McKim & Associates

Introduction

Our mission is to help improve organizations and leaders to reach their full potential. We achieve this with clarity of direction and providing the proper, timely information for evidence based measurement and decisions.

We believe in asking core questions to ensure you are clear in your ultimate goals and focused on your mission or purpose. We believe the necessity of understanding what defines your success.

McKim and Associates employs the FLO Method (Finding Links Operationally) to ensure you achieve your goals with consistent alignment of the plan, the engagement strategy, and communication. We assist you in determining measures of progress and development of key performance indicators. We help you get things done!

The organization works with local and national companies, government agencies , not for profits and small entrepreneurs to provide expertise related to service and operational excellence, acquisition assessment, brand positioning , market development strategy, as well as leadership and management training.

Key Areas of Services

Business Recovery Planning Our present unprecedented situation is calling for a different approach for all businesses as market shutdowns leave organizations scrambling for response. In such times it is even more important to have a plan in place for when the business environment rebounds. Insight and expertise in volatile and challenging markets is an asset to have to guide you through these challenges.

Community Care and In Home Services Today’s demands for services means increasing your efficiencies without losing the critical care aspect. Operational excellence means serving more people in your community. Gathering the correct data to make evidence-based decisions, reviewing the market and client needs, developing working Key Performance Indicators and implementing national standards such as Accreditation Canada are all essential to successful organizations in this field.

Business Direction Organizations can run full speed without clarity of what they are trying to ultimately achieve and how it reflects to their mission. Determining when your team will reach a plateau requiring a shift in direction or resource allocation is essential.

Performance Indicators Measuring progress can be complicated but it doesn’t have to be. Accountability is critical. Evidence-based decision making is paramount. Today organizations require information that is timely, accurate and not overwhelming. Gathering too much of the wrong information can paralyze progress. Your team needs to understand how their contributions help drive success.

Mentoring Engaging with someone who has experienced the challenges and joy of leadership can make all the difference. We have been there. The right questions, suggestions and guidance for objective clarity can help redefine your direction and get you to your goals efficiently and effectively.

Financial Projections Seeking investors or monies for expansion or acquisition? Planning for the future requires solid market assessment and growth projections. There are times when this information is not readily accessible. We specialize in attaining diverse data to determine market size, opportunity and trends.

Training You and your staff are your future. Training is essential to your organizations success. It can be as diversified as how to answer customer contact to the creation of an in- depth market approach. Our team can help.

Greg McKim

McKim and Associates Principal, Greg McKim, B. Comm., has led $20 to $30M+ businesses with 900+ employees in a number of industries. He has owned and operated small businesses throughout his career. Having extensive experience in the Eastern Canadian market and in Ontario for both private and government based industries, he improved services, accomplished dramatic volume and profit increase through organic growth, acquisition, and new contract development. Trained in Lean Six Sigma he has a full understanding of the process’s goals and implementation.

As Senior Director Eastern Canada for CBI (We Care Home Health) Health he led a diversified high volume business with a large employee base as a Community Based Health service provider. He led significant change management through two separate company ownership changes as well as through the acquisition of three regional companies by the organization. He partnered in the creation of a national evaluation for Home Care creating a progressive support model that was adopted by the organization. During his leadership Eastern Canada received two exemplary service standards by Accreditation Canada.

His Community Care industry involvement included a leadership role as Co Chair for the Nova Scotia Health Association Home Care Network in addition to serving as a representative for the Nova Scotia Community Care Council. He participated in the establishment of provincial key performance indicators (KPIs) for Home Care service providers. These roles, in combination with his previous responsibilities as Co Chair for the New Brunswick Home Care Association, provide him with unique insights for the provision of community based services for both provinces.

Ross Wace

Ross Wace has led the HR function in a series of national organizations with as many as 4,500 employees. He has owned and operated small businesses throughout his career. Across a myriad of industries, there is one common element – organizations whose frontline staff interact with the public. In public, private and government based industries, he has improved the alignment of an organization’s people to the business objectives. In both union and non-union environments, he has improved performance, productivity and morale.

While Vice President, Human Resources for We Care Home Health (now CBI) he led a complete overhaul of the scheduling and billing system. Re-training users led to dramatic improvement in the data entry error rate, which led to significant savings across the organization. He also led a transformation of the hiring process, providing support and tools to local hiring managers that resulted in reduced time to hire, consistency and improved retention. He also introduced an employee engagement customer service program “Together We Care”, which led to a 23% improvement in Customer Satisfaction results.

Paula Withrow

Paula Withrow RN(Retired) is a consultant in the leadership and management of health care programs and has an extensive background in both the private and public sector.  During her 20 years in the Continuing Care Branch, Nova Scotia government Department of Health & Wellness she was employed in several roles. As Manager, Liaison & Service Support for 8 years, she had the opportunity to inform and influence strategies, standards and policies; and led the operational planning and implementation of new and/or revised programs, in consultation with internal and external stakeholders.

Paula has experience in project management, operational over site of programs including financial authorization, risk management and partnering & relationship building. Paula is a subject matter expert in Continuing Care programs and services in the Nova Scotia Health Care System and is recognized for her analytical skills and attention to detail.

Assignment Sample

Community Health Care Creation of national growth and service model for community service approach by establishing best practice operation and quality metrics with specific focus on best client care and operational sustainability. Participation in creation of provincial key performance indicators (KPIs) Successful writing and implementation of multiple Request for Performance government contracts. Strategic market positioning for maximum service opportunities. Organizational restructure for maximum effectiveness and efficiency. Acquisition identification and implementation. New service addition and management.

Consumer Goods Product development and market launch, product positioning and pricing. Initial product target volume attained within a 4-month timeline.

Retail Development of market assessment and a strategy to enter the market. Determination of market share potential for financial expansion.

Academia Phase One Review of recruitment approach to determine the core strengths of the University to effectively position the recruitment strategy. Utilizing market research and engagement with key stakeholders, developed a clear understanding of the recruitment goals and process and the decision tree of the targeted applicants. Sales and engagement training was provided to the team to clarify the market approach and measurement. Phase Two Created, implemented and evaluated a questionnaire designed to determine student’s preferences and opinions of the University to improve student retention.

Small Business Development of the financial breakout and sales projections to be used in attaining monies for expansion.

Manufacturing Phase One Market assessment, customer assessment, sales focus, core indicator development, business projections as well as a go to market strategy. Phase Two Development of a financial assessment for both physical and personnel expansion. Created a remuneration strategy for the team that coincided with the organizations’ long-term goals.

Customer Service Established financial break out and sales forecast to be used in determining expansion strategy. Establishment of an organizational market direction and the hiring of key positions.

Public Sector In association with Economic Development Consultants, created a market assessment, information evaluation, and a phone survey tool utilised to provide recommendations for the diversity of the city’s economic development.

Hospitality Creation of financial and market projections. Market approach recommendations and the development of core indicators.

Education Partnering with an additional consultant, surveyed schools and strategic partners to evaluate the School District’s approach. Provided feedback with recommendations.

IT Created market assessment, establishment of core performance indicators, market approach, plus financial projections.