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Running head: TRAINING PROGRAM PLAN

Training Program Plan

Kathleen Byrne
AET/570
Natasha Spellman
June 22, 2015

Training Program Plan

Training Program Description:
The future of assisted living facilities shows a strong propensity for growth with the Baby
Boomer generation moving into the age demographic within the next 10 years that will supply
the demand for assisted living facilities. There are over 19,000 assisted living service companies
in the United States. Each year, the industry generates over $49 billion dollars in billable
revenue. The industry also employs more than 1,000,000 people, and provides average annual
payrolls of over $22 billion dollars (Legacy Senior Care Group, 2014).
Our clients are the residents of our facility, as well as, their families who most often make
the buying decisions. The clients are men and women 55+, in need of assistance with activities of
daily living. They seek an environment that is safe, secure, and minimizes risks that could cause
more dependence (Legacy Senior Care Group, 2014).
The assisted living industry has grown at a rate of 31.3% according to the last economic
census. This exceptional growth is attributed to the general publics acceptance and compassion
for developmentally disabled and elderly people. Large institutions that cater to the needs of our
aging population are becoming less popular because of their cold nature. Our physically
compromised elders and their family caretakers are quickly adopting more of a residential feel
aging in place model of care facility as an alternative to traditional institutional care. Projections
show that there will be approximately 70 million people in need of this kind of care nationally in
the next 10 years. We feel this industry will have exponential growth and we are on the ground
floor with cutting edge design and services that will meet the needs of our aging population
(Legacy Senior Care Group, 2014).

Through a thorough training session our goal is to provide the highest quality care in the
Rochester, New York, area for senior assisted living and memory care. The program goals and
program objectives revolve around providing quality care for our seniors in a residential
environment, while treating them with the utmost dignity and respect, through a staff of caring
professionals.
Short term goals:

Streamline processes and procedures for daily operations (both administrative and

services)
Negotiate contracts with vendors to control expenses
Continue to develop and maintain our management and organizational systems for more

efficiency
Improve and maintain our superior quality control and resident services
Maintain and increase our gross profit margins

Long term goals:

Maintain and increase our gross profit margins

Add a 15-bed addition to our memory care cottages
Add a 20-bed addition to our assisted living area
Develop a highly trained core of professional staff and care givers that are dedicated to
each other, our clients, our company, and to the community

Strategies:

Hire an exceptional, competent, and caring staff and compensate them well
Give incentives to the Administrator for high occupancy rates

Treat each other with the same respect we show our clients
Work hard at teamwork and communication, realizing this is key to our success
Continually work on improving client services and systems

Monitoring:

Review business plan with Administrator at the beginning of each quarter

Review and revise, if necessary, the business plan at the end of the fourth quarter
Review budgets and occupancy rates, monthly, with Administrator
The primary focus of everything we do is to provide the best care and most efficient

service for our residents. We know they have choices concerning where to live. It is our goal, to
prove daily, that they have made the right choice. We will accomplish this by:
1. Catering to the emotional and physical needs of our residents
2. Providing freedom of choice for our residents through a caring staff that promotes dignity
and independence
3. Providing services and staffing that allow residents the ability to stay with us until the
end of their lives, giving them security and peace of mind
4. Providing a clean, stylish and comfortable environment that they can be proud to call
home
5. Encouraging family involvement with residents by accommodating their needs for
interaction
Needs or Gap Analysis:
Social indicators, performance and product reviews, and observations have identified
techniques for determining the type of training that is needed. Gap analysis involves the
comparison of actual performance with potential or desired performance. There is a top 10 list of
the best managed assisting living facilities in the United States; they will serve as the beacon for
our new facility. If our organization does not make the best use of social indicators and

observations we will not meet our objectives and goals. Assisted living facilities are regulated by
the states. The state of New York has some of the strictest assisted living guidelines in the
country; a gap analysis will compare what is required by New York and the regulations we have
determined we need in place through observation, performance and product reviews.
Social indicators prove todays seniors are looking for state-of-the-art pools, fitness
centers, libraries, computer labs, along with a salon, bistro, ice cream parlor, chapel, theater, arts
and crafts rooms, private dining rooms, culinary arts rooms, massage rooms, and a spa and
wellness center staffed daily by a registered nurse and physical therapist. Food is prepared by
chefs instead of line cooks; many senior facilities have pastry chefs and a wine cellar. Schwartz
(2014) states, Not surprisingly, most residents in the high end of the market include former
professionals -- doctors, lawyers, professors and brokers. Many still work part time or volunteer
in their communities. Such communities bring together like-minded individuals who share
common interests. The community is designed to give residents the opportunity to pursue
hobbies or learn a new skill (para. 7). Gone are the sterile, dark 1960s institutional-type
nursing homes. Todays seniors want and desire so much more.
Budget:
The so much more takes money. The management team will consist of the following:

Executive Director
Activities Director
Maintenance Director
Dietary Manager
Director of Nursing
Marketing/Sales Director
Financial Director
Health Consultants
The organization chart follows:

Executive
Director

Administrati
ve Staf

Accounting

Facilities
Operations

Health
Consultants

SalesMarketing

Registered
Nurses

Assisted
Living Aides

Administrati
ve

Personnel Plan
Yearly
Year
Executive Director
Facility Directors
Registered Nurses
Care givers and
kitchen staff
Administrative and
Accounting
Total

Numbers of
Personnel
Year
Executive Director
Facility Directors
Registered Nurses
Caregivers and
kitchen staff
Administrative and

2014
$72,492.00
$159,780.00
$69,600.00
$343,706.62

2015
$74,666.76
$164,573.40
$107,532.00
$771,316.80

2016
$76,906.76
$169,510.60
$110,757.96
$794,456.30

$20,000.00

$55,847.04

$57,522.45

$665,578.62

$1,173,936.00

$1,209,154.08

2014
1
4
2
22

2015
1
4
3
45

2016
1
4
3
45

Accounting
Totals

30

55

Materials
Technical Support
Equipment
Travel
Facilities
(Management Fee)
Supplies
Miscellaneous

$5,000.00/monthly
$5,000.00/monthly
$2,080.00/monthly
$1,250.00/monthly
$10,500.00/monthly

$60,000.00/yearly
$60,000.00/yearly
$25,120.00/yearly
$15,000.00/yearly
$126,000.00/yearly

$260.00/monthly
$5,166.00/monthly

$3,120.00/yearly
$62,000.00/yearly

Fringe Benefits
(Health Insurance,
employee
appreciation)
Totals

$9,202.00/monthly

$110,424.00/yearly

$38,458.00/monthly

$461,664.00/yearly

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Income estimates:
Income from
Assisted living,
dementia, semiprivate rooms, semi,
private memory care
with a 5% vacancy
rate (participant
fees)
Government (State
and federal)
Grants
Parent Company
Totals

$327,289.25/monthly

$3,927,471.00/yearly

$65,457.85/monthly

$785,494.20/yearly

$32,728.92/monthly
$16,364.46/monthly
$441,840.40/monthl

$392,747.10/yearly
$196,373.55/yearly
$5,302,085.76/yearl

Staffing Plan:
Staffing is the most important decisions for the Rochester facility. Without a good staff
the goals and objectives of the Rochester facility cannot be met. Staffing is as follows:
Activities Director - (provide activity areas that are safe and clean). This includes:

Following the policies and procedures in the Risk Management and Infection Control

Manuals for establishing and maintaining a safe environment

Visual inspections for safety and cleanliness before activities begin
Design support services that meet the specific needs of our residents and their families.

This includes:
Coordinating and delivering program services for each wing while assisted by resident

caregivers
Coordinating family, spiritual, and community outreach/volunteer programs
Documenting activities as required by Executive Director
Hire, develop, and retain an efficient, compassionate and professional staff that meets our
residents needs. This includes:

Recruiting, selecting, and supervising program service staff

Encouraging teamwork and creating a positive work environment
Training resident caregivers and other staff to assist in programming

Manage program operating costs. This includes:

Purchasing programming supplies and equipment, and accounting for and tracking

expenses
Ensuring that program supplies and equipment are supplied and maintained within the
budget

Maintenance Director (provide an environment that is safe, clean, and comfortable). This
includes:

Maintaining the interior physical plant and equipment

Maintaining the exterior physical plant and grounds
Maintaining safety, sanitation, and infection control
Directing and supervising housekeeping functions
Maintaining an adequate level of housekeeping and other building service supplies

Hire and develop a compassionate, efficient, professional staff that meets our residents
needs. This includes:

Recruiting, hiring, training, and supervising housekeeping staff

Encouraging teamwork and maintaining a positive working environment

Manage our operating costs. This includes:

Purchasing, tracking, and accounting for housekeeping and building service supplies and

equipment
Maintaining building services costs while staying within budget

Dietary Manager (provide a safe, clean, and comfortable environment). This includes:

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Maintaining strict compliance to all sanitation regulations/practices of food service

Maintaining a clean and orderly kitchen
Following all procedures and policies in the Risk Management and Infection Control
Manuals for safe and clean operation

Serve nutritionally balanced and appetizing meals. This includes:

Setting up and maintaining kitchen operations and menus

Preparing and serving meals
Maintaining an inventory of food and supplies
Preparing food for special events and meals for residents with special diets
Complying with state and company policies and procedures

Hire, develop, and train an efficient professional staff that meets our residents needs. This
includes:

Recruiting, hiring, training, supervising, and developing food service staff

Encouraging teamwork among staff and maintaining a positive work environment in the
kitchen

Manage our operating costs. This includes:

Purchasing all food, food service supplies, and equipment

Accounting and tracking all expenses
Maintaining all food and supplies within our budget

Director of Nursing (provide an environment that is safe, clean, and comfortable). This
includes:

Implementing all policies and procedures established in the Risk Management and

Infection Control Manuals to maintain a safe environment

Supervising house cleaning and laundry

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Assisting in maintaining a clean environment, focusing particularly on the Health Center

and resident houses

Customize supportive services that are tailored to the specific needs and preferences of
residents and their families. This includes:

Assessing and monitoring residents' health care needs through appropriate actions,

training, consultation, and delegation

Managing and monitoring the delivery of all resident services including personal and

health care
Providing case management and overseeing the medication system
Ensuring that established standards of resident care are followed and met
Monitoring quality of resident care and recommending and implementing appropriate
plans of action to improve quality

Create user-friendly and efficient operating systems that support the personnel providing
service. This includes:

Assisting the Director in implementing a service management system, focusing on

resident services delivery

Monitoring service delivery and maintaining service documentation

Hire, develop, and retain a compassionate, efficient, and professional staff that focuses on
meeting residents needs. This includes:

Hiring, training, supervising, and developing resident services staff

Creating a positive working environment and encouraging teamwork
Maintaining appropriate resident services staffing levels on all shifts

Manage our operating costs, but not at the expense of meeting residents' expectations. This
includes:

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Ordering health-related supplies, equipment, and supplemental services for residents

Maintaining an adequate inventory of supplies
Maintaining resident care services, labor, supply, and equipment costs within budget

Detailed duties and responsibilities required in these areas are outlined in the List of Job
Responsibilities, which becomes an integral part of this position description.

Pre-requisites:

Must have a valid and current RN state license

2-3 years of clinical experience, geriatric nursing, including dementia resident care,

preferred
Must have effective communication skills
Demonstrated supervisory skills

Marketing Director (responsible for marketing the facility to the public). This includes:

Developing and implementing a marketing plan including, but not limited to, the use of

brochures, newspapers, radio, and television media

Personally conducting all prospective customer and family site visits
Conducting new resident assessments and completing documentation related to move in
Serving as ambassador of the facility to the community and residents family members,

increasing occupancy through compassion and professionalism

Effectively growing census and developing a waiting list

Manage marketing costs. This includes:

Assisting the Executive Director in the development of an annual marketing plan and

budget
Negotiating terms with media outlets, accounting for purchases, and tracking expenses
Ensuring the marketing expenses are within budget

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Resident assessment, admission and service management. This includes:

Overseeing the Service Management System, to ensure that residents and their families

expectations are met

Preparing, negotiating and orienting the responsible party (family) to service agreement,

rental agreement, and management risk agreement

Updating assessment, service agreement, rental agreement, and risk management

agreement as needed
Tracking utilization of services and staffing patterns to improve services

New Resident/Family Orientation. This includes:

Ensuring a smooth transition of all residents into the building

Introducing residents and families to building (i.e., physical environment, staff, other
residents, programs, services, other resources, rules, policies and procedures)

Resident Transfer. This includes:

Planning for and coordinating the residents departure from the building
Involving the responsible party (family) in planning, informing them of each step of the
process in a timely fashion

Family Support Group. This includes:

Planning for, conducting, and encouraging participation in a monthly family support

group

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Executive Director (people management). This includes:

With assistance of owner, implementing recruitment and retention plans, which

minimizes employee turnover, vacancies, overtime usage, and labor hour usage to keep

within budget
Interviewing all staff and consultants
Ensuring that all employee interviews and hiring are in accordance with owners selection

policies
Managing and evaluating all direct reports through performance management with
timely, constructive feedback and professional development plans, including coaching,
counseling, written and oral disciplinary action, performance logs and anecdotal notes,

etc.
Promoting positive employee relations by facilitating an atmosphere of open

communication and problem solving

Effectively managing through appropriate delegation and direction of staff to perform

tasks and responsibilities

Promoting and maintaining a union-free environment through proactive human resource

practices and initiatives

Ensuring effective staff communications through monthly general staff meetings with all

three shifts
Ensuring that all corporate personnel policies and procedures are appropriately
implemented throughout the facility (i.e., grievance procedure, wage and hour policies,

EEOC, ADA, unemployment maintenance, and workers compensation etc.)

Ensuring appropriate actions are taken in response to employee opinion survey results,

including developing and communicating an action plan to the staff

With the assistance of the owner, managing the compensation, employee incentive, and

recognition plans
Utilizing approved safety programs to manage and minimize the risk of employee
accidents and injuries

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Monitoring and analyzing compensation information in the local market area

Training and development. This includes:

Identifying staff training and development needs

Orienting and training staff
Monitoring staff attendance at in-service education programs, and attending those

programs mandated by state and federal guidelines

Conducting at least one in-service program per year
Establishing and pursuing individual professional development goals
Ensuring and participating in effective and timely orientation and on-the-job training for
all employees

Communication. This includes:

Practicing effective communication skills with internal and external customers, both

written and oral

Facilitating effective, well-organized meetings, establishing useful and productive
objectives for each meeting, and following through with the appropriate action plan

Teamwork. This includes:

Demonstrating a willingness to cross-train and fill in for other staff when needed
Fostering teamwork among all staff (i.e., building goals, objectives and updates of current
events; creating opportunities for staff to become involved in projects; promoting

interdisciplinary and inter-departmental cooperation, etc.)

Assertively managing group or interpersonal conflict situations to the point of resolution

Customer service and quality management. This includes:

Serving as role model in principles of client service (i.e., participating as a team member
during staffing shortages, managing moments-of-truth etc.)

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Ensuring staff adherence to customer service principles with residents, families, visitors

and other staff members

Developing appropriate relationships with all clients (i.e., residents, families, staff and

regulators)
Ensuring appropriate and timely responses to all issues of concern
Responding appropriately and taking necessary action to Customer Satisfaction Survey

results
Implementing policies and procedures to ensure compliance with federal, state and local

regulations
Maintaining availability to address resident and family concerns and visibility during

daily activities
Developing a quality improvement plan for all service areas and monitoring it quarterly
Developing good working relationships with regulatory agencies staff members
Maintaining a residential facility free from abuse, mistreatment and neglect is of utmost
importance. If such incidents allegedly occur, taking appropriate actions and reporting

incidents to the proper agencies and owner(s)

Ensuring a safe, clean, comfortable, and aesthetically pleasing building and grounds
Ensuring compliance with emergency and safety policies, procedures, and guidelines
established by federal, state, and local agencies to provide a safe environment for

residents, families, visitors and staff

Ensuring staff awareness and reporting of potential hazards or unsafe conditions for
maintaining a safe environment; if such conditions exist, taking appropriate actions and

reporting to owner
Reviewing all incident/accident reports, identifying problems and recommending
corrective action in weekly staff safety meetings

Leadership:

Promoting mission, values, and goals

Managing and prioritizing multiple issues and responsibilities simultaneously
Providing weekend on-call duty on a rotating basis

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Making appropriate and timely decisions, using good judgment after review of facts and

opinions
Developing appropriate leadership style
Bringing a calming influence to crisis situations and directing appropriate actions

Personal Effectiveness:

Giving a maximum effort; showing respect, courtesy, tolerance, and understanding

Demonstrating a positive work ethic and integrity

Promoting a proactive management approach
Accurately identifying all sides of an issue
Demonstrating an analytical thought process when addressing issues
Making sound business decisions, addressing higher priority issues first, and adapting to

changing job demands

Maintaining balance between business and private life
Recognizing and managing personal stress levels

Professional and Technical Knowledge:

Keeping informed of trends, developments, concepts and techniques in his/her field that
affect products, services or areas of specialization and using this information to improve

both the organization and themselves

Demonstrating an understanding of Legacy Senior Health Care Group systems, including

computer software information and policies and procedures

Understanding all aspects of his/her position as executive director

Financial Management:

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Assisting owner in the development of an annual operating plan, operating budget, and

capital budget for the building

Executing operating plans and budgets in accordance with the direction from owner,
monitoring building performance against budget, and taking appropriate actions to ensure

overall budgetary compliance and profitability

Completing all proper fiscal documentation in a timely manner (e.g. purchase orders,

monthly reports, etc.)

Working with the owners financial manager, ensuring proper application of accepted

accounting procedures and owners accounting policies and procedures

Securing win-win agreements in the owners best financial interest
As we begin to staff we will look at internal and external resources. We will bring some

of the Rochester team from our other facilities, and we will look outside for the top in their
particular fields. We will hire our aides, bookkeepers, kitchen help, and customer service
representatives based on experience, but we will train them to represent our high standards and
requirements. The new team members will be evaluated by the Executive Director during the
first 90 days of hire
Stakeholders and Goals:
Stakeholders
Creditors
Directors

Employees

Partnership goals
The facility needs the
creditors as much as the
creditors need the facility.
Continue to develop and
maintain our management and
organizational systems for
more efficiency

Work hard at teamwork and

Ways to build support

Pay bills on time, provide
profit and loss statements, and
communicate a lot.
Develop a highly trained core
of professional staff and care
givers that are dedicated to
each other, our clients, our
company, and to the
community. One can do this
through employee incentives
and respect.
Treat each other with the same

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Suppliers
Residents

communication, realizing this

is key to our success
Negotiate contracts with
vendors to control expenses.
The facility has a contract
with the residents to supply
the best care possible.

respect we show our clients.

Pay all bills on time.
Hire an exceptional,
competent, and caring staff
and compensate them well

Communication Plan:
Our communication plan is our marketing plan. What Lake Ontario Place is offering to
the residents and their families is the marketing plan. The clients are the residents of our facility,
as well as, their families who most often make the buying decision. Our clients are men and
women 55+, in need of assistance with activities of daily living. They seek an environment that
is safe, secure, and minimizes risks that could cause more dependence.
Services provided for our clients will range from independent to full-time care, needing
24/7 nursing, and early stage dementia to late stage cognitive impairments, including mental
illness. A/L services include medication management, housekeeping and laundry, three delicious,
nutritional meals including an evening snack, daily activity programming, weekly outing, and
live entertainment. Personal care for these residents will include assistance with bathing and
dressing, incontinence care, specialized diets, hospice care, emergency call system, all utilities
(except telephone), cable television, and complete maintenance of building and grounds. Specific
memory care services include all of the aforementioned services and a facility designed and built
for those with memory impairments, specialized activity programming such as Montessori
activities, music and pet therapies. All A/L and memory services also include; rehab services
such as physical, speech, and occupational therapies, restorative therapies, ancillary services
which includes a medical director, physicians, psychiatrist, psychologist, podiatrist, dentist,
audiologist, behavioral nurse services, and certified dietician, V.N.S. services to provide

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additional support for complex physical needs such as wound care, vs. therapies, and tube feeds
on a part time, intermittent basis, social services to provide emotional support for seniors
struggling with depressions and the transitions of life, and financial services such as in-house
banking (Legacy Senior Care Group, 2014).
Lake Ontario Place assisted living facility features are designed to make the most of our
residents independence and well-being. Scheduled daily routines and the ability to move freely
about the facility allows for enjoyment of social interaction and emotional security.
Physical design features include a home-like setting that is warm and comfortable. An
exterior courtyard with walking paths, benches, and well-appointed landscaping gives our
residents a secure area to enjoy the outdoors. All the offerings at Lake Ontario Place are our
marketing tools.
We will have open houses for the families, serve meals, provide guided tours, and shine
as a team each Saturday during the pre-sale and opening. Based on the feasibility studies, we
should be at 100% occupancy within 19 months.
One of the most important physical features (marketing) is our community is specifically
designed to accommodate residents with physical and cognitive impairments. Residents with
physical impairments require a community that can accommodate their physical decline yet
promotes their independence with minimal environmental barriers. Residents with cognitive
impairments require a thoughtfully designed community that can offer safety and security. They
also require a design that promotes independence with minimal environmental barriers yet does
not overwhelm them due to their cognitive challenges.
An important service feature is our care model of aging in place. This feature allows
our residents the freedom of choice to stay in their community as their physical and cognitive

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needs until the ends of their lives. This benefit gives our residents the comfort of knowing they
can be cared for right in their own home without ever having to leave.
The physical building features of our community combined with our care model will give
our residents the quality of life they deserve. Lake Ontario Place will promote independence and
create peace of mind for our residents and their families. A building design that encourages
independence and provides care as residents age in place is the key feature that our community
offers. This design and service feature combined with our management expertise in senior care is
what will make us different and better than our competition.
Our marketing strategy will focus on referrals and direct advertising. We will establish,
develop and maintain ongoing relationships with physicians, hospital staff, rehabilitation
facilities, home health care agencies, Realtors, clergy, senior center staff, pharmacists, senior
apartments, etc. We will direct advertise using phone books, local newspapers, local magazines,
community newspapers, trade publications, an interactive website, billboards, signage, and
brochures in banks, restaurants, and senior centers, etc.
The primary focus of our advertising will be to reach the need driven seniors with our
model of aging in place and complete care giving services.
Our promotional budget will consist of $130,500 for startup (pre-opening) and $2,098.08
monthly after opening. Prices for our facility will be comparable or below our competitors.
$4,065.00 a month for assisted living, and $4,575.00 a month for memory care. Customers in this
marketplace are more need driven than price driven. Given that we are an upscale facility with
upscale amenities will make us very successful.
Referral development marketing strategy:
Referral Sources (A)

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Physician offices; Nurses, CNP, office personnel, PA, and MDs

Hospital Staff; ER nurses, social workers, discharge planners, case managers, and rehab

staff
Volunteer directors, volunteers
SNFs
Rehabilitation facilities
Elder attorneys
Home Health Agencies
Bank officers

Referral sources (B)

Podiatrist
Chiropractors
Therapists
Realtors
Clergy
Financial planners
Senior center staff
ADC director and staff
Assisted livings, senior apartments, independent livings

Referral sources (C)

Pharmacist
Fire department workers
EMTs
Police department
Group homes
Community info centers
A= referral sources has potential to refer 10-20 residents a year
B= referral sources has potential to refer 5-10 residents a year
C= referral sources has potential to refer 1-5 residents a year

Marketing strategy

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1. Identify individuals in each category

2. Prioritize and then systematically establish relationships
3. Follow up on each resource according to potential return on investment of time and
money spent to obtain referrals.
Example: Resources for group A should be followed up on more frequently. At least 20%
of the marketing dollars spent should be focus on group A because of greater potential return.
Program Evaluation:
The program evaluation will begin immediately; evaluation will be based on occupancy.
The Executive Director will be responsible for tracking occupancy at 3 months, 6 months, 12
months, 15 months, 18 months, and 19 months.
Sales Forecast
These are conservative figures based on other like facilities opening census and recruitment.

Measuremen

Assisted
living

Memory
care

Number
of beds

Total
94,050.00
161,595.0
0
212,100.0
0
252,930.0
0

t
3rd month
6th month

10/4
15/8

51,510.00
82,695.00

8/2
14/5

40,540.00
78,900.00

24
42

9th month

19/10

19/7

25/11

107,715.0
0
121,440.0
0

55

12th month

104,385.0
0
131,490.0
0

15th month

29/12

18th month

30/15

19th month

31/15

150,465.0
0
162,675.0
0
166,740.0

22/7
25/8
26/11
26/12

138,135.0
0
151,620.0
0
156,195.0

65
74
82
84

288,600.0
0
314,295.0
0
322,935.0

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The evaluations will solidify to the team members that their hard work, dedication, and
caring attitude determine how each goal (every three months) is met.
Based on our 88-bed assisted living facility (32-bed assisted and 24-bed memory care 16bed semi-private A/L, 16-bed semi-private memory) we expect our annual revenues, first year to
be $2,147,130.00, and increase annually by 4 to 5%.
Revenues per month are based on $4,065.00 for A/L residents and $4,575.00 for memory
care residents. Gross profit margins are expected to be 30% of gross revenue and/or higher, with
annual increases of 4 to 5%. Additional revenue sources will also be implemented including sales
of incontinence supplies and physical therapy services.
Opening day we predict having 12 residents, 5 memory and 7 assisted living, generating
$45,420.00 plus in income. Our operating cost at break-even is $135,184.00 per month including
fixed costs and variable costs. Our break-even resident requirements will be 17/9 memory care
and 18/7 assisted living, generating $196,680.00 per month, 51 residents of 88 total or 58%
occupied. Our sales predictions are 65 residents by the end of year one (see sales projection), or
74% occupied (Legacy Senior Care Group, 2014).
The above information helps determines the programs success. The lack of employee
turnover also points to the success of the program. Great training, incentives, and good pay leads
to less turnover.

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References
Legacy Senior Care Group. (2014). Richfield Assisted Living Facility Plan.
Schwartz, S.K. (2014). Check Out What Life is Like at Luxury Senior Living Communities.
Retrieved from http://www.foxbusiness.com/personal-finance/2014/08/13/live-insplendor-at-senior-living-communities/