A home health agency in Merrillville, IN. It ran an operating loss of 16.8% in FY20 on $0.9M of operating revenue. It held 2 days of cash on hand (12th percentile among home health agencies on liquidity). Only a single comparable reporting year is available, so trend context is limited.
Days cash on hand · FY20
2d
all sources
vs home health agencies12th pctl of 5,059 (FY22)
Total operating revenue · FY20
$0.9M
vs home health agencies24th pctl of 6,624 (FY22)
Operating margin · FY20
-16.8%
vs home health agencies16th pctl of 6,327 (FY22)
Total margin · incl. nonoperating · FY20
-16.8%
vs home health agencies12th pctl of 6,472 (FY22)
Benchmarked within its own FY22 pool (n=6,327); the home health agency cohort's current year is FY24.
Where PROCARE HOME HEALTH sits among home health agencies
Operating margin · FY22 pool · n = 6,327 of 8,555 filed
Each point is one home health agency 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 home health agency median is +3.5%. Descriptive context only, not a ranking.
Benchmarked within its own FY22 pool (n=6,327); the home health agency cohort's current year is FY24.
One home health agencyPROCARE HOMEhome health agency median
The money
$ thousands · HCRIS cost-report basis · as filed, QA-gated
Ratios tell you how this home health agency 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.
Operating margin
-16.8% (FY20)
Operating income ÷ total operating revenue
HCRIS WS G-3
Total margin
-16.8% (FY20)
Net income ÷ total revenue incl. nonoperating
HCRIS WS G-3
Days cash on hand
2d (FY20)
Cash & investments ÷ daily operating expense
HCRIS WS G / G-3
Current ratio
Not reported in this filing
Total current assets ÷ current liabilities
HCRIS WS G
Equity financing ratio
-72% (FY20)
Total net assets ÷ total assets
HCRIS WS G
Days in net patient A/R
Not reported in this filing
Net patient receivables ÷ (net patient revenue ÷ 365), same fiscal year
HCRIS WS G / G-3
$ in thousands
Line item
FY20
Patient revenue
886
Total operating revenue
886
Total operating expenses
1,035
Operating income
(149)
Operating margin %
-16.8%
Net income
(149)
Net income %
-16.8%
1 of 3 years available for this statement.
HCRIS CMS-1728 cost report · $ thousands · FY20–FY22 · operating revenue reflects net patient service revenue · FY20–21 may include COVID-era relief funding
How it operates
quality & operational context · CMS public reporting
The metrics this home health agency 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.
ZIP codes served
1
Proxy2026
CMS HH PUF
Visits / episodes
9,361
Verified fact2020
CMS HH PUF
Trajectory
Cost-report basis · 3 reporting years
Operating margin
Days cash on hand
The county this home health agency serves
Lake County, IN · metro, 1M+ population
Median household income
$69.0K
vs $82.1K US · $59.7K rural median
Poverty rate
14.6%
vs 12.5% US · 14.3% rural median
Uninsured
6.8%
vs 8.6% US · 8.4% rural median
Age 65+
17.4%
vs 16.8% US · 20.6% rural median
Fair or poor health
22.4%
self-reported, adults · CDC PLACES
Primary-care shortage
Designated
HRSA HPSA
Economic context: 11.6% of county personal income is Medicare/Medicaid medical benefits; 24.8% arrives as government transfers (BEA, 2022).
The Board Briefing$1,000
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Home Health Performance Benchmark$2,500Founding Edition
Where this facility is underperforming its matched peer cohort and what that gap is worth, measure by measure. Founding Edition: delivered within 30 days of eligibility confirmation, full refund if the published scope cannot be delivered.
