A hospice in Midland, TX. It ran an operating loss of 26.6% in FY25 on $8.5M of operating revenue. It held 183 days of cash on hand (88th percentile among hospices on liquidity). Operating margin declined from -15.6% in FY21 to -26.6% in FY25. It carries an average daily census of 116.
Average daily census
116
Verified fact2025
Source: CMS Hospice
Hospice Care Index
8
Verified fact2025
Source: CMS Hospice Quality
Operating margin · FY25
-26.6%
vs hospices18th pctl of 3,488 (FY24)
Total days of care
51150.0d
Verified fact2025
Source: HCRIS CMS-1984
This facility's newest settled year, FY25, has not yet reached pool validity: benchmarked against the FY24 pool (n=3,488).
Where HOSPICE OF MIDLAND sits among hospices
Operating margin · FY24 pool · n = 3,488 of 5,626 filed
Each point is one hospice 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 hospice median is +0.1%. Descriptive context only, not a ranking.
This facility's newest settled year, FY25, has not yet reached pool validity: benchmarked against the FY24 pool (n=3,488).
One hospiceHOSPICE OFhospice median
The money
$ thousands · HCRIS cost-report basis · as filed, QA-gated
Ratios tell you how this hospice 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
-26.6% (FY25)
Operating income ÷ total operating revenue
HCRIS WS G-3
Total margin
-4.7% (FY25)
Net income ÷ total revenue incl. nonoperating
HCRIS WS G-3
Days cash on hand
183d (FY25)
Cash & investments ÷ daily operating expense
HCRIS WS G / G-3
Current ratio
12.22× (FY25)
Total current assets ÷ current liabilities
HCRIS WS G
Equity financing ratio
28% (FY25)
Total net assets ÷ total assets
HCRIS WS G
Days in net patient A/R
56d (FY25)
Net patient receivables ÷ (net patient revenue ÷ 365), same fiscal year
HCRIS WS G / G-3
$ in thousands
Line item
FY23
FY24
FY25
Patient revenue
6,107
6,778
8,525
Total operating revenue
6,107
6,778
8,525
Total operating expenses
7,929
6,927
10,788
Operating income
(1,822)
(149)
(2,263)
Operating margin %
-29.8%
-2.2%
-26.5%
Other non-operating, net
1,952
1,936
1,780
Net income
130
1,787
(483)
Net income %
+1.6%
+20.5%
-4.7%
HCRIS CMS-1984 cost report · $ thousands · FY21–FY25 · patient-service operating basis; non-patient revenue (contributions, investment) is non-operating · FY20–21 may include COVID-era relief funding
How it operates
quality & operational context · CMS public reporting
The metrics this hospice 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.
Hospice Care Index
8
Verified fact2025
CMS Hospice Quality
Average daily census
116
Verified fact2025
CMS Hospice
Routine home care mix
99.1%
Verified fact2025
HCRIS CMS-1984
General inpatient mix
0.8%
Verified fact2025
HCRIS CMS-1984
Respite mix
0.1%
Verified fact2025
HCRIS CMS-1984
Total days of care
51150.0d
Verified fact2025
HCRIS CMS-1984
CAHPS family caregiver rating
4
Verified fact2025
CMS Hospice CAHPS
Continuous home care mix
0.0%
Verified fact2025
HCRIS CMS-1984
Trajectory
Cost-report basis · 5 reporting years
Operating margin
Days cash on hand
The county this hospice serves
Midland County, TX · metro, under 250K
Median household income
$94.0K
vs $82.1K US · $59.7K rural median
Poverty rate
10.6%
vs 12.5% US · 14.3% rural median
Uninsured
15.3%
vs 8.6% US · 8.4% rural median
Age 65+
10.6%
vs 16.8% US · 20.6% rural median
Fair or poor health
20.5%
self-reported, adults · CDC PLACES
Primary-care shortage
Designated
HRSA HPSA
Economic context: 2.3% of county personal income is Medicare/Medicaid medical benefits; 5.5% arrives as government transfers (BEA, 2022).
Opportunity screen · FY25
≈ $3.6M
of annual opportunity identified against peer medians across 2 measures
Directional, conservative band. Arithmetic against matched-peer medians from public filings, not a projection; public data cannot fully control for patient acuity.
FY25 has not yet reached pool validity: benchmarked against the FY24 pool (n=4,349).
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