Rapha Assisted Living: Case Study
Transportation Arrangements
Transportation is currently arranged but not provided by the Rapha Assisted Living. Arrangements are conducted in collaboration with the relatives at the time of admission. The transportation arrangements include transport residents to doctor appointments, activities, etc. You must have fleet insurance or sedan service to provide transportation for the residents. Since most of the residents have their own vehicles it is most appropriate and cost effective to arrange transportation for those who do not. However, in arranging for transportation, we need to contact county services or city rides to provide transportation service three times per week. This also increases Rapha’s value to the community.
Security
Rapha provides exterior lockable doors and windows, in addition to the effective automated devise or system that alerts staff …show more content…
to individuals entering and/or leaving the facility. However, it is assumed that the facility does not require an automated alert for the exit door as and when the door is supervised/monitored by a receptionist or other staff member who scrutinizes and maintains a log of persons entering and leaving the facility.
Important Assumptions
Rapha appears to have a non-standard model that allows for full occupancy forecast rather than the generally acceptable 90% to 95% capacity. It is assumed that the turnover rate of 3 per year is built into these assumptions. The facility makes no discrimination in the services provided to the residents based in the source of payment, Medicaid or private sources though the Medicaid residents are few in number. It is assumed that the residents do not include short stay accommodations and are full-time residents. Rapha is projecting reaching full capacity of the 20 beds in the second year.
The residents’ monthly costs are based on the current private payment and Medicare nursing-hour per resident-day rate for services rendered.
Assisted Living main residents are invoiced at the rate of approximately $117/day for nursing care, while the Medicare residents are billed at the rate of approximately $136/day, excluding costs of medications that are managed by our staff. Currently, we do not have private residents, which Rapha will target in their marketing strategies in the coming years. However, our rates are slightly lower than our nearest competitors. We are saving gains however, through effective staff retention, flexibility of the manager and the alternate manager in scheduling and effective performing training programs by experts in the field, including the pharmacist who serves as our consultant. In effect, through his consultation services, we have avoided unintended medication errors and improved the health and longevity of our residents. Our assumption that by effectively observing the 64 Codes of Maryland Regulations 10.07.14 will save us money and improve our services has proved
right.
The relatively medium size facility allows us a cost savings advantage on maintenance. We have assumed that the increase in revenue of 5 percent per year with subsequent in increases of salaries at the rate of 3 percent per year are achievable and sustainable. Through effective advertisement we will be able to increase the number of our residents.
Travel is included for conferences and will take certain aspect of revenues for education purposes. It is also assumed that maintenance will consume about 1% of the revenue.
Contractual
We will maintain contracts with a licensed pharmacist who will conduct an on-site review of physician prescriptions, physician orders, and residents’ records at every six months at the very minimum at the rate of $1,000 per visit. Additionally, other contracts will include but not limited to CPA financial reviews, recreation programs etc. are estimated at one percent of the revenue. Marketing
We have estimated marketing stratagem as half of one percent (0.50%) of the revenue. Obviously, effective marketing is essential to impact our community profile, increase visibility and advertise our care and services. Marketing will include radio announcements, printing brochures, email, Facebook development etc.
One important and significant assumption deals with required effective payables, that payments will be collected at the first of every month, as a straightforward payment from our private residents and the typical 60 to 90 day reimbursement from Medicare.
Miscellaneous
Miscellaneous include other supplies not included herein, entertainment of the residents etc., and is estimated as one percent (1%) of the annual revenue.
Transportation is currently arranged but not provided by the Rapha Assisted Living. Arrangements are conducted in collaboration with the relatives at the time of admission. The transportation arrangements include transport residents to doctor appointments, activities, etc. You must have fleet insurance or sedan service to provide transportation for the residents. Since most of the residents have their own vehicles it is most appropriate and cost effective to arrange transportation for those who do not. However, in arranging for transportation, we need to contact county services or city rides to provide transportation service three times per week. This also increases Rapha’s value to the community.
Security
Rapha provides exterior lockable doors and windows, in addition to the effective automated devise or system that alerts staff …show more content…
to individuals entering and/or leaving the facility. However, it is assumed that the facility does not require an automated alert for the exit door as and when the door is supervised/monitored by a receptionist or other staff member who scrutinizes and maintains a log of persons entering and leaving the facility.
Important Assumptions
Rapha appears to have a non-standard model that allows for full occupancy forecast rather than the generally acceptable 90% to 95% capacity. It is assumed that the turnover rate of 3 per year is built into these assumptions. The facility makes no discrimination in the services provided to the residents based in the source of payment, Medicaid or private sources though the Medicaid residents are few in number. It is assumed that the residents do not include short stay accommodations and are full-time residents. Rapha is projecting reaching full capacity of the 20 beds in the second year.
The residents’ monthly costs are based on the current private payment and Medicare nursing-hour per resident-day rate for services rendered.
Assisted Living main residents are invoiced at the rate of approximately $117/day for nursing care, while the Medicare residents are billed at the rate of approximately $136/day, excluding costs of medications that are managed by our staff. Currently, we do not have private residents, which Rapha will target in their marketing strategies in the coming years. However, our rates are slightly lower than our nearest competitors. We are saving gains however, through effective staff retention, flexibility of the manager and the alternate manager in scheduling and effective performing training programs by experts in the field, including the pharmacist who serves as our consultant. In effect, through his consultation services, we have avoided unintended medication errors and improved the health and longevity of our residents. Our assumption that by effectively observing the 64 Codes of Maryland Regulations 10.07.14 will save us money and improve our services has proved
right.
The relatively medium size facility allows us a cost savings advantage on maintenance. We have assumed that the increase in revenue of 5 percent per year with subsequent in increases of salaries at the rate of 3 percent per year are achievable and sustainable. Through effective advertisement we will be able to increase the number of our residents.
Travel is included for conferences and will take certain aspect of revenues for education purposes. It is also assumed that maintenance will consume about 1% of the revenue.
Contractual
We will maintain contracts with a licensed pharmacist who will conduct an on-site review of physician prescriptions, physician orders, and residents’ records at every six months at the very minimum at the rate of $1,000 per visit. Additionally, other contracts will include but not limited to CPA financial reviews, recreation programs etc. are estimated at one percent of the revenue. Marketing
We have estimated marketing stratagem as half of one percent (0.50%) of the revenue. Obviously, effective marketing is essential to impact our community profile, increase visibility and advertise our care and services. Marketing will include radio announcements, printing brochures, email, Facebook development etc.
One important and significant assumption deals with required effective payables, that payments will be collected at the first of every month, as a straightforward payment from our private residents and the typical 60 to 90 day reimbursement from Medicare.
Miscellaneous
Miscellaneous include other supplies not included herein, entertainment of the residents etc., and is estimated as one percent (1%) of the annual revenue.