Technology
GDI Integrated Facility Services Inc. Releases its Financial Results for the First Quarter Ended March 31, 2025
Published
1 year agoon
By
Q1 2025 revenue of $616 million, a decrease of $28 million, or 4%, over Q1 2024. Q1 2025 Adjusted EBITDA* of $34 million, representing an Adjusted EBITDA* margin of 6%, compared to $28 million and 4% in Q1 2024.Q1 2025 net income of $6 million or $0.26 per share compared with $0.4 million or $0.02 per share for the first quarter of 2024.Q1 2025 decrease in long-term debt, net of cash*, of $14 million.Q1 2025 decrease in net operating working capital* of $9 million.
LASALLE, QC, May 8, 2025 /CNW/ – GDI Integrated Facility Services Inc. (“GDI” or the “Company”) (TSX: GDI) is pleased to announce its financial results for the first quarter ended March 31, 2025.
For the first quarter of 2025:
Revenue reached $616 million, a decrease of $28 million, or 4%, over the first quarter of 2024 mainly attributable to an organic decline of 7%, partially offset by growth from foreign currency translation.Adjusted EBITDA* amounted to $34 million, representing an Adjusted EBITDA* margin of 6% compared to $28 million and 4% in Q1 2024.Net income was $6 million or $0.26 per share compared to $0.4 million or $0.02 per share in Q1 2024.Long-term debt, net of cash* decreased by $14 million in the quarter.Net operating working capital* reduction of $9 million in the quarter.
For the first quarters of 2025 and 2024, the business segments performed as follows:
(in millions of
Canadian dollars)
Business Services Canada
Business Services USA
Technical Services(1)
Corporate and Other(1)
Consolidated
2025
2024
2025
2024
2025
2024
2025
2024
2025
2024
Revenue
147
145
217
225
246
260
6
14
616
644
Organic Growth (Decline)
1 %
3 %
(15 %)
10 %
(5 %)
(1 %)
0 %
0 %
(7 %)
3 %
Adjusted EBITDA* (2)
11
10
15
14
12
6
(4)
(2)
34
28
Adjusted EBITDA Margin*
7 %
7 %
7 %
6 %
5 %
2 %
N/A
N/A
6 %
4 %
Note:
The 2024 results were recast to reflect i) the transfer of the Integrated Facility Services business from Corporate and Other to Technical Services since January 1, 2025 and ii) the allocation of corporate technology costs, moving some from the Corporate and Other segment to the operating Business Segments
In Q1 2025, GDI effected a change in the allocation of corporate technology costs, moving costs from the Corporate and Other segment to the operating Business Segments. This change was implemented to provide a more accurate view of segment profitability. Also, GDI has moved reporting for its IFS business unit from Corporate and Other to Technical Services as its was a more appropriate home for this business unit. Q1 2024 results have been recast to reflect this modification.
GDI’s Business Services Canada segment recorded $147 million in revenue while generating $11 million in Adjusted EBITDA*, representing an Adjusted EBITDA margin* of 7%. GDI’s Business Services USA segment recorded revenue of $217 million and Adjusted EBITDA* of $15 million, representing an Adjusted EBITDA margin* of 7%. Business Services USA experienced an organic revenue decline due to the loss of the segment’s largest client at the end of Q1 2024 and from exiting of low margin contracts obtained in the Atalian acquisition, which was partially mitigated by new customers wins. In addition, revenue generated by one customer fluctuates based on the volume of recurring project work which was lower in the first quarter of 2025.
The Technical Services segment recorded revenue of $246 million and Adjusted EBITDA* of $12 million, up by $6 million compared to Q1 2024, representing an Adjusted EBITDA margin* of 5% compared to 2% in Q1 2024, as the first quarter of 2024 was negatively affected by cost overruns on three large projects in its U.S operations.
GDI’s Corporate and Other segment recorded revenue of $6 million and negative Adjusted EBITDA* of $4 million compared to $14 million and $2 million in Q1 2024, respectively. The decline in revenue is primarily attributable to business divestitures during Fiscal 2024.
“I am very pleased with the performance of all of our business segments in Q1 this year,” stated Claude Bigras, President & CEO of GDI. “Each segment delivered profitability levels that were either in-line or above expectations which contributed to a 21% increase in Adjusted EBITDA over Q1 F2024 and a 6% consolidated Adjusted EBITDA margin for GDI as a whole. Our Business Services Canada segment recorded its fifth straight quarter with an Adjusted EBITDA margin of 7%, when adjusting last year’s results for the IT cost reallocation, showing strong stability and maintaining its premium of 100 to 200 basis points above pre-COVID levels, which we expect to continue for the foreseeable future. As we had already announced last quarter, our Business Services USA segment experienced an organic revenue decline stemming from the loss of GDI’s largest client in Q1 F2024 and from exiting low contracts as we focused on margin improvement in the Atalian acquisition throughout F2024. The majority of this business has now been replaced, and we are expecting organic growth to progressively improve to historic levels by the end of this year. Adjusted EBITDA margin in the segment was 7% during the quarter, returning to more normalized levels as the work we had been engaged in to increase margins from the Atalian acquisition has now been successfully completed. Our Technical Services segment had an outstanding quarter. Our decision to focus on higher margin business at Ainsworth continues to bear fruit, with $12 million of EBITDA and a 5% Adjusted EBITDA margin in the quarter. This was Ainsworth’s highest Adjusted EBITDA margin in Q1 since our acquisition of the business in F2015 which has historically ranged between 2% to 4% in the first quarter. Given the margin improvement initiatives we successfully implemented, the outlook at Ainsworth is positive for the remainder of F2025.”
“In addition to strong operating performance, GDI continued to deliver on our balance sheet initiatives during Q1 F2025. Our focus on working capital reduction resulted in a decrease of $9 million in the quarter. This puts us at a total net working capital reduction of $53 million since Q3 F2023 when we factor in M&A and FX impact, surpassing the $50 million dollar target that we announced at that time. We also decreased our long-term debt by $14 million in the quarter, which coupled with the increase in Adjusted EBITDA resulted in a decrease in our leverage ratio which now sits below our comfort range of 3x-3.5x.”
“All of our business segments are performing well. Business Services Canada has been performing well with a very stable margin profile. Organic growth at our Business Services USA segment is expected to show progressive improvement through the year and rebound to more historic levels by Q4. Ainsworth will continue to focus on higher margin business, and the outlook is positive. Finally, we are actively evaluating a number of M&A opportunities and have a healthy balance sheet with sufficient capacity to execute on our growth strategies. I am looking forward to GDI delivering on our expectations for the remainder of F2025,” concluded Mr. Bigras.
ABOUT GDI
GDI is a leading integrated commercial facility services provider which offers a range of services in Canada and the United States to owners and managers of a variety of facility types including office buildings, educational facilities, distribution centers, industrial facilities, healthcare establishments, stadiums and event venues, hotels, shopping centres, airports and other transportation facilities. GDI’s commercial facility services capabilities include commercial janitorial and building maintenance, energy advisory and system optimization, the installation, maintenance and repair of HVAC-R, mechanical, electrical and building automation systems, as well as other complementary services such as janitorial products manufacturing and distribution. GDI’s subordinate voting shares are listed on the Toronto Stock Exchange (TSX: GDI). Additional information on GDI can be found on its website at www.gdi.com.
CAUTION CONCERNING FORWARD-LOOKING STATEMENTS
Certain statements in this press release may constitute forward-looking information within the meaning of securities laws. Forward looking information may relate to GDI’s future outlook and anticipated events, business, operations, financial performance, financial condition or results and, in some cases, can be identified by terminology such as “may”; “will”; “should”; “expect”; “plan”; “anticipate”; “believe”; “intend”; “estimate”; “predict”; “potential”; “continue”; “foresee”; “ensure” or other similar expressions concerning matters that are not historical facts. In particular, statements regarding GDI’s future operating results and economic performance, and its objectives and strategies are forward-looking statements. These statements are based on certain factors and assumptions including expected growth, results of operations, performance and business prospects and opportunities, which GDI believes are reasonable as of the current date. While management considers these assumptions to be reasonable based on information currently available to the Company, they may prove to be incorrect. It is impossible for GDI to predict with certainty the impact that the current economic uncertainties may have on future results. Forward-looking information is also subject to certain factors, including risks and uncertainties (described in the “Risk Factors” section) that could cause actual results to differ materially from what GDI currently expects. Namely, these factors include risks pertaining to unsuccessful implementation of the business strategy, changes to business structure, inherent operating risks from acquisition activity, failure to integrate an acquired company, decline in commercial real estate occupancy levels, increase in costs which cannot be passed on to customers, labour shortages, disruption in information technology systems and execution issues with Strategic IT projects, increases in interest rates, exchange rate fluctuations, deterioration in economic conditions, Government Policies on International trade and Investment, including sanctions and actions after recent U.S. elections in respect to global trade, tariffs, and trade agreement, increase in competition, influence of the principal shareholders, loss of key or long-term customers, public procurement laws and regulations, legal proceedings, reputational damage, labour disputes, disputes with franchisees, environmental, social and governance (“ESG”) considerations, goodwill and long-lived assets impairment charges, tax matters, key employees, participation in multi-employer pension plans, legislation or other governmental action, cybersecurity, data confidentiality and data protection, and public perception of our environmental footprint, many of which are beyond the Company’s control. Therefore, future events and results may vary significantly from what management currently foresees. The reader should not place undue importance on forward-looking information and should not rely upon this information as of any other date. While management may elect to, the Company is under no obligation and does not undertake to update or alter this information at any particular time, except as may be required by law.
Analyst Conference Call:
May 9, 2025 at 8:00 A.M. (ET)
Kindly note that Investors and Media representatives may attend as listeners only.
Please use the following dial-in numbers to have access to the conference call by dialing 10 minutes before the beginning of the conference:
North America Toll-Free: 1-800-990-4777
Local: 289-819-1299 (Toronto) or 514-400-3794 (Montreal)
RapidConnect URL: https://emportal.ink/3NJfeHV
A rebroadcast of the conference call will be available until May 16, 2025 by dialing:
North America Toll-Free: 1-888-660-6345
Local: 289-819-1450 (Toronto)
Confirmation Code: 14687#
March 31, 2025 unaudited condensed consolidated interim financial statements and accompanied Management & Discussion Analysis are filed on www.sedarplus.ca.
____________________________
* The terms “Adjusted EBITDA”, “Adjusted EBITDA Margin”, Long-term debt, net of cash, and net operating working capital do not have standardized definitions prescribed by International Financial Reporting Standards and therefore, may not be comparable to similar measures presented by other companies. “Adjusted EBITDA” is defined as operating income before depreciation and amortization, transaction, reorganization and other costs, share-based compensation and strategic information technology projects configuration and customization costs. The Adjusted EBITDA Margin is calculated by dividing Adjusted EBITDA by revenues. For more details and for a reconciliation of that measure to the most directly comparable IFRS measure, consult the “Operating and Financial Results” section of the Company’s Management Discussion & Analysis (“MD&A”). Long-term debt, net of cash, and net operating working capital details and calculation is descripted in the section “consolidated financial position” of the MD&A.
GDI INTEGRATED FACILITY SERVICES INC.
CONSOLIDATED INTERIM STATEMENTS OF FINANCIAL POSITION
(UNAUDITED) (IN MILLIONS OF CANADIAN DOLLARS)
As at March 31,
As at December 31,
2025
2024
Assets
Current assets
Cash
25
14
Trade and other receivables and contract assets
564
565
Inventories
34
33
Prepaid expenses and other
25
16
Other financial assets
‒
15
Assets held for sale
6
6
Current tax assets
4
4
Total current assets
658
653
Non-current assets
Property, plant and equipment
120
119
Intangible assets
110
115
Goodwill
378
378
Other long-term assets
21
20
Total non-current assets
629
632
Total assets
1,287
1,285
Liabilities and Shareholders’ Equity
Current liabilities
Bank indebtedness
1
2
Trade and other payables
309
306
Provisions
29
32
Contract liabilities
36
33
Current tasx liabilities
5
9
Current portion of long-term debt
23
21
Total current liabilities
403
403
Non-current liabilities
Long-term debt
358
362
Other long-term payables
8
9
Deferred tax liabilities
15
15
Total non-current liabilities
381
386
Shareholders’ equity
Share capital
383
382
Retained earnings
106
100
Contributed surplus
3
3
Accumulated other comprehensive income
11
11
Total shareholders’ equity
503
496
Total liabilities and shareholders’ equity
1,287
1,285
GDI INTEGRATED FACILITY SERVICES INC.
CONSOLIDATED INTERIM STATEMENTS OF COMPREHENSIVE INCOME
(UNAUDITED) (IN MILLIONS OF CANADIAN DOLLARS, EXCEPT FOR EARNINGS PER SHARE)
Three-month periods ended March 31,
2025
2024
Revenues
616
644
Cost of services
501
538
Selling and administrative expenses
84
80
Transaction, reorganization and other costs
1
1
Strategic information technology projects configuration and customization costs
‒
1
Amortization of intangible assets
5
12
Depreciation of property, plant and equipment
13
14
Operating income (loss)
12
(2)
Net finance expense (income)
3
(1)
Income (Loss) before income taxes
9
(1)
Income tax expense (benefit)
3
(1)
Net income
6
‒
Other comprehensive income (loss)
Gains (losses) that are or may be reclassified to earnings:
Foreign currency translation differences for foreign operations
‒
6
Hedge of net investments in foreign operations, net of tax of nil (2024 – nil)
‒
(6)
Cash flow hedges, effective portion of changes in fair value, net of tax of nil (2024 – nil)
‒
(1)
‒
(1)
Total comprehensive income (loss)
6
(1)
Earnings per share:
Basic
0.26
0.02
Diluted
0.26
0.02
GDI INTEGRATED FACILITY SERVICES INC.
CONSOLIDATED INTERIM STATEMENTS OF CHANGES IN EQUITY
(UNAUDITED) (IN MILLIONS OF CANADIAN DOLLARS)
Share Capital
Number
(in
thousands
of shares)
Amount
Retained
earnings
Contributed
surplus
Accumulated
other
comprehensive
income (1)
TOTAL
Balance, January 1, 2024
23,414
380
68
2
5
455
Net income
‒
‒
‒
‒
‒
‒
Other comprehensive loss
‒
‒
‒
‒
(1)
(1)
Total comprehensive income for the year
‒
‒
‒
‒
(1)
(1)
Transactions with owners of the Company:
Stock options exercised
35
1
‒
‒
‒
1
Balance, March 31, 2024
23,449
381
68
2
4
455
Balance, January 1, 2025
23,520
382
100
3
11
496
Net income
‒
‒
6
‒
‒
6
Other comprehensive income
‒
‒
‒
‒
‒
‒
Total comprehensive income for the year
‒
‒
6
‒
‒
6
Transactions with owners of the Company:
Stock options exercised
38
1
‒
‒
‒
1
Balance, March 31, 2025
23,558
383
106
3
11
503
(1)
The amount of accumulated other comprehensive income is net of tax of nil.
GDI INTEGRATED FACILITY SERVICES INC.
CONSOLIDATED INTERIM STATEMENTS OF CASH FLOWS
(UNAUDITED) (IN MILLIONS OF CANADIAN DOLLARS)
Three-month periods ended March 31,
2025
2024
Cash flows from (used in) operating activities
Net income
6
‒
Adjustments for:
Depreciation and amortization
18
26
Net finance expense (income)
3
(1)
Income tax expense (benefit)
3
(1)
Income taxes paid
(7)
‒
Net changes in non-cash operating assets and liabilities
12
(3)
Net cash from operating activities
35
21
Cash flows from (used in) financing activities
Proceeds from issuance of long-term debt
57
99
Repayment of long-term debt
(62)
(107)
Payment of lease liabilities
(9)
(9)
Interest paid
(6)
(7)
Other
1
1
Net cash used in financing activities
(19)
(23)
Cash flows from (used in) investing activities
Additions to property, plant and equipment
(4)
(4)
Additions to intangible assets
‒
(1)
Other
‒
2
Net cash from investing activities
(4)
(3)
Foreign exchange loss on cash held in foreign currencies
‒
(3)
Net change in cash (bank indebtedness)
12
(8)
Cash, beginning of period:
Cash
14
17
Bank indebtedness
(2)
(14)
12
3
Cash (bank indebtedness), end of period:
Cash
25
29
Bank indebtedness
(1)
(34)
24
(5)
GDI INTEGRATED FACILITY SERVICES INC.
SEGMENTED INFORMATION
(UNAUDITED) (IN MILLIONS OF CANADIAN DOLLARS)
Three-month period ended March 31, 2025
Business
Services
Canada
Business
Services
USA
Technical
Services
Corporate
and Other
Total
Recurring/contractual services
129
206
38
–
373
On-call services
8
11
64
–
83
Projects
–
–
144
–
144
Manufacturing and distribution
–
–
–
9
9
Other revenues
7
–
–
–
7
Total external revenues
144
217
246
9
616
Inter-segment revenues
3
–
–
(3)
–
Revenues
147
217
246
6
616
Income (loss) before income taxes
8
10
2
(11)
9
Net finance expense
1
1
1
3
Operating income (loss)
8
11
3
(10)
12
Depreciation and amortization
3
4
9
2
18
Transaction, reorganization, and other costs
–
–
–
1
1
Share-based compensation (1)
–
–
–
3
3
Strategic information technology projects configuration and customization costs
–
–
–
–
–
Adjusted EBITDA
11
15
12
(4)
34
Total assets
255
402
546
84
1,287
Total liabilities
72
104
271
337
784
Additions to property, plant and equipment
1
10
2
1
14
Additions to intangible assets
–
–
–
–
–
Goodwill recorded on business acquisitions
–
–
–
–
–
(1)
Includes stock option, performance share unit and restricted share unit plans.
GDI INTEGRATED FACILITY SERVICES INC.
SEGMENTED INFORMATION (CONTINUED)
(UNAUDITED) (IN MILLIONS OF CANADIAN DOLLARS)
Three-month period ended March 31, 2024
Business
Services
Canada
Business
Services
USA
Technical
Services(3)
Corporate and
Other(3)
Total
Recurring/contractual services
126
203
35
–
364
On-call services
9
22
74
–
105
Projects
–
–
151
–
151
Manufacturing and distribution
–
–
–
17
17
Other revenues
7
–
–
–
7
Total external revenues
142
225
260
17
644
Inter-segment revenues
3
–
–
(3)
–
Revenues
145
225
260
14
644
Income (loss) before income taxes (4)
7
4
(3)
(9)
(1)
Net finance expense
–
–
(1)
–
(1)
Operating income (loss)
7
4
(4)
(9)
(2)
Depreciation and amortization
3
9
10
4
26
Transaction, reorganization, and other costs
–
1
–
–
1
Share-based compensation (1)
–
–
–
2
2
Strategic information technology projects configuration and customization costs
–
–
–
1
1
Adjusted EBITDA
10
14
6
(2)
28
Total assets(2)
254
416
526
89
1,285
Total liabilities(2)
72
114
246
357
789
Additions to property, plant and equipment
2
1
8
1
12
Additions to intangible assets
–
–
–
1
1
Goodwill recorded on business acquisitions
–
3
–
–
3
(1)
Includes stock option, performance share unit and restricted share unit plans.
(2)
As at December 31, 2024.
(3)
The 2024 figures were recast to reflect January 1, 2025 reorganization change were facility management services now report into Technical Services segment as opposed to Corporate and Other as published in 2024.
(4)
The 2024 figures were recast to reflect a change in the allocation of corporate technology costs, moving from the Corporate and Other segment to the operating segments. This change was implemented to provide a more meaningful view of segment profitability.
GDI INTEGRATED FACILITY SERVICES INC.
BUSINESS ACQUISITIONS
(UNAUDITED)
Acquisition date
Company acquired (1)
Location
Segment reporting
Status(2)
2025 Acquisitions
None
2024 Acquisitions
April 1, 2024
Hussmann Canada Inc.
(“Hussmann”)
Dartmouth, Nova Scotia
Technical Services
Completed
May 1, 2024
Jade Opco, LLC, doing business as Paramount Building Solutions
(“Paramount”)
Phoenix, Arizona
Business Services USA
Completed
June 1, 2024
RYCOM Corporation (“RYCOM”)
Toronto, Ontario
Technical Services
Preliminary
(1)
GDI acquired all of the outstanding shares of each acquired company, with the exception of Hussman, where the Company completed the acquisition of certain assets and assumed certain liabilities.
(2)
Preliminary status: Given the limited time between the 2024 Acquisitions and March 31, 2025, the purchase prices have been allocated on a preliminary basis and will be finalized as soon as the Company’s management has obtained all the information it considers necessary. Completed status: The assessment of the fair value of the assets acquired and liabilities assumed is completed.
Business disposals
On April 1, 2024, the Company completed the sale of its Superior cleaning and sanitation supplies distribution business and transferred to the purchaser some of its related liabilities.
On November 30, 3024, the Company completed the sale of Ainsworth Power Construction (“APC”), a specialized business performing high voltage work primarily for utilities in Ontario.
GDI INTEGRATED FACILITY SERVICES INC.
CONSOLIDATED FINANCIAL POSITION
(UNAUDITED) (IN MILLIONS OF CANADIAN DOLLARS)
(in millions of Canadian dollars)
March 31,
2025
December 31,
2024
Net operating working capital:
Trade and other receivables and contract assets
564
565
Inventories
34
33
Prepaid expenses and other
25
16
Other financial assets
‒
15
Trade and other payables
(309)
(306)
Provisions
(29)
(32)
Contract liabilities
(36)
(33)
Net operating working capital
249
258
Long-term debt, including current portion, net of Cash (bank indebtedness):
Cash, net of bank indebtedness
24
12
Long-term debt, including current portion
(381)
(383)
Long-term debt, including current portion, net of Cash (bank indebtedness)
(357)
(371)
Other financial position accounts:
Property, plant and equipment
120
119
Intangible assets
110
115
Goodwill
378
378
Other long-term assets
21
20
Assets held for sale
6
6
Other long-term liabilities
(8)
(9)
Net current tax (liabilities) assets
(1)
(5)
Net deferred tax (liabilities) assets
(15)
(15)
GDI INTEGRATED FACILITY SERVICES INC.
SUPPLEMENTARY QUARTERLY FINANCIAL INFORMATION
THREE-MONTH PERIODS
(UNAUDITED) (IN MILLIONS OF CANADIAN DOLLARS, EXCEPT FOR EARNINGS PER SHARE)
Three months ended
(in millions of Canadian dollars, except per share data) (1)
March
2025
December
2024
September
2024
June
2024
Revenue
616
634
640
639
Operating income
12
15
15
10
Depreciation and amortization
18
22
20
19
Transaction, reorganization and other costs
1
(2)
1
2
Share-based compensation
3
2
3
2
Strategic information technology projects configuration and customization costs
‒
1
‒
1
Adjusted EBITDA
34
38
39
34
Net income for the period
6
23
7
2
Earnings per share
Basic
0.26
1.00
0.28
0.07
Diluted
0.26
0.99
0.28
0.07
Three months ended
(in millions of Canadian dollars, except per share data) (1)
March
2024
December
2023
September
2023
June
2023
Revenue
644
622
615
609
Operating (loss) income
(2)
9
16
10
Depreciation and amortization
26
22
19
19
Transaction, reorganization and other costs
1
2
‒
1
Share-based compensation
2
2
2
3
Strategic information technology projects configuration and customization costs
1
2
2
1
Adjusted EBITDA
28
37
39
34
Net income for the period
‒
6
8
1
Earnings per share
Basic
0.02
0.26
0.35
0.04
Diluted
0.02
0.25
0.35
0.04
(1)
The differences between the quarters are mainly the results of business acquisitions, as well as seasonality in the Technical Services segment.
SOURCE GDI Integrated Facility Services Inc.
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Liability coverage forms the legal foundation of auto insurance in Iowa. The article explains that liability coverage pays for injuries or property damage that a driver causes to others in an accident. State law requires Iowa drivers to carry minimum liability limits, and full coverage auto insurance policies include at least those required limits. However, liability coverage does not pay for damage to the driver’s own vehicle, which is why additional protection is often necessary.
Collision coverage is the part of a policy that helps pay for damage to the driver’s own vehicle after an accident. The HelloNation article notes that collision coverage applies when a vehicle hits another car, a guardrail, or a stationary object. In most cases, the insurer pays the actual cash value of the vehicle or the repair cost minus the policy’s deductible. Insurance Expert Ben Buenzow is featured in the article as a source of insights on how deductibles influence both insurance premiums and out-of-pocket costs during a claim.
Comprehensive coverage addresses a different type of risk. According to the article, comprehensive coverage protects against damage caused by events other than collisions. This includes hail, theft, vandalism, fire, falling objects, or animal-related incidents. For Iowa drivers, weather-related risks such as hailstorms can make comprehensive coverage an important part of a full coverage auto insurance policy.
The HelloNation article also explains that deductibles apply to both collision coverage and comprehensive coverage. The deductible is the amount the policyholder must pay before insurance coverage begins. Drivers can often choose higher or lower deductibles depending on their financial preferences. Higher deductibles typically reduce premium costs but increase the amount paid out of pocket if damage occurs.
Another important takeaway from the article is what full coverage auto insurance does not automatically include. Standard policies usually do not provide roadside assistance, rental reimbursement, or gap coverage unless these features are added separately. The article explains that roadside assistance covers towing or emergency services, while rental reimbursement helps cover the cost of a temporary vehicle during repairs.
Gap coverage is another optional feature highlighted in the article. It is often recommended for drivers who finance or lease newer vehicles. Gap coverage pays the difference between the remaining loan balance and the vehicle’s actual cash value if it is declared a total loss after an accident.
The article also discusses the importance of understanding coverage limits within an insurance policy. Coverage limits determine the maximum amount an insurer will pay for a covered loss. If damage or liability exceeds those limits, the driver may be responsible for the remaining costs. Reviewing coverage limits carefully helps drivers ensure their policy reflects both the value of their vehicle and their financial risk.
Insurance Expert Ben Buenzow is again referenced in the article as part of a broader discussion about how drivers can make informed decisions about Iowa car insurance. The article encourages drivers to evaluate deductibles, coverage limits, and optional protections based on their individual needs.
The HelloNation article concludes by emphasizing that drivers should periodically review their insurance policy. Changes in vehicle value, financial circumstances, and driving habits can all affect the appropriate level of coverage. Understanding the components of full coverage auto insurance helps drivers maintain adequate protection and prepare for unexpected events on the road.
Iowa Auto Insurance: What Full Coverage Includes and Excludes features insights from Ben Buenzow, Insurance Expert of Urbandale, Iowa, in HelloNation.
About HelloNation
HelloNation is America’s Good News Network, a premier media platform built on the idea that good news travels faster when real people tell real stories. Through its community-focused publications and innovative “edvertising” approach, HelloNation delivers content that informs, inspires, and spotlights the leaders making a meaningful impact in their communities.
View original content to download multimedia:https://www.prnewswire.com/news-releases/hellonation-article-examines-full-coverage-auto-insurance-with-insurance-expert-ben-buenzow-302805432.html
SOURCE HelloNation
Technology
HelloNation Clarifies Ohio Waiver Waiting List Classifications For Adults With Disabilities, Featuring Home Healthcare Expert Kellan Roberts Of Canton, Ohio
Published
1 hour agoon
June 20, 2026By
The article explains immediate need and current need categories and how families can navigate Medicaid waiver programs.
CANTON, Ohio, June 20, 2026 /PRNewswire/ — What should families of developmental disabilities know about the Ohio waiver waiting list and how immediate need and current need classifications affect access to services? HelloNation provides guidance in an article featuring insights from Home Healthcare Expert Kellan Roberts of R House Home Health Care Services in Canton, Ohio.
The HelloNation article explains that the Ohio waiver waiting list exists because demand for Medicaid waiver programs often exceeds available funding. To manage this gap, counties use service prioritization categories to determine who receives services first. Understanding how these classifications work helps families plan more effectively and reduce uncertainty.
According to the article, immediate need generally refers to adults with developmental disabilities who cannot safely remain at home without prompt services. This may include individuals who have lost caregiver support or experienced a sudden health crisis. In contrast, the current need applies to individuals who require support but whose living situations remain stable enough to wait for waiver programs to become available.
The article emphasizes that documentation plays a critical role in determining placement on the Ohio waiver waiting list. Families must provide medical records, assessments, and supporting information that clearly demonstrate the level of need. Counties review this documentation carefully and may conduct interviews or home visits to confirm circumstances before assigning a classification.
Accurate and updated records are described as essential for proper service prioritization. Needs can change over time, and families are encouraged to notify county offices if circumstances worsen. A person initially categorized under current need may later qualify as immediate need if conditions shift. Staying engaged ensures that updated information is considered during periodic reviews.
While waiting for Medicaid waiver programs to begin, families may need to explore temporary supports. The article notes that personal care services, homemaker assistance, and community programs can help adults with disabilities maintain daily routines and independent living during the waiting period. These interim solutions provide structure and stability while long-term services are pending.
Family planning is highlighted as an important part of navigating the process. Understanding how waiver programs operate, what services they provide, and how classifications are reviewed allows families to make informed decisions. Planning ahead also reduces stress and prepares adults with disabilities for a smoother transition once services are approved.
The article further explains that service prioritization is not static. Counties regularly reassess waiting lists and adjust classifications based on updated information or changes in resources. Families benefit from understanding review timelines and maintaining open communication with county representatives.
Medicaid waiver programs offer a range of supports, including personal care, homemaker services, transportation, and community engagement. The HelloNation article advises families to consider how these services align with long-term goals related to independence, skill development, and community participation. Preparing in advance allows adults with disabilities to transition into services more efficiently when their turn arrives.
Ultimately, the article presents the Ohio waiver waiting list as a system that requires preparation, patience, and active participation. By understanding immediate need and current need classifications, maintaining proper documentation, and staying involved throughout the review process, families can better advocate for timely care and ensure continued safety and stability.
Immediate vs Current Need: How to Navigate the Ohio Waiver Waiting List features insights from Kellan Roberts, Home Healthcare Expert of Canton, Ohio, in HelloNation.
About HelloNation
HelloNation is America’s Good News Network, a premier media platform built on the idea that good news travels faster when real people tell real stories. Through its community-focused publications and innovative “edvertising” approach, HelloNation delivers content that informs, inspires, and spotlights the leaders making a meaningful impact in their communities.
View original content to download multimedia:https://www.prnewswire.com/news-releases/hellonation-clarifies-ohio-waiver-waiting-list-classifications-for-adults-with-disabilities-featuring-home-healthcare-expert-kellan-roberts-of-canton-ohio-302805455.html
SOURCE HelloNation
Technology
New white paper on closing the AI fluency gap to support workforce retention published by the University of Phoenix College of Doctoral Studies
Published
3 hours agoon
June 20, 2026By
New paper by Dr. Wayne L. McCoy examines how employers can turn AI skill development into a talent retention strategy.
PHOENIX, Ariz., June 20, 2026 /PRNewswire/ — University of Phoenix College of Doctoral Studies has published a new white paper, “The Retention Mandate: Bridging the AI Fluency Gap to Secure the 2026 Workforce,” authored by Wayne L. McCoy, DM, MBA, and released through the Center for Educational and Instructional Technology Research (CEITR).
The paper examines a growing workplace challenge: employees are rapidly building artificial intelligence skills, while many organizations are still developing the policies, processes and career pathways needed to support AI-enabled work. Drawing on the 2026 Career Optimism Index® study and research on workplace psychology, technology readiness and organizational governance, McCoy argues that AI fluency is no longer only a productivity issue — it is a retention issue.
“Workers are not waiting for organizations to define the future of AI at work,” said McCoy. “Many are already learning, experimenting and building confidence with AI tools. The opportunity for employers is to create the structure around that energy with clear standards, practical training, manager support and career pathways that help employees see a future inside the organization.”
The white paper identifies what McCoy describes as an AI fluency gap: a disconnect between worker skill development and organizational readiness. It notes that employee-led AI learning can create mobility and confidence, but also uncertainty when job descriptions, policies, training systems and manager expectations do not keep pace.
What the white paper addresses
“The Retention Mandate” examines how organizations can better align people, processes, technology and data as AI becomes more embedded in the workplace. The paper highlights several factors shaping AI workforce retention:
Employee-led AI learning and “shadow learning”AI’s impact on productivity, skills development and professional identityPsychological safety and employee trust during AI adoptionGovernance structures for responsible organizational AI useManager capability as a driver of employee confidence and retention
The paper proposes a four-step roadmap for employers seeking to strengthen AI readiness and retain AI-fluent talent:
Define AI career pathways and standardsEstablish skills assessment systemsExpand training, tools and structured enablementBuild AI capability among managers
McCoy’s analysis positions AI adoption as a socio-technical transformation, not simply a technology rollout. The paper encourages organizations to pair AI implementation with clear governance, workforce development and leadership practices that support employee confidence, adaptability and long-term engagement.
About the author
Wayne L. McCoy, DM, MBA, serves as a dissertation chair and staff faculty member in University of Phoenix College of Doctoral Studies. He brings experience in business leadership, technology, entrepreneurship and higher education instruction. McCoy earned a Bachelor of Science in Information Technology, Master of Business Administration and Doctor of Management from University of Phoenix.
About University of Phoenix
University of Phoenix is Built for Real Life. 50 Years Strong. The University innovates to help working adults enhance their careers and develop skills in a rapidly changing world through flexible online learning, relevant courses, academic AI pillars, and skills-mapped curriculum for associate, bachelor’s and master’s degree programs. Active students and alumni have access to Career Services for Life® resources including career guidance and tools. For more information, visit phoenix.edu.
About the College of Doctoral Studies
University of Phoenix’s College of Doctoral Studies focuses on today’s challenging business and organizational needs, from addressing critical social issues to developing solutions to accelerate community building and industry growth. The College’s research program is built around the Scholar, Practitioner, Leader Model which puts students in the center of the Doctoral Education Ecosystem® with experts, resources and tools to help prepare them to be a leader in their organization, industry and community. Through this program, students and researchers work with organizations to conduct research that can be applied in the workplace in real time.
View original content to download multimedia:https://www.prnewswire.com/news-releases/new-white-paper-on-closing-the-ai-fluency-gap-to-support-workforce-retention-published-by-the-university-of-phoenix-college-of-doctoral-studies-302805050.html
SOURCE University of Phoenix
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