This document provides recommendations and considerations for establishing a co-operative home care hub in the Ryde municipality. It examines the hub location, clientele, existing competition, marketing strategies, and financial scenarios. Key points include targeting the hub's staffing and services to the cultural diversity of the local elderly population, developing community partnerships for events, and exploring options to decrease the hub's reliance on third-party funding such as reducing staffing ratios, lowering user fees, and diversifying revenue streams. The financial analysis models several scenarios projecting the hub's income, expenses, and surplus/deficit over multiple years.

1. Co-operative Home Care:
Key Business Plan Inputs
for the Healthy Ageing &
Wellness Hub
180 Degrees Consulting
November 2014
1

2. 2
The Hub Location
Hub Clientele
Existing Competition
Marketing the Hub
Hub Financials
Questions?

3. 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
signifigant
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)
Significantly
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)

4. 4
The Hub Location
Hub Clientele
Existing Competition
Marketing the Hub
Hub Financials
Questions?

5. • Recommendation: Prioritise linguistic and
cultural competency of staff
Higher quality of care provision
Stronger relationships between staff and clients
Establish a sense of social inclusion and belonging
Benefits of aged care service provision
adapted to target cultures and languages
Client Diversity

6. • Recommendation: Consider outreach to local educational
and religious institutions
– Local high school, TAFE, and religious outreach institutions
Activity Category Function
Physical Activity
Events
 Develop mobility and physical capacities
Community Excursion
Events
 Immerse clients into the community at large
through inter-generational events
Social Events  Develop strong social bonds between clients to
promote social inclusion and belonging
Activity Planning

7. • Recommendation: Develop venue
accessibility and staff capacity database
Venue
Accessibility
Information
Minimise
logistic and
operational risk
Enhance event
planning
flexibility
Staff Capacity
Information
Coordinate staff
capabilities with
client needs
Identify staffing
needs for
different event
sizes
Accessibility

8. • Recommendation: Study ACAS evaluation
process to develop Hub-specific client
consultation
Staffing for Client Needs

9. 9
The Hub Location
Hub Clientele
Existing Competition
Marketing the Hub
Hub Financials
Questions?

10. Aged Care Providers by Sector

11. Residential Aged Care
Home Care
Day
Activities
Breadth of services
provided

12. 12
The Hub Location
Hub Clientele
Existing Competition
Marketing the Hub
Hub Financials
Questions?

13. Positioning the Hub

14. Positioning the Hub

15. Positioning the Hub

16. Example Strategies
Community-
based marketing
At and through
local institutions
Use the stories of
community
residents
Co-opetition
Partnerships with
otherwise
competing
institutions
e.g. Co-running
an event with a
residential village
Digital Initiatives
Adopting or
creating a mobile
application for
the hub
Digital
distribution of
Hub activity
timetables etc.

17. 17
The Hub Location
Hub Clientele
Existing Competition
Marketing the Hub
Hub Financials
Questions?

18. Scenario Summaries
Scenario 1 Scenario 2 Scenario 3 Scenario 4 Scenario 5 Scenario 6 Scenario 7
Income (Fees) 516,000 516,000 774,000 619,200 516,000 361,200 516,000
Income (Funding) 2,613,840 2,613,840 2,613,840 2,613,840 2,613,840 2,506,000 2,400,000
Net Surplus/Defecit 33,248 33,248 -217,337 136,448 293,751 31,111 79,911
Expenses 3,096,592 3,096,592 3,605,177 3,096,592 2,836,089 2,836,089 2,836,089
-500,000
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
Income (Funding) Income (Fees) Net Surplus/Defecit Expenses
1.
Base
2.
Adjust
timing
3.
Increase #
users
4.
Increase
fees
6.
Decrease
staffing, fees
& funding
5.
Decrease
staffing
7.
Decrease
staffing &
funding
18
Scenario Summary from 2015 to 2018

19. Consider Decreasing Staffing Ratio
User to
Staff Ratio
3:1
Savings of $260,000
(over 4 yrs)
Reduce funding requirements
& option to reduce user fees
NADSA US recommends
ratio 3:1
19

20. Consider Decreasing User Fees
User fees
$50/day
Day-to day payment
model allow users to
shop around
Increase
affordability
Decrease fees + user to staff
ratio of 3:1 = reduced
funding of $100K (over 4 years)
20

21. Diversify Revenue Streams
21
Diversify
revenue
80% of revenue is third party
funding
Introduce additional income
(Co-opetition, donation schemes)

22. 22
The Hub Location
Hub Clientele
Existing Competition
Marketing the Hub
Hub Financials
Questions?