Connect Korean 2026 home-visit care fees, clients, cancellations, paid service, travel and gap time, loaded labor, fixed cost, staffing capacity, and collection lag to estimate break-even and opening cash.
All costs, wages, cancellation rates, and productivity values below are fictional feature-demo inputs, not market averages. Replace them with employment records, written premises, vehicle and system quotes, service plans, claims, and deposits.
Official-source check 2026-08-16 · home-care labor-spending ratio 87.0%
Start with the time-tier fee, then apply actual cancellations and claim realization.
Changing the duration resets the average billed fee to the 2026 schedule. Eligibility for 210/240 minutes or additions is not determined.
Recipients planned for service in month 1
New contracts less exits; a negative value is allowed.
Average booked visits before cancellations
Confirmed average after applicable additions, reductions, and disallowances
Share of planned visits not completed
Share of completed benefit fees recognized and collected
Cost billable service time together with paid travel, gaps, and cancelled time.
Used separately for the basic registration screen and operating capacity.
Actual service, travel, and gap hours allocable to this agency
Confirmed base and hourly pay from employment records
Combine employer contributions, retirement reserve, paid-rest and allowances without overlap
Travel time treated as paid work by the agency
Paid non-billable waiting, records, and handoff time
Fuel, parking, and transit cash cost excluding fixed vehicle cost
Separate directors, social workers, overhead, and labor confirmed for the 87.0% numerator.
Monthly pay, employer burden, retirement reserve, and allowances
Monthly administrative or management labor not driven by client volume
Enter only fixed labor confirmed eligible for the 87.0% numerator
Keep VAT and management-fee scope consistent
Lease, insurance, and planned maintenance excluding per-visit cash cost
Recurring claims, records, communications, and security cost
Insurance, accounting, training, supplies, and other recurring cost
Connect basic facility and staffing screens with setup cash, deposit, and collection lag.
Confirm statutory rural status and any combined-service exception with the local authority.
Full-time facility director
Pre-screens the Annex 9 basic 16.5 m² threshold.
Fit-out, equipment, designation preparation, recruitment, and launch cash
Excluded from profit cost but included in month-1 cash outflow
Cash actually available before operations begin
Your operating assumption, not a statutory payment-day guarantee
Break-even clients
60 clients
Current monthly profit
-₩1,154,170
Additional working capital
₩45,462,207
Monthly labor-ratio proxy
90.1%
Contribution per planned visit
₩5,846
After cancellations, realization, paid time, and transport
Monthly contribution per client
₩116,917
At entered planned visits per client
Completed visits at break-even
1,137.6회
At exact break-even clients
Service hours at break-even
2,275.1h
Completed billable service time
Monthly revenue at break-even
₩48,416,275
After entered realization rate
Minimum required opening cash
₩85,462,207
Twelve-month cumulative trough from zero opening cash
Entered available cash
₩40,000,000
Additional working capital: ₩45,462,207
Lowest month-end cash
-₩45,462,207
Cash trough month: 12
Month-12 cash
-₩45,462,207
Month-12 receivables: ₩49,328,663
First profitable month
11
First month with non-negative operating profit
Basic registered care workers
15 / 15
Passes entered screen
Social-worker placement
1
Passes entered screen
Exclusive facility area
20㎡ / 16.5㎡
Passes entered screen
Full-time director
Passes entered screen
Qualification and concurrent duties remain separate
Current operating capacity
15 / 15
Hour gap: 0h
Month-12 operating capacity
18 / 15
Hour gap: 423.8h
| Month | Clients | Completed visits | Recognized benefit revenue | Operating cost | Operating profit | Cash receipts | Setup cash outflow | Month-end cash | Workers needed | Hour gap |
|---|---|---|---|---|---|---|---|---|---|---|
| 1 | 50 | 950 | ₩40,433,330 | ₩41,587,500 | -₩1,154,170 | ₩0 | ₩30,000,000 | -₩31,587,500 | 15 | 0h |
| 2 | 51 | 969 | ₩41,241,997 | ₩42,279,250 | -₩1,037,253 | ₩40,433,330 | ₩0 | -₩33,433,420 | 15 | 0h |
| 3 | 52 | 988 | ₩42,050,663 | ₩42,971,000 | -₩920,337 | ₩41,241,997 | ₩0 | -₩35,162,423 | 15 | 0h |
| 4 | 53 | 1,007 | ₩42,859,330 | ₩43,662,750 | -₩803,420 | ₩42,050,663 | ₩0 | -₩36,774,510 | 16 | 33.8h |
| 5 | 54 | 1,026 | ₩43,667,996 | ₩44,354,500 | -₩686,504 | ₩42,859,330 | ₩0 | -₩38,269,680 | 16 | 82.5h |
| 6 | 55 | 1,045 | ₩44,476,663 | ₩45,046,250 | -₩569,587 | ₩43,667,996 | ₩0 | -₩39,647,934 | 16 | 131.3h |
| 7 | 56 | 1,064 | ₩45,285,330 | ₩45,738,000 | -₩452,670 | ₩44,476,663 | ₩0 | -₩40,909,271 | 17 | 180h |
| 8 | 57 | 1,083 | ₩46,093,996 | ₩46,429,750 | -₩335,754 | ₩45,285,330 | ₩0 | -₩42,053,691 | 17 | 228.8h |
| 9 | 58 | 1,102 | ₩46,902,663 | ₩47,121,500 | -₩218,837 | ₩46,093,996 | ₩0 | -₩43,081,195 | 17 | 277.5h |
| 10 | 59 | 1,121 | ₩47,711,329 | ₩47,813,250 | -₩101,921 | ₩46,902,663 | ₩0 | -₩43,991,782 | 17 | 326.3h |
| 11 | 60 | 1,140 | ₩48,519,996 | ₩48,505,000 | ₩14,996 | ₩47,711,329 | ₩0 | -₩44,785,453 | 18 | 375h |
| 12 | 61 | 1,159 | ₩49,328,663 | ₩49,196,750 | ₩131,913 | ₩48,519,996 | ₩0 | -₩45,462,207 | 18 | 423.8h |
Time-tier fees and the 87.0% ratio follow MOHW Notice 2025-247, while the basic facility and staffing screen follows Annex 9 to the Enforcement Rule of the Welfare of Older Persons Act. The monthly ratio is not the annual legal test, and no designation, claim, or staffing recognition is guaranteed.
A home-visit care startup cannot be planned by multiplying clients by a headline fee alone.
Paid care-worker time may include the service itself, travel, gaps between appointments, records and handoffs, and part of a cancelled booking even when that time produces no claimable revenue.
A compact agency can therefore lose money despite modest rent when its territory is wide, schedules are fragmented, or claims and copayments arrive after payroll is due.
This calculator links clients, visits, the 2026 Korean time-tier fee, paid hours, loaded labor, fixed cost, break-even volume, staffing capacity, and twelve months of cash in one consistent model.
It is a planning aid rather than a designation, claim-eligibility, labor-compliance, tax, or legal determination.
The model divides fixed labor and operating cost by contribution per client after cancellations, claim realization, paid time, and transport.
It reports both the exact threshold and the whole-client target needed to reach non-negative monthly operating profit.
Service, travel, and gap minutes are converted into paid hours for completed visits and the paid share of cancelled visits.
Travel-and-gap labor is shown separately so that territory and scheduling alternatives can be compared.
Basic registered-worker and facility thresholds are screened separately from the workers actually required for entered paid hours.
Passing a basic headcount screen does not mean that the monthly roster has enough capacity.
Setup expense, refundable deposit, monthly cost, client ramp, and the entered collection lag are rolled into a twelve-month cash schedule.
The model shows minimum opening cash and the gap after available cash.
Ministry of Health and Welfare Notice 2025-247 took effect on January 1, 2026 and sets the following visit-care benefit fees by duration.
Selecting a duration resets the average billed fee to the scheduled amount, but the calculator does not determine eligibility for the 210-minute or 240-minute tiers, additions, reductions, or disallowances.
Replace the scheduled amount with an evidenced average when the actual recipient and service mix differs.
| Visit duration | 2026 fee | Model treatment |
|---|---|---|
| 30+ minutes | KRW 17,450 | Loaded when the tier is selected |
| 60+ minutes | KRW 25,320 | Loaded when the tier is selected |
| 90+ minutes | KRW 34,120 | Loaded when the tier is selected |
| 120+ minutes | KRW 43,430 | Loaded when the tier is selected |
| 150+ minutes | KRW 50,640 | Loaded when the tier is selected |
| 180+ minutes | KRW 57,020 | Loaded when the tier is selected |
| 210+ minutes | KRW 63,530 | Loaded when the tier is selected |
| 240+ minutes | KRW 70,080 | Loaded when the tier is selected |
The fee schedule and labor-spending ratio are drawn from the notice published through Korea's National Health Insurance Service.
The basic facility and staffing screen comes from Annex 9 to the Enforcement Rule of the Welfare of Older Persons Act.
These Korean sources were checked on August 16, 2026 and should be checked again before an application or later-year plan.
Completed visits equal clients multiplied by planned visits per client and the non-cancelled share.
Recognized benefit revenue equals completed visits multiplied by the average billed fee and claim-realization rate.
Enter the total eligible benefit fee including the insurer and recipient shares, then use realization and lag assumptions to reflect expected reductions, non-collection, and timing.
Paid hours for a completed visit include service, paid travel, and paid gap minutes.
Scheduled hours for cancelled visits are multiplied by the paid-cancellation share and added to the total.
Loaded hourly labor equals entered hourly wage multiplied by one plus the employer-load and allowance rate.
Contribution per planned visit is probability-adjusted recognized revenue less variable care-worker labor and transport cash cost.
Monthly contribution per client is contribution per planned visit multiplied by planned visits per client.
Exact break-even clients equal fixed labor and fixed operating cost divided by contribution per client, and the displayed operating target rounds this result up.
When contribution is zero or negative, adding clients cannot recover fixed cost under the entered assumptions.
The default demonstration starts with 50 clients, 20 planned monthly visits per client, the KRW 43,430 fee for 120 minutes, a 5% cancellation rate, and 98% claim realization.
It uses 15 registered care workers, KRW 12,000 hourly wage, a 15% employer-load and allowance rate, 20 paid travel minutes, and 10 paid gap minutes per visit.
Every default is fictional and must be replaced with agency-specific records and quotations.
| Output | Default result | Interpretation |
|---|---|---|
| Recognized monthly benefit revenue | KRW 40,433,330 | After cancellation and realization |
| Total monthly operating cost | KRW 41,587,500 | Fixed and visit-driven cost |
| Current operating profit | KRW -1,154,170 | Loss at 50 clients |
| Whole-client break-even | 60 clients | Exact threshold about 59.87 |
| Completed visits at break-even | About 1,137.6 | After entered cancellation |
| Service hours at break-even | About 2,275.1 | Completed billable time |
| Monthly labor-ratio proxy | About 90.1% | Not the annual legal test |
| Minimum required opening cash | KRW 85,462,207 | Setup, deposit, and lag included |
| Additional working capital | KRW 45,462,207 | After KRW 40,000,000 available cash |
With one net new client per month, the fictional plan first reaches non-negative monthly operating profit in month 11.
Month 12 nevertheless shows a care-worker capacity gap, so the 60-client break-even target must be paired with a route, roster, and hiring plan.
The 2026 labor-spending ratio for Korean home-visit care is 87.0%, while the legal review is based on the January-to-December annual period.
The calculator's monthly proxy divides loaded care-worker labor plus user-confirmed qualifying fixed labor by recognized benefit revenue.
The legal numerator can depend on worker category, placement, long-service, training and senior allowances, employer social contributions, retirement amounts, and other conditions in the notice.
Attribution periods, returned or reduced claims, additions, and the legal revenue denominator can also differ from this management-accounting model.
A displayed result above or below 87.0% is therefore a review signal, not a compliance decision.
The basic home-visit care thresholds screened from Annex 9 include at least 16.5 m² of exclusive facility area, one director, and at least 15 care workers in a general area or five in a statutory rural area.
One social worker is screened when recipients reach 15.
The calculator does not decide rural classification, combined-service exceptions, qualifications, full-time or concurrent-duty treatment, local demand, or the municipality's designation review.
Article 31 of the Long-Term Care Insurance Act places designation within a local-government process that extends beyond these numeric screens.
This is a simple comparison with the entered area's basic care-worker count, facility area, director, and social-worker trigger.
It does not promise designation or validate a worker roster.
Required workers equal total paid care-worker hours divided by the monthly hours that one worker can actually allocate to this agency.
Leave, training, vacancies, concurrent work, and time-of-day bottlenecks require a more conservative roster review.
Revenue in this operating model follows actual visit duration and an evidenced average fee.
A care grade alone does not determine visit duration, frequency, benefit-limit use, or eligibility for a specific addition, so recipient-level service plans should be translated into the entered averages.
Enter the total benefit fee including insurer and recipient portions as the average billed fee.
Reflect expected reductions, waivers, unpaid balances, and disallowances in the realization rate, and reflect collection timing in the lag.
No.
Break-even is only the zero-profit boundary under average entered assumptions, while recipient mix, staff absence, holidays, route concentration, payment timing, and service duration still vary.
Maintain separate staffing and cash buffers.
No.
The screen is a one-month management proxy, whereas the notice uses annual eligible labor items and benefit-fee boundaries.
Validate worker categories, payment items, attribution periods, and actual records under the current official guidance.
Start with recipients supported by a credible pipeline and routes that care workers could actually perform, then compare a downside case with slower growth, more cancellations, and longer collection.
If cash reaches its trough before the client break-even month, review opening date, hiring sequence, territory density, deposit, and funding before increasing acquisition spend.
Attach the client-ramp evidence, sample roster, wage build-up, premises and vehicle quotes, designation consultation record, and funding evidence to the final business plan.
Recheck the municipality, NHIS, and current Korean statutes and notices before filing for designation or using the model for a year after 2026.