To: CEO
Petition for Standardized On-Call Practices and On Call Manager Support
On-call managers play a critical role in ensuring continuity of care, yet current practices leave us
exhausted, underpaid, and unsupported. We are expected to cover entire weekends without relief, receive middle-of-the-night calls for issues that could wait until office hours, and manage responsibilities beyond the scope of on-call. This system creates chronic sleep deprivation, interferes with childcare, meals, and rest.
exhausted, underpaid, and unsupported. We are expected to cover entire weekends without relief, receive middle-of-the-night calls for issues that could wait until office hours, and manage responsibilities beyond the scope of on-call. This system creates chronic sleep deprivation, interferes with childcare, meals, and rest.
We are calling for fair compensation, standardized communication, and structural support. Offices must provide daily handoff reports, use app features consistently, and clearly explain the on-call
role to families and aides. Managers deserve a hybrid pay model (flat stipend + hourly pay for active work), answering service support to filter non-urgent calls, and the option of fairer schedules (weekday/weekend or day/night splits).
role to families and aides. Managers deserve a hybrid pay model (flat stipend + hourly pay for active work), answering service support to filter non-urgent calls, and the option of fairer schedules (weekday/weekend or day/night splits).
These changes would improve trust with families, protect manager health and well-being, and provide clarity and fairness across offices. On-call managers should not be forced to sacrifice their health, sleep, and family life for unsustainable flat pay. It’s time for leadership to adopt reforms that respect the vital work on-call managers provide.
Purpose
We, the undersigned, request that the company adopt standardized policies and practices regarding on-call management to improve communication, transparency, fairness, and quality of life for managers.
Issues Identified
1. Inconsistent Communication from Offices
- Lack of clear handoff reports creates confusion and delays in service.
- Hospitalization updates and available aide information are not always communicated in real time.
2. Unclear Role Expectations
- Managers are expected to perform ongoing hourly tasks beyond the intended scope of on-call.
- No universal use of the 'Offer' function in the scheduling app, leading to inconsistency across offices.
3. Lack of Transparency with Families and Aides
- Families and aides do not always receive clear explanations of the on-call function, leading to
misplaced expectations and unnecessary conflict.
4. Compensation Concerns
- Current pay models do not adequately reflect the workload, stress, and responsibility associated with on-call management.
- Some offices warn managers to 'only cover their office,' yet the average pay of ~$10,000 per office annually is not sufficient to tie up a manager’s nights and weekends for just one office.
5. Sleep Deprivation and Health Risks
- On-call managers are frequently woken multiple times throughout the night, resulting in very little rest for flat pay.
- Calls that could reasonably wait until office hours are still routed directly to managers late at night or early morning.
6. Interference with Daily Life and Family Obligations
- Managers often cannot engage in normal life activities such as showering, cooking, grocery shopping, childcare, or resting without being interrupted by phone calls.
- Weekends and evenings become consumed by unpredictable and high-stress demands.
7. Cumulative Burnout and Lack of Backup
- Prolonged on-call assignments without backup coverage contribute to fatigue, stress, and increased risk of burnout.
- Managers face disproportionate liability compared to their compensation.
8. Lack of Personal Introduction and Integration
- On-call managers are never properly introduced to office staff, aides, or families, which undermines trust and communication.
Proposed Actions
1. Standardized Handoff Reports
- Daily updates including hospitalizations, available aides with max hours/rates, and pending issues.
2. Required Use of App Features
- All offices must consistently use the 'Offer' function for scheduling.
3. Training & Acknowledgment
- All staff must complete training on on-call procedures and sign acknowledgment forms.
4. Transparency with Families and Aides
- Standardized scripts/information sheets must clarify the role and limitations of on-call.
5. Fair Compensation Model
- Hybrid model: flat stipend + hourly pay for active work.
- Offices requiring single-office coverage must increase pay.
6. Answering Service Support
- Use answering services to triage calls.
- Hold non-urgent calls until 4–5 AM or office hours.
- Only urgent calls should reach managers overnight.
7. Clear Role Boundaries
- On-call managers should not perform routine office work.
8. Mandatory Introduction Protocol
- On-call managers must be introduced to the staff and aides they support.
9. Proposed On-Call Schedule Models (Examples, Not Requirements)
- Weekday/Weekend Split (Sun–Wed vs. Thu–Sat).
- Day/Night Split (5 AM–5 PM vs. 5 PM–5 AM).
- Weekend Partition (Sat/Sun divided into two 12-hour shifts).
- Offices should adapt these options as needed but must formally present them.
Conclusion
By implementing these changes, the company can:
- Ensure better communication and continuity of care.
- Provide clear expectations and boundaries for managers.
- Establish fair compensation models that reflect actual work performed.
- Improve trust and transparency with aides and families.
- Protect managers’ health, safety, and family life by reducing disruptions and sleep deprivation.
- Foster professional respect and accountability by integrating on-call managers into supported teams.
We respectfully request leadership to review.
Purpose
We, the undersigned, request that the company adopt standardized policies and practices regarding on-call management to improve communication, transparency, fairness, and quality of life for managers.
Issues Identified
1. Inconsistent Communication from Offices
- Lack of clear handoff reports creates confusion and delays in service.
- Hospitalization updates and available aide information are not always communicated in real time.
2. Unclear Role Expectations
- Managers are expected to perform ongoing hourly tasks beyond the intended scope of on-call.
- No universal use of the 'Offer' function in the scheduling app, leading to inconsistency across offices.
3. Lack of Transparency with Families and Aides
- Families and aides do not always receive clear explanations of the on-call function, leading to
misplaced expectations and unnecessary conflict.
4. Compensation Concerns
- Current pay models do not adequately reflect the workload, stress, and responsibility associated with on-call management.
- Some offices warn managers to 'only cover their office,' yet the average pay of ~$10,000 per office annually is not sufficient to tie up a manager’s nights and weekends for just one office.
5. Sleep Deprivation and Health Risks
- On-call managers are frequently woken multiple times throughout the night, resulting in very little rest for flat pay.
- Calls that could reasonably wait until office hours are still routed directly to managers late at night or early morning.
6. Interference with Daily Life and Family Obligations
- Managers often cannot engage in normal life activities such as showering, cooking, grocery shopping, childcare, or resting without being interrupted by phone calls.
- Weekends and evenings become consumed by unpredictable and high-stress demands.
7. Cumulative Burnout and Lack of Backup
- Prolonged on-call assignments without backup coverage contribute to fatigue, stress, and increased risk of burnout.
- Managers face disproportionate liability compared to their compensation.
8. Lack of Personal Introduction and Integration
- On-call managers are never properly introduced to office staff, aides, or families, which undermines trust and communication.
Proposed Actions
1. Standardized Handoff Reports
- Daily updates including hospitalizations, available aides with max hours/rates, and pending issues.
2. Required Use of App Features
- All offices must consistently use the 'Offer' function for scheduling.
3. Training & Acknowledgment
- All staff must complete training on on-call procedures and sign acknowledgment forms.
4. Transparency with Families and Aides
- Standardized scripts/information sheets must clarify the role and limitations of on-call.
5. Fair Compensation Model
- Hybrid model: flat stipend + hourly pay for active work.
- Offices requiring single-office coverage must increase pay.
6. Answering Service Support
- Use answering services to triage calls.
- Hold non-urgent calls until 4–5 AM or office hours.
- Only urgent calls should reach managers overnight.
7. Clear Role Boundaries
- On-call managers should not perform routine office work.
8. Mandatory Introduction Protocol
- On-call managers must be introduced to the staff and aides they support.
9. Proposed On-Call Schedule Models (Examples, Not Requirements)
- Weekday/Weekend Split (Sun–Wed vs. Thu–Sat).
- Day/Night Split (5 AM–5 PM vs. 5 PM–5 AM).
- Weekend Partition (Sat/Sun divided into two 12-hour shifts).
- Offices should adapt these options as needed but must formally present them.
Conclusion
By implementing these changes, the company can:
- Ensure better communication and continuity of care.
- Provide clear expectations and boundaries for managers.
- Establish fair compensation models that reflect actual work performed.
- Improve trust and transparency with aides and families.
- Protect managers’ health, safety, and family life by reducing disruptions and sleep deprivation.
- Foster professional respect and accountability by integrating on-call managers into supported teams.
We respectfully request leadership to review.
Why is this important?
On-call managers keep our agencies running during nights, weekends, and emergencies — but the current system is unsustainable. We are expected to sacrifice sleep, family time, and even basic needs like cooking, showering, and childcare while earning pay that doesn’t reflect the responsibility we carry.
In some cases, offices warn managers to only cover their own branch, yet the compensation (around $10,000 per office annually) is not enough to justify tying up an entire manager’s nights and weekends.
By signing this petition, you are standing for:
- Fair pay models that combine a flat stipend with hourly pay for active work
- Answering service support to filter non-urgent calls overnight
- Standardized handoff reports, app use, and transparency with aides/families
- Optional scheduling models (split shifts, weekday/weekend rotations) that reduce burnout
- Proper introductions so managers are integrated with the staff and offices they support
This is about fairness, respect, and health. Managers deserve the ability to rest, care for their families, and live normal lives while continuing to provide high-quality support. Together, we can push for changes that protect both workers and clients.
In some cases, offices warn managers to only cover their own branch, yet the compensation (around $10,000 per office annually) is not enough to justify tying up an entire manager’s nights and weekends.
By signing this petition, you are standing for:
- Fair pay models that combine a flat stipend with hourly pay for active work
- Answering service support to filter non-urgent calls overnight
- Standardized handoff reports, app use, and transparency with aides/families
- Optional scheduling models (split shifts, weekday/weekend rotations) that reduce burnout
- Proper introductions so managers are integrated with the staff and offices they support
This is about fairness, respect, and health. Managers deserve the ability to rest, care for their families, and live normal lives while continuing to provide high-quality support. Together, we can push for changes that protect both workers and clients.
