledge of the community clerks.
Clerks are being assigned to the same area every shift. We can tell this is important, so we will take this away and find a way to get the information on who is working to you.
We are told we can’t call or email them, so we will build a relationship through tasks only?
We are not using email communications at this time because of the staff rotations – people are working at specific times, and we want to make sure the tasks get seen no matter who is working, and we can address them in a timely manner.
Right now, my concern is that I have a lot of tasks piling up, for example a 25-day old P1. There are also tasks being sent without a CC name, which creates a PHIA issue as I have to go through charts to identify CCs. RE and RH are getting mixed up too. It feels like we are going two steps ahead and three backwards.
Ongoing issues with staffing levels have been contributing to the length of time it takes to address tasks. We are onboarding new staff, which will help us address tasks in a more timely way. Please continue to properly code tasks so we can address them in priority order. We will also take the issue of misdirected or mislabeled tasks away to make sure new staff are reminded of the importance of including names.
Who do CCs call when clients report DSS has not yet arrived?
Case Coordinators should call the supervisor on call line, 204-914-2961. This will be captured in the updated Who to Call document coming out soon. These calls should be answered, but it is a very busy line. If you are having a hard time getting through, please escalate to your manager.
I’m deeply worried about the tasks that are being left in the planner for a long time. I have escalated some successfully. But, when I am following-up, I feel bad because I can tell they have a lot of work on their plates and they indicate they are the only one working.
Ongoing issues with staffing levels have been contributing to the length of time it takes to address tasks. We know these are not where they need to be, and we are onboarding new staff, which will help us address tasks in a timelier way. We are looking at reviewing the tasks, and setting up benchmarks to be more transparent about the time it takes to complete them.
We do typically have more than one supervisor, usually 3-5, so if the issue is urgent, please keep reaching out to that number and escalate to your manager if you are not able to reach them.
I got upset about the script because I want answers for my clients, but client relations is going to tell my clients to call me and I don’t have answers for them. I also was surprised by the script. I can’t say with integrity that someone will escalate their concerns, I can try, but I don’t believe it will get solved. And I’m wondering how case coordinators are meant to be taking on the role of client relations, and if so, is there a time/date we are going to be taking on these tasks for?
We understand that the script did not align with Case Coordinators needs, and was not well received. We are taking this away to update it with input from you.
I have concerns with on call CC process. We have to hang up on client calls to take a call from the on-call phone, and we have to arrange coverage for our breaks/lunch. Can we change our hours to 8 hours as we don’t get a break? Can CCs provide feedback on the proposal that will be reviewed with sincerity? It’s the break coverage that is the issue.
4-5 offices had a on call CC, and it seemed to have benefits, so the rationale behind implementing it was to see those same benefits of that system across all sites. With the new model, and it’s a team effort. For example, in ACCESS Winnipeg West, the CCs use a buddy system where they can pass the on-call phone to another CC for coverage while they are on lunch or break. This is potentially an option to work out with your colleagues.
We know that you have acknowledged that this change didn’t go as planned. But have you acknowledged this to the clients? Made public in some way? It would help us with our phone calls.
This is something we need to review with government. We understand it shouldn’t all fall to you, and we are working on getting important information to clients.