A hospice in Cerritos, CA. It ran an operating surplus of 28.6% in FY23 on $0.2M of operating revenue. It held 53 days of cash on hand (65th percentile among hospices on liquidity). Operating margin improved from -2.2% in FY20 to 28.6% in FY23.
Days cash on hand · FY23
53d
all sources
vs hospices65th pctl of 2,388 (FY23)
Total operating revenue · FY23
$0.2M
vs hospices3rd pctl of 3,635 (FY23)
Operating margin · FY23
+28.6%
vs hospices92nd pctl of 3,338 (FY23)
Total days of care
966.0d
Verified fact2023
Source: HCRIS CMS-1984
Benchmarked within its own FY23 pool (n=3,338); the hospice cohort's current year is FY24.
Where PEOPLE'S CARE HOSPICE, sits among hospices
Operating margin · FY23 pool · n = 3,338 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 -0.8%. Descriptive context only, not a ranking.
Benchmarked within its own FY23 pool (n=3,338); the hospice cohort's current year is FY24.
One hospicePEOPLE'S CAREhospice 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
+28.6% (FY23)
Operating income ÷ total operating revenue
HCRIS WS G-3
Total margin
+28.6% (FY23)
Net income ÷ total revenue incl. nonoperating
HCRIS WS G-3
Days cash on hand
53d (FY23)
Cash & investments ÷ daily operating expense
HCRIS WS G / G-3
Current ratio
3.24× (FY23)
Total current assets ÷ current liabilities
HCRIS WS G
Equity financing ratio
45% (FY23)
Total net assets ÷ total assets
HCRIS WS G
Days in net patient A/R
7d (FY23)
Net patient receivables ÷ (net patient revenue ÷ 365), same fiscal year
HCRIS WS G / G-3
$ in thousands
Line item
FY21
FY22
FY23
Patient revenue
306
341
245
Total operating revenue
306
341
245
Total operating expenses
277
245
175
Operating income
28
97
70
Operating margin %
+9.2%
+28.4%
+28.6%
Other non-operating, net
0
29
0
Net income
28
126
70
Net income %
+9.2%
+34.1%
+28.6%
HCRIS CMS-1984 cost report · $ thousands · FY20–FY23 · 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.
Routine home care mix
100.0%
Verified fact2023
HCRIS CMS-1984
Total days of care
966.0d
Verified fact2023
HCRIS CMS-1984
Continuous home care mix
0.0%
Verified fact2023
HCRIS CMS-1984
General inpatient mix
0.0%
Verified fact2023
HCRIS CMS-1984
Respite mix
0.0%
Verified fact2023
HCRIS CMS-1984
Trajectory
Cost-report basis · 4 reporting years
Operating margin
Days cash on hand
The county this hospice serves
Los Angeles County, CA · metro, 1M+ population
Median household income
$87.8K
vs $82.1K US · $59.7K rural median
Poverty rate
13.6%
vs 12.5% US · 14.3% rural median
Uninsured
8.7%
vs 8.6% US · 8.4% rural median
Age 65+
14.7%
vs 16.8% US · 20.6% rural median
Fair or poor health
23.6%
self-reported, adults · CDC PLACES
Primary-care shortage
Designated
HRSA HPSA
Economic context: 10.3% of county personal income is Medicare/Medicaid medical benefits; 19.2% arrives as government transfers (BEA, 2022).
The Board Briefing$1,000
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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.
