Financial anchor year: FY25. Margin and revenue are as filed for FY25. Days cash on hand is FY24, the most recent year that passed the display gate. Every tile below states its own fiscal year; nothing is carried forward or estimated.
The read
A hospital in Greensburg, KY. It ran an operating surplus of 46.9% in FY25 on $36.4M of operating revenue. It held 1,150 days of cash on hand in FY24, its most recent reported liquidity (99th percentile among Critical Access Hospitals on liquidity). Only a single comparable reporting year is available, so trend context is limited.
Operating margin · FY25
+46.9%
vs Critical Access Hospitals100th pctl of 824 (FY25)
Days cash on hand · FY24
1,150d
all sources
vs Critical Access Hospitals99th pctl of 827 (FY25)
Total operating revenue · FY25
$36.4M
vs Critical Access Hospitals57th pctl of 833 (FY25)
Total margin · incl. nonoperating · FY25
+51.9%
vs Critical Access Hospitals100th pctl of 824 (FY25)
One point of operating margin at JANE TODD CRAWFORD HOSPITAL is about $364K per year (1% of FY25 total operating revenue).
Where JANE TODD CRAWFORD sits among Critical Access Hospitals
Operating margin · FY25 pool · n = 824 of 1,404 filed
Each point is one Critical Access Hospital in the national distribution for this provider type, placed by operating margin. Facilities are not matched on size, case mix, or market — that is the matched-peer comparison in the paid benchmark. The Critical Access Hospital median is -0.2%. Descriptive context only, not a ranking.
One critical access hospitalJANE TODDCritical Access Hospital median
The money
$ thousands · HCRIS cost-report basis · as filed, QA-gated
Ratios tell you how this hospital is doing. Statements tell you what kind of organization it is, and where the money comes from. Every figure below traces to a public cost-report filing, shown as filed. A ratio renders only when every input is reported in the filing; a year missing its core lines is not shown; a year whose balance sheet does not reconcile is labeled. Not audited by Astrelis.
Net patient receivables ÷ (net patient revenue ÷ 365), same fiscal year
HCRIS WS G / G-3
Medicare inpatient contribution margin
+45.5% (FY24)
Full comparison in the CAH Performance Benchmark.
HCRIS cost report · CAH economics engine
Medicare outpatient contribution margin
+43.9% (FY24)
Full comparison in the CAH Performance Benchmark.
HCRIS cost report · CAH economics engine
$ in thousands
Line item
FY23
FY24
FY25
Patient revenue
36,128
33,017
34,349
Other operating revenue
3
9,450
2,069
Total operating revenue
36,131
42,467
36,417
Total operating expenses
28,885
32,237
19,353
Operating income
7,246
10,231
17,064
Operating margin %
+20.1%
+24.1%
+46.9%
Grants & contributions
2
—
—
Investment income
903
2,072
3,828
Other non-operating, net
1,396
231
18
Net income
9,547
12,534
20,910
Net income %
+24.8%
+28.0%
+51.9%
HCRIS Worksheet G-3 / S-3 · $ thousands · FY21–FY25 · FY20–21 may include COVID-era relief funding in nonoperating income
FY22 operating and total margins are not shown: they compute from near-zero net patient revenue, so the ratio is not meaningful (display gate; statement values unchanged).
How it operates
quality & operational context · CMS public reporting
A 25-bed hospital at 2% occupancy where swing beds are 98% of the inpatient business and 56% of patient revenue is outpatient.
The metrics this hospital type is judged on: care quality, patient experience, and scale. Each is labeled by evidence class and public source; descriptive context only, never a ranking or adequacy claim.
Scale and flow
Occupancy
1.6%
Verified fact2025
HCRIS WS S-3
Average daily census
0.39
Verified fact2025
HCRIS WS S-3
Staffed beds (acute)
25
Verified fact2025
HCRIS WS S-3
Annual discharges
43
Verified fact2025
HCRIS WS S-3
Average length of stay
3.3d
Verified fact2025
HCRIS WS S-3
Swing-bed average daily census
18.42
Verified fact2025
HCRIS WS S-3 L5–6
Swing-bed share of inpatient days
97.9%
Verified fact2025
HCRIS WS S-3 (acute + swing days)
Outpatient share of patient revenue
56.4%
Verified fact2025
HCRIS WS G-2 L28
How the care measures up
C. difficile infection (SIR)
0.661
No Different than National Benchmark
CMS-reported measure07/01/2024 to 06/30/2025
CMS Care Compare
Hospital-wide unplanned readmission
14.9%
No Different Than the National Rate
CMS-reported measure07/01/2023 to 06/30/2024
CMS Care Compare
Trajectory
Cost-report basis · 5 reporting years
Operating margin
Days cash on hand
FY25 days cash suppressed: out of display range.
The county this hospital serves
GREEN County, KY
Median household income
$41.1K
vs $82.1K US · $59.7K rural median
Poverty rate
21.5%
vs 12.5% US · 14.3% rural median
Uninsured
8.7%
vs 8.6% US · 8.4% rural median
Age 65+
22.3%
vs 16.8% US · 20.6% rural median
Fair or poor health
Not available
self-reported, adults · CDC PLACES
Primary-care shortage
Designated
HRSA HPSA
Economic context: 23.3% of county personal income is Medicare/Medicaid medical benefits; 40.0% arrives as government transfers (BEA, 2022).
What this hospital means to Green County
economic contribution · FY25 cost report
Direct annual spending
$19.4M
total operating expense · reported
Total economic output
$44.5M
× 2.30 output multiplier · estimate, upper bound for rural
Method: NCRHW 2016 study of critical access hospitals (IMPLAN Type II), employment × 1.34, earnings × 1.19; output × 2.30 (AHA national, upper bound for rural). Direct figures are reported values from the facility's HCRIS cost report; multiplied figures are estimates.
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