KinRoots generates income from three separate, stable markets: assisted living fees, childcare fees, and family stabilization reimbursements. WVU research shows intergenerational facilities break even at less than 50% occupancy — well below the industry average. Three wings means more diversified risk, more funding access, and more community impact.
Traditional senior care facilities rely on a single revenue source. KinRoots generates revenue from three separate, stable markets — each with strong demand, limited local supply, and dedicated public funding streams.
| Revenue Stream | Unit Pricing | Capacity | Annual Revenue |
|---|---|---|---|
| Wing 1: Assisted Living Private rooms, 24/7 care |
$6,500/mo per resident | 40 beds | $3.12M |
| Wing 2: Daycare & Pre-K Infants through age 5 |
$1,400/mo per child | 60 children | $1.01M |
| Wing 3: Family Stabilization Mothers + children residential; recovery, transition, stabilization |
State/federal reimbursement + grants | 20–30 families | $400–600K |
| Supplementary Respite care, adult day programs, events |
Varies | As available | $180K |
| Total at Full Occupancy | $4.7–5.0M |
Beginning in Year 1, KinRoots activates a resident-to-employee workforce pipeline — one that unlocks a sixth funding category unavailable to any standard care facility.
Workforce development grants don't appear in the revenue table above because they fund training and education rather than operations. But they directly reduce staffing costs: residents who complete the pipeline are hired at market rate with externally funded training, and retention rates for staff who stabilized at KinRoots are structurally higher than market. See the full grants breakdown →
West Virginia University's research on intergenerational care facilities found that dual-revenue models achieve break-even at significantly lower occupancy than traditional single-program facilities.
Traditional assisted living facilities need 75-85% occupancy to break even. By combining three revenue-generating programs under one roof, KinRoots shares fixed costs (building, utilities, admin, kitchen) across all three wings — dramatically lowering the break-even threshold while accessing five separate public funding categories simultaneously.
A single building with two wings shares HVAC, plumbing, electrical, kitchen facilities, laundry, administrative offices, parking, and exterior maintenance. Conservative estimates put shared infrastructure savings at 30-40% compared to operating two separate facilities.
The common room — the heart of the intergenerational model — is also the facility's greatest operational efficiency. One space serves both programs, requiring no additional construction beyond what either wing would need independently.
| Expense Category | Annual Est. |
|---|---|
| Staff (nursing, childcare, admin) | $1.9M |
| Facility operations | $420K |
| Food service | $310K |
| Insurance & compliance | $180K |
| Programming & supplies | $90K |
| Total operating costs | $2.9M |
Conservative projections assuming gradual ramp-up. Assisted living fills slower (6-12 month waitlists are common in Alaska); daycare fills faster due to extreme local demand.
| Metric | Year 1 | Year 2 | Year 3 | Year 5 |
|---|---|---|---|---|
| Assisted Living Occupancy | 45% | 65% | 80% | 92% |
| Daycare Enrollment | 70% | 85% | 95% | 100% |
| Total Revenue | $2.3M | $3.2M | $3.9M | $4.3M |
| Operating Costs | $2.5M | $2.8M | $2.9M | $3.1M |
| Net Operating Income | ($200K) | $400K | $1.0M | $1.2M |
Both assisted living and childcare in Alaska face severe supply shortages. KinRoots enters a market where demand already exceeds capacity.
Construction costs for a 25,000-35,000 sq ft facility in Anchorage, including both wings, common areas, outdoor space, and specialized medical/childcare infrastructure.
KinRoots is positioned to access multiple funding streams across five categories simultaneously — an unprecedented combination for a single facility in Alaska. Three wings means three separate grant-eligible programs, each qualifying for distinct federal and state funding.
Additional funding categories: CCDBG (childcare block grant), AK DHSS maternal health programs, HUD transitional housing, IHS Native health infrastructure, WIOA + DOL workforce development grants (Phase 2). See the Grants page for the full funding landscape.
Site selection, feasibility study, community engagement with local organizations, community partners, and mission-aligned funders. Secure letters of support and initial funding commitments.
Architectural design with dual-wing layout, licensing compliance for both assisted living and childcare. State and local permitting. Construction bid process.
Ground-up construction of the facility. Phased approach allows early occupancy of the daycare wing while assisted living wing completes final fit-out.
Staff hiring and training. Daycare opens first (faster fill rate). Assisted living begins accepting residents. Full intergenerational programming launches within 90 days of both wings operating.
Residents begin informal facility contributions at Month 6. By Year 1, a formalized workforce training program launches — CNA, childcare aide, kitchen, admin, and front desk tracks. Wing 2 provides free childcare so residents can train without barrier. Funded through WIOA, DOL Reentry Employment Opportunities, and state workforce grants. By Year 2, the scholarship pathway opens: LPN/RN nursing, Behavioral Health Aide, and Substance Abuse Counselor tracks, funded through IHS scholarships, HRSA Nurse Corps, and ANC shareholder education programs. The facility builds its own workforce — the highest-retention staffing model in healthcare.
State-specific data on elder care gaps, childcare deserts, and why Alaska is the ideal first market for this model.