At HomeCaring, franchise partners receive operational support delivered with flexibility, based on an understanding of each franchisee’s needs.

Paul Roberts is responsible for recruiting franchise partners, and providing the foundations for them to create their own success.

And it all starts by bringing together potential franchise partners whose values, personalities and capabilities align with the brand.

The HomeCaring business model is a 50/50 joint venture between the franchisor and franchise partner. This brings the two parties closer together than in many other franchise relationships, so HomeCaring has a heightened desire to ensure franchisees or directors are the right fit.

Franchisees who are the right fit for the brand

During the interview process, which includes meeting the chief operating officer and CEO, Paul’s job is to evaluate franchise partners’ business skills, their ability to work with people, and how they will draw on their cultural backgrounds.

“We love the diversity of our directors, and we want to make sure our joint venture is going to work for the franchisee and for us. A lot of it is about expectations; it surprises people to see how much paperwork there is to manage,” Paul says.

“I’ve worked in the sector for 36 years and there is an increasing amount of paperwork, and more accountability. We want to see good quality care at the fore, so compliance is crucial,” Paul says.

Once on board, franchise partners spend their first week to 10 days in training. This comprehensive training program is franchisees’ first taste of the processes that will become second-nature to them.

They will learn how to set up their new business, how to manage quarterly budgets and gain invaluable insights into regulations and compliance across the aged care and disability sectors. 

“We engage in conversation during the day and provide electronic information at night for them to go over. For instance, we look at how to complete a service agreement and a care plan, and this allows them to raise questions as they work through the processes.

“No two franchisees have the same journey. Although they undertake the same training, we identify how they learn, and ensure we provide information that’s timely and relevant in a format that suits them,” Paul says.

Guiding new franchisees in the first year

For the first 12 months is on hand to guide new franchise partners through the early business-building phase.

While around 70 percent of franchisees have a nursing background, it isn’t a prerequisite for success.

People with aged care or disability sector skills are drawn to the business model but it also attracts business owners and ex-corporates.

The shift to clinical governance across the sector means franchisees must link with a registered nurse if they lack that experience. 

Very early in the onboarding process Paul conducts a SWOT (strengths, weaknesses, opportunities and threats) analysis of a franchisee’s territory to identify competitors and opportunities for workplaces alliances.

HomeCaring provides lots of business-building support

“Metro Melbourne can be very different to somewhere like Townsville, and this process helps the franchisee successfully set up their business.”

In areas with established aged care providers it can be challenging for a new business.

“The work I do is to understand their areas, join them on visits to hospitals and medical facilities and neighbouring shops where there can be lots of potential for new business.

“I help the new franchisee with the script they use to introduce themselves and the business, sometimes join them direct marketing at a shopping centre kiosk. We encourage franchisees to attend relevant expos and events and I’m on hand to help out,” Paul says.

He works with franchisees to utilise the provider finder for aged care and disability, and to meet support coordinators. 

Further support comes in the shape of useful insights into who provides home care packages and help with recruitment.

Support includes resources, coaching, and problem solving

Passionate about the business Paul is happy to be hands-on. 

“When a franchisee goes on holiday, I jump in and manage the business for them. At Christmas I look after several businesses, handling their rosters, approval, payroll, and I speak with clients. You get an idea of what’s going on, the frontline issues,” he says.

About 70 per cent of Paul’s time is reactive to franchisee needs, providing support in the form of resources, challenging their ideas, and informal and formal coaching.

“I’m constantly problem solving, working out who can help me find a solution,” he says.

There are ample opportunities to uncover elements of a business that aren’t working, review efficiencies and find out what, if anything, is inhibiting growth.

After providing a suite of services in the first 12 months of a franchisee’s new business Paul hands over support to two national franchise business partners.

“We are building as a team, maximising our specialisation. Relationship managers work to provide connections with community, and referral pathways.

“It is a journey. There is no cookie cutter approach; a lot of our support is moulded and shaped to what franchisees need. 

“I love the sector, and the work. That’s what I focus on at HomeCaring – good service should bring business.”