Willow Bend Personal Care Home

Words in [brackets] are blanks you fill in with your own details when you adopt this sample in Supreme Plan AI.

Executive Summary

Willow Bend Personal Care Home is a small, licensed personal care home in Georgia for older adults who can no longer live safely on their own but do not need a nursing home. Sixteen residents each have a private or shared room in a converted single-family home, three meals a day, help with bathing, dressing, medicines and moving around, laundry, activities and a caregiver on duty around the clock. It feels like a home, not an institution.

Many families reach this decision in a crisis: a fall, a hospital stay, a parent who is wandering or not eating. Large facilities can feel impersonal and often have waiting lists, and staying home with part-time help is not safe for everyone. A small home with a steady team who know each resident is a better fit for many families. It also costs less than a nursing home.

Here is what our numbers show. We expect 95 occupied bed-months in Year 1 (about 8 residents on average as the home fills), which brings in sales of $432,950, growing to $1,887,930 by Year 5 as the first home fills and we open a second home in Year 4. We expect a loss of about $151,300 in Year 1 because the home costs almost as much to run with 8 residents as with 15, and small profits in Years 2 to 4 (Year 2: about $12,700; Year 3: about $12,900; Year 4: about $4,500) while we fill the first home and open the second. We expect a profit in Year 5 of about $187,300. Senior care is a business with high fixed costs, so we plan carefully for occupancy, staffing and cash.

We need $400,000 in total. Of that, $149,100 is startup costs (the safety retrofit, furniture, equipment, licensing and the first lease payments) and the rest is cash to pay caregivers and bills while the home fills. I am putting in $120,000 of my own money, and I am asking for a $280,000 SBA loan.

I am Angela Whitfield, a licensed practical nurse with 12 years of experience in nursing homes and assisted living, and the owner. These numbers are estimates based on the assumptions listed at the end of this plan, not promises.

Company Description

Willow Bend Personal Care Home is a small, independently owned personal care home in Georgia, planned as a limited liability company (LLC). In Georgia, a personal care home is a residence that provides housing, meals and personal services to adults who are not family members; homes with 24 or fewer beds are licensed as personal care homes by the Department of Community Health. We plan a 16-bed home.

Our mission. To give older adults a safe, dignified and homelike place to live, and to give families peace of mind.

What we believe. A small home works best when the people who live and work there know each other. We keep our team consistent, our rules simple and our doors open to families. We tell families the truth, including when a resident needs a higher level of care than we can give.

What we offer:
- Room, meals and housekeeping. A private or shared room, three home-cooked meals and snacks, laundry and cleaning.
- Personal care. Help with bathing, dressing, grooming, toileting, eating and moving around, with caregivers on duty 24 hours a day.
- Medication help. Reminders and help with medicines as the state's rules allow, with a written record of every dose.
- Activities and outings. Daily activities, music, exercise and faith visits, and trips with family.
- Higher-care add-on. For residents who need extra help, such as frequent night checks or two-person assistance, for an added monthly fee.
- Respite stays. Short stays of a few days to a few weeks so family caregivers can rest or travel.
- Coordination. We work with each resident's doctor, home health agency, hospice and pharmacy, and keep families informed.

Who we serve. Older adults, usually 75 and older, who need help with daily activities and want to live in a homelike setting. Our fees are paid privately by residents and families, long-term care insurance and, in some cases, veterans' benefits. We do not plan to accept Medicaid in Year 1. We will check what other payment programs the state allows.

What we do not do. We do not provide skilled nursing, ventilator or tube-feeding care, and we do not accept residents who need a nursing home. We do not use physical restraints. We do not promise that a resident will never fall or decline, and we do not accept anyone we cannot care for safely.

How we are run. I am the owner and administrator. A licensed practical nurse is our resident care coordinator from Year 2. Caregivers are employees on set shifts with written training. A small advisory group of a physician, a hospital discharge planner and a family member tells us what is working.

Where things stand today. We have a draft policy manual, a lease option on a 16-bedroom home and introductions to three hospital discharge planners, two senior placement advisors and a home health agency. We have no residents and no license yet. Before we begin, our attorney will review the lease, the resident agreement and the admission and discharge forms, and a consultant will confirm what Georgia requires at each step, including fire safety, administrator qualifications and staffing.

Problem & Opportunity

Families face a hard choice when an older parent can no longer manage alone. Home care by the hour is costly when someone needs help all day and night. Nursing homes cost more, are more clinical and are meant for people with serious medical needs. Large assisted living communities can be a good fit, but many are expensive, have long waiting lists and can feel overwhelming to someone with memory loss.

Small personal care homes fill the middle, and quality varies. Some are warm, well run and safe. Others are understaffed, poorly supervised or unlicensed. Families often find out too late. Because a small home has few residents, one empty room matters a lot, and a home needs steady occupancy to pay for caregivers who must be there whether the home has 8 residents or 15.

Staffing is the hardest part. A home must have staff awake and on duty 24 hours a day, and caregiver turnover is high. When caregivers leave, residents lose someone they trust and the home pays again to hire and train.

Starting a new home also takes real cash. The home must be leased or bought, made safe and accessible, furnished and licensed before the first resident moves in, and it takes many months to fill. During that time the monthly costs of staff, food, rent and insurance keep running.

We want to be clear about what we know and do not know. Demand for senior housing is growing as the population ages, and families say they want homelike settings. We will use the most recent numbers from the Census Bureau and the state for our service area in our final plan and will not overstate them. We do not know how fast any one home will fill, and our plan assumes a slow first year. We do not know that every family can afford our fees, and we will tell families clearly what we charge and what is included.

Products & Services

Willow Bend will run a licensed, 16-bed personal care home with caregivers on duty around the clock, home-cooked meals, a nurse coordinating care and open communication with families.

How it works, step by step:
1. First call and tour. A family calls or comes through a hospital discharge planner or senior placement advisor. We answer the same day, give a tour and explain our fees in writing.
2. Assessment. Before admission, a nurse or I meet the resident and family, review medical history, medicines, abilities and wishes, and decide whether we can care for the person safely. We say no when we cannot.
3. Agreement and move-in. We sign a written resident agreement that lists services, fees, house rules and rights, and help the family plan the move.
4. Service plan. A written plan for each resident lists the help they need and when. We review it at least every few months and when anything changes.
5. Daily care. Caregivers help residents with personal care and medicines, serve meals, lead activities and record what happens each shift in a care log. An awake caregiver is on duty at night.
6. Health coordination. We work with the resident's doctor, pharmacy, home health agency and hospice when needed, and call 911 for any emergency and the family right after.
7. Family communication. We call families about any change, hold regular updates and welcome visits any time.
8. Billing. Fees are billed monthly in advance with a clear statement.
9. Quality. We track falls, hospital visits, staff turnover, resident and family satisfaction and complaints, and fix problems quickly.

Why this approach is strong. Sixteen residents is large enough to pay for steady staffing and small enough that everyone knows everyone. We start with one home and a plan to open a second only after the first is full and stable.

What this grows into. After the first home is full and running well, we plan to open a second home in Year 4 with the same systems, led by a site manager.

Market Analysis

Who we serve: older adults who need help with daily living and want a homelike setting, and the families, doctors and hospital staff who help them choose.

Our primary group is adults age 75 and older who need help with bathing, dressing, meals or medicines but do not need nursing home care. Our primary buyers are their adult children, who usually make the decision and often share the cost. We will use the most recent numbers from the Census Bureau and the state for our service area in our final plan.

Our referral sources are hospital and rehabilitation discharge planners, senior placement advisors, doctors, home health and hospice agencies, elder law attorneys, faith communities and senior centers. Some placement advisors charge a fee, often about a month of rent, when a resident moves in. We have budgeted for it.

How we sized our plan. The home has 16 beds, or 192 bed-months a year when completely full. We plan 95 occupied bed-months in Year 1 (about 50% as the home fills), 172 in Year 2 (about 90%), 182 in Year 3 (about 95%), 263 in Year 4 with a second home opening in the middle of the year and 358 in Year 5 with two homes (about 93%). Our fee in Year 1 is about $4,300 a month, rising about 3% a year. Higher-care add-on fees and respite stays bring in a little more.

Growth depends on referrals and on keeping a steady, trained staff, so treat the later years as goals, not promises. We do not take a resident we cannot care for safely, and we tell families early when we are full.

Competitive Landscape

Other choices families have, and what makes us different.

- Large assisted living communities. They have more amenities and often more services, with higher prices and a less personal feel. We compete on a homelike setting, consistent caregivers and price.
- Other small personal care homes. Some are excellent. Others cut corners on staffing, safety or licensing. We compete on safety, a nurse coordinator and clear communication.
- Nursing homes. They provide skilled nursing that we do not. We are a better fit for people who need help but not skilled care, and we work with nursing homes when a resident needs one.
- Home care. Hourly caregivers at home work for many people and cost a lot for around-the-clock care. We are often more affordable for someone who needs help all day.
- Family caregivers. Most care is given by family, and we support them with respite stays.

What makes us different.
- A small home with a steady team who know each resident.
- A licensed practical nurse who coordinates care and works with doctors.
- A written service plan for every resident, reviewed regularly.
- Open doors for families and honest, written pricing.
- A plan built on realistic occupancy, with the cost of staffing and placement fees included.

What we do not claim. We are new. We have no residents yet, and established homes have long waiting lists and referral relationships. We plan to earn trust one family at a time.

Marketing & Sales Strategy

How we will find residents and referral sources.

Hospital and rehabilitation staff. We will meet discharge planners and case managers, bring our license and insurance information and a one-page service guide, and offer a tour. We are quick to answer and clear about who we can and cannot take.

Senior placement advisors. We will register with reputable placement advisors, agree on fees in writing and ask them for honest feedback. We do not pay for referrals from hospitals or doctors.

Doctors and agencies. We will meet primary care offices, home health and hospice agencies and elder law attorneys, and make it easy to refer.

Families. We will keep a simple website with photos, clear fees and a phone line that is answered, host open houses and caregiver talks at libraries and churches, and ask satisfied families for reviews.

Faith communities and senior centers. We will offer short talks and visits, and invite congregations to lead services and activities at the home.

Staff. Caregivers are our most important marketing, so we will recruit through community colleges, certified nursing assistant programs and faith communities, pay fairly and schedule predictably.

Pricing. We expect about $4,300 a month in Year 1 for a room, meals, care and activities, with a higher-care add-on of about $450 a month and respite stays at about $165 a day. We publish our fees and what is included in writing.

Operations Plan

How the business will run.

Licensing and setup (the 4 to 6 months before the first resident). We will form the LLC, sign the lease, buy liability and property insurance, make the safety and accessibility changes the fire marshal and the state require, buy furniture and equipment, write our policy manuals, hire and train staff, and apply for the state license. We will not take a resident until we hold the license and have passed inspection.

The home. A leased single-family home with 16 bedrooms or rooms that can be used as bedrooms, with at least one full bathroom for every few residents, a large kitchen, living and dining space, a ramp and a secure yard. Rent in the plan is $5,800 a month, and utilities and repairs about $10,000 a year.

Staffing. Caregivers are employees. The plan staffs the home with about 48 caregiver hours a day (for example, two caregivers on each of three shifts, with two awake at night), which is more than the state minimum, and the cost of that staff is counted in the cost of each bed-month. We plan caregiver pay of about $15.50 an hour in Year 1, plus about 16% for payroll taxes and workers' compensation. We staff at about 75% of that level in the first months while the home fills. I serve as administrator. A licensed practical nurse joins as resident care coordinator in Year 2, an admissions and marketing coordinator in Year 3, a site manager for the second home in Year 4 and a part-time bookkeeper in Year 4.

Hiring and training. Every employee passes a criminal background check and a registry check, shows proof of work eligibility and completes training in resident rights, safety, infection control, abuse reporting, dementia care, first aid and CPR before working alone.

Medications. Only trained staff help with medicines, as the state allows, and every dose is recorded. We work with a local pharmacy that packages medicines by time of day.

Safety and emergencies. The home has smoke and carbon monoxide alarms, fire drills, a written emergency plan for storms and outages, a backup power plan and door alarms for residents who wander. Staff call 911 first in any emergency, then the family and me.

Meals. Home-cooked meals planned with a menu that meets common diet needs, with a cook or caregiver in the kitchen and food safety training. Food and supplies are about $600 a bed-month in the plan.

Billing. Fees are billed monthly in advance, and we hold a deposit equal to a share of one month of fees as the state allows. Residents and families pay about 22 days after we invoice on average in the plan, so we hold a small cash cushion.

Records and privacy. Resident records are kept in a locked cabinet and a secure system under our privacy policy. Families may review the service plan at any time.

Insurance. We carry general and professional liability, property, workers' compensation, abuse and neglect coverage and commercial auto, and we require every contractor to carry insurance.

Management & Organization

The people who will run Willow Bend.

Angela Whitfield, owner and administrator. A licensed practical nurse with 12 years of experience in nursing homes and assisted living, including four years as a charge nurse and two as an assisted living administrator. She leads admissions, hiring, family relationships, finance and compliance, and meets the state's administrator requirements. (Replace this paragraph with your own background.)

Caregivers. Employees on set shifts whose pay is counted in the cost of each bed-month. We plan a small, steady team and a list of trained backups.

Resident care coordinator, licensed practical nurse (from Year 2). Writes and updates service plans, trains caregivers, works with doctors and pharmacies and reviews incidents.

Admissions and marketing coordinator (from Year 3). Handles tours, referral relationships and move-ins.

Site manager (from Year 4). Runs the second home day to day.

Bookkeeper and HR (part-time, from Year 4). Handles payroll, bills and staff records.

Outside advisors. A healthcare attorney, an accountant, an insurance broker who knows senior care and a physician who serves as medical advisor.

Staff pay in this plan is a full year per person: owner and administrator $58,000, resident care coordinator $52,000, site manager $48,000, admissions and marketing coordinator $46,000 and part-time bookkeeper $30,000. Replace them with the pay you can offer where you live.

Milestones Narrative

Our goals and when we plan to reach them.
- Before opening (6 to 9 months ahead): visit at least 10 hospital discharge planners, placement advisors and doctors' offices and get at least 3 letters of interest, get insurance quotes, form the LLC, get an EIN, hire the attorney and a consultant, sign the lease only after the lender and the fire marshal's requirements are clear, and open a business bank account. Do not hire caregivers or accept a resident until the license is in hand.
- Year 1: the first resident moves in at the start of the year and the home fills to about 11 residents by year end, with about 95 occupied bed-months; $432,950 in sales and a loss of about $151,300.
- Year 2: about 90% full, add a resident care coordinator and start the second-home search; $820,189 in sales and a profit of about $12,700.
- Year 3: about 95% full, add an admissions and marketing coordinator and save for the second home; $911,101 in sales and a profit of about $12,900.
- Year 4: open the second home by mid-year with a site manager; $1,354,928 in sales and a profit of about $4,500.
- Year 5: two homes about 93% full and a second set of systems in place; $1,887,930 in sales and a profit of about $187,300.
Growth depends on winning and keeping customers, so treat the later years as goals, not promises.

What we check every week: referral inquiries, tours and move-ins, occupancy, staff turnover, falls and hospital visits, family complaints, unpaid fees and cash in the bank.

Funding Request

How much we need and how we will use it. Total we are raising: $400,000.

How we got that number. The Funding Need Calculator in this plan adds up three things:
- Startup costs of $149,100, listed item by item in the Startup Costs section: $46,000 for fire and life-safety and accessibility retrofit: ramps, grab bars, wider doorways, alarm upgrades as the fire marshal requires; $32,000 for resident beds, mattresses, dressers, dining and living room furniture, linens and kitchen equipment; $10,000 for care equipment: wheelchairs, a mechanical lift, scales, blood pressure monitors and a locked medication cart; $8,000 for door alarms, cameras and a resident call system; $11,600 for house lease security deposit and first month of rent; $8,000 for opening food, linens, cleaning supplies and PPE; $4,500 for state license application and inspection fees, fire marshal and local business license; $6,500 for attorney: entity setup, resident agreements, admission and discharge forms, staff policies; $5,000 for consultant: policy manuals, administrator training and a mock inspection before the state visit; $4,500 for sign, brochures and a simple website; $13,000 for staff background checks, orientation before the first resident and the first insurance payments.
- The cash the business uses before it breaks even, about $103,992: because the home costs almost as much to staff with 8 residents as with 15, and the first months run at a loss while it fills.
- A cash cushion of about $33,025: three months of Year 1 operating costs.
- Together that comes to about $286,117, rounded up to the nearest $500: $286,500.
We are raising $113,500 more than that, $400,000 in all, to cover the loan payments and the extra cash the early years take. With this funding, the lowest year-end cash balance is about $43,500, at the end of Year 4.

Where the money comes from:
- My own money: $120,000.
- SBA 7(a) loan for startup and working capital: $280,000.

Kind of funding we are looking for. An SBA 7(a) loan through a bank or community lender that lends to senior care businesses, plus our own equity. Lenders often want the owner to put in at least 20% to 30% of the total, and may want to see the state license application and the lease first.

How we will pay it back. We expect a loss of about $151,300 in Year 1 and a profit of about $12,700 in Year 2, then a profit of about $12,900 in Year 3, a profit of about $4,500 in Year 4 and a profit of about $187,300 by Year 5. With this funding, the business has money in the bank at the end of every year of the plan. The loan is planned at sba 7(a) loan for startup and working capital at 12.75% over 10 years, about $4,140 a month. That is about $4,140 a month in all, and it is already included in our cash flow. We chose these as cautious planning rates; ask the lender for the real rates, which may be lower or higher.

What we are offering the lender: a personal guarantee, a lien on business assets and our written licensing, staffing and referral plan.

A smaller first step, if needed. If we cannot raise the full amount right away, we can start smaller and grow into this plan:
- Phase 1: start with a smaller home of 6 to 8 beds, which needs less staff and less cash, and build a record of full occupancy and good inspections.
- Phase 2: once the home is full and the state is satisfied, add a larger or second home and follow this plan.
To plan the smaller start, make a copy of this plan (use Duplicate) and lower the numbers to match.

All numbers in this plan are estimates. We will update them as real results come in.

Appendix Notes

Documents to attach before you send this plan:

- Your resume with your nursing license and any administrator training.
- A personal financial statement (a list of what you own and what you owe; lenders usually provide a form).
- Business registration papers and your EIN (your business tax number from the IRS, free at irs.gov).
- The lease or lease option, and a floor plan of the home.
- Your state license application, or proof that you have applied, and the fire marshal's requirements.
- Insurance quotes or proof of insurance, including general and professional liability and workers' compensation.
- Your policy manuals, resident agreement, admission and discharge forms and emergency plan.
- Signed letters of interest from hospital discharge planners, placement advisors or doctors.
- Your caregiver hiring, screening and training program and a staffing schedule.
If you don't have any of this yet, no worries - let's continue.

The assumptions behind our numbers (change them in the Financials section to match your own):
- Monthly Resident Fees (occupied bed-months): about $4,300 in Year 1, rising to $4,840; about $3924.81 in direct costs, rising to $3156.52; about 95 in Year 1, growing to 358.
- Higher-Care Level Add-On (resident-months): about $450 in Year 1, rising to $506; about $300.00 in direct costs, rising to $337.65; about 25 in Year 1, growing to 160.
- Short-Term Respite Stays (days): about $165 in Year 1, rising to $186; about $78.00 in direct costs, rising to $87.79; about 80 in Year 1, growing to 400.
- Resident fees: about $4,300 per bed-month in Year 1, rising 3% a year; about $2,940 to $3,920 in direct costs per occupied bed-month, which includes caregiver pay (about $15.50 an hour plus 16% in taxes and workers' compensation, with about 48 hours of caregiver time a day at full staffing), rent and utilities ($79,600 per home a year), and about $600 for food and supplies. Because staffing does not fall when the home is partly empty, the cost per bed-month is highest in Year 1.
- Occupied bed-months: 95, 172, 182, 263 and 358 in Years 1 to 5; Year 1 begins when the first resident moves in, and a second home opens in the middle of Year 4. At full occupancy a 16-bed home has 192 bed-months a year.
- Higher-care add-on: about $450 per resident-month, rising 3% a year, with about $300 in direct costs; respite stays about $165 a day with about $78 in direct costs.
- Pay (a full year, per person): owner and administrator $58,000; resident care coordinator (lpn) $52,000; site manager, second home $48,000; admissions and marketing coordinator $46,000; bookkeeper and hr (part-time) $30,000.
- Other yearly costs in Year 1: insurance: general, professional, property contents and workers' compensation (office) $14,000, care documentation, medication record and payroll software $6,000, marketing and senior placement referral fees $24,000, accounting, legal and compliance $9,000, license renewals and inspections $3,500, staff recruiting and training $7,000, phones, supplies and office $3,600, payroll taxes and benefits (office staff) $7,000. These grow between 8% and 24% a year.
- Startup costs and equipment ($149,100 in Year 1, then $5,000, $4,000, $80,000, $6,000) are spread evenly over five years in the plan's books.
- Customers and payers pay about 22 days after service. Income tax at 21%.
- Every dollar amount is an estimate. Replace them with your own quotes and research.

Startup Costs