1. 1
Co-­‐operative
Home
Care
Final
Report
Completion
Date:
24
October
2014

2. 2
This
report
has
been
prepared
for
CHC
in
response
to
the
project
brief
and
ongoing
consultations.
It
is
the
result
of
work
conducted
by
the
following
student
consultants
from
180
Degrees
Consulting
in
Semester
2
(August-­‐November)
2014:
Charles
De
Souza
Zoe
Hawkins
Andrew
Maytom
Jacqueline
Dunlop
Thilan
Tudor
If
you
have
any
questions,
please
do
not
hesitate
to
contact
Vidushee
Deora
(consulting
director)
at
vdeora@180dc.org
About
180
Degrees
Consulting
180
Degrees
is
an
international
student
consultancy
that
works
with
growing
non-­‐profits,
helping
them
achieve
a
greater
social
impact.
The
organization
currently
has
a
global
footprint
with
branches
in
over
20
universities,
covering
5
continents.
180
Degrees
bridges
the
gap
between
an
unmet
demand
by
not-­‐for
profit
organisations
for
socially
innovative
and
cost-­‐effective
professional
services,
and
a
supply
of
tertiary
students
who
are
passionate
about
and
desire
to
make
a
social
difference
through
the
application
of
their
education
and
skills.
In
doing
so,
180
Degrees
enables
these
organisations
to
create
a
significant
and
tangible
social
impact.
Not-­‐for-­‐profit
organisations
are
empowered
through
the
provision
of
custom
solutions
to
systemic
problems.
Simultaneously,
students
are
given
the
opportunity
to
contribute
meaningfully
to
their
communities,
apply
their
university
studies
in
a
practical
environment
and
develop
valuable
life
skills.

3. 3
TABLE
OF
CONTENTS
1.0:
Executive
Summary
4-­‐5
1.1
Overview
of
Co-­‐operative
Home
Care
4
1.2
The
Project
Brief
4
1.3
Overview
of
Insights
&
Recommendations
5
2.0:
The
Hub
Location
6-­‐8
2.1
Recommendations
7
3.0:
Hub
Clientele
9-­‐14
3.1
Recommendations
9
4.0:
Existing
Competition
15-­‐29
4.1
Home
Care
Services
16
4.2
Residential
Villages
19
4.3
Day
Activities
24
4.4
Relevant
Case
Study
27
4.5
Overview
of
Comparisons
28
5.0:
Marketing
the
Hub
30-­‐36
5.1
Recommendations
30
6.0:
Hub
Financials
37-­‐52
6.1
Recommendations
37
6.2
Overview
of
Scenarios
Modeled
38
6.3
Scenario
1
Analysis
Summary
–
Base
39
6.4
Scenario
2
Analysis
Summary
–
Adjusted
Funding
41
6.5
Scenario
3
Analysis
Summary
–
Increased
Users
43
6.6
Scenario
4
Analysis
Summary
–
Increase
fees
45
6.7
Scenario
5
Analysis
Summary
–
Adjusting
Staff
Ratio
47
6.8
Scenario
6
Analysis
Summary
–
Combined
1
49
6.9
Scenario
7
Analysis
Summary
–
Combined
2
51
7.0:
Appendices
53-­‐82
7.1
Recipients
of
Care
by
Select
Characteristics
53
7.2
Ryde
and
Hunters
Hill
Demographics
55
7.3
Aged
Care
Growth
Areas
in
Ryde
58
7.4
Community
Facilities
58
7.5
Rental
Prices
60
7.6
Contact
Information
62
7.7
Staffing
Breakdown
(Ratio
2:1)
64
7.8
Staffing
Breakdown
(Ratio
3:1)
68
7.9
One-­‐time
Costs
72
7.10
Staffing
Breakdown
(18
Users)
76
7.11
Ongoing
Costs
(18
Users)
80
7.12
Reference
List
81

4. 4
1.0:
EXECUTIVE
SUMMARY
1.1:
Overview
of
Co-­‐operative
Home
Care
Co-­‐operative
Home
Care
is
a
not-­‐for-­‐profit,
social
co-­‐operative
homecare
agency
that
operates
throughout
Sydney.
It
provides
high
quality
aged,
disability
and
respite
care
for
families
and
support
workers.
CHC
has
a
vision
of
supporting
and
enabling
vulnerable
people
to
lead
fuller
and
more
active
lives.
It
aims
to
achieve
this
by
providing
reliable,
local
and
consistent
home
support
services
with
eleven
foci
Disability
Care
Aged
Care
Dementia
and
Alzheimer’s
Care
Assisted
Living
Dedicated
Support
Service
Respite
Care
Relocation
Services
Housing
and
Tenancy
Support
Information
and
Advocacy
Individual
and
Personal
Budgets
Wellness
and
Resilience
Service
1.2:
The
Project
Brief
CHC
has
approached
180
Degrees
Consulting
in
order
to
receive
assistance
with
designing
a
‘Healthy
Ageing
and
Wellness
Hub’.
This
aims
to
address
the
fact
that
modern
communities
are
increasingly
operating
in
a
manner
that
leads
to
the
gradual
exclusion
and
alienation
of
aged
and
disabled
persons
living
independently.
The
Hub(s)
will
be
non-­‐clinical,
daytime
destinations
where
seniors
can
spend
time
together
whilst
improving
their
health
and
general
quality
of
life.
CHC,
having
completed
much
of
the
conceptual
groundwork
already,
requires
assistance
with
developing
core
elements
of
a
business
plan
for
the
Hub.
Specifically,
the
180
Degrees
Consulting
team
was
tasked
with
examining
the
following
aspects
• Market
feasibility
(including
location,
target
market
and
competition)
• Staffing
&
organisational
structure
• Marketing
fundamentals
• Financial
feasibility

5. 5
1.3:
Overview
of
Insights
&
Recommendations
Focus
on
the
Ryde
Municipality
for
Hub
development
Develop
partnership
with
Hunters
Hill
Ryde
Community
Services
Avoid
building
a
relationship
with
the
Department
of
Housing
at
this
stage
Prioritise
linguistic
and
cultural
competency
of
Hub
staff
Consider
outreach
to
local
educational
and
religious
institutions
Develop
database
summarising
venue
accessibility
and
staff
capacity
Study
ACAS
evaluation
process
to
develop
Hub-­‐
speciic
client
consultation
Recognise
the
diversity
of
organisations
and
institutions
with
which
the
Hub
would
compete
Maximise
differentiation
by
positioning
the
Hub
based
on
6
key
attributes
Focus
on
community-­‐based
marketing
Avoid
neglecting
digital
marketing
Develop
partnerships
with
'competing'
service
providers
Consider
decreasing
stafing
levels
to
a
ratio
of
3:1
(user
to
staff).
Consider
decreasing
user
fees.
Introduce
additional
revenue
streams.

6. 6
2.0:
HUB
LOCATION
CHC
has
expressed
interest
and
intention
to
establish
their
first
Hub
either
within
the
Ryde
Council
area,
or
the
Hunters
Hill
Council
area
(encompassing
Gladesville).
The
success
of
establishing
such
a
hub
depends
on
the
identification
of
a
suitable
and
well-­‐rounded
location,
with
accessible
services
and
availability
of
council
partnerships.
Both
council
areas
provide
sound
amenities
for
aged
care
initiatives,
but
certain
demographic
information
and
statistics
make
Ryde
council
area
more
suitable
than
Hunters
Hill.
Furthermore,
rental
prices
also
make
Ryde
Council
more
attractive
in
terms
of
setting
up
an
economically
sustainable
venture.
Focus
on
the
Ryde
Municipality
for
Hub
development
Develop
partnership
with
Hunters
Hill
Ryde
Community
Services
Avoid
building
a
relationship
with
the
Department
of
Housing
at
this
stage

7. 7
2.1
Recommendations
1. Focus
on
Hub
development
in
Ryde
Municipality
(rather
than
Hunters
Hill
Municipality
Figure
1:
Benefits
of
the
Ryde
Municipality
as
a
pilot
location
Figure
1
outlines
the
benefits
that
make
Ryde
Council
a
more
appealing
location
than
the
Hunters
Hill
Council
area.
The
details
of
each
benefit
are
elaborated
upon
within
the
appendix.
After
a
demographic
assessment,
it
was
determined
that
Ryde
Municipality
was
the
most
suitable
choice
of
location
in
fulfilling
the
CHC
brief.
“Knowledge
of
how
the
age
structure
of
the
population
is
changing
is
essential
for
planning
age-­‐based
facilities
and
services,
such
as
child
care,
recreation
and
aged
care”
(Forecast
ID,
2014)
and
as
such,
the
demographic
assessment
material
will
be
of
use
when
choosing
a
location.
Comprehensive
statistics
are
presented
in
Appendix
7.2.
Ryde
Municipality:
Benefits
for
pilot
CHC
Hub
Avaliability
of
symbiotic
relationships
with
pre
existing
aged
facilities
(HHRCS)
(See
Apendix
2.6)
Changing
demographics
and
expected
elderly
population
increases
(See
Appendx
2.1)
Areas
of
signiigant
growth
of
aged
populations:
Macquaire
Park,
East
Ryde
and
Putney
(See
Appendix
2.5)
Wide
variety
of
community
facilities
for
proposed
areas
(See
Appendix
2.2)
Signiicantly
cheaper
rental
prices
than
Hunters
Hill
Council
(See
Appendix
2.3)
Potential
for
community
project
lease
within
a
Ryde
Council
building
(See
Appedix
2.4)

8. 8
1. Develop
partnership
with
HHRCS
(Hunters
Hill
Ryde
Community
Services)
HHRCS
is
an
exsting
non-­‐for-­‐profit
organisation
that
operates
within
the
Ryde
Council
precidinct.
It
is
a
purpose-­‐built
organisation
that
provides
activites,
transport,
meals,
carers
respite
programs,
social
support
programs,
volunteering
visiting
services,
seniors
day
centres
and
local
neighbourhood
centres
for
the
aged
population
within
the
Ryde
area.
Being
an
established
enterprise
within
the
area,
it
provides
an
excellent
opportunity
for
CHC
to
create
a
partnership
with
an
organisation
with
similar
values
and
goals.
This
report
recommends
developing
upon
such
a
relationships
and
shows
great
potential
for
an
interdependent
and
cooperative
relationships
to
form.
The
details
of
HHRCS
can
be
found
within
the
Appendices.
2. Avoid
relationship
with
Department
of
Housing
Our
research
concluded
that
a
relationship
with
the
Department
of
Housing
for
the
means
of
a
location
would
be
unviable
and
have
limited
benefit
to
CHC.
The
Department
of
Housing,
both
state
and
national,
is
tending
to
a
deficit
in
appropriate
housing
options
for
Australia’s
most
vulnerable.
There
is
a
housing
shortage
with
a
wait
time
up
to
2
years
for
permanent
housing.
Due
to
reasons
of
instability,
and
lack
of
confirmation,
this
assessment
deems
the
Department
of
Housing
as
an
unadvisable
route
to
finding
a
location
for
a
wellness
hub.
However
there
are
localized
options
within
the
proposed
council
area.
Ryde
Council
recognizes
that
community
buildings
play
a
pivotal
role
in
improving
the
quality
of
life
in
the
community.
They
are
identified
by
both
the
community
and
the
service
sector
as
being
vital
to
the
delivery
of
affordable
services
that
meet
the
community’s
needs
(City
of
Ryde
Council,
2014).
As
such,
Ryde
Council
currently
supports
29
community
services
in
subsidized
accommodation,
including
childcare
centers,
baby
healthcare
centers,
family
support
services,
arts
groups,
heritage
groups,
community
service
organizations,
and
disability
support
services
(including
aged
care).
Multiple
community
hubs
currently
exist
in
Ryde
Council
public
buildings
(City
of
Ryde
Council,
2014).
They
are
seen
as
a
way
of
meeting
community
needs
and
aspirations.
They
provide
a
multitude
of
services
that
are
working
together
to
provide
responsive,
holistic
care
and
support
for
the
community.
If
CHC
chooses
the
initiative
as
an
option,
they
can
be
placed
on
a
register
and
notified
when
a
building
becomes
vacant.
Appendix
7.6
contains
the
relevant
contact
and
process
details.

9. 9
3.0:
HUB
CLIENTELE
The
characterisation
of
prospective
clients
for
the
Healthy
Ageing
and
Wellness
Hub
is
based
on
the
existing
demographic
profile
for
Ryde
LGA.
The
following
key
data
from
The
Australian
Bureau
of
Statistics
indicate
relevant
demographic
trends
that
should
be
noted:
• The
largest
growing
age
groups
are
the
85+
group,
with
a
53.6%
increase
from
1996-­‐2006,
and
the
55-­‐64
years
old
age
group
who
have
grown
by
24.8%
over
the
same
period
• In
Ryde,
predictions
indicate
that
the
60+
age
group
is
estimated
to
increase
by
5,883
persons
between
2011-­‐2031,
which
represents
a
28.6%
increase
It
has
been
noted
that
the
majority
of
the
65+
age
group
and
individuals
who
are
enrolled
in
the
Commonwealth
Home
Care
Programme
(CHCP)
have
their
lifestyles
and
daily
routines
deeply
embedded
within
the
community.
As
a
result,
this
expanding
65+
age
group
will
demand
greater
independence
in
their
non-­‐
residential
daytime
activities,
such
that
their
full
personal
needs
are
taken
into
account,
not
just
their
healthcare
requirements.
3.1
Recommendations
1. Prioritise
linguistic
and
cultural
competency
of
Hub
staff
members
Based
on
the
diverse
nature
of
the
65+
age
group
in
Ryde
LGA,
it
is
recommended
that
select
prospective
staff
at
the
Hub
are
linguistically
proficient
in
the
target
languages
that
prospective
clients
of
CALD
communities
are
most
comfortable
with.
Cultural
and
linguistic
competence
promotes
diversity
and
inclusion
within
the
Hub’s
clientele,
encourages
the
successful
integration
of
clients
within
the
Hub’s
community,
and
facilitates
the
quality
provision
of
healthcare
and
services
to
clients
of
diverse
backgrounds.
Social
exclusion,
Prioritise
linguistic
and
cultural
competency
of
Hub
staff
Consider
outreach
to
local
educational
and
religious
institutions
Develop
database
summarising
venue
accessibility
and
staff
capacity
Study
ACAS
evaluation
process
to
develop
Hub-­‐
speciic
client
consultation

10. 10
loneliness,
and
sub-­‐standard
care
delivery
may
be
the
product
of
inadequate
linguistic
and
cultural
competency
on
the
part
of
staff
members.
Culturally
and
Linguistically
Diverse
(CALD)
communities
comprise
a
large
proportion
of
Ryde’s
ageing
population.
In
Ryde
LGA,
the
percentage
of
residents
not
born
in
Australia
is
37.6%
as
of
2006.
With
regard
to
the
65+
age
group,
the
ABS
indicates
that
13%
of
the
cohort
does
not
speak
English
well
or
not
at
all,
and
this
proportion
is
projected
to
increase.
The
highest
CALD
speaking
languages
for
Ryde
are
as
follows:
• Cantonese
-­‐
8.6%
of
the
population
• Mandarin
-­‐
7.1%
of
the
population
• Korean
-­‐
3.9%
of
the
population
• Italian
-­‐
2.8%
of
the
population
In
Ryde
LGA,
the
population
sub-­‐groups
that
require
substantial
assistance
with
special
needs
are
consistent
with
demographic
trends
indicating
an
ageing
population.
Relevant
special
needs
and
accessibility
data
for
prospective
Hub
clientele
are
summarised
below:
• In
the
Ryde
and
Hunters
Hill
area,
47.5%
of
the
85+
age
group
and
17.5%
of
the
75-­‐84
age
group
had
a
severe
disability
and
required
assistance
• In
New
South
Wales,
the
proportion
of
the
population
is
predicted
to
increase
from
1.0%
in
2001
to
2.7%
in
2050
• Estimates
suggest
a
threefold
increase
proportion
of
residents
in
Northern
Sydney
and
the
Central
Coast
Area
with
dementia
from
13,000
to
42,000
by
2050
As
a
growing
number
of
seniors
in
Ryde
LGA
will
be
affected
by
dementia,
it
is
critical
for
the
Hub’s
success
that
health
and
social
professionals
are
able
to
identify
the
special
needs
of
clients
with
dementia.
In
order
to
break
the
cycle
of
wicked
problems,
which
includes
loneliness,
anxiety,
and
depression,
staff
at
the
Hub
should
be
prepared
to
actively
engage
clients
with
special
considerations
such
as
dementia
in
social
engagement
projects
that
promote
inclusion.
Alzheimer’s
Australia
notes
that
the
creation
of
team-­‐based
projects
and
initiatives
amongst
community
members
living
with
dementia
can
help
break
the
wicked
cycle
of
social
exclusion
and
create
a
sense
of
belonging
and
purpose
for
clients.
Within
Ryde,
4.4%
of
the
population
reported
the
need
for
assistance
with
essential
activities
in
2011.
For
age
groups
that
reported
a
need
for
assistance,
the
comparative
data
for
Ryde
municipality
and
Greater
Sydney
are
as
follows:

11. 11
• A
larger
percentage
of
the
85+
age
group
in
Ryde
(51%
vs.
48.4%)
reported
the
need
for
assistance
• A
smaller
percentage
of
the
80-­‐84
age
group
in
Ryde
(25.5%
vs.
27.7%)
reported
the
need
for
assistance
• A
smaller
percentage
of
the
75-­‐78
age
group
in
Ryde
(16.9%
vs.
18.1%)
reported
the
need
for
assistance
2. Consider
outreach
to
local
educational
and
religious
institutions
Local
educational
and
denominational
outreach
groups
have
established
channels
and
programs
that
encourage
social
inclusion
of
seniors.
The
existing
framework
of
community
integration
events
that
exists
between
aged
care
providers
and
educational
and
religious
institutions
suggests
that
CHC
should
consider
outreach
to
these
local
institutions
in
order
to
develop
programming
that
promotes
stronger
inter-­‐generational
and
inter-­‐cultural
connections
between
clients
and
the
community.
CHC
should
seek
to
develop
regular
and
consistent
programming
on
a
weekly/fortnightly/monthly
basis
with
these
institutions
such
that
clients
experience
the
benefits
of
longitudinal
contact
with
community
out-­‐groups.
The
Hub
promotes
community
integration
not
only
through
the
development
of
a
strong
community
amongst
prospective
clients,
but
also
inter-­‐generational
activities
within
the
local
community.
Figure
2
below
summarises
findings
that
local
day-­‐based
care
providers
for
seniors
in
New
South
Wales
have
adopted
a
holistic
approach
to
activity
planning
for
clients,
with
different
categories
of
activities
that
develop
strong
relationships
between
clients
and
with
the
community
at
large.
Activity
Category
Function
Event
Examples
Physical
Activity
Events
• Develop
mobility
and
physical
capacities
of
clients
• Promote
healthy
active
lifestyle
through
manageable
physical
activities
for
all
clients
• Bush
walks,
Golf,
Indoor
Sports,
Tai
Chi,
Racquet
sports,
Yoga
Community
Excursion
Events
• Immerse
clients
into
the
community
at
large
through
integrative
events
with
other
community
members
in
public
• Community
centre
events,
Library
readings,
Trips
to
local
parks
and
attractions,
coach
trips

12. 12
locations
Social
Events
• Develop
strong
social
intra-­‐
community
bonds
between
clients
in
order
to
promote
social
inclusion
and
belonging
• Cinema
screenings,
Shopping
trips,
Social
mixers
Figure
2:
Prospective
activity
categories
Furthermore,
activities
are
often
scheduled
on
a
weekly,
fortnightly,
or
monthly
basis
depending
on
client
interest
for
a
given
activity
and
their
respective
categories.
The
Hub
has
proposed
inter-­‐generational
events
to
combat
wicked
problems
such
as
loneliness,
ageism,
and
loss
of
socialisation
opportunities.
Therefore,
it
has
been
proposed
that
CHC
implements
inter-­‐generational
events
with
local
youth,
adolescent
and
adult
groups
in
Ryde
to
realise
the
benefits
of
social
integration
through
intergroup
contact
on
a
regular
basis.
The
following
institutions
have
been
identified
as
having
a
strong
history
of
conducting
programming
and
events
with
aged
care
facilities:
• Local
public
schools
• Local
TAFE
institutions
• Religiously-­‐affiliated
community
outreach
groups
(e.g.
Church-­‐based
volunteer
associations)
3. Develop
database
that
summarises
venue
accessibility
and
staff
capacity
As
a
result,
the
development
a
database
of
prospective
local
activity
venues
that
meet
clients’
mobility
and
special
needs
requirements
is
proposed.
Information
for
support
staff
and
volunteers
from
the
Hub
should
also
be
included
in
order
to
determine
staffing
capacity
at
given
activities
and
community
excursions.
Health,
safety
and
operational
accidents
may
occur
when
planning
off-­‐premises
events
and
activities,
especially
when
with
a
population
cohort
with
extremely
specific
health
and
social
care
needs.
These
risks
must
be
accounted
for
with
sufficient
health,
safety,
and
legal
preparations
in
the
case
of
emergencies.
Off-­‐premises
community
integration
events
should
be
planned
in
collaboration
with
venue
hosts,
and
a
detailed
accident
and
emergency
plan
of
action
should
be
developed
for
each
given
activity
venue.
The
health
and
well-­‐being
activities
implemented
at
the
Hub
should
take
into
account
the
diverse
needs
of
prospective
clients.
As
a
large
proportion
of
clients
will
require
assistance
to
some
degree
with
physical
mobility
and
continued

13. 13
support
during
activities,
local
venues
and
service
providers
should
accommodate
the
specific
needs
of
clients.
4. Further
study
ACAS
evaluation
process
to
develop
Hub-­‐specific
client
consultation
structure
and
function
Based
on
the
Aged
Care
Assessment
Services
(ACAS)
model
in
Victoria,
the
Hub
may
consider
the
implementation
a
similar
initial
diagnostic
consultation
process
for
incoming
clients
in
order
to
accurately
determine
which
Hub
services
and
activities
will
best
meet
their
needs
and
goals.
From
this
initial
consultation,
interdisciplinary
team
members
will
have
a
measurable
baseline
from
which
to
measure
client
progress
as
they
progress
through
the
Hub’s
programs.
An
interdisciplinary
team
of
health
professionals
aged
care
support
workers
will
cater
to
clients’
special
needs,
dietary
considerations,
and
specific
health
and
social
requirements.
Figure
3
below
illustrates
how
the
various
agents
in
the
interdisciplinary
team
work
together
to
provide
holistic
care
to
an
individual
client
and
promote
knowledge
sharing
and
empowerment
between
clients.
Figure
3:
Relationship
between
Interdisciplinary
Care
Team
and
a
given
user
The
interdisciplinary
team
should
work
in
a
coordinated
manner
such
that
patient
information
flows
effectively
from
one
member
of
the
team
to
the
next.
Personal
care
programs
and
programme
diaries
should
serve
as
a
central
Physiotherapists
Occupational
Therapists
Community
Nurses
Aged
Care
Support
Workers
Social
Workers
Client
Client
Client

14. 14
reference
point
that
team
members
can
consult
to
stay
updated
on
the
progress
of
the
client.
For
example,
Aged
Care
Assessment
Services
(ACAS)
are
interdisciplinary
and
independent
teams
of
health
professionals,
social
workers
and
nurses
in
Victoria
who
provide
assessments
of
seniors
in
order
to
determine
what
services
will
best
meet
the
needs
of
clients.
It
has
been
evident
that
in
the
Victorian
context,
the
ACAS
model
has
proven
to
be
effective
at
including
diverse
groups
of
seniors,
including
CALD
and
Aboriginal
residents,
into
aged
care
models.
Furthermore,
these
coordinated
groups
assess
what
services
and
provisions
will
best
meet
the
needs
of
aged
residents
through
direct
consultation
with
seniors.

15. 15
4.0:
EXISTING
COMPETITION
The
viability
of
the
Hub
is
naturally
dependent
to
some
extent
on
the
competitive
climate
in
which
it
would
operate.
The
Arc
Centre
of
Excellence
in
Population
Ageing
Research
(CEPAR)’s
‘Aged
Care
in
Australia’
report
illuminates
the
highly
competitive
nature
of
the
aged
care
industry.
Not-­‐for-­‐profit
providers
have
traditionally
dominated
the
aged
care
sector;
however
there
has
been
a
recent
increase
in
the
representation
of
for-­‐profit
competitors.
Simultaneously,
it
is
reported
that
aged
care
service
provision
has
consolidated
into
increasingly
large
facilities,
exploiting
economies
of
scale.
Thus,
the
influx
of
private
investment
and
growth
of
venue
size
indicates
an
increasingly
competitive
market.
Figure
4:
Providers
by
sector
The
future
clients
of
CHC’s
Wellness
Hub
are
seeking
to
address
a
specific
need:
Combatting
the
practical,
medical,
social
and
emotional
difficulties
that
come
with
the
aging
process.
This
need
is
ubiquitous
in
the
aging
population
and
is
already
being
addressed
by
the
multitude
of
service
providers
mentioned
above.
These
competitors
come
from
a
variety
of
funding
backgrounds,
and
approach
the
issue
from
a
selection
of
angles:
home
care
services,
residential
care
and
day
activities.
Recognise
the
diversity
of
organisations
and
institutions
with
which
the
Hub
would
compete

16. 16
Understanding
the
parameters,
strengths,
weaknesses,
and
promotion
angles
of
these
competing
services
will
provide
vital
insight
for
the
formation
of
CHC’s
marketing
strategy.
This
section
will
now
review
a
selection
of
CHC’s
potential
competitors
in
the
three
principle
sectors
of:
• Home
care
• Residential
activities
• Day
activity
centers
The
philosophies
on
which
these
services
promote
themselves
will
be
noted
and
used
to
roughly
demarcate
the
appropriate
marketing
basics
for
CHC.
A
successful
case
study
reflecting
many
of
CHC’s
goals
will
be
reviewed
for
further
recommendations
before
general
conclusions
are
drawn.
4.1:
Home
care
services
Many
families
fulfill
the
needs
of
the
elderly
through
the
regular
visits
of
a
nurse/social
worker
to
the
current
residence
of
the
individual.
This
style
of
care
provides
for
the
physical,
medical
and
practical
needs
of
the
client,
however
can
potentially
neglect
the
mental
and
emotional
dynamics
of
aging.
Emphasis
is
seen
on
the
preserving
the
comfort
and
dignity
of
the
individual,
but
little
is
done
to
address
issues
of
social
isolation.
Four
home
care
service
providers
are
reviewed
below:
è Kinder
Caring
Kinder
Caring
is
a
national
network
of
home
care
services
that
operates
in
all
metropolitan
suburbs
of
Sydney,
Brisbane
and
Melbourne.
Contact
Sydney@kindercaring.com.au
Services
Offered
• Domestic
assistance:
shopping,
medical
appointments
etc.
• Companionship:
company
and
entertainment
• Home
care
services
allow
individuals
to
age
within
their
comfort
zone
• They
focus
on
the
maintenance
and
protection
of
pre-­‐existing
relationships
• Most
do
not
address
the
need
to
generate
new
social
interactions

17. 17
• Specialised
care:
Alzheimer’s,
Parkinson’s,
dementia
and
diabetes
• Case
management
Philosophy
Kinder
Caring
promotes
their
service
as
one
that
enables
individuals
to
stay
at
home
during
the
aging
process.
They
emphasise
the
way
in
which
this
style
of
care
preserves
the
dignity
of
the
individual.
è Bannister
In
Home
Care
Bannister
In
Home
Care
identifies
itself
as
‘non-­‐medical’
and
personalised
alternative
to
residential
aged
care.
Contact
http://www.bannisterinhomecare.com.au/
Services
Offered
• Grooming
and
hygiene
support
• Domestic
assistance:
chores
and
errands
• Meal
preparation
• Companionship
Philosophy
Bannister
In
Home
Care
advocates
a
‘person-­‐centered
approach’
to
aged
care,
which
involves
incorporating
the
needs
and
preferences
of
the
individual
into
shaping
the
nature
and
delivery
of
their
care.
Bannister
In
Home
Care
also
promotes
the
importance
of
‘healthy
outcomes’
as
a
goal
of
its
services.
It
argues
the
home
care
service
has
positive
outcomes
for
mental
health,
as
the
engaging
interaction
helps
prevent
dementia.
Despite
the
emphasis
on
healthy
outcomes,
Bannister
In
Home
Care
identifies
itself
as
‘non-­‐medical’
care,
but
a
service
focused
on
companionship
and
partnership.
è SummitCare
SummitCare
offers
a
full
spectrum
of
aged
care
options
for
the
Sydney
area.
One
of
its
service
branches
is
private
home
care
that
allows
the
individual
to
maintain
independent
living
for
as
long
as
possible.
Contact
www.summitcare.com.au/sydney-­‐home-­‐care-­‐and-­‐support-­‐summitcare

18. 18
Services
Offered
• Domestic
assistance
• Medication
assistance
• Pet
care
• Companionship
and
social
interaction
• 24
hour
nursing
at
home
• Home
maintenance
• Hairdressing
• Hospital
to
home
rehabilitation
Philosophy
SummitCare
brings
all
the
necessary
aging
support
to
individuals
in
the
familiar
and
comfortable
environment
of
their
own
home,
in
line
with
the
motto
of
‘warmth,
worth
and
wellbeing’.
The
focus
on
the
client’s
‘wellbeing’
is
concentrated
into
five
main
areas:
optimal
health,
personal
relationships,
personal
preference,
meaningful
activities
and
environment.
This
holistic
approach
to
healthy
aging
echoes
some
core
concepts
of
CHC’s
Wellness
Hub,
as
shown
in
the
diagram
below.
è Just
Better
Care,
Ryde
Just
Better
Care
is
a
franchise
of
in
home
aged
care
service
providers,
owned
and
operated
locally.
Contact
www.justbettercare.com

19. 19
Services
Offered
• Meal
preparation
• Domestic
assistance
• Personal
care
• In
home
nursing
• Travel
and
transport
• Overnight
support
• Dementia
support
Philosophy
Just
Better
Care
argues
home
care
allows
individuals
to
maintain
their
existing
personal
relationship
and
social
connections.
Just
Better
Care
differentiates
itself,
as
a
service
that
tailors
the
nature
and
specifics
of
care
to
every
individual,
are
rejects
categorised
treatment
plans
based
on
age
and
ability.
Staff
are
hired
and
trained
locally
in
order
to
reflect
and
involve
the
surrounding
community.
Conclusions
Thus,
home
care
services
prioritise
the
privacy,
comfort
and
dignity
of
the
client,
through
emphasis
of
maintaining
the
individual’s
status
quo.
This
operates
on
the
assumption
that
a
simple
continuation
of
the
client’s
home
situation
with
the
addition
of
private
carer
visits
will
provide
for
the
psychosocial
needs
of
the
individual.
4.2:
Residential
villages
Many
families
choose
to
fulfill
the
need
of
aged
care
support
by
relocating
their
loved
one
to
a
residential
nursing
home.
These
facilities
provide
accommodation,
meals
and
activities
for
residents.
This
is
a
more
intensive
style
of
care
than
the
concept
of
the
CHC
Wellness
Hub,
often
necessary
at
lower
levels
of
self-­‐
sufficiency
and
comes
at
a
higher
price
point.
Focus
is
directed
to
the
practical
provisions
of
this
service,
and
neglects
the
way
aged
care
villages
reinforce
negative
social
norms
of
marginalising
the
aged
community.
• Residential
options
promote
themselves
as
a
one-­‐stop
shop
for
aged
care
needs,
including
activities
• There
is
a
range
in
cost:
some
are
prohibitively
expensive
at
$100
per
day,
with
others
very
accessible
at
as
low
as
$50
per
day
• Perpetuates
the
concentration
and
marginalisation
of
the
aged
community
at
the
edge
of
society

20. 20
è Calvary
Retirement
Community
Ryde
Calvary
Retirement
Community
is
a
residential
solution
for
aged
care,
based
on
Catholic
values.
This
organisation
offers
a
variety
of
care
levels,
from
an
intensive
dementia-­‐specific
ward,
to
‘Independent
Living
Units’.
Initially
founded
in
1891,
Calvary
offers
a
more
traditional
approach
to
aged
care.
Contact:
678
Victoria
Road,
Ryde
www.calvaryryde.org.au
Philosophy
This
retirement
village
identifies
itself
as
a
‘Catholic
health,
community
and
aged
care
provider’.
Calvary
promotes
the
values
of
hospitality,
healing,
stewardship
and
respect.
Activities
Calvary
employs
‘recreational
activity
officers’
who
are
responsible
for
organising
a
program
for
residents
that
runs
five
days
a
week.
These
activities,
including
music
therapy,
are
designed
to
entertain,
rehabilitate
and
increase
self-­‐
esteem.
Other
Services
The
village
also
provides
physiotherapy,
pastoral
care,
chaplaincy
and
hairdressing.
Price
point
Calvary
offers
different
categories
of
residential
care,
at
different
price
points.
The
Marian
building
provides
a
higher
level
of
care
and
activities
than
the
Marry
Potter
building,
which
has
communal
bathrooms
and
is
more
affordable.
Room
Type
Daily
Accommodation
Payment
Single
room
with
ensuite
$100.81
Single/double/four
bed
room
with
shared
bathroom
$64.15
Strengths
ü Specially
equipped
to
support
late
stage
dementia
patients
ü Brand
value
of
history
–
125
years
of
caring

21. 21
Weaknesses
Ö Explicit
faith
bias
potentially
narrows
target
demographic
to
Christian
clients
Ö Care
with
5
day
activity
program
is
almost
prohibitively
expensive
è Clermont
Aged
Care
Clermont
Aged
Care
is
a
family-­‐owned
residential
village
that
has
been
in
operation
since
1960.
Contact:
8-­‐14
Clermont
Ave,
Ryde
www.clermontagedcare.com.au
Philosophy
Clermont
Aged
Care
identifies
itself
as
a
unique
service
primarily
due
to
its
close
relationship
with
the
medical
community.
It
boasts
hospital
partnerships
and
an
affiliation
with
university
research
and
training
programs.
Activities
Clermont
Aged
Care
also
identifies
its
‘lifestyle
program’
as
an
important
part
of
.
Residents
benefit
from:
Creative
writing
groups
• Ladies
morning
tea
• Poetry
series
• Music
therapy
program
• Pantomime
and
comedy
shows
Additional
Services
Residents
of
Clermont
are
also
provided
the
services
of
a
dentist,
podiatrist,
physiotherapist
and
hairdresser.

22. 22
Price
point
Clients
of
Clermont
receive
accommodation,
medical
support,
recreational
activities
and
all
meals
for
the
following
costs:
Room
Type
Daily
Accommodation
Payment
Single
$85.37
Double
$79.92
3
Bed
$74.47
4
Bed
$69.02
Strengths
ü Community
integration
with
local
hospitals
and
universities
ü Strong
system
of
professional
medical
support
Weaknesses
Ö Potential
for
over-­‐medicalisation
creating
a
sterile
and
un-­‐homely
environment
è Glades
Bay
Gardens,
Twilight
Aged
Care
Glades
Bay
Gardens
is
one
of
four
residential
villages
operated
by
Twilight
Aged
Care.
This
organisation
caters
for
many
different
stages
of
aging,
from
residential
to
palliative
and
respite
care.
Contact:
116
Punt
Road,
Gladesville
www.twilight.org.au/our-­‐homes/glades-­‐bay-­‐gardens
Philosophy
Glades
Bay
Gardens
is
based
on
a
social
model
of
‘person-­‐centred’
age
care,
and
emphasises
the
importance
of
maintaining
the
autonomy
of
every
individual
throughout
the
aging
process.
Activities
Glades
Bay
Gardens
offers
a
Recreational
Activities
Team
that
organises
a
range
of
exercise
therapy,
social
events,
bus
outings
and
games
for
the
entertainment
of
the
residents.
Whilst
encouraging
participation
in
such
activities,
the
organisation
also
stresses
the
importance
of
autonomy
and
the
individual’s
freedom
to
choose
how
their
time
is
spent.

23. 23
Other
Services
Residents
also
have
access
to
assistance
with
medication,
rehabilitation
support
and
emergency
assistance.
Optometry,
podiatry,
physiotherapy
and
hair
services
are
available
at
an
extra
cost.
Price
point
Room
Type
Daily
Accommodation
Payment
Basic
Daily
Care
Fee
$45.63
Strengths
ü Affordability
ü Attention
to
autonomy
and
avoidance
of
‘infantisation’
Weaknesses
Ö May
be
easy
for
individuals
to
remain
isolated
and
lonely
within
this
environment
è New
Horizons
Aged
Care
New
Horizons
is
a
North
Ryde
residential
aged
care
solution.
It
offers
accommodation
and
around
the
clock
care
for
78
people.
Contact
53-­‐63
Badajoz
Road,
North
Ryde
www.newhorizons.net.au
Philosophy
New
Horizons
presents
itself
as
offering
state
of
the
art
facilities
balanced
with
the
‘comforts
and
convenience
of
home’.
The
concept
of
‘overall
wellbeing’
is
prominent
on
their
home
page,
echoing
the
sentiment
intended
to
be
adopted
by
the
‘wellness
hub’.
Activities
Residents
are
able
to
take
part
in
recreational
activities
organised
by
the
facility
including
bus
tours,
ladies’
day,
mens’
day,
exercise
classes
and
craft
making.

24. 24
Other
Services
New
Horizons
is
also
able
to
connect
residents
with
a
spectrum
of
services
including
physiotherapy,
dieticians
and
hairdressers.
The
facility
also
provides
practical
support
for
residents
such
as
full
laundry
services.
Price
Point
Room
Type
Daily
Accommodation
Price
Single
$90.82
Double
$81.73
Strengths
ü Promoting
a
sense
of
homeliness
ü Relieves
the
burden
of
practical
domestic
chores
such
as
laundry
ü Garden
Weaknesses
Ö Extra
cost
for
extra
services
Conclusions
Residential
services
position
themselves
as
providing
on
all
fronts,
for
the
accommodation,
nutrition,
and
activity
needs
of
aged
individuals.
However
these
facilities
are,
by
definition,
geographically
isolated
and
demographically
concentrated.
Despite
the
provision
of
activity
programs,
this
service
does
not
address
the
more
systemic
need
to
re-­‐involve
aged
individuals
with
society
as
a
whole.
4.3:
Day
Activities
This
group
of
service
providers
resonates
most
closely
with
the
function
and
form
of
the
aim
of
the
Hub.
These
organisations
offer
daytime
engagements
for
aged
individuals
for
socialisation.
However
most
of
these
activities
are
simply
that,
and
do
not
provide
any
additional
practical
support.
• The
services
provided
are
more
infrequent
than
those
of
home
care
of
residential
care
• They
cater
for
simply
one
aspect
of
aged
care
needs,
neglecting
the
potential
for
consistency,
infrastructure
and
reliability
offered
by
the
permanent
venue
of
the
Hub

25. 25
è North
Ryde
Community
&
Information
Centre
The
North
Ryde
Community
and
Information
Centre
provides
a
calendar
of
social
activities
such
as
lunches,
morning
teas
and
bus
trips.
Intended
to
provide
opportunity
for
companionship
and
friendship,
this
is
an
aid
organisation
with
no
direct
cost
to
the
aged
individual
in
need.
Costs
are
dispersed
through
charitable
memberships
paid
by
local
citizens
and
corporate
sponsorships.
Contact:
www.nrca.org.au
Activities
• Arts
and
crafts
• Women’s
groups
• Men’s
groups
• Social
mixers
è North
Ryde
RSL
Seniors
Club
The
North
Ryde
RSL
Seniors
Club
offers
seniors
a
chance
to
network
and
socialize
with
a
variety
of
activities
that
occur
on
a
set
schedule.
Contact:
www.northrydersl.com.au/intra-­‐clubs/seniors
Activities:
available
activities
include
Bike
riding
Shopping
trips
Theatre
Bush
walks
Tai
Chi
Coach
trips
Swimming
Golf
Cost
A
yearly
membership
fee
of
$5
is
required,
plus
the
small
additional
costs
of
each
activity
to
cover
transport,
entrance
fees
etc.

26. 26
è Older
Women’s
Network
Contact:
www.ownnsw.org.au
The
Older
Women’s
Network
(OWN)
was
founded
in
1985
and
strives
to
facilitate
women
‘growing
old
with
dignity
and
wellbeing’.
Whilst
not
specifically
a
recreational
activity
network,
OWN
connects
groups
of
older
women
for
advocacy
projects.
They
address
issues
important
to
mature
females,
including
homelessness
and
domestic
violence.
OWN
is
the
peak
body
of
19
groups
in
New
South
Wales.
This
organisation
gives
older
women
purpose,
motivation
and
increased
social
exposure.
è City
of
Ryde
The
City
of
Ryde
also
organises
activities
and
services
for
senior
members
of
the
community.
A
small
selection
of
activities
run
on
a
consistent
basis,
including
a
monthly
morning
tea
featuring
guest
speakers,
and
charity
knitting
groups.
These
events
are
held
at
libraries
in
Eastwood,
Gladesville
and
West
Ryde
each
month.
Contact:
www.ryde.nsw.gov.au
Conclusions
These
activity
networks
provide
seniors
with
a
variety
of
entertainment
options,
providing
them
with
social
exposure,
enabling
them
to
create
new
friendships
and
pursue
new
interests.
However,
they
do
not
provide
a
consistent
support
network
on
a
daily
basis.
These
activity
networks
fall
short
of
providing
well-­‐
rounded
practical
and
medical
assistance
to
compliment
the
social
experiences.

27. 27
4.4:
Relevant
Case
Study
Case
Study
1:
Upstream
in
the
Community,
UK
Upstream
is
an
‘innovative’
British
aged
care
initiative
that
aims
at
‘engaging’
the
isolated
members
of
the
local
mature
population
through
networking
and
social
activities.
It
is
an
alternative
to
in
home
care
and
residential
care,
instead
integrating
the
mature
population
back
into
society.
Contact:
www.upstream-­‐uk.com
Similarities
to
CHC
ü Recognises
aged
individuals
still
capable
of
self-­‐sufficiency
have
‘practical,
social,
mental
and
personal
needs’
that
often
go
unmet
ü Emphasises
the
importance
of
reducing
marginalisation
of
aged
community,
and
encouraging
social
integration
ü The
belief
that
proactive
social
integration
‘upstream’
can
help
prevent
increased
costs
‘downstream’.
This
echoes
CHC’s
concept
of
combating
wicked
problems,
such
as
depression,
unnecessary
falls
and
over
medicating
ü Utilises
partnerships
with
existing
institutions,
organisations
and
clubs
within
the
community
Differences
to
CHC
Ö Distinctly
separates
itself
from
medical
care,
as
it
believes
‘the
service
would
be
prejudiced
if
it
became
focused
on
specific
health
and
social
care
issues’.
Conversely
CHC
plans
to
include
and
address
medical
issues
through
the
Wellness
Hub.
Ö Not
operated
out
of
a
physical
venue,
but
through
networks
and
people’s
houses
Ö Operates
on
a
system
of
referrals
and
selection
through
GPs
rather
than
Lessons
• Emphasise
the
benefits
of
CHC’s
physical
venue
in
terms
of
the
sense
of
belonging
and
community
that
this
creates
• Present
it
as
something
that
will
‘enable
people
to
stay
in
their
own
homes
longer’
• Advocate
the
long
term
cost
saving
benefits
of
improving
overall
wellbeing
• Describe
as
a
service
beneficial
to
more
than
simply
their
physical
and
practical
needs,
but
their
social
needs
as
well

28. 28
• Promotion
through:
‘leaflets,
posters,
articles
in
parish
newsletters
and
through
regular
contact
with
GP
surgeries,
health
and
social
care
professionals’
4.5:
Overview
of
Comparisons
In
light
of
this
market
research,
several
conclusions
can
be
drawn
in
regards
to
how
CHC
should
position
its
services
in
relation
to
those
of
its
competitors.
Comparison
to
In
Home
Care
The
home
care
sector
emphasises
the
dignity
of
the
individual
through
the
maintenance
of
their
social
status
quo.
In
some
cases,
this
is
a
missed
opportunity
for
the
many
who
require
a
change
and
are
suffering
depression
and
social
isolation.
CHC
should
differentiate
its
Wellness
Hub
from
the
concept
of
home
care
by
promoting
its
ability
to
improve
and
increase
an
individual’s
social
experience.
Offering
the
venue
as
a
destination
should
be
argued
to
provide
clients
with
a
daily
purpose
and
sense
of
activity.
Comparison
to
Residential
Care
The
strongest
selling
point
of
residential
services
is
their
capacity
to
provide
overall
care
for
aging
individuals.
Their
ability
to
house,
feed
and
clothe
the
clients
provides
significant
peace
of
mind
for
loved
ones.
However,
this
village-­‐
oriented
approach
systematically
excludes
the
aged
community
from
society
as
a
whole.
CHC
should
promote
itself
as
an
initiative
that
re-­‐positions
aging
individuals
in
the
center
of
society,
both
geographically
and
relationally.
By
building
on
relationships
with
existing
organisation
and
institutions
and
positioning
the
Hub
in
the
center
of
town,
rather
than
the
outskirts,
CHC
can
address
this
social
issue.
è Promote
the
Wellness
Hub’s
ability
to
generate
new
friendships
and
social
networks
for
those
that
are
already
marginalised
and
isolated
è Emphasise
the
Wellness
Hub’s
capacity
to
reintegrate
the
aged
community
into
the
center
of
society
and
foster
the
creation
of
institutional
and
demographic
links
è Show
the
Wellness
Hub’s
holistic
approach,
providing
positive
social
interaction
whilst
offering
consistent
and
reliable
practical
and
medical
support.

29. 29
CHC
services
must
also
be
priced
with
thoughtful
consideration
of
the
price
point
of
some
of
the
more
accessible
residential
services,
which
provide
permanent
accommodation
as
well
as
activities.
Distinguish
from
Other
Activity
Centres
Many
of
the
activity
networks
are
fragmented
and
lack
the
sense
of
reliability
and
permanence
that
the
Hub
will
be
able
to
provide.
Instead
of
a
one-­‐dimensional
provision
of
entertainment,
CHC
should
promote
itself
as
an
integrated
and
holistic
solution
to
the
social,
mental,
practical
and
medical
obstacles
of
aged
care.

30. 30
5.0:
MARKETING
THE
HUB
The
success
of
the
Hub,
both
as
a
single
institution
and
as
a
replicable
model,
depends
not
only
on
appropriate
design
but
also
on
effective
marketing.
Although
the
aged
and
disabled
persons
within
Australian
society
are
underserviced,
the
aged
and
disabled
care
space
is
increasingly
crowded.
Two
trends
in
particular
highlight
the
growing
need
for
a
more
strategic
approach
to
marketing
in
this
sector:
the
proliferation
of
for-­‐profit
providers
and
the
consolidation
into
larger
facilities.
Additionally,
the
sector
as
a
whole
is
more
than
ever
before
adopting
commercial
marketing
strategies,
with
larger
institutions
utilizing
professionally-­‐produced,
multi-­‐channeled
promotional
campaigns
aimed
not
only
at
users
of
their
services
but
also
their
families
and
friends.
5.1:
Recommendations
1. Maximise
differentiation
by
positioning
the
Hub
based
on
six
key
attributes
As
the
analysis
presented
in
section
four
indicates,
the
Hub
would
be
competing
not
only
with
similar
institutions
(should
they
develop)
but
also
to
some
extent
with
providers
of
in-­‐home
services,
residential
care,
and
other
day
activities.
It
is
therefore
recommended
that,
in
order
to
achieve
the
maximum
differentiation
from
these
existing
service
providers,
CHC
build
their
marketing
efforts
around
six
key
attributes:
1. Facilitation
of
community-­‐building
2. Compatibility
with
independent
lifestyles
3. Synergistic
collaborations
with
local
institutions
(e.g.
TAFEs,
local
council,
RSLs
etc.)
4. The
strengths
of
a
co-­‐operative
social
enterprise
5. Relatively
low
cost
6. Dual
focus
of
leisure
activities
and
care
provision
Maximise
differentiation
by
positioning
the
Hub
based
on
6
key
attributes
Focus
on
community-­‐
based
marketing
Avoid
neglecting
digital
marketing
Develop
partnerships
with
'competing'
service
providers

31. 31
Figures
5-­‐7,
found
below,
demonstrate
the
relative
positioning
of
the
Hub,
residential
aged
care,
in-­‐home
care
and
irregular
activity
providers
on
the
above
attributes.
The
key
takeaway
is
that
the
industry
is
quite
diverse,
in
that
the
central
attributes
of
the
Hub
are
not
in
general
shared
by
the
key
institutions
and
organisations
with
which
it
will
compete.
Figure
5:
Perceptual
Map
comparing
the
Hub
to
key
competing
institutions
on
select
attributes
(1)

32. 32
Figure
6:
Perceptual
Map
comparing
the
Hub
to
key
competing
institutions
on
select
attributes
(2)
Figure
7:
Perceptual
Map
comparing
the
Hub
to
key
competing
institutions
on
select
attributes
(3)

33. 33
However,
this
is
not
to
say
that
prospective
users
of
the
Hub
currently
recognise
that
care
providers
can
be
assessed
according
to
these
six
attributes.
This
is
to
say
that
the
core
of
the
CHC’s
marketing
effort,
particularly
in
the
initial
stages,
should
be
directly
highlighting
the
relative
benefits
of
the
Hub
(on
these
attributes)
in
comparison
with
residential
villages,
in-­‐home
care
and
irregular
activities.
Figure
8
outlines
three
simple
strategies
the
Hub
can
use
to
build
its
brand
identity
around
its
key
attributes.
Figure
8:
Illustrative
examples
of
initial
strategies
to
build
the
Hub's
brand
identity
around
its
six
defining
attributes
2. Focus
on
community-­‐based
marketing
Given
the
desire
of
CHC
to
make
the
Hub
an
institution
that
is
at
once
a
part
of
the
local
community
and
also
works
to
strengthen
it,
community-­‐based,
local
marketing
will
be
key.
Although
it
must
be
differentiated
from
other
aged
and
disabled
care
providers,
the
Hub
will
suffer
it
does
not
possess
the
same
degree
of
exposure
in
terms
of
advertisements
in
local
papers,
posters
placed
in
local
clubs
and
shopping
centers
and
radio
advertisements.
One
problem
afflicting
the
aged
care
industry
in
Australia
is
the
generally
low
level
of
customer
loyalty.
Users
of
services
are
increasingly
seeking
more
flexible
contracts,
even
with
retirement
homes,
so
as
to
be
able
to
best
take
advantage
of
what
is
available.
CHC
hold
that
this
ensures
the
Hub
has
a
key
advantage
–
users
pay
only
per
day
if
they
attend,
and
are
therefore
never
locked
in.
However,
in
order
to
maximize
the
benefits
of
this,
CHC
must
maintain
the
presence
of
the
Hub
in
the
local
community
so
as
to
continue
attracting
users.
Develop
a
series
of
print
media
advertisements
and
posters,
with
one
'edition'
highlighting
one
of
the
six
key
differentiating
attributes
of
the
Hub
Utilise
'case
studies'
of
prospective
hub
users
in
which
their
desire
for
a
particular
attribute
is
expressed
idiosyncratically
Have
early
advertisements,
especially
print
and
radio,
directly
contrast
the
Hub
with
other
care
providers
to
show
its
unique
nature

34. 34
Figure
9:
Making
the
Hub
a
community
institution
3. Recommendation:
Seek
to
develop
partnerships
with
‘competing’
service
providers
Whilst
the
Hub
would
in
many
ways
be
competing
with
in-­‐home
care,
residential
villages
and
irregular
activity
providers,
it
is
recommended
that
CHC
be
open
to
‘co-­‐opetition’,
that
is,
cooperating
with
its
competitors.
Such
a
strategy
should
be
adopted
only
once
the
Hub
has
proven
viable,
and
only
in
concert
with
other
initiatives.
It
is,
however,
worth
it
in
that
it
potentially
opens
the
Hub
up
to
additional
user
(and
revenue)
streams.
There
are
a
number
of
ways
in
which
this
co-­‐opetition
could
occur:
• Having
the
Hub
organize
special
daytrips
to
which
residents
of
‘retirement
villages’
are
invited
• Seeking
to
staff
the
Hub
occasionally
with
employees
of
various
in-­‐
home
care
services
• Partnering
with
local
networks
and
organisations
that
provide
irregular
activities
for
fundraisers
and
other
events
• Offering
discounts
to
residents
of
‘retirement
villages’
if
a
sufficient
number
attend
the
Hub
• Renting
out
rooms
or
Hub
facilities
to
other
networks
and
organisations
Build
a
presence
in
what
the
community
is
exposed
to
Develop
partnerships
with
community
institutions
Become
a
part
of
the
community

35. 35
4. Recommendation:
Consider
simple
digital
marketing
initiatives
Although
the
level
of
internet
usage
among
older
people
(aged
65
and
above)
is
lower
than
other
demographic
cohorts,
it
is
increasing.
In
2011,
approximately
40%
of
those
aged
85
and
above
had
no
internet
access
at
home,
but
this
is
an
improvement
on
previous
years,
a
trend
that
is
expected
to
continue.
In
light
of
this,
aged
care
providers
in
Australia
and
other
developed
nations
are
increasingly
utilizing
online
channels
as
a
part
of
their
operations
and
marketing.
Importantly,
should
CHC
discover
that
its
targeted
users
are
unlikely
to
be
online,
this
does
not
necessarily
mean
online
should
be
ignored.
Rather,
there
is
still
likely
to
be
value
in
seeking
to
reach
the
families
of
prospective
users,
and
also
other
related
institutions
such
as
doctor’s
surgeries
and
RSL
clubs.
Figure
10:
Broad
applications
of
online
channels
to
be
considered
by
CHC
It
is
also
worth
noting
the
development
of
applications
designed
specifically
for
the
elderly
and
their
networks.
One
such
example
is
Tapestry
(www.tapestry.net),
a
platform
designed
to
simplify
online
family
interactions
and
sharing
so
as
to
enhance
inclusiveness
for
the
elderly
and
disabled.
The
value
of
online
for
the
Hub
Marketing
geared
towards
prospective
users
Marketing
geared
towards
families
of
prospective
users
Marketing
geared
towards
contributors
Operations,
including
the
development
of
an
'online
hub'

36. 36
Figure
11:
The
Tapestry
application
interface
CHC
may
find
it
beneficial
in
the
future
to
perhaps
seek
to
partner
with
the
organisations
behind
such
applications,
or
simply
to
use
their
technologies
to
create
an
online
network
for
the
Hub.
Alternatively,
depending
on
the
digital
literacy
and
online
access
of
the
Hub’s
eventual
users,
it
may
also
be
advisable
for
CHC
to
consider
developing
a
simple
Hub
application,
which
could
include
elements
such
as
those
below.
Figure
12:
Possible
features
of
a
Hub
application
Hub
updates
and
news
Hub
(and
potentially
fellow
user)
contact
details/messaging
system
Bus
routes
Activity
schedules
Local
area
map
functionality

37. 37
6.0
HUB
FINANCIALS
6.1:
Recommendations
The
recommendations
discussed
below
have
been
put
forward
with
the
aim
of
trying
to
reduce
the
Hub’s
reliance
on
third
party
funding
whilst
optimizing
the
affordability
for
the
Hub’s
users.
1. Recommendation:
Consider
decreasing
staffing
levels
to
a
ratio
of
3:1
(user
to
staff).
It
is
recommended
that
the
Hub
explores
the
option
of
adopting
a
user
to
staff
ratio
of
3:1.
The
modeling
for
this
outlined
scenario
has
identified
significant
savings
in
employee
costs
totaling
$260,000
over
the
four-­‐year
period.
This
will
in
turn
allow
the
Hub
to
reduce
the
requirement
for
third
party
funding.
In
relation
to
user
to
staff
ratios,
no
formal
national
recommendations
exist
for
the
aged
care
sector
in
Australia
(LMHU
2010),
however
the
United
States
National
Adult
Day
Services
Association
(NADSA)
recommends
minimum
user
to
staff
ratios
of
4:1
in
the
highest
rated
level
of
respite
care
(NADSA
2014).
2. Recommendation:
Consider
decreasing
user
fees.
Whilst
providing
users
with
flexibility
to
use
the
Hub’s
services
on
a
visit-­‐by-­‐visit
basis
has
its
advantages
it
does
however
allow
users
to
shop
around
and
use
other
services.
To
increase
the
attractiveness
of
the
Hub’s
affordability
for
its
users
it
is
recommended
that
the
option
of
decreasing
user
fees
is
considered.
The
modeling
in
scenario
6
was
able
to
achieve
a
reduction
in
third
party
funding
Consider
decreasing
stafing
levels
to
a
ratio
of
3:1
(user
to
staff).
Consider
decreasing
user
fees.
Introduce
additional
revenue
streams.

38. 38
of
$100,000
over
the
four
year
period
whilst
offering
a
$30/day
decrease
in
fees.
The
inputs
for
the
outlined
model
comprised
of
full
fees
at
$50/day
per
user
and
a
user
to
staff
ratio
of
3:1.
3. Recommendation:
Introduce
Additional
revenue
streams.
Across
the
seven
scenarios
modeled
the
Hub’s
income
was
comprised
of
81-­‐87%
third
party
funding
and
the
balance
coming
from
user
fees.
It
is
therefore
recommended
that
additional
revenue
streams
are
introduced
to
reduce
the
apparent
risk
of
over
reliance
on
third
party
funding.
The
co-­‐opetition
option
previously
discussed
in
the
marketing
section
of
the
report
could
be
one
additional
source.
A
‘friends
of
the
Hub’
initiative
in
which
users
are
given
an
option
to
donate
crafts
and
other
products
that
they
have
created
during
the
Hub’s
activities
to
CHC
could
provide
additional
income.
Items
such
as
cakes,
cards,
stationery
and
knitted
garments
could
be
sold
from
a
CHC
stall
during
suburban
market
days.
This
could
also
provide
an
additional
marketing
and
communication
channel
for
CHC
into
the
community.
6.2:
Overview
of
Scenarios
Modeled
In
order
to
assess
the
financial
feasibility
of
the
Hub
this
section
of
the
report
will
analyze
six
scenarios.
Each
scenario
has
been
modeled
with
different
mixes
of
income
and
expenditure.
A
number
of
the
scenarios
have
proven
viable
subject
to
availability
of
funding
and
timing
of
funding
inflow,
refer
to
Figure
13
below
for
a
summary
of
each
It
should
be
noted
that
the
current
pricing
and
cost
structure
of
the
Hub
will
not
achieve
financial
sustainability.
In
all
scenarios
the
percentage
of
income
received
from
funding
accounts
for
81-­‐87%,
with
the
user
fees
making
up
the
balance.
Other
revenue
streams
will
need
to
be
introduced
to
reduce
the
apparent
risk
caused
by
over
reliance
on
funding.

39. 39
Scenario
1
(Base)
As
per
DSS
grant
application
Not
viable
Scenario
2
Adjusted
funding
timeline
Viable*
Scenario
3
Increase
number
of
users
Not
viable
Scenario
4
Increase
fees
Viable*
Scenario
5
Adjustment
in
user
to
staff
ratio
(3:1)
Viable*
Scenario
6
User
to
staff
ratio
3:1,
decrease
fees
and
funding
levels
Viable*
Scenario
7
User
to
staff
ratio
3:1
and
decrease
in
funding
levels
Viable*
*Viable:
subject
to
approval
and
receipt
of
funding
prior
to
January
each
year
and
six
full
fee
paying
users
&
six
partial
fee
paying
users
for
260
days
p.a.
adhering
strictly
to
upfront
payment
terms.
Figure
13:
Scenario
Summary
6.3:
Scenario
1
Analysis
Summary
–
Base
Analysis
of
the
base
scenario
has
ascertained
that
this
scenario
is
not
viable.
This
model
has
identified
a
cash
flow
deficit
in
December
2016
and
2017,
refer
to
figure
16.
The
result
is
an
inability
to
pay
expenses
as
they
fall
due
in
these
periods.
The
income
statement
in
figure
15
indicates
a
cumulative
surplus
of
$33,000
substantiating
that
the
total
amount
of
funding
is
sufficient,
however
to
rectify
the
cash
flow
deficits
the
timing
and
proportions
of
the
cash
inflows
from
funding
will
need
to
be
adjusted
as
detailed
in
Scenario
2.
For
a
summary
of
Scenario
1
assumptions
refer
to
figure
14
below.
No.
of
full
fee
paying
users
6
x
260
days
p.a.
No.
of
partial
fee
paying
users
6
x
260
days
p.a.
Client
to
staff
ratio
2:1
Price
of
full
fee
users
per
day
$80
Price
of
partial
fee
users
per
day
$20
Employee
Costs
Refer
to
Appendices,
Staff
Breakdown
Setup
Costs
Refer
to
Appendices,
One
time
Costs
Rent
&
Utility
Refer
to
Appendices,
Ongoing
Costs
Miscellaneous
Ongoing
Costs
Refer
to
Appendices,
Ongoing
Costs
Figure
14:
Scenario
1
Assumption
Summary

40. 40
Scenario
1
Annual
summary
Income
2015
2016
2017
2018
Grant
funding
DSS
660,000
144,000
149,000
149,000
HACC
0
384,000
472,000
472,000
Aged
Care
Workforce
Fund
0
60,000
61,920
61,920
Clientele
fees
Full
fee
paying
clients
67,200
115,200
115,200
115,200
Subsidised
clients
16,800
28,800
28,800
28,800
Total
Income
744,000
732,000
826,920
826,920
Expenses
Employee
costs
463,162
584,747
584,747
584,747
Rent
&
Utility
costs
83,760
83,760
83,760
83,760
Miscellaneous
ongoing
costs
67,722
116,843
116,843
116,843
Setup
costs
125,900
0
0
0
Total
Expenses
740,544
785,350
785,350
785,350
Net
Cash
Yearly
surplus
or
deficit
3,456
-­‐53,350
41,570
41,570
Cumulative
surplus
/
deficit
3,456
-­‐49,893
-­‐8,323
33,248
Net
surplus
/
deficit
3,456
-­‐49,893
-­‐8,323
33,248
**Unless
noted
otherwise
the
estimated
amounts
in
the
income
statement
summaries
are
based
on
calendar
years
not
financial
years.
Figure
15:
Income
Statement
Annual
Summary
Scenario
1
Figure
16:
Cashflow
Forecast
Scenario
1
-­‐100,000
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
Jan-­‐15
Mar-­‐15
May-­‐15
Jul-­‐15
Sep-­‐15
Nov-­‐15
Jan-­‐16
Mar-­‐16
May-­‐16
Jul-­‐16
Sep-­‐16
Nov-­‐16
Jan-­‐17
Mar-­‐17
May-­‐17
Jul-­‐17
Sep-­‐17
Nov-­‐17
Jan-­‐18
Mar-­‐18
May-­‐18
Jul-­‐18
Sep-­‐18
Nov-­‐18
Scenario
1
Cashflow

41. 41
6.4:
Scenario
2
Analysis
Summary
–
Adjusted
funding
Timeline
Scenario
2
has
kept
all
assumptions
as
per
the
base
scenario
but
adjusted
the
proportion
and
timing
of
funding
inflows.
This
scenario
is
considered
viable
with
a
monthly
cash
flow
surplus,
refer
to
figure
19.
At
the
end
of
the
four
year
period
a
cumulative
net
surplus
of
$33,000
is
achieved
as
shown
in
the
income
statement
figure
18.
For
a
summary
of
Scenario
2
assumptions
please
refer
to
figure
17
below.
No.
of
full
fee
paying
users
6
x
260
days
p.a.
No.
of
partial
fee
paying
users
6
x
260
days
p.a.
Client
to
staff
ratio
2:1
Price
of
full
fee
users
per
day
$80
Price
of
partial
fee
users
per
day
$20
Employee
Costs
Refer
to
Appendices,
Staff
Breakdown
Setup
Costs
Refer
to
Appendices,
One
time
Costs
Rent
&
Utility
Refer
to
Appendices,
Ongoing
Costs
Miscellaneous
Ongoing
Costs
Refer
to
Appendices,
Ongoing
Costs
Figure
17:
Scenario
2
assumption
summary

42. 42
Scenario
2
Annual
summary
Income
2015
2016
2017
2018
Grant
funding
DSS
660,000
158,400
142,000
142,000
HACC
0
422,400
450,000
450,000
Aged
Care
Workforce
Fund
0
66,000
61,520
61,520
Clientele
fees
Full
fee
paying
clients
67,200
115,200
115,200
115,200
Subsidised
clients
16,800
28,800
28,800
28,800
Total
Income
744,000
790,800
797,520
797,520
Expenses
Employee
costs
463,162
584,747
584,747
584,747
Rent
&
Utility
costs
83,760
83,760
83,760
83,760
Miscellaneous
ongoing
costs
67,722
116,843
116,843
116,843
Setup
costs
125,900
0
0
0
Total
Expenses
740,544
785,350
785,350
785,350
Net
Cash
Yearly
surplus
or
deficit
3,456
5,450
12,170
12,170
Cumulative
surplus
/
deficit
3,456
8,907
21,077
33,248
Net
surplus
/
deficit
3,456
8,907
21,077
33,248
**Unless
noted
otherwise
the
estimated
amounts
in
the
income
statement
summaries
are
based
on
calendar
years
not
financial
years.
Figure
18:
Income
Statement
Annual
Summary
Scenario
2
Figure
19:
Cashflow
Forecast
Scenario
2
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
Jan-­‐15
Mar-­‐15
May-­‐15
Jul-­‐15
Sep-­‐15
Nov-­‐15
Jan-­‐16
Mar-­‐16
May-­‐16
Jul-­‐16
Sep-­‐16
Nov-­‐16
Jan-­‐17
Mar-­‐17
May-­‐17
Jul-­‐17
Sep-­‐17
Nov-­‐17
Jan-­‐18
Mar-­‐18
May-­‐18
Jul-­‐18
Sep-­‐18
Nov-­‐18
Scenario
2
Cashflow