Highly Recommended: 【1222-27】 Japan Health and Wellness Study Tour(See at the end of the article)

Community-embedded elderly care services, as a new type of elderly care service model, integrate the advantages of institutional care, community care, and home care, which not only meets the diverse and multi-level service needs of the elderly but also conforms to the geographical emotional needs of the elderly in terms of locality.From practical experience, although community-embedded elderly care services have achieved certain results, they are still in the exploratory stage, and their development faces some difficulties that require further improvement of relevant policies to solve the problems.

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Four Major Issues

Restricting the Development of Community-Embedded Elderly Care Services

First, there is a lack of precise matching between services and needs.

Firstly, due to most communities being built according to standardized models, they are limited by “standardized” hardware facilities when developing community-embedded elderly care services, resulting in insufficient service diversity and not fully considering the personalized needs of the elderly. Secondly, restrictions on community resources, such as lagging architectural planning and insufficient public space, have led to common problems like a single content of embedded elderly care services and low levels of service, such as the inability to provide professional care services and low participation rates in elderly dining services. Thirdly, the real barriers of the “NIMBY effect” make it difficult to carry out projects like integrated medical care and terminal care. Finally, the community’s lack of understanding of the actual needs of residents also significantly contributes to the imbalance between supply and demand for community-embedded elderly care services.

Second, the existing operational model lacks sustainability.

On one hand, the elderly, influenced by traditional elderly care concepts and economic income, have not fully released their consumption power for community-embedded elderly care services. In the long run, it is necessary to explore reasonable paths to fully activate the consumption of elderly residents. On the other hand, due to objective factors such as community scale, construction funds, and the number of elderly people, most existing community-embedded elderly care service facilities are small in scale, and the capacity for fee-based service projects is limited, which also increases the difficulty of cost recovery. Currently, many community-embedded elderly care service facilities are operating at a break-even point and mainly rely on government financial subsidies for maintenance.

Third, there is insufficient policy and resource support.

Firstly, there is insufficient land supply for community elderly care service facilities. The sites for community-embedded elderly care service facilities are mainly supplied through community public land and the transformation of idle public buildings. However, in practice, some areas have encountered difficulties in renovating old community facilities and a lack of new elderly care service facilities.

Secondly, the subsidy methods need to be optimized. Most existing community-embedded elderly care service facilities are market-oriented and charge high fees. Without service subsidies, the consumption capacity of the elderly is limited. However, currently not all regions have subsidies. In addition, the existing subsidies are mainly directed towards operating parties and rarely reach individual elderly people. Compared to the two subsidy methods, “subsidizing institutions” is relatively simple, but “subsidizing individuals” helps to achieve the effect of forcing institutions to optimize services and promote diversified service development based on market demand.

Fourth, there has not been a smooth cooperative relationship formed among the participants.

The healthy development of community-embedded elderly care services relies on the joint support of the government, market, and society. Vertically, relevant departments and street offices, community committees participate in the management of community-embedded elderly care services to varying degrees, but the division of responsibilities is not clear, making it difficult to form a regulatory synergy. Horizontally, the cooperative relationship between the government and community service agencies still needs optimization. At the community level, there has not yet been a good interactive relationship established between community committees, social work service stations, community-embedded elderly care service institutions, and community residents, lacking effective communication feedback and evaluation supervision in aspects such as construction planning, service content, and service quality.

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Four Strategies to Solve the Practical Problems Restricting Service Development

Integrate Community Service Resources.

According to the elderly care service needs of community residents, build a service supply network that meets the actual conditions of the community, providing various forms and contents of community-embedded elderly care services to meet the diverse and multi-level service needs of the elderly population. Based on the resource endowment characteristics of the community, excavate the community’s hardware and software resources, and integrate the “fragmented” resources within the community to maximize resource efficiency and achieve complementary resource functions.

Integrate community venue resources, ensuring that communities with conditions can provide free venues for community-embedded elderly care services through new construction or the renovation of idle public properties; integrate community professional resources, encouraging community-embedded elderly care service institutions, community health service centers, and social work stations to form joint bodies to enhance the interactivity and support of professional services such as daily care, medical care, and mental comfort. Improve policies supporting the integrated development of community-embedded elderly care services through home adaptation renovations and the development of family elderly care beds to enrich the service forms of community-embedded elderly care services and enhance their service attractiveness.

Improve the Policy Support System.

Policy documents such as the “State Council General Office’s Opinions on Developing the Silver Economy and Enhancing the Welfare of the Elderly” and “Five-Year Action Plan for Deepening the Implementation of People-Centered New Urbanization Strategy” have mentioned the development of community-embedded elderly care services.

Therefore, it is necessary to include the development of community-embedded elderly care services in local economic and social development planning, forming a relatively clear institutional framework, clarifying policy objectives, principles, and measures to form a sustainable institutional arrangement.It is necessary to build an institutionalized financial input mechanism, improve subsidy policies, and ensure timely issuance of various subsidies.Establish a regulatory system for assessing the quality of elderly care services, and improve the rating system for community-embedded elderly care service facilities, service quality management systems, and dynamic management exit mechanisms. Strengthen regulation through joint inspections and third-party evaluations, and promote service standardization and normalization.

Enhance the Self-Development Ability of Community-Embedded Elderly Care Service Institutions.

To promote the sustainable development of community-embedded elderly care services, enhancing the self-development ability of community service institutions is key, and specialization is undoubtedly the foundation for the institution’s existence and development. It is necessary to ensure the professionalism and stability of the workforce through professional training, talent introduction, position optimization, material guarantees, and spiritual incentives, ensuring high-quality and efficient service supply. Optimize internal management structures, establish standardized management mechanisms, and enhance the standardization and professionalism of services.

Form a professional service team with complete personnel including doctors, nurses, social workers, and nutritionists, effectively allocate talents, and achieve internal resource complementarity and service linkage. Encourage community service institutions to develop towards scale and chain, effectively dispersing operational risks while enhancing the comprehensive strength of community service institutions, achieving scale effects and brand influence.

Establish a Collaborative Responsibility System.

The government, as the leader in the development of community-embedded elderly care services, should establish and improve relevant work coordination mechanisms. For instance, establish a joint meeting system for health, civil affairs, finance, and medical insurance departments, clarify the responsibilities and tasks of each department, and ensure the implementation of various policy measures. Establish a unified information platform for community-embedded elderly care services to achieve information sharing and co-construction among government departments, facilitate inter-department communication, and improve work efficiency. Grassroots governments should actively cooperate with community service institutions, encouraging them to optimize management structures and strengthen capacity building, helping community service institutions solve funding, talent, and other development issues they face.

For the community, it is essential to actively integrate internal community resources and promote good communication and interaction between community service institutions and community residents to ensure that the elderly enjoy high-quality community-embedded elderly care services. Community service institutions, as the main service supply force, should base their development positioning on the elderly care service needs of community residents and their professional advantages, enrich service content, enhance professional levels and service quality, and achieve sustainable development of the institution by better meeting the diverse and multi-level elderly care service needs.

【Study Time】: December 22-27, 2024 (6 days, including on-site project investigation)

【Study Location】: Japan – Nagoya

【Participants】: Government agencies, developers, construction units, operators, planning and design institutions, investment and financing enterprises, and core executives such as chairpersons and general managers from related industrial chains (30 people)

【Organizer】: Beijing Yifang City Zhihui Technology Co., Ltd., Yifang City Characteristic Town Industrial Alliance

【Summit Features】: Practical expert explanations + case analysis + module summary + on-site investigation

【Contact Information】: 198-3476-8678 Manager Li (same WeChat)

Return Home————

DAY 1 December 22

【All Day】 China–Nagoya, Arrival in Japan after the pick-up

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Evening opening dinner, check-in at Nagoya hotel

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DAY 2 December 23

【Morning】————Sunflower Nursing Home————

Representative nursing home of personalized care and small-scale nursing model

Investigation Highlights:

• Operating model of a large-scale comprehensive health and wellness service group in Japan;

• Personalized care and small-scale nursing model;

• Providing various elderly care solutions.

Sharing Theme:

Operation sharing of Sunflower Nursing Home

Sharing Guest:

Mr. Kobayashi, Head of Sunflower Nursing Home

【Afternoon】————Achi Village————

Creating a hot spring + forest therapy base with the IP of “Japan’s No. 1 Starry Sky”

Investigation Highlights:

• First place in the “National Starry Sky Continuous Observation” activity;

• Formed a rural night economy model dominated by starry sky night tours, attracting 160,000 visitors annually;

• A model rural tourism destination for night tours in Japan.

Sharing Theme:

Brand building and customer acquisition strategy of Achi Village

Sharing Guest:

President of Achi Chikugami Tourism Bureau, Yuji Shirazawa

DAY 3 December 24

【Morning】————MOKUMOKU————

Japan’s No. 1 “Parent-Child Ranch”

Investigation Highlights:

• A farm themed around “nature, agriculture, and pigs”;

• With a regional population of only 100,000, it attracts 500,000 tourists annually and has 50,000 members;

• Annual revenue of approximately 400 million RMB, becoming one of Japan’s wealthiest rural areas, a miracle in the farming industry.

Sharing Theme:

Operational strategy of MOKUMOKU

Sharing Guest:

Founder of MOKUMOKU, Yoshida Osamu

【Afternoon】———La Colina Omi Hachiman———

A phenomenon-level internet celebrity shop in Japan that attracts more than 3.2 million visitors annually

Investigation Highlights:

• How to design the integration of agriculture’s secondary industry with rural nature as the core;

• The sustainable development business model of rural internet celebrity shops;

• Annual visitors exceeding 3 million, with annual dessert sales revenue exceeding 20 billion yen.

Sharing Guest:

Project Leader Ishizaki Yoshiyuki

DAY 4 December 25

【Morning】————Arima Onsen————

Japan’s most famous hot spring health town

Investigation Highlights:

• Created a comprehensive tourism destination integrating health, dining, accommodation, travel, and shopping;

• Arima Onsen is the oldest hot spring in the Kansai region and one of Japan’s three great springs;

• Based on Arima Onsen, extending the industrial chain and building a system of characteristic products.

Sharing Theme:

Customer acquisition strategy of Arima Onsen Health Town

Sharing Guest:

President of Arima Onsen Association, Chairman of Goshoboh Ryokan, Imai Keisuke

【Afternoon】———Colorful Town Health and Wellness Community———

A comprehensive health and wellness community combining medical care, nursing, and caregiving

Investigation Highlights:

• Created a comprehensive community themed around caregiving;

• Features special elderly housing, paid elderly housing, community service area, short-term residence, daytime care service community, medical facilities, farm, and tea house.

Sharing Theme:

Planning and operation of Colorful Town Health and Wellness Community

Sharing Guest:

Project Operations Manager Matsui Ryo

DAY 5 December 26

【Morning】———Future Medical International Base———————

Japan’s top future medical technology research complex

Investigation Highlights:

• Sharing the planning and positioning of the Future Medical International Base;

• Visit Nakano Island Qross “Future Medical International Base”.

Sharing Guest:

Dr. Yu (Tao), Osaka University Medical Doctor, former President of the Association of Chinese Life Sciences in Japan, current Director of ASONE, a publicly listed company in Japan, and head of the Qrossover Lounge at Osaka Future Medical International Base

【Afternoon】———Dojima Health and Wellness Clinic———

Japan’s benchmark community health clinic

Investigation Highlights:

• Learning the operational management model of Japanese community clinics;

• Understanding the patient management process of the clinic;

• Exploring how to provide comprehensive health management services through innovative service models in limited space and resources;

• Learning how the clinic maintains high patient satisfaction while conducting diverse service projects under Japan’s strict medical regulatory environment through compliance management.

Sharing Theme:

Latest technologies in the field of health and wellness in Japan

Sharing Guest:

Director Sato Morihito

DAY 6 December 27

【Morning】———Sightseeing———

【Afternoon】———Return Home———

Yifang City Previous Study Tours

Study Class Registration Method

1. Phone Registration: Manager Li 19834768678

2. WeChat Registration: Scan the code and note “Japan Study Tour + Company Name + Contact Information”

Note:：☆This seminar is a high-end business event and will charge a certain fee, please be aware, and non-serious inquiries will not be entertained, thank you!