I am a member of EC 17 Voyager, the team starting the Elder Care Foundation in Weihai. Our vision is a city where older adults and families can find clear information and services without confusion. Our mission is to be an information and coordination center for nutrition, finance, mental health, physical health, social welfare, end-of-life planning and transport. For Year 1, our goals are a Weihai pilot, service to tens of thousands of older adults, lasting funding, clear records and a professional, transparent process. Our first-year need is about ¥15 million. It covers about ¥3.5 million for start-up, ¥9 million for the operating budget, and ¥2.5 million for working capital and a three-month reserve. We will not use owner or team money; we will use outside funding and earned income. We will build the plan with local prices, supplier quotes and reliable sources. We ask for an operating grant of about ¥6 million for staff and running costs; this plan argues that a mixed funding model can keep the service open and accountable.

EC 17 Voyager has five members. In our team, I am responsible for technology and data. I build the tools and reports that leaders use. Zhouqi Li is our team leader and Executive Director. He sets strategy, leads operations and makes the final decision when we cannot agree. Fangshuo Tian owns finance, fundraising and partnerships. Yezhan Lin owns health programs and technology. Hongxiang Qu supports database systems. We meet every week and record our decisions.

Our team covers six functional areas: strategy, operations and project management, finance and fundraising, marketing and partnerships, health and programs, and technology and data. Each area has one owner, so every task has a clear owner. A responsibility matrix and Gantt chart show who does what and when, and who is the backup. When a decision affects several areas, the owners compare cost, time, quality and risk, and decide together.

Our staffing plan has about 40 full-time positions in four groups: leadership and administration, finance and compliance, programs, and operations and support. Programs include nurses, caregivers, nutrition staff and social workers. One caregiver supports 12 to 15 seniors a week, one social worker 40 cases, one nurse about 120 screenings a week, and one driver about 20 stops a day. We hire in stages: leadership and finance first, program staff as the pilot opens, and training before the first service.

Our pay follows workload, difficulty, time and responsibility. Our team leader has the most risk and work, so this role is paid most. Finance and data roles are important but smaller, so their pay is moderate. Program staff are paid at local market rates. Benefits add about a fifth, so personnel is the largest cost, at about three fifths of the ¥9 million operating budget. All salary costs sit in the operating budget, not the project budget. We will check pay levels against Weihai market rates.

The grant pays allowed staff and running costs, but it is not our only source. Earned revenue covers about a fifth of the ¥9 million operating budget; gifts and foundation grants are the largest outside sources. We may add crowdfunding or a repayable loan if needed. Sales revenue is not profit: direct costs come first, and a small funding gap remains, about 3 percent. A for-profit may keep profits and sell shares; a nonprofit keeps its surplus for the mission and does not promise shares or dividends. We will check Weihai fundraising rules. A grant has its own purpose, dates, restrictions and reporting duties. We will check our eligibility, fit with the funder, qualifying costs, matching needs and reporting capacity. If matching funds are required, we will show confirmed cash or approved in-kind support, and we will check whether payment comes upfront, at milestones or after spending. We will report outputs, such as meals and screenings, and outcomes, such as easier access and less stress, and report social value, not profit. A reimbursement grant pays after we spend and report, so we hold a three-month reserve, use a monthly cash forecast, keep a minimum cash balance, watch our runway, and test lower sales, higher costs and late payments. We keep records ready for audit and will run a smaller service if funding ends. In our Tiger Tank pitch we will give a clear ask, show the benefit and delivery plan, explain our controls and who is responsible, and plan for the grant's end. With this team and this plan, EC 17 Voyager can cover the first-year costs and keep serving older adults after the grant.