Specialist
Former General Manager at KinCare Health Services Pty Ltd
Agenda
- Home care operator top-line mix and drivers
- Cost structures and staffing levels
- Margin trends and drivers
Questions
1.
Could you break down the home care business model and walk through the P&L?
2.
You mentioned that the home care fees, specifically the Home Care Package, gets paid out to providers one month in advance. My understanding is that in the latest budget, the government said it would align payments for home care –the Home Care Package and the CHSP [Commonwealth Home Support Programme] – with the NDIS [National Disability Insurance Scheme]. As this implies that providers would be paid in arrears, what impact do you think that will have after the service has been provided?
3.
Considering top line, you mentioned that one of the things you do is try to break out the P&L through the services mix. What would that be conceptually? How would 100 units of revenue typically break down, and how does that vary across players?
4.
Focusing on the customer care regime and the importance of customer care managers, what’s an optimal level of packages or customers per customer care manager?
5.
What are the KPIs for these care managers?
6.
How often do customers move from Level 1 up to Level 4? Is there generally a trend towards Level 4 in the first place, considering age for example, or how does that work?
7.
Regarding CHSP conversion to Home Care Packages, can you talk about conversion rates and whether there’s an industry rule of thumb for that?
8.
Upon which criteria do customers choose the home care provider?
9.
For the existing customer base, what happens if the customer care manager leaves? How important are they to the relationship and to the happiness of the particular customer to the organisation?
10.
Aside from the variables we’ve discussed, what other key levers are available to management for driving top line and growth?
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