For senior living leaders, the question is no longer whether to expand into home care. It’s how to do it profitably, sustainably, and without straining the teams and brand you’ve spent decades building. Tudor Oaks Senior Living, a community owned by American Baptist Homes of the Midwest (ABHM), answered that question in a way that should command the attention of every C-suite executive in the field.
In just four years, Tudor Oaks transformed a money-losing internal care program into a home care division generating over $1 million in annual revenue—while achieving a caregiver turnover rate that stands nearly 73 percentage points below the national average. Here’s how they did it, and what it means for your organization.
The Starting Point: A Well-Intentioned Program That Couldn’t Scale
Before partnering with HomeCare Advocacy Network (HCAN), Tudor Oaks operated an internal Personal Assistance Program (PAP). The intention was right. The structure was not.
The program ran on a task-driven service model that did not align with established home care industry standards. It lacked the operational infrastructure to manage workforce demands, market effectively to the broader community, or generate scalable revenue. In March 2022, the program brought in just $489.84 in monthly revenue. For a mission-driven organization committed to serving both residents and the surrounding community, continued financial drain was not an option.
This is a familiar tension for many senior living executives: the desire to extend care beyond your walls, paired with the reality that a well-meaning internal program can quietly bleed resources. Tudor Oaks needed a complete operational turnaround.
The Turning Point: The HCAN Follow-the-Plan Model
To build a sustainable and profitable home care business, ABHM partnered with HCAN. Rather than accepting the common belief that senior living organizations cannot effectively scale home care, HCAN challenged it directly.
Through its Follow-the-Plan model, HCAN guided Tudor Oaks in shifting from a task-driven approach to a relationship-centered framework. The partnership delivered the complete operational infrastructure typically reserved for large national franchises, including:
- Comprehensive business systems and CRM tools
- Standardized care protocols and field communication procedures
- Executive-level strategic coaching
- Integrated marketing and local SEO strategies to build credibility beyond the community’s four walls
- Caregiver recruitment and retention systems built on transparency, flexible scheduling, and career pathways
As Annette Greely, CEO of ABHM, described it: “The one epiphany is stick to the plan that the HCAN model has. There’s a methodology for ramping up, and once we got that implemented with your help, we now are seeing success. We are billing, our client numbers are growing, staff management is improved.”
The Results: Growth That Speaks for Itself
The numbers tell a clear story of momentum. Tudor Oaks moved from near-zero revenue to consistent, scalable performance over four years:
| Year | Yearly Revenue |
|---|---|
| Year 1 | $53,302 |
| Year 2 | $194,722 |
| Year 3 | $547,322 |
| Year 4 | $1,067,081 |
By Year 4, the division exceeded $1,067,081 in annual revenue and consistently generated more than $100,000 in monthly revenue—a dramatic climb from that $489.84 starting point in March 2022.
Just as important for long-term sustainability is what happened with staffing. Tudor Oaks achieved a caregiver turnover rate of 6.5%. Set that against the industry average of 79.2%, as reported in the 2024 Activated Insights Benchmarking Report (formerly Home Care Pulse), and the significance becomes clear. Low turnover means consistent care, protected quality, and a brand reputation that strengthens with every client interaction.
In total, the division has served 169 clients, including 31 who began services immediately following hospital or rehabilitation discharge—a group that represents one of the most valuable relationship-building opportunities in senior living.
The Strategic Impact: A Referral Engine for the Entire Organization
The value of Tudor Oaks Home Care extends well beyond monthly revenue. It has created a ripple effect across the entire ABHM system.
Home care now functions as a low-cost, high-trust engagement funnel. Those 31 transitional care clients discharged from hospitals and rehabilitation facilities became early relationships—families introduced to the ABHM brand long before a residency decision was ever on the table. Meanwhile, clients on the Tudor Oaks waitlist receive home care services that keep them engaged and supported until a community unit becomes available.
The result is a continuum of care that captures prospective residents earlier, deepens trust, and improves occupancy. As Greely put it: “The future of senior living cannot just rely on brick and mortar. Providing care outside the walls of the senior living community is the future.”
For executives focused on competitive positioning, this is the strategic insight worth underlining: home care is not merely a new revenue line. It is a mechanism for future-proofing your organization through diversified services and stronger community integration.
What This Looks Like for Real Families
Behind every metric are the residents whose lives changed. Two stories illustrate why this model works.
Judy’s Story: From Waitlist to Thriving
Judy was vibrant, independent, and devoted to her swimming routine. When she chose Tudor Oaks, a waitlist for independent living left her in an uncertain transitional period. For years, she had been driving 25 miles to a local pool—a commitment that kept her active but grew harder to manage, and one that worried her family.
Tudor Oaks Home Care stepped in with a personalized care plan that supported her daily needs and, notably, gave her access to the pool at Tudor Oaks itself. That single change eliminated her long drives and introduced her to the community firsthand. By the time a spot in Assisted Living opened, Judy already felt like part of the Tudor Oaks family. Her transition was seamless, built on a foundation of trust established through home care.
Marion’s Story: Peace of Mind Through Transition
Marion, equally independent, faced a sudden health setback that led to a hospital stay and then a period at the Tudor Oaks Health Center. Her out-of-state family worried about her safety once she returned home. The Tudor Oaks Health Center team worked hand in hand with Tudor Oaks Home Care to build a coordinated plan, providing support with everything from medication management to companionship while keeping her family informed at every step.
Today, Marion is home, thriving and independent once again. Her family remains grateful for the peace of mind the ABHM family provided during a critical time. Her experience shows how a fully integrated continuum—from health center to home care—can deliver both clinical confidence and genuine human connection.
The Takeaway for Senior Living Leaders
Tudor Oaks proves what many organizations have hesitated to attempt: a mission-driven, senior living provider can build and scale a highly profitable home care business without diluting its brand or overextending its teams. The keys were a proven model, disciplined execution, and a partner with genuine expertise in this specific space.
The demographic momentum is undeniable, competition in local markets continues to intensify, and families increasingly expect a full continuum of care from providers they already trust. Home care, done right, answers all three pressures at once.
Ready to Scale Your Home Care Potential?
If you lead a mission-driven senior living organization and want to explore what a turnkey, relationship-centered home care division could mean for your revenue, retention, and reputation, the conversation starts here.