Purpose
Ensure contracted client hours are consistently met; specialty hours (CACFP, bookkeeping, finance) stay in scope; risks are identified early; clients are upsold when capacity is exceeded; teams are protected from unpaid work and burnout.
Clear ownership between PMs and SPMs on time, scope, and escalation.
Key definitions
General client hours: Standard weekly retainer hours
Specialty hours: Allocated hours for CACFP, bookkeeping, finance, or other specialty services (standard allocation: 5 hours/week)
PM: Owns daily monitoring and early detection
SPM: Owns resolution, client communication, and upsell
Role ownership
PM owns: daily Hubstaff monitoring; ensuring weekly hours are on pace; monitoring specialty usage; early escalation; documentation in Hubtasks/Worklenz (Worklenz is the live CVA task system).
SPM owns: resolution strategy; staffing support; client-facing scope/capacity conversations; selling additional specialty hours; protecting margin and team capacity.
Princess does not manage client hours. Finance does not manage scope. Ownership stays with PMs and SPMs.
Also apply locked sold-hours / over-hours rules: hours above sold/paid are not paid to the VA; responsible party covers from own pocket; sold-hours fence; no makeup.
PM weekly monitoring (Hubstaff)
Log into Hubstaff (web).
Reports → Time & Activity (Legacy).
Set weekly date range (Mon–Fri or contract-aligned).
Filters → Clients → select assigned client. View = ALL (not “ME”). Optional export for hours breakdown.
Compare total TIME logged to weekly contracted hours.
Decision: On pace → document and continue; At risk / behind → take immediate action and escalate path below.
If on pace
Cross-check Hubstaff project view (e.g. 41:20 / 40:00 progress indicator). Continue monitoring.
If behind — immediate PM action
Same day: reprioritize tasks; reassign internally; adjust scheduling; identify blockers. Do not wait until end of week.
Specialty hours
Confirm each client’s specialty allocation with Bobby and Angie; know how hours split (CACFP, bookkeeping, etc.). Standard: 5 specialty hours/week.
Monitor weekly specialty usage, maxing-out trends, and scope-creep signals. Do not exceed specialty hours without escalation.
Escalate to SPM (same day)
If specialty hours are consistently maxed, PM cannot stay in scope, or general hours are at risk — notify SPM the same day with: client name; contracted hours (general + specialty); usage trend; cause of overuse; actions already attempted. Silent overages are not acceptable.
SPM assessment and resolution
SPM determines: temporary spike vs recurring; whether work is in scope; internal reallocation possible; additional specialty capacity required.
Option A — Internal adjustment: reallocate work; pause/deprioritize tasks; reset internal expectations.
Option B — Add specialty hours: recommend additional specialty hours. Pricing in source: $375/month for 5 additional specialty hours per week.
Client communication (SPM only)
SPM owns scope conversations, capacity explanations, and selling additional hours. PMs do not sell hours. Princess does not sell hours.
Confirm outcome
SPM communicates outcome to PM, Finance (Princess), and leadership as needed. Message Angie if a rare week-to-week correction is needed (short one week / increase the next — uncommon). PM updates monitoring.
Incentives and accountability
SPMs receive a bonus for clients who purchase additional specialty hours
PMs are accountable for early detection; repeated failure to escalate = performance issue
Growth comes from proper upselling, not absorbing unpaid work
Non-negotiables
No silent short weeks. No unpaid specialty overages. No pushing scope management to finance. No reactive end-of-week surprises.
Bottom line
PMs monitor. SPMs resolve and sell. Clients pay for the capacity they use. Protect people, margins, and growth.
Source: SweetProcess DOCX export (Drive pack). Migrated to Eniston category Allied. Do not treat as dual source of truth with SweetProcess.