People & Capacity
People are the capacity model
In a multi-site clinical business, staffing is not a support function — it is the production capacity. This page shows how I would trace a hiring gap all the way to a family waiting for care and a revenue variance.
Workforce
Market workforce indicators
RBT Headcount
Illustrative412
Market-wide
BCBA Headcount
Illustrative68
Market-wide
SLP Headcount
Illustrative31
Market-wide
OT Headcount
Illustrative27
Market-wide
Open Clinical Roles
Illustrative24
Across the market
Time to Fill
Illustrative34 days
Blended average
90-Day Turnover
Illustrative11%
New hires
Call-Out / Absence Rate
Illustrative5.4%
Rolling 30-day
Staffed Capacity
Illustrative87%
Of authorized capacity
Employee Engagement
Illustrative78
Illustrative index
Every value in this view is illustrative and fictional. It does not represent Soar performance.
Cause and effect
The capacity chain
Each link is measurable. When the first link moves, the last link moves four to eight weeks later — which is exactly why the first link is where leadership attention belongs.
Step 1
Open Positions
24 open clinical roles
Step 2
Staffed Capacity
87% of authorized capacity
Step 3
Available Treatment Hours
≈ 1,180 hours/week schedulable
Step 4
Treatment Fulfillment
88% delivered vs authorized
Step 5
Family Access
Time-to-start extends as capacity tightens
Step 6
Financial Performance
Revenue variance follows 4–8 weeks later
By scenario center
Where the constraint is concentrated
Mature Center A
- Open clinical roles
- 3
- Capacity utilization · 84%
- Retention · 78%
Mature Center B
- Open clinical roles
- 0
- Capacity utilization · 94%
- Retention · 91%
Mature Center C
- Open clinical roles
- 2
- Capacity utilization · 84%
- Retention · 85%
Growth Center C
- Open clinical roles
- 4
- Capacity utilization · 71%
- Retention · 82%
Growth Center D
- Open clinical roles
- 1
- Capacity utilization · 84%
- Retention · 88%
De Novo Center D
- Open clinical roles
- 5
- Capacity utilization · 35%
- Retention · 90%
How I lead it
Operating principles for people and capacity
Sustainable caseloads protect both the clinician and the child's continuity of care.
Continuity is an experience measure before it is a financial measure.
Clinical standards are set with clinical leadership; this view tracks the operating conditions that let those standards be met.
Capacity created through chronic overtime is borrowed capacity, and it is repaid in turnover.