The reserve is your scenario assumption; it is not a universal staffing recommendation.
Try this with your own numbersFormula and worked example
Deliverable units = floor(hours × (1 − buffer) / hours per unit)
| Input | Example |
|---|---|
| Available delivery hours | 640 |
| Hours reserved for disruption | 15 % |
| Hours per walk booking | 4 |
| Calculated result | 136 units |
Choose reliable inputs
Include travel, preparation, cleaning and staffed capacity for each booking. For this dog walking calculation, use booking history, care schedules and cleaning records and a consistent definition of one walk booking.
- Walking time: include the portion belonging to this walk booking or reporting period, and record where the value came from.
- Travel: include the portion belonging to this walk booking or reporting period, and record where the value came from.
- Scheduling: include the portion belonging to this walk booking or reporting period, and record where the value came from.
Use the same currency for every money input. Do not mix weekly costs with monthly revenue, or count the same expense in both an itemised cost and allocated overhead.
Should every available hour be sold?
The reserve is your scenario assumption; it is not a universal staffing recommendation.
What if this input changes?
If available delivery hours rises by 10%, this example changes by 13 units. This shows the effect of one change; it does not predict what will happen.
Open the calculator, save your baseline, then change the input supported by the least reliable estimate in your records. Compare both scenarios before committing to a price or capacity promise.