At the assumed 35 completed daycare admissions on each of 22 days at $52 and eight earned overnight dogs on each of 30 nights at $80, the West Virginia wage scenario produces $7,996 mature monthly EBIT and $9,529 cash after capital maintenance. Boarding includes daytime care and is counted once. With overnight earning held at eight dogs, the daycare cash threshold is approximately 25.53 average admissions per daycare day; EBIT requires approximately 27.06. A 10% reduction in both realized rates changes mature cash to $4,316. The $52 realized daycare rate is a premium teaching assumption above the six named local group drop-ins ($27–$45); it is not a supported typical yield. State wages are observed anchors; care volume, prices, rent, group and paid-work rates remain assumptions for one selected address.
Fixed-site adult-dog daycare with three supervised compatible groups and limited individual overnight boarding
State benchmarks: May / July 2025 · Page prepared October 7, 2026
The direct state observations used here are occupation wages. The lease, opening allowances, realized prices, activity, dog-group sizes and nonwage costs are common teaching assumptions. These observations support a wage sensitivity and the stated operating checks; they do not establish an address-specific startup cost or a statewide average.
| Paid role | SOC | Assumed person-hours/month | Observed hourly median |
|---|---|---|---|
| Paid animal-care coverage, including relief and overnight work | 39-2021 | 1,638 | $13.73 |
| Paid care-supervision and management coverage | 39-1022 | 86.67 | $18.33 |
| Paid customer-service and booking coverage | 43-4051 | 86.67 | $18.48 |
U.S. Bureau of Labor Statistics: May 2025 occupational wage observations. The roster assumes 1,638 animal-care person-hours per planning month, plus 20 weekly hours each for care supervision and customer service. The additional roles are not counted as direct playgroup supervisors. The separate 18% employer allowance does not replace actual payroll taxes, benefits, insurance, leave, overtime or recruiting offers.
At 35 completed daycare admissions on 22 days at $52 net and eight earned overnight dogs on 30 nights at $80 net, revenue remains $59,240. Using these state wage anchors, loaded monthly payroll calculates $30,302.33, EBIT after depreciation $7,995.54, and mature cash after maintenance $9,528.87. These results are before financing, income tax, owner distributions and receivable changes.
Holding boarding activity and the paid costs fixed, approximate cash-after-maintenance break-even is 25.53 average daycare admissions per daycare day; depreciation-inclusive EBIT break-even is approximately 27.06. Compare those thresholds with the conditional 37-dog daycare peak ceiling and the actual reservation calendar. A financial threshold beyond the deliverable care plan cannot establish a workable target.
Three assumed groups of 15 compatible dogs provide 45 shared weekday places. Eight peak boarders leave 37 places for daycare, with paid routine work, handovers and activity-scaled recovery checked independently. Twelve individual overnight places exclude isolation and quiet holding. The default’s eight average earned boarders and eight peak boarders are an assumed even-occupancy condition; a monthly average does not establish the peak. Count overlapping arriving and departing boarders before accepting daycare admissions.
Weekday animal-care coverage pools comprise three direct group supervisors and one relief/task worker for 12 hours. Boarding-only days pool one group supervisor and one relief/task worker; overnight work pools 12 duty hours plus one paid relief/handover hour. Schedule individual workers with actual meals, breaks, leave and overtime. Incompatible groups, active isolation, sick-animal care and longer incident response can reduce admissions or require more paid coverage. Group size and all work durations are planning assumptions, not legal or animal-safety ratios.
The $52 realized net group-day yield is a premium assumption above the six named $27–$45 drop-in offers on the national price table. Lower net yield, a heavier boarding peak or more care recovery can reverse the result. Measure completed dog-days, earned dog-nights and actual package redemptions; keep customer deposits, unearned prepaid visits and taxes held for an authority separate from earned care revenue.
Test the care mix, net yield and opening cash · Plan groups and paid overnight response · Research standard and source scope
Planning information only. The stated scenario is not a quote, forecast, legal determination or guarantee.
The same paid roster costs $30,302 at West Virginia occupation anchors, compared with $37,449 at national anchors. The -$7,147 difference isolates wages and the assumed employer allowance; it does not compare commercial rent, achieved prices or local demand.
| Evidence class | What this establishes |
|---|---|
| Observed source records | May 2025 cross-industry occupation medians for the three cited roles and July 2024/2025 state population estimates retain their period and scope. Inspect exact workbook rows and fields. Population does not establish care demand. |
| Derived paid-care scenario | $59,240 earned care revenue combines separate dog-days and dog-nights; $7,996 mature EBIT and $9,529 cash after maintenance follow the complete paid roster and disclosed costs. Boarding includes its daytime care. |
| Authored commercial and care inputs | Realized rates, completed activity, peak dog cohorts, group compatibility, work durations, incident recovery, employer load, premises, opening allowances and retained cash are planning assumptions. Scoped provider observations do not validate this facility or its earning. |
| Test | Mature monthly EBIT | Defined change |
|---|---|---|
| Reference | $7,996 | 35 daycare admissions on 22 days; 8 earned boarders over 30 nights |
| 20% less earned care in both services | -$2,431 | 28 average daycare admissions; 6.4 earned boarders per night; paid costs and reserved peaks held fixed |
| 25% higher premises allowance | $6,246 | $8,750 monthly premises; all earning and paid coverage held fixed |
| 10% higher wage benchmarks | $4,965 | Same paid roster and separate 18% employer allowance |
An earned-care change scales both priced services; a wages or premises test changes only that input. Standing paid coverage and entered peak reservations remain funded. These are conditional sensitivities, not measured forecasts or probabilities.
Published research and calculations support business planning and education. They are not personalized financial, investment, tax or legal advice, and they do not guarantee costs, revenue, profit or financing. Estimates depend on the stated format, location, source periods and assumptions. Check the requirements and commitments that apply to your circumstances.
This completed planning profile combines checked state wage and population sources with a transparent financial scenario. Use its opening-cost, operating-cost and revenue figures as planning inputs, then replace location-sensitive assumptions when evaluating a specific address or service area.
| Evidence family | Published basis | What to confirm locally |
|---|---|---|
| Opening costs | Published planning inputs — replace with local quotes | premises scope, fitout, equipment, installation freight tax, deposits, preopening training, opening inventory, contingency |
| Operating costs | Published planning inputs — replace with local quotes | occupancy, utilities, insurance, materials, payment fees, marketing, software administration, maintenance |
| Paid labor and employer costs | State wage benchmark used — confirm employer costs | paid roster, wages, wage floor overtime, employer taxes, benefits leave, workers compensation, owner role |
| Revenue and collections | Published planning inputs — validate price and demand locally | realized price mix, demand volume, capacity, industry cross check, launch ramp, seasonality, collections |
| Permissions and fees | Confirm for the selected address | activity address jurisdiction, initial fees, recurring fees |
National equipment prices can support the plan where configuration, delivery and taxes match the intended purchase. Confirm rent, selling prices, demand and permissions for the actual location instead of applying a generic state adjustment.
The Census estimate for West Virginia is 1,766,147 people. It declined by 1,255 between July 2024 and July 2025 (−0.07%). This statewide movement cannot identify a viable accepted dog catchment, completed care mix, realized yield or deliverable peak day-and-night roster.
Using the same paid roster, West Virginia occupational wages produce $30,302 of monthly loaded payroll. That is −19.08% relative to the identical roster priced with national occupation medians ($37,449). Only wage benchmarks change in this comparison; it does not measure a state’s overall business attractiveness.
BLS wage source · Census population source · Exact fields and workbook rows
Fixed-site adult-dog daycare with three supervised compatible groups and limited individual overnight boarding. A fixed-site dog-care operator delivers screened adult-dog daycare and limited overnight boarding with paid supervision, relief, sanitation, customer handovers and overnight response.
The authored layout has three separately supervised 15-dog groups, or 45 shared daytime places, and 12 individual overnight places. Quiet holding and protected isolation are not sale capacity. The default assumes 35 daycare-only dogs and eight average and peak boarding dogs: 43 dogs sharing the weekday plan. The identical eight average and peak boarding count is an even-occupancy assumption, not an inference from average nights sold. Actual arrivals and departures must fit a peak calendar without overlapping a promised place. With the boarding peak held at eight, the complete conditional weekday ceiling is 37 daycare dogs; the next whole dog would require 46 shared places. At that ceiling, weekday care uses 47.705 of 48 paid person-hours and customer service uses 85.31 of 86.67 monthly hours. At the default 35, the weekday care workload is 47.535 hours, including continuous group supervision, standing duties and activity-linked recovery. Weekend boarding uses one assumed group, 18.56 of 24 daytime person-hours, and overnight duties use 9.16 of 13 paid hours alongside the separate 13-hour coverage-and-relief requirement. The capacity calculator also checks management, overnight places, weekend groups and average-versus-peak relationships. These group sizes, work rates and recovery allowances are teaching assumptions, not a national legal ratio, a safety certification or demand.
| Service | Assumed earned activity | Realized net rate assumption | Earned monthly revenue |
|---|---|---|---|
| Daycare-only completed care | 35 admissions × 22 days = 770 dog-days | $52.00 / dog-day | $40,040 |
| Overnight boarding, including its daytime care | 8 average dogs × 30 nights = 240 dog-nights | $80.00 / dog-night | $19,200 |
| Total earned care | The two services are added once | Deposits and future package/stay payments excluded | $59,240 |
The $52 realized daycare rate is an authored premium-yield case; the named local group-day drop-in observations are lower and do not establish achieved yield. The $80 boarding rate is also an assumption. Compare the exact included care and overnight staffing before using an advertised offer. Average earning and actual simultaneous peaks are different: the default assumes 35 peak daycare dogs and eight peak boarders; a different arriving/departing cohort must use its actual higher peak.
| Input | Reference assumption |
|---|---|
| average completed daycare admissions per daycare day | 35 |
| Realized net daycare rate | $52.00 |
| Daycare operating days / planning month | 22 |
| Variable cost share | 12% |
| All-in premises allowance / month | $7,000 |
| Other fixed costs / month | $4,500 |
| Employer cost allowance | 18% above base wages |
The assumed 12% of realized earned care revenue comprises 9% care consumables, any included food, use-driven laundry and waste, plus 3% payment costs. Realized rates already reflect concessions and expected collection losses, so those are not deducted again. Every employee role remains in payroll; routine, recovery and relief hours are not charged a second time as a labor percentage. The $4,500 monthly standing allowance comprises $1,000 utilities, $900 insurance, $850 marketing, $350 booking systems and communications, $500 standing waste and outsourced services, $500 professional/administrative support and $400 other standing support. The $7,000 premises allowance and $800 capital-maintenance cash are separate. Match standing service charges and use-driven consumables to avoid overlap. Noise control, drainage, ventilation, emergency veterinary costs, business interruption and a specific insurance package still require applicable quotes.
| Role / SOC | Paid hours / month | Wage benchmark / hour | P25–P75 / hour | Base wages / month |
|---|---|---|---|---|
| Paid animal-care coverage, including relief and overnight work39-2021 · Animal Caretakers · State observation | 1,638 | $13.73 | $12.13–$16.54 | $22,490 |
| Paid care-supervision and management coverage39-1022 · First-Line Supervisors of Personal Service Workers · State observation | 86.7 | $18.33 | $14.52–$22.81 | $1,589 |
| Paid customer-service and booking coverage43-4051 · Customer Service Representatives · State observation | 86.7 | $18.48 | $16.56–$23.32 | $1,602 |
Base wages total $25,680 per month. An authored 18% allowance for employer costs adds $4,622, giving $30,302 of loaded payroll. The allowance is a planning shortcut; it is not a state-specific payroll tax calculation or benefits quote for West Virginia.
May 2025 BLS Animal Caretakers, First-Line Supervisors of Personal Service Workers and Customer Service Representatives medians anchor the specified paid duties. The animal-care pool is 1,638 person-hours per 30-day planning month: 48 per daycare weekday, 24 per boarding-only daytime day and 13 per night. Supervisor and customer-service pools are each 20 weekly hours annualized by 52/12, or 86.67 monthly hours; neither adds simultaneous handler coverage. Four weekday care positions cover three continuous groups plus relief and ancillary work; two boarding-only daytime positions cover one group plus relief. Overnight coverage comprises a 12-hour care window and one additional paid relief/handover hour. These are pooled staffing clocks to distribute across lawful individual shifts, breaks, rest, relief and overtime. They do not mean one employee works a 12-hour shift at straight time. The 18% employer addition is an assumption, and observed occupation medians are neither hiring quotes nor legal wage floors. Every operating role is paid, including management or supervision. If the owner performs a modeled role, their compensation occupies that role once; no additional owner draw is included in operating profit.
The middle 50% wage interval describes the occupation’s observed wage distribution. It is not a confidence interval for this business’s total payroll. Allocate the aggregate hours across an actual roster and check wage rules, overtime, leave and employer obligations for the chosen location.
| Use of funds | Cash paid |
|---|---|
| Leasehold surfaces, drainage, acoustic and fencing allowance | $90,000 |
| Group barriers, gates and individual overnight spaces allowance | $24,000 |
| Ventilation, laundry access and security improvement allowance | $18,000 |
| Laundry, sanitation and care equipment allowance | $8,000 |
| Booking, intake, computers and camera setup allowance | $6,000 |
| Entity, insurance and professional setup allowance | $5,000 |
| Launch marketing allowance | $6,000 |
| Opening sanitation and consumable inventory allowance | $3,000 |
| Opening contingency allowance | $20,000 |
| Refundable premises deposit (two months of occupancy) | $14,000 |
| Paid pre-opening training | $2,008 |
| Total payments before opening | $196,008 |
The equipment and premises allowances are the same in all 50 states for this operating format. They are a comparison baseline and must be replaced with local scopes and quotes. Training uses 120 aggregate paid hours at the modeled team’s weighted loaded rate. The refundable deposit is cash tied up, not an operating expense.
The cash schedule tests 60 months, with sales ramping through 40%, 55%, 70%, 82%, 90%, 96%, 100% of the volume assumption. Full payroll and fixed costs begin in month one. The reserve covers the deepest cumulative operating deficit plus the stated buffer. A buffer is retained cash, not spending and not part of project payback twice.
Recognize only completed daycare and overnight care earned in the stated period at the realized net rates. A booked place, screening appointment, package sale, future stay, customer security deposit or advance payment is not additional current care revenue. Keep customer advances, unused package balances, refunds, credits, taxes collected for an authority and any restricted funds in a separate liability and dated cash ledger. The default assumes same-period collection and no customer-advance funding. Month-end balances can miss a larger daily payroll or premises gap; debt, taxes and owner distributions need separate schedules. Asset purchases are depreciated over 60 months for this scenario. No sale or deposit recovery is assumed at the end.
The stated daycare-and-boarding mix produces $10,329 mature monthly EBITDA, $7,996 depreciation-inclusive EBIT and $9,529 cash after maintenance at West Virginia wage anchors. With eight earned overnight dogs held fixed, the approximate daycare EBIT threshold is 27.06 average admissions per daycare day. Average earning still requires a feasible calendar of whole accepted dogs within the 37-dog conditional peak ceiling. Prices, activity, care-clock assumptions and nonwage costs need evidence for the selected address.
| Measure | Monthly amount |
|---|---|
| Revenue | $59,240 |
| Variable operating costs | $7,109 |
| Loaded payroll, including management | $30,302 |
| Occupancy assumption | $7,000 |
| Other fixed operating costs | $4,500 |
| EBITDA | $10,329 |
| Depreciation | $2,333 |
| Operating profit (EBIT) | $7,996 |
| Maintenance capital expenditure | $800 |
| Mature project cash flow | $9,529 |
With eight earned overnight dogs per night at $80 held fixed, the continuous daycare EBIT threshold is approximately 27.06 average completed admissions per daycare day at $52. The formula is ((fixed costs + depreciation) ÷ 88% contribution margin − earned boarding revenue) ÷ ($52 × 22 days), bounded below by zero. Mature cash after maintenance requires approximately 25.53 average daycare admissions. These are conditional averages, requiring a feasible calendar of whole accepted dogs.
The unchanged paid plan permits 37 peak daycare dogs with eight peak boarders. Shared groups, weekday and boarding-only care, continuous overnight coverage, customer service and supervision are checked separately; isolation and quiet holding are outside sale capacity. The calculator tests each clock again as activity and recovery work grow.
At both reference earned activities and the $80 overnight rate held fixed, the continuous daycare rate for EBIT is approximately $40.20. The cent-rounded sufficient rate is $40.21; the prior cent does not cover EBIT. A 10% reduction in both realized rates changes mature cash after maintenance to $4,316. The $52 daycare price is a premium assumption above the six named local group-day offers and needs its own paid-yield evidence.
| Measure | Months 1–12 | Mature month |
|---|---|---|
| Revenue | $611,949 | $59,240 |
| Operating profit (EBIT) | $8,887 | $7,996 |
| Project cash flow | $27,287 | $9,529 |
Project payback occurs in month 30 in this reference schedule. It measures recovery of actual pre-opening payments from cumulative project cash, with no financing or owner distributions. It does not measure cash paid back to an owner.
Arriving and departing boarders share daytime space with daycare dogs. A 12-place overnight inventory does not permit 12 extra dogs beside a full daycare group. Isolation or incompatible cohorts can consume space and relief even when earned occupancy falls.
Group supervision, arrivals, sanitation, feeding, breaks, shift handovers and overnight response overlap. A wage median does not price overtime, skill, turnover or lawful relief. Extra cash cannot repair a roster that leaves a care period uncovered.
Use one input set for daycare, boarding, peak care, paid work, opening cash and the full schedule. A boarding night includes its daytime care. Isolation and quiet holding are outside sale capacity.
The default assumes equal average and peak boarding occupancy. Enter the actual peak present during arrivals and departures; it may exceed the average paid overnight count. The 30-day planning month has 22 daycare days and eight boarding-only daytime days.
Whole counts apply to physical groups, places and peaks. Earned monthly averages and legitimate prices accept their exact precision. Paid care hours are coverage pools; split shifts, breaks, relief and overtime require a real employee rota. The default is restored by Reset example. Deposits and future prepayments are excluded from earned sales.
Reference result · the assumptions and peak plan apply.
The daycare thresholds hold earned overnight activity and all paid costs fixed. Boarding includes daytime care and is not counted again as daycare. The entered average and peak plan fits the disclosed assumed resource clocks. The 40/55/70/82/90/96/100% ramp scales both earned daycare visits and overnight stays; peak places remain reserved as entered. Actual arriving/departing boarders, incompatible groups, sick dogs and isolation can reduce admissions. The group size, staffing, care durations, exception rate and response durations are assumptions, not a legal or animal-safety certification. Paid hours are coverage pools to schedule across employees, with lawful breaks, relief and overtime checked separately. Recognize only completed daycare and earned overnight care at realized net rates; customer deposits, package prepayments, unearned future stays and taxes collected for an authority remain separate obligations. The schedule excludes financing, income taxes, distributions and customer-advance funding. Month-end cash does not replace a dated daily cash forecast.
| Month | Completed daycare dog-days | Earned overnight dog-nights | Daycare revenue | Boarding revenue | Total earned revenue | EBITDA | Depreciation | EBIT | Capital maintenance cash | Earned revenue receivable | Receivable increase | Operating cash | Cumulative operating cash | Funded closing cash | Customer-service hours | Supervision hours | Peak plan fits (1=yes;0=no) |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 1 | 308 | 96 | $16,016 | $7,680 | $23,696 | -$20,950 | $2,333 | -$23,283 | $800 | $0 | $0 | -$21,750 | -$21,750 | $103,645 | 44.98 | 48.87 | 1 |
| 2 | 423.5 | 132 | $22,022 | $10,560 | $32,582 | -$13,130 | $2,333 | -$15,464 | $800 | $0 | $0 | -$13,930 | -$35,680 | $89,715 | 54.35 | 52.2 | 1 |
| 3 | 539 | 168 | $28,028 | $13,440 | $41,468 | -$5,310 | $2,333 | -$7,644 | $800 | $0 | $0 | -$6,110 | -$41,791 | $83,605 | 63.72 | 55.53 | 1 |
| 4 | 631.4 | 196.8 | $32,833 | $15,744 | $48,577 | $945 | $2,333 | -$1,388 | $800 | $0 | $0 | $145 | -$41,645 | $83,750 | 71.21 | 58.19 | 1 |
| 5 | 693 | 216 | $36,036 | $17,280 | $53,316 | $5,116 | $2,333 | $2,782 | $800 | $0 | $0 | $4,316 | -$37,330 | $88,066 | 76.21 | 59.96 | 1 |
| 6 | 739.2 | 230.4 | $38,438 | $18,432 | $56,870 | $8,244 | $2,333 | $5,910 | $800 | $0 | $0 | $7,444 | -$29,886 | $95,509 | 79.95 | 61.29 | 1 |
| 7 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | -$20,357 | $105,038 | 82.45 | 62.18 | 1 |
| 8 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | -$10,828 | $114,567 | 82.45 | 62.18 | 1 |
| 9 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | -$1,299 | $124,096 | 82.45 | 62.18 | 1 |
| 10 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $8,230 | $133,625 | 82.45 | 62.18 | 1 |
| 11 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $17,758 | $143,154 | 82.45 | 62.18 | 1 |
| 12 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $27,287 | $152,683 | 82.45 | 62.18 | 1 |
| 13 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $36,816 | $162,211 | 82.45 | 62.18 | 1 |
| 14 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $46,345 | $171,740 | 82.45 | 62.18 | 1 |
| 15 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $55,874 | $181,269 | 82.45 | 62.18 | 1 |
| 16 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $65,403 | $190,798 | 82.45 | 62.18 | 1 |
| 17 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $74,932 | $200,327 | 82.45 | 62.18 | 1 |
| 18 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $84,461 | $209,856 | 82.45 | 62.18 | 1 |
| 19 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $93,989 | $219,385 | 82.45 | 62.18 | 1 |
| 20 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $103,518 | $228,913 | 82.45 | 62.18 | 1 |
| 21 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $113,047 | $238,442 | 82.45 | 62.18 | 1 |
| 22 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $122,576 | $247,971 | 82.45 | 62.18 | 1 |
| 23 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $132,105 | $257,500 | 82.45 | 62.18 | 1 |
| 24 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $141,634 | $267,029 | 82.45 | 62.18 | 1 |
| 25 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $151,163 | $276,558 | 82.45 | 62.18 | 1 |
| 26 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $160,692 | $286,087 | 82.45 | 62.18 | 1 |
| 27 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $170,220 | $295,616 | 82.45 | 62.18 | 1 |
| 28 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $179,749 | $305,144 | 82.45 | 62.18 | 1 |
| 29 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $189,278 | $314,673 | 82.45 | 62.18 | 1 |
| 30 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $198,807 | $324,202 | 82.45 | 62.18 | 1 |
| 31 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $208,336 | $333,731 | 82.45 | 62.18 | 1 |
| 32 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $217,865 | $343,260 | 82.45 | 62.18 | 1 |
| 33 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $227,394 | $352,789 | 82.45 | 62.18 | 1 |
| 34 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $236,923 | $362,318 | 82.45 | 62.18 | 1 |
| 35 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $246,451 | $371,847 | 82.45 | 62.18 | 1 |
| 36 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $255,980 | $381,375 | 82.45 | 62.18 | 1 |
| 37 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $265,509 | $390,904 | 82.45 | 62.18 | 1 |
| 38 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $275,038 | $400,433 | 82.45 | 62.18 | 1 |
| 39 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $284,567 | $409,962 | 82.45 | 62.18 | 1 |
| 40 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $294,096 | $419,491 | 82.45 | 62.18 | 1 |
| 41 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $303,625 | $429,020 | 82.45 | 62.18 | 1 |
| 42 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $313,153 | $438,549 | 82.45 | 62.18 | 1 |
| 43 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $322,682 | $448,078 | 82.45 | 62.18 | 1 |
| 44 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $332,211 | $457,606 | 82.45 | 62.18 | 1 |
| 45 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $341,740 | $467,135 | 82.45 | 62.18 | 1 |
| 46 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $351,269 | $476,664 | 82.45 | 62.18 | 1 |
| 47 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $360,798 | $486,193 | 82.45 | 62.18 | 1 |
| 48 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $370,327 | $495,722 | 82.45 | 62.18 | 1 |
| 49 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $379,856 | $505,251 | 82.45 | 62.18 | 1 |
| 50 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $389,384 | $514,780 | 82.45 | 62.18 | 1 |
| 51 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $398,913 | $524,308 | 82.45 | 62.18 | 1 |
| 52 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $408,442 | $533,837 | 82.45 | 62.18 | 1 |
| 53 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $417,971 | $543,366 | 82.45 | 62.18 | 1 |
| 54 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $427,500 | $552,895 | 82.45 | 62.18 | 1 |
| 55 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $437,029 | $562,424 | 82.45 | 62.18 | 1 |
| 56 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $446,558 | $571,953 | 82.45 | 62.18 | 1 |
| 57 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $456,087 | $581,482 | 82.45 | 62.18 | 1 |
| 58 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $465,615 | $591,011 | 82.45 | 62.18 | 1 |
| 59 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $475,144 | $600,539 | 82.45 | 62.18 | 1 |
| 60 | 770 | 240 | $40,040 | $19,200 | $59,240 | $10,329 | $2,333 | $7,996 | $800 | $0 | $0 | $9,529 | $484,673 | $610,068 | 82.45 | 62.18 | 1 |
Bring the exact business entity and address, daytime and overnight animal-care scope, accepted dogs, maximum simultaneous animals, group compatibility and supervision, quiet holding and isolation, building/fire/access, drainage, ventilation, noise, waste, feeding, care records, emergency response, customer contracts, packages and deposits, employees, individual shifts, relief, overtime, insurance and landlord permissions to the responsible planning/building/fire, animal-care, labor, tax and employer offices and qualified advisers. Requirements are jurisdiction- and activity-specific; a state directory, broad industry code or published operator offer does not approve the address.
| Workstream | Official starting points | What to ask |
|---|---|---|
| Business and activity | Which entity, name or activity registrations apply, and which local or specialist office also has responsibility? | |
| Tax | Which registrations and treatment apply to the actual goods or services, location and staffing arrangements? | |
| Employers | Which employer accounts, reporting steps and labor obligations apply to the planned paid roster? |
Take the activity, address, proposed equipment and staffing plan to the relevant office. Record applicability, supporting documents, fees, dependencies and renewal terms from the actual official response.
Use the IRS West Virginia directory to identify starting agencies and the linked official destinations for activity checks. A directory snapshot and its current destinations have separate dates and scopes. Confirm current responsibility with the relevant office; these links do not verify a permit, tax treatment, fee or opening time for this business. Open the full West Virginia opening checklist →
Take the exact address, adult-dog care scope, overnight use, maximum simultaneous dogs, group layout, isolation, drainage, sanitation, ventilation, noise, waste, fire/access needs and response plan to the responsible authorities, landlord and insurer. Confirm use before committing to fit-out.
Define intake records, compatibility and exclusions, continuous supervision, quiet rest, feeding, individual overnight places, relief, cleaning, escapes, injury/illness escalation and a named emergency contact route. Allocate every hour to paid personnel and check the actual employee shifts.
Obtain installed-scope and premises quotes, test realized day/night rates and completed repeat care, and connect dated opening payments, wages, earning, collections and customer liabilities to one cash plan. Physical places and bookings do not replace paid demand.
A prepaid package or stay supplies cash before care is delivered, then creates redemption, cancellation or refund exposure. Keep earned care, customer liabilities and unrestricted cash separate so the next payroll does not depend on selling another advance.
For a selected address or service area, collect an evidence pack covering premises and equipment quotes, paid demand, staffing, collection terms and the responsible authorities. The state wage and population evidence on this page does not supply those location-specific inputs.
State: West Virginia, FIPS 54. Cross-industry, ownership 1235. H_MEDIAN supplies an available hourly benchmark; H_PCT25 and H_PCT75 describe the occupational distribution. 39-2021 (Animal Caretakers), state workbook row 34812; 39-1022 (First-Line Supervisors of Personal Service Workers), state workbook row 34810; 43-4051 (Customer Service Representatives), state workbook row 34867. Retrieved September 5, 2026.
The national comparison uses the same paid roster and these national H_MEDIAN observations: 39-2021, national workbook row 742; 39-1022, national workbook row 737; 43-4051, national workbook row 872. Any national value substituted for a suppressed state value is identified separately. National observations do not become state observations.
SUMLEV 040; STATE 54; POPESTIMATE2025 and POPESTIMATE2024. July 1 estimates; change and percentage change are calculated within the same vintage. Population is context, not a customer forecast.
OEWS covers employee jobs across industries. It is a statistical benchmark, not a hiring quote or legal wage floor. Employer benefits and overtime premiums are outside the wage measure; tips can be included.
An official route to the state government and major agencies. This directory does not confirm the fees, permits or approval times for a particular address or business.
All selling prices, demand, paid hours, employer allowance, premises, startup allowances, cost shares, ramp and cash buffer are authored planning inputs. No commercial quote or researched state total is implied.
The stated operating format and paid roster define the scenario. Wage and population observations keep their geography and period. Replace commercial assumptions only with evidence that matches the scope, then reconcile the same inputs across earnings, cash and the delivery schedule.
Plan your next evidence check →