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Roles and Responsibilities Chief Executive Officer: Responsible for signing checks and documents on behalf of the company Evaluates the success of the organization Reports to the board.
Non — Medical Home Care Administrator Admin and HR Manager Responsible for overseeing the smooth running of HR and administrative tasks for the organization Designs job descriptions with KPI to drive performance management for clients Regularly hold meetings with key stakeholders to review the effectiveness of HR Policies, Procedures and Processes Maintains office supplies by checking stocks; placing and expediting orders; evaluating new products.
Ensures operation of equipment by completing preventive maintenance requirements; calling for repairs. Defines job positions for recruitment and managing interviewing process Carries out staff induction for new team members Responsible for training, evaluation and assessment of employees Responsible for arranging travel, meetings and appointments Updates job knowledge by participating in educational opportunities; reading professional publications; maintaining personal networks; participating in professional organizations.
Oversees the smooth running of the daily home activities. Responsible for financial forecasting and risks analysis. Security Officers Ensure that the facility is secured at all time Control traffic and organize parking Give security tips to staff members from time to time Patrols around the building on a 24 hours basis Submit security reports weekly Any other duty as assigned by the facility administrator Cleaners: We want our non — medical home care facility to be the number one choice of all residents of Duluth and other cities in Minnesota.
We know that if we are going to achieve the goals that we have set for our business, then we must ensure that we build our business on a solid foundation. We must ensure that we follow due process in setting up the business. Even though our Chief Executive Officer owner has a robust experience in social work and taking care of people with disability and the aging population, we still went ahead to hire the services of business consultants that are specialized in setting up new businesses to help our organization conduct detailed SWOT analysis and to also provide professional support in helping us structure our business to indeed become a leader in the home care facility industry.
Our strength lies in the fact that we have a team of well qualified professionals manning various job positions in our organization. As a matter of fact, they are some of the best hands in the whole of Duluth — Minnesota.
Our location, the business model we will be operating on, well equipped facility and our excellent customer service culture will definitely count as a strong strength for us. The opportunities that are available to non — medical home care facilities are unlimited considering the fact that we have growing aging population and people with one form of disability or the other in the United States and we are going to position our business to make the best out of the opportunities that will be available to us in Duluth — Minnesota.
Just like any other business, one of the major threats that we are likely going to face is economic downturn and unfavorable government policies. In addition, the continued growth of the aging population and people with one form of disability or the other has stimulated demand for industry services.
Since the aging population are more prone to injury and illness, and therefore require more assistance with daily activities, the larger share of senior adults has propelled demand for non — medical home care facilities and of course nursing care facilities.
Despite favorable demographic trends, unsatisfactory government funding has hindered industry growth. The trend in the industry is that, players in the industry are now flexible enough to adjust their services and facilities to attract more knowledgeable and educated residents by incorporating more technology and adapting to new markets Another trend in the industry is that, in other to make non — medical home care facilities and group home facilities more affordable for low income individuals, many states in the United States of America are enacting changes to the portion of Medicaid which can be applied to Group Home Facilities.
Before now, only individuals living in nursing homes were typically provided Medicaid assistance, but in recent time, there are now a growing number of states that have recognized the importance of offering Medicaid dollars to senior citizens living in Group Home Facilities. No doubt the Home Care Facility industry will continue to grow and become more profitable because the aging baby-boomer generation in Unites States is expected to drive increasing demand for this specialized services and care.
We will ensure that we target both self — paying customers who do not have Medicaid coverand those who have Medicaid cover. Generally, those who need the services of non — medical home care facilities are the aging population, people with one form of disabilities or the other and perhaps those who need daily help.
The fact that we are going to open our doors to a wide range of customers does not in any way stop us from abiding by the rules and regulations governing the home care facility industry in the United States. Our staff is well — trained to effectively service our customers and give them value for their monies.
Our customers can be categorized into the following; The aging population People with one form of disability or the other Both young and the elderly The aged who might suffer from severe joint pains and every other age categories that fall under the conditions listed by the physician as people who do not necessarily need the services health workers to survive or carry out their daily task.
Our Competitive Advantage Aside from the competitions that exist amongst players in the non — medical home care line of business, they also compete against other home healthcare services providers such as assisted living facilities and nursing homes et al. Our facility is well positioned centrally positioned and visible, we have good security and the right ambience for elderly people and disable people.
Our staff is well groomed in all aspect of non — medical home care facility services and all our employees are trained to provide customized customer service to all our residents.ates for private senior home care providers range from $18 to $30 per hour nationally.
Rates are higher in large cities and lower in smaller towns and rural areas where the cost of living is lower. and potential business, operational, and property risks.
The Risk Management Plan is an overarching, conceptual framework that guides the development of a program for risk management and patient safety initiatives and activities.
The plan is operationalized nursing home placement, use of more than five medications, high-risk pregnancy). haven’s reached the acuity level of nursing care, as well as seniors who still live independently but desire services such as meals, housekeeping, maintenance, etc.
The goal of to develop a comprehensive care plan. Financial Projections” of this Project Business Plan. The Home Care Business Forms List below includes all the forms and tools available to download for each Membership Level.
for building and operating an assisted living facility. No effort is made here to plan for nursing home units or senior independent living housing. This Business Plan also brings the Market Analysis’s broad analysis more sharply into focus from a financial perspective, and provides an operational plan to ensure the business success of the ALF.
Home health care is the primary franchising opportunity within the senior care industry. This can involve either medical care or non-medical care, or a combination. Medical care provides a variety of medical services for patients, with some of the most common being private nursing, administering antibiotics and assisting in rehabilitation.