CarePoint Staffing

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Executive Summary

CarePoint Staffing is a healthcare staffing agency in Florida that supplies per-diem and contract certified nursing assistants, licensed practical nurses and registered nurses to nursing homes, assisted living communities, home health agencies and clinics. When a facility has a call-out, a vacant shift or a surge of residents, we send a screened, credentialed professional, and we handle payroll, taxes, insurance and licensing so the facility does not have to.

Facilities in our area often cannot fill shifts. Nursing and caregiver shortages leave residents under-cared for and burn out the staff who remain. Some staffing agencies are slow to respond, send workers who are not fully credentialed or cancel at the last minute. Facilities want an agency that picks up the phone at 5 a.m., sends someone who shows up and keeps its paperwork in order.

Here is what our numbers show. We expect to place about 26,500 hours in Year 1, which brings in sales of $1,186,000, growing to about 122,000 hours and $6,214,920 by Year 5. We expect a loss of about $102,600 in Year 1 while we win facilities and fill a pool of workers, then a profit from Year 2 ($42,700), growing to about $483,600 by Year 5. A staffing agency pays its workers every week and is paid by facilities 45 to 55 days later, so cash is the central challenge, and our plan is built around it.

We need $470,000 in total. Of that, $64,500 is startup costs (the office, systems, licensing, legal and compliance help, recruiting and the first insurance payments) and the rest is cash to pay workers while facilities pay us. I am putting in $170,000 of my own money, and I am asking for a $300,000 SBA loan.

I am Lorraine Baptiste, a registered nurse with 15 years of experience including six years as a director of nursing in a nursing facility, and the owner. These numbers are estimates based on the assumptions listed at the end of this plan, not promises.

Company Description

CarePoint Staffing is a small, independently owned healthcare staffing agency in Florida, planned as a limited liability company (LLC). We plan to be licensed as a health care services pool, which is how the state licenses agencies that supply temporary healthcare staff to facilities. We will confirm the current licensing rules with the state's Agency for Health Care Administration.

Our mission. To give healthcare facilities the dependable staff they need to care for residents, and to give nurses and aides fair pay, flexible shifts and respect.

What we believe. Safe staffing starts with real credential checks and honest communication. We tell facilities when we cannot fill a shift, we do not send anyone who is not qualified for the assignment, and we treat our workers as part of the care team. We pay on time, every week.

What we offer:
- Per-diem and contract staffing. Certified nursing assistants, licensed practical nurses and registered nurses for single shifts, short fills and 13-week contracts.
- Credentialed workers. Every worker's license, certification, background screening, health requirements, CPR and references are checked before the first shift and kept current.
- Fast response. A scheduler answers the phone and confirms shifts quickly, with a text confirmation to the facility and the worker.
- Weekly pay and benefits support. Workers are our employees, paid weekly, with payroll taxes, workers' compensation and malpractice coverage paid by us.
- Compliance support. We give facilities the paperwork they need for their own inspections.

Who we serve. Nursing homes, assisted living communities, rehabilitation centers, home health agencies, clinics and group homes in our service area. We do not place nurses with individuals or private households.

What we do not do. We do not provide care ourselves outside a facility's own plan of care and supervision. We do not guarantee a worker for every request, and we do not send anyone we cannot verify. We do not promise a specific bill rate, since rates depend on the market, the facility and the shift.

How we are run. I am the owner and administrator and a registered nurse. A recruiter, a credentialing and scheduling coordinator and a payroll and billing specialist work with me from the start. A business development manager joins in Year 2 and a clinical compliance coordinator, a registered nurse, in Year 3. A small advisory group of a facility administrator and a nurse tells us what is working.

Where things stand today. We have a draft policy manual, a credentialing checklist, quotes for software and insurance and introductions to eight facilities, two of which have said they would try us. We have no workers and no license yet. Before we begin, our attorney will review our facility agreements and worker policies, our compliance consultant will confirm the Florida licensing steps and our payroll provider will confirm how we fund payroll.

Problem & Opportunity

Nursing homes, assisted living communities and clinics run on tight staffing. A call-out, a leave of absence, a resident surge or a vacant job can leave a shift unfilled, which hurts care, adds overtime for the staff who stay and can create regulatory risk. Hiring takes weeks and turnover is high, so many facilities depend on staffing agencies.

Facilities complain that some agencies are slow, send workers who are not properly credentialed, cancel at the last minute or charge high rates. Workers complain about late pay and unpredictable shifts. Federal and state rules on staffing, screening and worker classification make compliance complicated, and a facility can be cited if a temporary worker lacks required credentials.

For a new agency, the hardest part is cash. We pay workers each week, but facilities pay on 30 to 60 day terms or longer. Workers' compensation for healthcare staff is expensive, and licensing, insurance and background screening are due before the first hour is billed. Many new agencies fail because they run out of cash while growing.

Facilities also use vendor management systems and large staffing contracts that favor large agencies. A small agency has to win trust one facility at a time.

We want to be clear about what we know and do not know. Demand for healthcare staffing is strong, and rates vary a lot by market and over time. Some states limit what staffing agencies may charge nursing homes. We will use the most recent numbers from the state and trade groups in our final plan and will not overstate them. We do not know how fast any one facility will use us, which is why our plan builds in a modest first year and a cash cushion.

Products & Services

CarePoint will supply credentialed nurses and nursing assistants quickly, pay them weekly and give facilities clear paperwork and a person to call.

How it works, step by step:
1. Facility onboarding. We sign a staffing agreement that lists rates, cancellation terms, supervision, credential records and insurance, and set up how the facility will request shifts.
2. Worker recruiting. We recruit nurses and aides through nursing schools, community colleges, faith communities, job boards and referrals, and keep a pool of workers who have said they will take shifts.
3. Credentialing. For each worker we verify the license or certification with the state, check the exclusion list, complete state background screening, review work history and references, confirm CPR, health and immunization records and file everything before the first shift.
4. Shift request. A facility calls or texts a request. A scheduler matches a qualified worker, confirms with both sides and sends the details.
5. The shift. The worker checks in on a phone app, works under the facility's supervision and plan of care and gets the shift signed by the facility.
6. Payroll. Workers are our employees, paid weekly from timesheets, with taxes and insurance paid by us.
7. Billing. We invoice facilities weekly, follow up on unpaid invoices and keep a clear record of each shift.
8. Quality. We ask facilities to rate each shift, review every complaint and remove any worker who does not meet our standards.

Why this approach is strong. Facilities need dependable staff. A small team that answers the phone, verifies credentials and fixes problems builds trust, and weekly pay keeps good workers.

Market Analysis

Who we serve: nursing homes, assisted living communities, rehabilitation centers, home health agencies, clinics and group homes that need temporary or contract nurses and aides, and the nurses and aides who want flexible work.

Our primary group is long-term care and post-acute facilities in our region. We will use the most recent numbers for the facilities, beds and staffing levels in our service area in our final plan.

Our workers are certified nursing assistants, licensed practical nurses and registered nurses who want per-diem shifts, extra income or contract work.

How we sized our plan. In Year 1 we plan about 26,500 hours: 16,000 nursing assistant hours, 6,500 practical nurse hours and 4,000 registered nurse hours. At about $33, $52 and $80 an hour, that brings in $1,186,000. That is about 510 hours a week, roughly 13 full-time equivalent workers on shift at once, and about 6 to 8 facilities. We plan about 49,000 hours in Year 2, 74,000 in Year 3, 98,000 in Year 4 and 122,000 in Year 5. Bill rates rise about 2.5% a year.

Our margin. Our workers cost about 77% of the bill rate once pay, payroll taxes, workers' compensation, malpractice and screening are counted, so our gross margin is about 24%. Margins in this business are thin, which is why volume and collecting on time matter so much.

Growth depends on winning facilities and keeping workers, so treat the later years as goals, not promises. Some states limit what an agency may charge nursing homes; we will confirm Florida's rules before setting our rates.

Competitive Landscape

Other choices a facility has, and what makes us different.

- Large national staffing firms. They have large worker pools and technology, and a smaller facility can get lost. We compete on response time, a real person and local relationships.
- Local nurse staffing agencies. Some are excellent and some cut corners on credentials or pay. We compete on verified credentials, weekly pay and reliability.
- Nurse registries. Some registries refer independent contractors, which puts more responsibility on the facility. Our workers are our employees.
- Travel nurse companies. They serve longer assignments in hospitals. We focus on per-diem and short contract shifts in long-term care.
- A facility's own float pool and overtime. Many facilities rely on their own staff. We fill the gaps.
- Gig apps for shifts. They can be fast, but facilities must check credentials and manage them. We do the checking and the paperwork.

What makes us different.
- A registered nurse owner who has run nursing operations.
- Credential files that are complete, current and ready for inspectors.
- Weekly pay and fair rates for workers, which helps us keep the best ones.
- A phone that is answered early and late, and honest answers about what we can fill.
- A plan built around cash, since we know payroll comes before payment.

What we do not claim. We are new. We have no workers or contracts yet, and large firms have long relationships. We plan to earn trust one shift at a time.

Marketing & Sales Strategy

How we will find facilities and workers.

Facilities. We will meet administrators, directors of nursing and staffing coordinators in person, bring our license, insurance and a sample credential file, and offer to fill a few shifts at no minimum so they can see how we work. We follow up after every shift.

Referrals. We will get to know healthcare attorneys, accountants, administrators' associations and other facility vendors, and offer to speak at their meetings. We do not give gifts to referral sources that could be seen as improper.

Vendor lists. Many larger facilities require vendor approval, so we will complete the applications and insurance certificates early.

Workers. We will recruit through nursing schools, community colleges, faith communities, nursing and aide Facebook groups, job boards and referral bonuses for current workers. We pay weekly, tell workers the shift details and pay rate up front and ask for their feedback.

Online. We will keep a simple website with a facility request form and a worker application, a Google business listing and reviews.

Pricing. Our bill rates in Year 1 are about $33 an hour for nursing assistants, $52 for practical nurses and $80 for registered nurses, and we will confirm the market and any state limits before we publish rates. We put rates, minimum shift length and cancellation terms in writing.

Operations Plan

How the business will run.

Setup (the 3 to 4 months before the first shift). We will form the LLC, apply for the state health care services pool license (the process may take several weeks to a few months and may require a bond and background screening), buy professional liability, general liability, workers' compensation, crime and cyber insurance, set up payroll, the applicant tracking and scheduling system and the credential files, hire the first recruiter and coordinators and open a business bank account. We will not place a worker until we hold the license.

Credentialing. We verify each license or certification with the state, check the federal and state exclusion lists, complete the state's level 2 background screening, collect health and immunization records, CPR, an I-9 and references, and keep a current file for every worker. We re-verify licenses on a schedule.

Staffing. In Year 1: I serve as owner and administrator. A recruiter, a credentialing and scheduling coordinator and a payroll and billing specialist handle the work. A second coordinator and a business development manager join in Year 2, a clinical compliance coordinator who is a registered nurse in Year 3 and more recruiters and coordinators as volume grows.

Worker pay and classification. Workers are W-2 employees, paid weekly, with overtime as the law requires. The plan uses pay of about $21 an hour for nursing assistants, $33 for practical nurses and $50 for registered nurses in Year 1. Payroll taxes, workers' compensation, malpractice coverage and screening add about 16% plus a small per-hour amount, which is counted in the cost of each hour.

Billing and cash. We invoice facilities weekly. Facilities pay on average about 51 days after service in our plan, so we must fund payroll in the meantime. We plan for this with our owner's money and a loan, and we will ask the bank about a line of credit or invoice financing as volume grows. We watch the aging of invoices every week and stop sending staff to any facility that falls far behind.

Safety and quality. We tell workers the facility's rules in advance, require orientation at each new facility and review every incident. We remove any worker who does not meet our standards.

Records and privacy. Worker files and facility records are kept in a secure system. We follow privacy rules for patient information workers may see.

Insurance. We carry professional and general liability, workers' compensation, a crime bond, cyber liability and umbrella coverage. Workers' compensation for healthcare staff is expensive and is counted in the cost of each hour.

Management & Organization

The people who will run CarePoint.

Lorraine Baptiste, owner and administrator. A registered nurse with 15 years of experience, including six years as a director of nursing in a nursing facility and three years supervising agency staff. She leads facility relationships, compliance, finance and hiring. (Replace this paragraph with your own background.)

Recruiter. Finds, screens and signs nurses and aides, and keeps a ready pool.

Credentialing and scheduling coordinators. Verify credentials, fill shifts and handle call-outs and cancellations, including early and late hours.

Payroll and billing specialist. Runs weekly payroll, invoices facilities and follows up on payment.

Business development manager (from Year 2). Builds relationships with facilities and manages vendor approvals.

Clinical compliance coordinator, registered nurse (from Year 3). Audits credential files, trains workers and handles clinical concerns.

Outside advisors. A healthcare attorney, a compliance consultant, an accountant, a payroll provider and an insurance broker who knows healthcare staffing.

Staff pay in this plan is a full year per person: owner and administrator $70,000, recruiter $52,000, credentialing and scheduling coordinator $46,000, payroll and billing specialist $48,000, business development manager $62,000 and clinical compliance coordinator $72,000. Replace them with the pay you can offer where you live.

Milestones Narrative

Our goals and when we plan to reach them.
- Before opening (4 to 6 months ahead): meet at least 20 facility administrators and staffing coordinators and get at least 3 letters of interest, get insurance and software quotes, form the LLC, get an EIN, apply for the state license, have the attorney prepare the facility agreement and worker policies, arrange payroll funding and open a business bank account. Do not place a worker until the license is in hand.
- Year 1: about 26,500 hours with 6 to 8 facilities and about 40 active workers; $1,186,000 in sales and a loss of about $102,600.
- Year 2: about 49,000 hours and a business development manager; $2,324,560 in sales and a profit of about $42,700.
- Year 3: about 74,000 hours and a clinical compliance coordinator; $3,616,180 in sales and a profit of about $181,000.
- Year 4: about 98,000 hours and a second business development manager; $4,884,940 in sales and a profit of about $286,500.
- Year 5: about 122,000 hours and a larger recruiting team; $6,214,920 in sales and a profit of about $483,600.
Growth depends on winning and keeping customers, so treat the later years as goals, not promises.

What we check every week: shift requests and fill rate, hours billed, active workers, late and cancelled shifts, credential file audit results, aging of unpaid invoices and cash in the bank.

Funding Request

How much we need and how we will use it. Total we are raising: $470,000.

How we got that number. The Funding Need Calculator in this plan adds up three things:
- Startup costs of $64,500, listed item by item in the Startup Costs section: $12,000 for laptops, phones, a secure applicant tracking and scheduling system and office equipment; $5,000 for office build-out: reception, interview room and locked credential files; $5,500 for office lease security deposit and first month of rent; $3,500 for state health care services pool license application and fees, plus local business license; $9,000 for healthcare attorney: entity setup, facility staffing agreements, worker agreements and policies; $6,500 for compliance consultant: credentialing file standards, exclusion checks and a mock audit; $3,000 for accountant and payroll provider setup, including workers' compensation and payroll funding review; $4,500 for website, logo, brochures and facility outreach materials; $6,000 for opening recruiting: job boards, nursing school and community college outreach; $9,500 for background checks, credential verification, orientation and the first insurance payments.
- The cash the business uses before it breaks even, about $259,669: because we pay workers every week and facilities pay on 45 to 55 day terms, and because the first year has few facilities.
- A cash cushion of about $85,100: three months of Year 1 operating costs.
- Together that comes to about $409,269, rounded up to the nearest $500: $409,500.
We are raising $60,500 more than that, $470,000 in all, to cover the loan payments and the extra cash the early years take. With this funding, the lowest year-end cash balance is about $42,800, at the end of Year 2.

Where the money comes from:
- My own money: $170,000.
- SBA 7(a) loan for startup and payroll funding: $300,000.

Kind of funding we are looking for. An SBA 7(a) loan through a bank or community lender that lends to healthcare businesses, plus our own equity. Lenders for a staffing business look closely at cash flow, so we also plan to ask about a revolving line of credit or invoice financing.

How we will pay it back. We expect a loss of about $102,600 in Year 1 and a profit of about $42,700 in Year 2, then a profit of about $181,000 in Year 3, a profit of about $286,500 in Year 4 and a profit of about $483,600 by Year 5. With this funding, the business has money in the bank at the end of every year of the plan. The loan is planned at sba 7(a) loan for startup and payroll funding at 12.75% over 10 years, about $4,435 a month. That is about $4,435 a month in all, and it is already included in our cash flow. We chose these as cautious planning rates; ask the lender for the real rates, which may be lower or higher.

What we are offering the lender: a personal guarantee, a lien on business assets and receivables, and our compliance and credentialing program.

A smaller first step, if needed. If we cannot raise the full amount right away, we can start smaller and grow into this plan:
- Phase 1: start with nursing assistants and practical nurses for two or three facilities, which needs less cash and a smaller team, and build a record of on-time fills and collections.
- Phase 2: once you have steady facilities and collections, add registered nurses and more recruiters and follow this plan.
To plan the smaller start, make a copy of this plan (use Duplicate) and lower the numbers to match.

All numbers in this plan are estimates. We will update them as real results come in.

Appendix Notes

Documents to attach before you send this plan:

- Your resume with your nursing license and any administrator or management credentials.
- A personal financial statement (a list of what you own and what you owe; lenders usually provide a form).
- Business registration papers and your EIN (your business tax number from the IRS, free at irs.gov).
- Your state license application, or proof that you have applied.
- Insurance quotes or proof of insurance, including professional and general liability, workers' compensation and a crime bond.
- Your facility staffing agreement and worker policies, reviewed by an attorney.
- Your credentialing checklist and a sample worker file.
- Signed letters of interest from facilities.
- A payroll funding plan and a line of credit or invoice financing quote.
If you don't have any of this yet, no worries - let's continue.

The assumptions behind our numbers (change them in the Financials section to match your own):
- Certified Nursing Assistant Hours: about $33.00 in Year 1, rising to $36.43; about $25.30 in direct costs, rising to $27.93; about 16,000 in Year 1, growing to 70,000.
- Licensed Practical Nurse Hours: about $52.00 in Year 1, rising to $57.40; about $39.30 in direct costs, rising to $43.38; about 6,500 in Year 1, growing to 30,000.
- Registered Nurse Hours: about $80.00 in Year 1, rising to $88.31; about $59.20 in direct costs, rising to $65.35; about 4,000 in Year 1, growing to 22,000.
- Bill rates: about $33 an hour for nursing assistants, $52 for practical nurses and $80 for registered nurses in Year 1, rising 2.5% a year (confirm the market and any state limits).
- Direct costs per hour in Year 1: about $25.30 for nursing assistants (pay $21, plus about 16% for payroll taxes, workers' compensation and malpractice, and about $0.90 for screening and training), about $39.30 for practical nurses (pay $33) and about $59.20 for registered nurses (pay $50); gross margin about 24% to 26%.
- Hours: 16,000 nursing assistant, 6,500 practical nurse and 4,000 registered nurse hours in Year 1, growing to 70,000, 30,000 and 22,000.
- Pay (a full year, per person): owner and administrator $70,000; recruiter $52,000; credentialing and scheduling coordinator $46,000; payroll and billing specialist $48,000; business development manager $62,000; clinical compliance coordinator (rn) $72,000.
- Other yearly costs in Year 1: insurance: professional and general liability, crime bond and cyber $18,000, applicant tracking, scheduling, payroll and billing software $14,400, office rent and utilities $24,000, recruiting and advertising $18,000, accounting, legal and compliance $12,000, license and credentialing program costs $6,000, phones, supplies and mileage $6,000, payroll taxes and benefits (office staff) $26,000. These grow between 8% and 18% a year.
- Startup costs and equipment ($64,500 in Year 1, then $4,000, $5,000, $5,000, $6,000) are spread evenly over five years in the plan's books.
- Customers and payers pay about 51 days after service. Income tax at 21%.
- Every dollar amount is an estimate. Replace them with your own quotes and research.

Startup Costs