Crystal Lake Memory Care in Winona, Texas has 250 residents. The administrator, Ken Stone, is concerned about balancing the ratio of its private pay to non-private pay patients. Non-private pay sources reimburse an average of $155 per day versus private pay residents who pay 90% of full daily charges. Stone estimates that the variable cost per resident per day is $80 for supplies, food, and contracted services, and annual fixed costs total $10 million.
What is the daily contribution margin of each non-private pay resident?
If 25% of the residents are non-private pay, what will Crystal Lake charge the private pay patients to break even?
What if non-private pay payors cover 50% of the residents? What will Crystal Lake need to charge the private pay patients to break even?
The investors insist that the facility earn $1 million in annual profits. How much must Stone raise the per day charge for the private pay residents in 25% of the residents are non-private pay?
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