{"product_id":"hospice-care-owner-makes","title":"How Much Can a Hospice Care Owner Make at $199M Year 1 Revenue","description":"\u003cbr\u003e\u003cdiv class=\"container_new_design\"\u003e\n\u003cdiv class=\"text-section text-1_new_design\"\u003e\n\u003cdiv class=\"line_top\"\u003e\u003c\/div\u003e\n\u003cp\u003eYou’re trying to see whether hospice ownership can support real take-home pay after care costs, payroll, compliance, and cash reserves In the provided five-year model, revenue grows from \u003cstrong\u003e$199 million in Year 1\u003c\/strong\u003e to \u003cstrong\u003e$1392 million in Year 5\u003c\/strong\u003e, before any owner distributions This excludes tax advice, guaranteed pay, nonprofit compensation, and reimbursement eligibility guidance\u003c\/p\u003e\n\n\n\u003c\/div\u003e\n\u003cdiv class=\"image-section image-1_new_design\" id=\"main_article_image\"\u003e\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003csection class=\"fml-owner-metric-cards\" aria-label=\"Hospice care KPI cards\"\u003e\u003cdiv class=\"metric-grid\"\u003e\n\u003carticle class=\"metric-card is-green\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Modeled from EBITDA across Year 1 to Year 5; revenue is not personal earnings, and this excludes draws, taxes, debt, and reserves.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-owner-income.svg\" alt=\"Owner income icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eOwner income\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Modeled from EBITDA across Year 1 to Year 5; revenue is not personal earnings, and this excludes draws, taxes, debt, and reserves.\"\u003e≈$1.0M–$10.9M\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"EBITDA divided by modeled revenue in Year 1 and Year 5; it shows operating margin before taxes, debt, reserves, and owner pay.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-net-margin.svg\" alt=\"Net margin icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eNet margin\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"EBITDA divided by modeled revenue in Year 1 and Year 5; it shows operating margin before taxes, debt, reserves, and owner pay.\"\u003e0.5%–0.8%\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Year 1 modeled revenue is the closest threshold because target owner pay wasn't given; this is business scale, not take-home pay.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-revenue-target.svg\" alt=\"Revenue for target pay icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eRevenue for target pay\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Year 1 modeled revenue is the closest threshold because target owner pay wasn't given; this is business scale, not take-home pay.\"\u003e≈$199M\u003c\/strong\u003e\u003c\/article\u003e\u003carticle class=\"metric-card is-yellow\"\u003e\u003cspan class=\"metric-icon-tip\" tabindex=\"0\" data-tooltip=\"Hospice needs licensed staff, compliance, and $884k minimum cash, but the model reaches breakeven in Month 1.\"\u003e\u003cimg class=\"metric-icon\" src=\"\/cdn\/shop\/files\/fml-owner-income-kpi-business-difficulty.svg\" alt=\"Business difficulty icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003eBusiness difficulty\u003c\/span\u003e\u003cstrong class=\"metric-value\" tabindex=\"0\" data-tooltip=\"Hospice needs licensed staff, compliance, and $884k minimum cash, but the model reaches breakeven in Month 1.\"\u003eMedium\u003c\/strong\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWant to test your hospice owner take-home?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-owner-calculator\" aria-label=\"Hospice Care Owner Income Calculator\" data-locale=\"en-US\" data-currency=\"USD\" data-default-scenario=\"base\" data-export-filename=\"Hospice Care Owner Income Calculator.xlsx\" data-source-site-name=\"Financial Models Lab\" data-source-site-url=\"https:\/\/financialmodelslab.com\" data-source-page-title=\"Hospice Care Owner Income Calculator\" data-note-title=\"Planning note:\" data-note-text=\"Research-based planning estimate only. It is not guaranteed salary, tax advice, or owner distribution advice.\"\u003e\u003cdiv class=\"fml-owner-card\"\u003e\n\u003cheader class=\"fml-owner-header\"\u003e\u003cdiv class=\"fml-owner-heading\"\u003e\n\u003cp class=\"fml-owner-eyebrow\"\u003eOwner income calculator\u003c\/p\u003e\n\u003cp class=\"fml-owner-intro\"\u003eThis calculator estimates owner take-home and target-pay gap from revenue, margin, costs, reserves, and target pay.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-scenarios\" aria-label=\"Income scenario presets\"\u003e\n\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"low\"\u003eLow\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario is-active\" type=\"button\" data-scenario=\"base\"\u003eBase\u003c\/button\u003e\u003cbutton class=\"fml-owner-scenario\" type=\"button\" data-scenario=\"high\"\u003eHigh\u003c\/button\u003e\n\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-owner-layout\"\u003e\n\u003cform class=\"fml-owner-inputs\"\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMonthly revenue\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly service revenue collected before expenses. Use the operating month you want to test, not a one-time spike.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly service revenue collected before expenses. Use the operating month you want to test, not a one-time spike.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"monthlyRevenue\" data-owner-kind=\"money\" data-owner-label=\"Monthly revenue\" data-owner-note=\"Monthly service revenue collected before expenses. Use the operating month you want to test, not a one-time spike.\" data-low=\"83200\" data-base=\"1658000\" data-high=\"116000000\" name=\"monthlyRevenue\" type=\"text\" inputmode=\"numeric\" value=\"1,658,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eGross margin\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of revenue left after direct care costs, supplies, drugs, equipment, transport, and telehealth fees.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of revenue left after direct care costs, supplies, drugs, equipment, transport, and telehealth fees.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"grossMargin\" data-owner-kind=\"percent\" data-owner-label=\"Gross margin\" data-owner-note=\"Percent of revenue left after direct care costs, supplies, drugs, equipment, transport, and telehealth fees.\" name=\"grossMargin\" type=\"range\" min=\"0\" max=\"100\" step=\"1\" data-low=\"83\" data-base=\"84\" data-high=\"85\" value=\"84\"\u003e\u003coutput\u003e84%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eLabor cost\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly payroll, contractor, and benefit cost before owner pay. Use the team level you expect to carry.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly payroll, contractor, and benefit cost before owner pay. Use the team level you expect to carry.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"laborCost\" data-owner-kind=\"money\" data-owner-label=\"Labor cost\" data-owner-note=\"Monthly payroll, contractor, and benefit cost before owner pay. Use the team level you expect to carry.\" data-low=\"33958\" data-base=\"49750\" data-high=\"52292\" name=\"laborCost\" type=\"text\" inputmode=\"numeric\" value=\"49,750\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eFixed overhead\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Rent, insurance, software, admin, utilities, professional services, marketing, and compliance that do not move much with volume.\"\u003ei\u003cspan role=\"tooltip\"\u003eRent, insurance, software, admin, utilities, professional services, marketing, and compliance that do not move much with volume.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"fixedOverhead\" data-owner-kind=\"money\" data-owner-label=\"Fixed overhead\" data-owner-note=\"Rent, insurance, software, admin, utilities, professional services, marketing, and compliance that do not move much with volume.\" data-low=\"13750\" data-base=\"13750\" data-high=\"13750\" name=\"fixedOverhead\" type=\"text\" inputmode=\"numeric\" value=\"13,750\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eMarketing\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly brand outreach and referral growth spend needed to keep demand flowing.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly brand outreach and referral growth spend needed to keep demand flowing.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"marketing\" data-owner-kind=\"money\" data-owner-label=\"Marketing\" data-owner-note=\"Monthly brand outreach and referral growth spend needed to keep demand flowing.\" data-low=\"1500\" data-base=\"1500\" data-high=\"1500\" name=\"marketing\" type=\"text\" inputmode=\"numeric\" value=\"1,500\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eDebt service\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly loan or financing payment. Use 0 if there is no debt.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly loan or financing payment. Use 0 if there is no debt.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"debtService\" data-owner-kind=\"money\" data-owner-label=\"Debt service\" data-owner-note=\"Monthly loan or financing payment. Use 0 if there is no debt.\" data-low=\"0\" data-base=\"0\" data-high=\"0\" name=\"debtService\" type=\"text\" inputmode=\"numeric\" value=\"\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eTax reserve\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of profit set aside for taxes before owner take-home.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit set aside for taxes before owner take-home.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"taxReserve\" data-owner-kind=\"percent\" data-owner-label=\"Tax reserve\" data-owner-note=\"Percent of profit set aside for taxes before owner take-home.\" name=\"taxReserve\" type=\"range\" min=\"0\" max=\"45\" step=\"1\" data-low=\"20\" data-base=\"25\" data-high=\"28\" value=\"25\"\u003e\u003coutput\u003e25%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eReinvestment reserve\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Percent of profit kept for working capital, repairs, growth, and risk buffer.\"\u003ei\u003cspan role=\"tooltip\"\u003ePercent of profit kept for working capital, repairs, growth, and risk buffer.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-percent\"\u003e\n\u003cinput data-owner-field=\"reinvestmentReserve\" data-owner-kind=\"percent\" data-owner-label=\"Reinvestment reserve\" data-owner-note=\"Percent of profit kept for working capital, repairs, growth, and risk buffer.\" name=\"reinvestmentReserve\" type=\"range\" min=\"0\" max=\"35\" step=\"1\" data-low=\"5\" data-base=\"10\" data-high=\"12\" value=\"10\"\u003e\u003coutput\u003e10%\u003c\/output\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-row\"\u003e\n\u003clabel class=\"fml-owner-label\"\u003e\u003cspan\u003eTarget owner pay\u003c\/span\u003e\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Target monthly owner income used to calculate the target-pay gap.\"\u003ei\u003cspan role=\"tooltip\"\u003eTarget monthly owner income used to calculate the target-pay gap.\u003c\/span\u003e\u003c\/span\u003e\u003c\/label\u003e\u003cdiv class=\"fml-owner-money\"\u003e\n\u003cspan\u003e$\u003c\/span\u003e\u003cinput data-owner-field=\"targetOwnerPay\" data-owner-kind=\"money\" data-owner-label=\"Target owner pay\" data-owner-note=\"Target monthly owner income used to calculate the target-pay gap.\" data-low=\"5000\" data-base=\"10000\" data-high=\"15000\" name=\"targetOwnerPay\" type=\"text\" inputmode=\"numeric\" value=\"10,000\"\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/form\u003e\n\u003caside class=\"fml-owner-results\" aria-live=\"polite\"\u003e\u003cspan class=\"fml-owner-tag\"\u003eOwner income output\u003c\/span\u003e\u003cdiv class=\"fml-owner-metrics\"\u003e\n\u003cdiv class=\"fml-owner-metric is-primary\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eOwner Income\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly take-home after tax and reinvestment reserves.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly take-home after tax and reinvestment reserves.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"monthlyOwnerIncome\"\u003e$863K\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eNet Margin\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Owner income divided by monthly revenue.\"\u003ei\u003cspan role=\"tooltip\"\u003eOwner income divided by monthly revenue.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"netProfitMargin\"\u003e52%\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eRevenue for Target Pay\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Monthly revenue needed to support the target owner pay.\"\u003ei\u003cspan role=\"tooltip\"\u003eMonthly revenue needed to support the target owner pay.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"revenueNeeded\"\u003e$95,696\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-metric is-target-gap is-positive\"\u003e\n\u003cspan class=\"fml-owner-metric-label\"\u003eTarget Pay Gap\u003cspan class=\"fml-owner-tooltip\" tabindex=\"0\" aria-label=\"Owner income minus target owner pay. Negative means the target pay is not covered.\"\u003ei\u003cspan role=\"tooltip\"\u003eOwner income minus target owner pay. Negative means the target pay is not covered.\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003cstrong data-owner-output=\"targetPayGap\"\u003e$853K\u003c\/strong\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdl class=\"fml-owner-result-list\"\u003e\n\u003cdiv\u003e\n\u003cdt\u003eAnnual owner income\u003c\/dt\u003e\n\u003cdd data-owner-output=\"annualOwnerIncome\"\u003e$10,356,216\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eProfit before reserves\u003c\/dt\u003e\n\u003cdd data-owner-output=\"profitBeforeReserves\"\u003e$1,327,720\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eTax + reinvestment reserve\u003c\/dt\u003e\n\u003cdd data-owner-output=\"reserveAmount\"\u003e$464,702\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdt\u003eTarget pay gap\u003c\/dt\u003e\n\u003cdd data-owner-output=\"cashAfterTargetPay\"\u003e$853,018\u003c\/dd\u003e\n\u003c\/div\u003e\n\u003c\/dl\u003e\n\u003cdiv class=\"fml-owner-bridge\"\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"revenue\"\u003e\n\u003cspan\u003eRevenue\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 100%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$1.7M\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"grossProfit\"\u003e\n\u003cspan\u003eGross profit\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 84%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$1.4M\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"operatingCosts\"\u003e\n\u003cspan\u003eOperating costs\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 4%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$65,000\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"reserveAmount\"\u003e\n\u003cspan\u003eReserves\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 28%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$465K\u003c\/b\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-bar-row\" data-owner-bridge=\"ownerIncome\"\u003e\n\u003cspan\u003eOwner income\u003c\/span\u003e\u003cdiv\u003e\u003ci style=\"--fml-owner-share: 52%;\"\u003e\u003c\/i\u003e\u003c\/div\u003e\n\u003cb data-owner-bridge-value\u003e$863K\u003c\/b\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbutton class=\"fml-owner-export\" type=\"button\" data-owner-export\u003eEXPORT XLSX\u003c\/button\u003e\u003c\/aside\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-owner-note\"\u003e\n\u003cspan class=\"fml-owner-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e Research-based planning estimate only. It is not guaranteed salary, tax advice, or owner distribution advice.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e\u003cbr\u003e\u003cdiv class=\"container_new_design_blog\"\u003e\n\n\u003cdiv class=\"text-section_blog text-2_new_design_blog\"\u003e\n\n\u003cdiv class=\"line_top_blog\"\u003e\u003cbr\u003e\u003c\/div\u003e\n\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eNeed a cleaner hospice income model?\u003c\/span\u003e\u003c\/h3\u003e\n\n\u003cp\u003eThis \u003ca href=\"\/products\/hospice-care-financial-model\"\u003eHospice Care Financial Model Template\u003c\/a\u003e shows revenue, margin, costs, reserves, and \u003cstrong\u003eowner take-home assumptions\u003c\/strong\u003e—open it.\u003c\/p\u003e\n\n\u003ch4\u003eOwner-income model highlights\u003c\/h4\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eOwner-pay line test\u003c\/li\u003e\n\u003cli\u003eRevenue, margin, cash flow\u003c\/li\u003e\n\u003cli\u003e3 RNs to 15\u003c\/li\u003e\n\u003cli\u003e5 aides to 25\u003c\/li\u003e\n\u003cli\u003e70% supplies, $150k salary\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003c\/div\u003e\n\n\u003cdiv class=\"image-section_blog image-2_new_design_blog\"\u003e\n\n\u003cdiv class=\"preview-card\" data-preview-src=\"\/cdn\/shop\/files\/hospice-care-financial-model-dashboard-financialmodelslab_00b6f383-98a2-4603-bf40-75e0cd689616.webp\"\u003e\n\u003cimg class=\"preview-img\" width=\"100%\" height=\"auto\" src=\"\/cdn\/shop\/files\/hospice-care-financial-model-dashboard-financialmodelslab_00b6f383-98a2-4603-bf40-75e0cd689616.webp?width=500\" alt=\"Hospice Care Financial Model dashboard summarizing key KPIs, runway\/cash position and performance with a dynamic dashboard, investor-ready charts to remove cash-flow blind spots.\"\u003e\n\u003cdiv class=\"preview-overlay\"\u003e\n\u003cbutton class=\"preview-btn\" type=\"button\" style=\"align-items: center; vertical-align: middle; display: inline-flex; justify-content: center; gap: 6px; line-height: 1;\"\u003e\nPREVIEW \u003csvg fill=\"#fff\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" aria-hidden=\"true\" focusable=\"false\" role=\"presentation\" viewbox=\"0 0 448 512\" width=\"14\"\u003e\u003cpath d=\"M416 176V86.63L246.6 256L416 425.4V336c0-8.844 7.156-16 16-16s16 7.156 16 16v128c0 8.844-7.156 16-16 16h-128c-8.844 0-16-7.156-16-16s7.156-16 16-16h89.38L224 278.6L54.63 448H144C152.8 448 160 455.2 160 464S152.8 480 144 480h-128C7.156 480 0 472.8 0 464v-128C0 327.2 7.156 320 16 320S32 327.2 32 336v89.38L201.4 256L32 86.63V176C32 184.8 24.84 192 16 192S0 184.8 0 176v-128C0 39.16 7.156 32 16 32h128C152.8 32 160 39.16 160 48S152.8 64 144 64H54.63L224 233.4L393.4 64H304C295.2 64 288 56.84 288 48S295.2 32 304 32h128C440.8 32 448 39.16 448 48v128C448 184.8 440.8 192 432 192S416 184.8 416 176z\"\u003e\u003c\/path\u003e\u003c\/svg\u003e\n\u003c\/button\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow do hospice businesses make money?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eHospice Care makes money from reimbursed care days and service mix, not a single universal rate. \u003cstrong\u003eRoutine home care\u003c\/strong\u003e, \u003cstrong\u003econtinuous care\u003c\/strong\u003e, \u003cstrong\u003einpatient care\u003c\/strong\u003e, and \u003cstrong\u003erespite care\u003c\/strong\u003e all add billable activity, and \u003cstrong\u003epayer mix\u003c\/strong\u003e plus \u003cstrong\u003eMedicare hospice reimbursement\u003c\/strong\u003e shape how much cash is actually collected. In the model, monthly revenue is about \u003cstrong\u003e$1,658k\u003c\/strong\u003e in Year 1 and \u003cstrong\u003e$116M\u003c\/strong\u003e in Year 5, but denied claims, delayed claims, caps, documentation gaps, and geographic rules can cut that cash.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eHow cash comes in\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003eRoutine home care\u003c\/strong\u003e drives daily billing.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eContinuous care\u003c\/strong\u003e covers crisis hours.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eInpatient care\u003c\/strong\u003e adds higher-acuity revenue.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eRespite care\u003c\/strong\u003e fills short-term stays.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eWhat hits collections\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e$1,658k\u003c\/strong\u003e monthly in Year 1.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$116M\u003c\/strong\u003e monthly in Year 5.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003eMedicare\u003c\/strong\u003e and payer mix affect cash.\u003c\/li\u003e\n\u003cli\u003eClaims issues can slow or cut payment.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHow many patients does a hospice need to be profitable?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eHospice Care can’t be tied to an exact profitable patient count from the supplied data because \u003cstrong\u003eaverage daily census\u003c\/strong\u003e and \u003cstrong\u003epatient days\u003c\/strong\u003e are missing. For \u003ca href=\"\/blogs\/kpi-metrics\/hospice-care\"\u003eWhat Is The Most Important Indicator Of Success For Hospice Care?\u003c\/a\u003e, the practical floor is revenue: with \u003cstrong\u003e$43,125\u003c\/strong\u003e in monthly fixed\/admin costs and \u003cstrong\u003e17%\u003c\/strong\u003e variable costs, break-even before unprovided clinical payroll is about \u003cstrong\u003e$52,000\/month\u003c\/strong\u003e (\u003cstrong\u003e$43,125 ÷ 83%\u003c\/strong\u003e).\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eWhat’s missing\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eAverage daily census count\u003c\/li\u003e\n\u003cli\u003eTotal monthly patient days\u003c\/li\u003e\n\u003cli\u003eClinical payroll by role\u003c\/li\u003e\n\u003cli\u003eRevenue per patient day\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eWhat drives profit\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eGrow recurring census revenue\u003c\/li\u003e\n\u003cli\u003eKeep staff utilization high\u003c\/li\u003e\n\u003cli\u003eProtect referral stability\u003c\/li\u003e\n\u003cli\u003eMatch growth with care quality\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat is the profit margin for a hospice business?\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\n\u003cp\u003eThere isn’t one clean profit margin for Hospice Care. The model says direct nonlabor costs are \u003cstrong\u003e170%\u003c\/strong\u003e of revenue in Year 1 and \u003cstrong\u003e150%\u003c\/strong\u003e in Year 5, with fixed overhead at \u003cstrong\u003e$165k\u003c\/strong\u003e a year, and the supplied operating margin before reserves, taxes, debt, and unprovided clinical payroll is about \u003cstrong\u003e570%\u003c\/strong\u003e in Year 1 and \u003cstrong\u003e805%\u003c\/strong\u003e in Year 5; for the startup cost side, see \u003ca href=\"\/blogs\/startup-costs\/hospice-care\"\u003eWhat Is The Estimated Cost To Open And Launch Your Hospice Care Business?\u003c\/a\u003e.\u003c\/p\u003e\n\u003cdiv class=\"container_2_clmn_row\"\u003e\n\u003cdiv class=\"card_smpl blue_card\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-colons-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eGross margin\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eDirect nonlabor costs hit \u003cstrong\u003e170%\u003c\/strong\u003e in Year 1.\u003c\/li\u003e\n\u003cli\u003eDirect nonlabor costs fall to \u003cstrong\u003e150%\u003c\/strong\u003e in Year 5.\u003c\/li\u003e\n\u003cli\u003eFixed overhead stays at \u003cstrong\u003e$165k\u003c\/strong\u003e per year.\u003c\/li\u003e\n\u003cli\u003eAdmin payroll rises from \u003cstrong\u003e$3,525k\u003c\/strong\u003e to \u003cstrong\u003e$4,575k\u003c\/strong\u003e.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"card_smpl\"\u003e\n\u003cdiv class=\"card_smpl_header\"\u003e\n\u003cimg src=\"\/cdn\/shop\/files\/fml_20_fml-Orange-blog-intro-icon.svg\" alt=\"Icon\" class=\"icon_how_to_use\"\u003e\u003ch3\u003eOperating margin\u003c\/h3\u003e\n\u003c\/div\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eModel shows \u003cstrong\u003e570%\u003c\/strong\u003e in Year 1.\u003c\/li\u003e\n\u003cli\u003eModel shows \u003cstrong\u003e805%\u003c\/strong\u003e in Year 5.\u003c\/li\u003e\n\u003cli\u003eExcludes reserves, taxes, and debt.\u003c\/li\u003e\n\u003cli\u003eReal margin swings with clinical and billing costs.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\n\n\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eWhat drives hospice owner income most?\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-main-income-drivers\" aria-label=\"Accessible label for the Main Income Drivers card grid.\"\u003e\u003carticle class=\"driver-option is-cards\"\u003e\u003cdiv class=\"main-driver-grid\"\u003e\n\u003carticle class=\"main-driver-card is-primary\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e1\u003c\/span\u003e\u003ch4\u003eAverage Daily Census\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$199M-$1.39B\u003c\/strong\u003e\u003cp\u003eMore patient-day volume is the biggest income lever, and the model scales from $199M in Year 1 to $1.392B in Year 5.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e2\u003c\/span\u003e\u003ch4\u003eNet Reimbursement\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003eHigh\u003c\/strong\u003e\u003cp\u003eBetter payer mix and cleaner collections lift cash per patient day, so the same census pays more.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e3\u003c\/span\u003e\u003ch4\u003eClinical Staffing Efficiency\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e60%-90%\u003c\/strong\u003e\u003cp\u003eTighter caseloads and visit planning spread labor over more billable care, but overtime can eat the gain.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e4\u003c\/span\u003e\u003ch4\u003eBilling Quality\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$1.38M\/mo\u003c\/strong\u003e\u003cp\u003eFewer denials and faster claims keep cash moving against about $1.375M of fixed overhead each month.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e5\u003c\/span\u003e\u003ch4\u003ePharmacy and DME\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e10%-11%\u003c\/strong\u003e\u003cp\u003eTighter drug and equipment buys protect margin because direct supply costs start near 11% of revenue and ease toward 10%.\u003c\/p\u003e\u003c\/article\u003e\u003carticle class=\"main-driver-card\"\u003e\u003cdiv class=\"main-driver-heading\"\u003e\n\u003cspan class=\"driver-rank\"\u003e6\u003c\/span\u003e\u003ch4\u003eReserve Policy\u003c\/h4\u003e\n\u003c\/div\u003e\n\u003cstrong\u003e$884K\u003c\/strong\u003e\u003cp\u003eKeeping more cash on hand can cut owner draw now, but it lowers payroll and care risk when collections lag.\u003c\/p\u003e\u003c\/article\u003e\n\u003c\/div\u003e\u003c\/article\u003e\u003c\/section\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eHospice Care Core Six Income Drivers\u003c\/span\u003e\u003c\/h2\u003e\u003cbr\u003e\u003cbr\u003e\n\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eAverage Daily Census\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"left-row1\"\u003e\n    \u003ch3\u003eAverage Daily Census\u003c\/h3\u003e\n    \u003cp\u003eHospice \u003cstrong\u003eaverage daily census\u003c\/strong\u003e is the number of patients active each day, and it drives patient-day revenue. Higher ADC spreads \u003cstrong\u003eleadership, billing, rent, insurance, and electronic health record\u003c\/strong\u003e costs across more care days, which usually lifts margin and owner take-home. The source data does not provide ADC, so treat it as an input, not a fixed fact.\u003c\/p\u003e\n    \u003cp\u003eHere’s the pressure point: growth only helps if admissions stay compliant and staff can cover it. The model’s capacity rises from \u003cstrong\u003e700% in Year 1\u003c\/strong\u003e to \u003cstrong\u003e880% in Year 5\u003c\/strong\u003e for registered nurses, and from \u003cstrong\u003e750%\u003c\/strong\u003e to \u003cstrong\u003e900%\u003c\/strong\u003e for certified aides. If ADC outruns staffing or referral quality, cash flow can look strong on paper but break in operations.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"right-row1\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack ADC Against Care Capacity\u003c\/h3\u003e\n      \u003cp\u003eMeasure ADC next to \u003cstrong\u003eRN caseloads\u003c\/strong\u003e, aide coverage, referral reliability, and compliance limits. The clean test is simple: if census rises but staffing ratios, documentation, or visit timing slip, you lose margin and risk billing delay. One good census number is not enough; it has to be staffed, documented, and paid correctly.\u003c\/p\u003e\n      \u003cp\u003eUse ADC in the forecast as a monthly driver, then tie it to patient-day revenue and fixed-cost absorption. Watch \u003cstrong\u003eadmissions quality\u003c\/strong\u003e, \u003cstrong\u003edenials\u003c\/strong\u003e, and \u003cstrong\u003eresponse time\u003c\/strong\u003e each week. If census growth is ahead of nurse and aide capacity, slow intake or add coverage before service quality drops and owner draw gets squeezed.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step1\"\u003e1\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eNet Revenue Per Patient Day\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row2\"\u003e\n    \u003ch3\u003eNet Revenue Per Patient Day\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003eNet revenue per patient day\u003c\/strong\u003e is the cash you keep per covered day of care after payer mix, care-level mix, geographic wage index, billing accuracy, caps, denials, and collection timing. Source data does not provide a per-day reimbursement rate, so treat it as an editable assumption and a current-source validation item, not a fixed promise.\u003c\/p\u003e\n    \u003cp\u003eIf patient days stay constant, a \u003cstrong\u003e1%\u003c\/strong\u003e swing in net yield moves revenue by about \u003cstrong\u003e$1.99M\u003c\/strong\u003e in Year 1 and \u003cstrong\u003e$13.92M\u003c\/strong\u003e in Year 5, based on supplied revenue of \u003cstrong\u003e$199M\u003c\/strong\u003e and \u003cstrong\u003e$1,392M\u003c\/strong\u003e. That flows straight into owner income because payroll, billing, and compliance costs do not fall at the same pace.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row2\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack Net Yield by Payer and Day\u003c\/h3\u003e\n      \u003cp\u003eBuild the model from \u003cstrong\u003epatient days\u003c\/strong\u003e, then test net rate by payer, service level, and market. Use \u003cstrong\u003eroutine\u003c\/strong\u003e versus \u003cstrong\u003emore complex\u003c\/strong\u003e days, then compare billed amounts to cash collected. One clean number matters: net revenue per patient day.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003eTrack net rate by payer mix.\u003c\/li\u003e\n        \u003cli\u003eSplit routine and complex days.\u003c\/li\u003e\n        \u003cli\u003eWatch denial and appeal rates.\u003c\/li\u003e\n        \u003cli\u003eTest wage index by service area.\u003c\/li\u003e\n        \u003cli\u003eMeasure days from claim to cash.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eUse the average against \u003cstrong\u003e$199M\u003c\/strong\u003e in Year 1 and \u003cstrong\u003e$1,392M\u003c\/strong\u003e in Year 5, then compare it with operating profit of \u003cstrong\u003e$113M\u003c\/strong\u003e and \u003cstrong\u003e$1,121M\u003c\/strong\u003e. Even a small drop in net rate can trim the owner draw, because fixed admin and compliance costs still get paid.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step2\"\u003e2\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eClinical Staffing Efficiency\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"left-row3\"\u003e\n\u003ch3\u003eClinical Staffing Efficiency\u003c\/h3\u003e\n\u003cp\u003eHospice staffing is a direct profit lever because pay for \u003cstrong\u003eregistered nurses\u003c\/strong\u003e, \u003cstrong\u003ecertified aides\u003c\/strong\u003e, social workers, spiritual counselors, physicians, benefits, overtime, and on-call shifts comes out before owner pay. In the supplied model, staffing rises from \u003cstrong\u003e3 registered nurses\u003c\/strong\u003e and \u003cstrong\u003e5 certified aides\u003c\/strong\u003e in Year 1 to \u003cstrong\u003e15 registered nurses\u003c\/strong\u003e and \u003cstrong\u003e25 certified aides\u003c\/strong\u003e in Year 5, so labor discipline matters more as census grows.\u003c\/p\u003e\n\u003cp\u003eHere’s the quick math: if caseloads drift low or overtime fills gaps, labor eats margin fast; if scheduling stays compliant and coverage is tight, more of each patient day drops to profit. The risk is not understaffing care. The risk is paying for unused capacity, especially on-call time and benefits, while reimbursement lands later.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row3\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Caseloads, Not Just Headcount\u003c\/h3\u003e\n\u003cp\u003eTrack \u003cstrong\u003epatients per RN\u003c\/strong\u003e, aide visits per shift, overtime hours, and on-call call-outs every week. Use those numbers to set hiring timing, because a new hire should lift capacity before the schedule breaks. The goal is compliant coverage at the lowest workable labor cost, not the smallest team.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eRN caseloads by daily census\u003c\/li\u003e\n\u003cli\u003eAide utilization by visit volume\u003c\/li\u003e\n\u003cli\u003eOvertime and on-call hours\u003c\/li\u003e\n\u003cli\u003eBenefits as a payroll percent\u003c\/li\u003e\n\u003cli\u003eCoverage for social and spiritual care\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eAlso watch physician oversight and other covered hours that do not fall cleanly with visits. If those costs rise faster than patient days, gross margin drops and the owner has less cash for reserves, hiring, and profit draw.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step3\"\u003e3\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003ePharmacy And Durable Medical Equipment Costs\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row4\"\u003e\n    \u003ch3\u003ePharmacy and DME Cost Control\u003c\/h3\u003e\n    \u003cp\u003e\u003cstrong\u003ePharmacy, oxygen, durable medical equipment (DME), medical supplies, and mileage\u003c\/strong\u003e sit close to the line between profit and owner pay. In this model, \u003cstrong\u003eMedical Supplies \u0026amp; Drugs\u003c\/strong\u003e fall from \u003cstrong\u003e70%\u003c\/strong\u003e of revenue in Year 1 to \u003cstrong\u003e65%\u003c\/strong\u003e in Year 5, \u003cstrong\u003eDME\u003c\/strong\u003e falls from \u003cstrong\u003e40%\u003c\/strong\u003e to \u003cstrong\u003e35%\u003c\/strong\u003e, and \u003cstrong\u003etransportation\u003c\/strong\u003e falls from \u003cstrong\u003e40%\u003c\/strong\u003e to \u003cstrong\u003e35%\u003c\/strong\u003e. That means a \u003cstrong\u003e5-point\u003c\/strong\u003e swing can move cash fast, so vendor pricing and authorization rules directly affect take-home.\u003c\/p\u003e\n    \u003cp\u003eThe quick math is simple: if revenue holds at \u003cstrong\u003e$1,000,000\u003c\/strong\u003e, a \u003cstrong\u003e5-point\u003c\/strong\u003e cost drop saves \u003cstrong\u003e$50,000\u003c\/strong\u003e. What this hides is leakage from rushed orders, missing documentation, and noncompliant substitutions. In hospice, the fix is not cheaper care; it is tighter care-plan discipline, clean approvals, and vendor terms that match the actual mix of meds, oxygen, and equipment used.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row4\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eTrack orders, mileage, and approvals\u003c\/h3\u003e\n      \u003cp\u003eMeasure spend by bucket: \u003cstrong\u003edrugs\u003c\/strong\u003e, \u003cstrong\u003eDME\u003c\/strong\u003e, \u003cstrong\u003eoxygen\u003c\/strong\u003e, \u003cstrong\u003emedical supplies\u003c\/strong\u003e, and \u003cstrong\u003etransportation\u003c\/strong\u003e. Tie each order to an approved care plan, then compare actual use to patient-day volume and admission mix. If same-day delivery or rush orders rise, margin usually falls before you see it in payroll. That is the one-liner: \u003cstrong\u003ebuy only what the care plan justifies\u003c\/strong\u003e.\u003c\/p\u003e\n      \u003cul class=\"lst_crct_blog\"\u003e\n        \u003cli\u003e\n\u003cstrong\u003eTrack\u003c\/strong\u003e cost as % of revenue.\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eReview\u003c\/strong\u003e vendor discounts and terms.\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eLog\u003c\/strong\u003e mileage by patient and zone.\u003c\/li\u003e\n        \u003cli\u003e\n\u003cstrong\u003eApprove\u003c\/strong\u003e substitutions before dispensing.\u003c\/li\u003e\n      \u003c\/ul\u003e\n      \u003cp\u003eTest whether tighter authorization cuts waste without delaying care. Document who can order, when refill rules apply, and which items need pre-approval. If vendor terms slip or mileage spikes, owner pay gets squeezed even when census is stable. Keep the forecast editable, because these costs move with patient acuity and supplier contracts, not just with revenue.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step4\"\u003e4\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eCompliance, Billing, And Administration\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n\u003cdiv class=\"left-row5\"\u003e\n\u003ch3\u003eCompliance and Billing Burn\u003c\/h3\u003e\n\u003cp\u003e\u003cstrong\u003eCompliance and billing\u003c\/strong\u003e hit owner pay before cash shows up as profit.\nThis driver includes documentation, eligibility checks, audit prep, survey readiness, billing timing, accreditation work, admin labor, and EHR workflows. Here’s the quick math: fixed monthly spend is \u003cstrong\u003e$3,400\u003c\/strong\u003e from \u003cstrong\u003e$400\u003c\/strong\u003e compliance fees, \u003cstrong\u003e$1,800\u003c\/strong\u003e EHR licensing, and \u003cstrong\u003e$1,200\u003c\/strong\u003e professional services, before billing labor.\u003c\/p\u003e\n\u003cp\u003eBilling payroll also rises from \u003cstrong\u003e0.5 FTE\u003c\/strong\u003e to \u003cstrong\u003e1.5 FTE\u003c\/strong\u003e at a \u003cstrong\u003e$65,000\u003c\/strong\u003e salary base, or about \u003cstrong\u003e$32,500\u003c\/strong\u003e to \u003cstrong\u003e$97,500\u003c\/strong\u003e a year. That means about \u003cstrong\u003e$2,708\u003c\/strong\u003e to \u003cstrong\u003e$8,125\u003c\/strong\u003e per month in payroll. If claims lag or documentation fails, cash flow tightens fast, and owner draws get pushed back even when care volume is strong.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"right-row5\"\u003e\n\u003cdiv class=\"tips-box\"\u003e\n\u003ch3\u003eTrack Billing Quality First\u003c\/h3\u003e\n\u003cp\u003eMeasure the inputs that move cash: claim count, days to bill, denied claims, eligibility pass rate, audit findings, and time spent on chart cleanup. If documentation is late, billing slows, and that delay lands straight in working capital. Compliance spend is not optional here; it is a required operating cost, so the real win is reducing avoidable rework.\u003c\/p\u003e\n\u003cul class=\"lst_crct_blog\"\u003e\n\u003cli\u003eTrack bill lag by payer.\u003c\/li\u003e\n\u003cli\u003eReview denials weekly.\u003c\/li\u003e\n\u003cli\u003eClose charts same day.\u003c\/li\u003e\n\u003cli\u003eTest eligibility before start.\u003c\/li\u003e\n\u003cli\u003eKeep survey files audit-ready.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003eUse the EHR to cut manual touches, then staff billing to match claim flow, not guesswork. If one billing FTE can’t keep up, claims age and cash comes in late. If documentation quality stays high, the same fixed cost base supports faster collections and protects owner income.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n\u003cdiv class=\"step-circle step5\"\u003e5\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003ch3\u003e\u003cspan style=\"color: #126CFF;\"\u003eOperating Reserves And Reinvestment\u003c\/span\u003e\u003c\/h3\u003e\u003cbr\u003e\n\u003cdiv class=\"container_new_design_timeline\"\u003e\n  \u003cdiv class=\"right-row6\"\u003e\n    \u003ch3\u003eOperating Reserves Before Owner Pay\u003c\/h3\u003e\n    \u003cp\u003eWhen cash is tight, the owner does not get paid first. \u003cstrong\u003eOperating reserves\u003c\/strong\u003e cover delayed reimbursement, payroll, compliance response, hiring ahead of growth, equipment needs, quality work, debt service, and surprises, so distributions only happen after care is funded. The model shows \u003cstrong\u003e$113M\u003c\/strong\u003e operating profit before reserves in Year 1 and \u003cstrong\u003e$1,121M\u003c\/strong\u003e in Year 5, but the reserve rate is not supplied, so it should stay editable.\u003c\/p\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"left-row6\"\u003e\n    \u003cdiv class=\"tips-box\"\u003e\n      \u003ch3\u003eSet a Reserve Rule Before Distributions\u003c\/h3\u003e\n      \u003cp\u003eTrack reserve days, not just profit. Use a simple rule tied to \u003cstrong\u003epayroll timing\u003c\/strong\u003e, \u003cstrong\u003ebilling lag\u003c\/strong\u003e, and \u003cstrong\u003egrowth spend\u003c\/strong\u003e, then hold back enough cash for compliance, overtime, equipment, and debt service before any owner draw. If reimbursement slows or census grows fast, reserves protect patient care and keep the business from paying out cash it needs next week.\u003c\/p\u003e\n    \u003c\/div\u003e\n  \u003c\/div\u003e\n  \u003cdiv class=\"timeline\"\u003e\u003c\/div\u003e\n  \u003cdiv class=\"step-circle step6\"\u003e6\u003c\/div\u003e\n\u003c\/div\u003e\u003cbr\u003e\u003cbr\u003e\u003cbr\u003e\u003ch2\u003e\u003cspan style=\"color: #126CFF;\"\u003eCompare hospice owner income scenarios without promising pay\n\u003c\/span\u003e\u003c\/h2\u003e\n\u003csection class=\"fml-scenario-table\" aria-label=\"Hospice Care Owner Income Scenarios\" data-site-name=\"Financial Models Lab\" data-site-url=\"https:\/\/financialmodelslab.com\" data-source-title=\"Hospice Care Owner Income Scenarios\" data-note-label=\"Planning note\" data-note-text=\"Scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions; actual owner pay depends on reserves and unmodeled clinical payroll.\"\u003e\u003cdiv class=\"fml-scenario-table-card\"\u003e\n\u003cheader class=\"fml-scenario-table-header\"\u003e\u003cdiv\u003e\n\u003cp class=\"fml-scenario-table-eyebrow\"\u003eOwner income scenarios\u003c\/p\u003e\n\u003cp class=\"fml-scenario-table-description\"\u003eIncome changes fast here because staffing, utilization, and fixed overhead do not scale at the same pace. These cases show how owner pay shifts from a lean launch to a larger, steadier operation.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-actions\"\u003e\u003cbutton class=\"fml-scenario-table-export\" type=\"button\" data-scenario-export\u003eEXPORT XLSX\u003c\/button\u003e\u003c\/div\u003e\u003c\/header\u003e\u003cdiv class=\"fml-scenario-table-wrap\"\u003e\u003ctable class=\"fml-scenario-table-grid\"\u003e\n\u003ccaption\u003eCompare owner income under lean, base, and high operating cases.\u003c\/caption\u003e\n\u003cthead\u003e\u003ctr\u003e\n\u003cth class=\"fml-scenario-table-stub\" scope=\"col\" data-export-value=\"Scenario\"\u003eScenario\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"Low Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eLow Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eOwner-operated\u003c\/span\u003e\n\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"Base Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eBase Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eManager-led\u003c\/span\u003e\n\u003c\/th\u003e\n\u003cth class=\"fml-scenario-table-column\" scope=\"col\" data-export-value=\"High Case\"\u003e\n\u003cspan class=\"fml-scenario-column-title\"\u003eHigh Case\u003c\/span\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eManager-led upside\u003c\/span\u003e\n\u003c\/th\u003e\n\u003c\/tr\u003e\u003c\/thead\u003e\n\u003ctbody\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Launch model\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-launch\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-launch-model.svg\" alt=\"Launch model icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eLaunch model\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"This is the lower-income path if Year 1 stays small and the owner is still covering day-to-day work.\"\u003eThis is the lower-income path if Year 1 stays small and the owner is still covering day-to-day work.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the modeled middle path where the care team is steadier and the owner is less tied to daily delivery.\"\u003eThis is the modeled middle path where the care team is steadier and the owner is less tied to daily delivery.\u003c\/td\u003e\n\u003ctd data-export-value=\"This is the stronger earnings path if the business reaches the Year 5 scale and keeps utilization high.\"\u003eThis is the stronger earnings path if the business reaches the Year 5 scale and keeps utilization high.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Typical setup\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-setup\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-typical-setup.svg\" alt=\"Typical setup icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eTypical setup\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Year 1 scale with 1 physician, 3 registered nurses, 5 certified aides, 1 social worker, and 1 spiritual counselor, plus fixed rent, insurance, and software.\"\u003eYear 1 scale with 1 physician, 3 registered nurses, 5 certified aides, 1 social worker, and 1 spiritual counselor, plus fixed rent, insurance, and software.\u003c\/td\u003e\n\u003ctd data-export-value=\"Year 3 scale with 2 physicians, 8 registered nurses, 13 certified aides, 3 social workers, and 2 spiritual counselors, plus higher payroll and utilization.\"\u003eYear 3 scale with 2 physicians, 8 registered nurses, 13 certified aides, 3 social workers, and 2 spiritual counselors, plus higher payroll and utilization.\u003c\/td\u003e\n\u003ctd data-export-value=\"Year 5 scale with 3 physicians, 15 registered nurses, 25 certified aides, 5 social workers, and 3 spiritual counselors, with larger payroll and service volume.\"\u003eYear 5 scale with 3 physicians, 15 registered nurses, 25 certified aides, 5 social workers, and 3 spiritual counselors, with larger payroll and service volume.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Cost drivers\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-drivers\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-cost-drivers.svg\" alt=\"Cost drivers icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eCost drivers\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Clinical payroll mix; fixed overhead; medical supplies and drugs; vehicle and transportation; telehealth fees\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eClinical payroll mix\u003c\/li\u003e\n\u003cli\u003efixed overhead\u003c\/li\u003e\n\u003cli\u003emedical supplies and drugs\u003c\/li\u003e\n\u003cli\u003evehicle and transportation\u003c\/li\u003e\n\u003cli\u003etelehealth fees\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"Provider staffing scale; fixed overhead; billing and admin payroll; medical supplies and drugs; transportation\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eProvider staffing scale\u003c\/li\u003e\n\u003cli\u003efixed overhead\u003c\/li\u003e\n\u003cli\u003ebilling and admin payroll\u003c\/li\u003e\n\u003cli\u003emedical supplies and drugs\u003c\/li\u003e\n\u003cli\u003etransportation\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003ctd data-export-value=\"Higher census; more clinicians; more transportation; more supplies and drugs; larger admin team\"\u003e\u003cul class=\"fml-scenario-list\"\u003e\n\u003cli\u003eHigher census\u003c\/li\u003e\n\u003cli\u003emore clinicians\u003c\/li\u003e\n\u003cli\u003emore transportation\u003c\/li\u003e\n\u003cli\u003emore supplies and drugs\u003c\/li\u003e\n\u003cli\u003elarger admin team\u003c\/li\u003e\n\u003c\/ul\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Owner income range\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-range\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-planning-range.svg\" alt=\"Owner income range icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eOwner income range\u003c\/span\u003e\u003cspan class=\"fml-scenario-row-subtitle\"\u003eBefore owner reserves\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"$1.0M - $1.1M\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$1.0M - $1.1M\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eReserve risk\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$4.5M - $4.6M\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$4.5M - $4.6M\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-soft\"\u003eStable base\u003c\/span\u003e\n\u003c\/td\u003e\n\u003ctd data-export-value=\"$10.8M - $11.2M\"\u003e\n\u003cstrong class=\"fml-scenario-range\"\u003e$10.8M - $11.2M\u003c\/strong\u003e\u003cspan class=\"fml-scenario-badge is-warning\"\u003eUpside case\u003c\/span\u003e\n\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr data-scenario-row\u003e\n\u003cth class=\"fml-scenario-row-heading\" scope=\"row\" data-export-value=\"Best fit\"\u003e\u003cspan class=\"fml-scenario-row-heading-inner\"\u003e\u003cspan class=\"fml-scenario-row-icon is-fit\" aria-hidden=\"true\"\u003e\u003cimg class=\"fml-scenario-row-icon-img\" src=\"\/cdn\/shop\/files\/scenario-best-fit.svg\" alt=\"Best fit icon\" loading=\"lazy\"\u003e\u003c\/span\u003e\u003cspan\u003e\u003cspan class=\"fml-scenario-row-title\"\u003eBest fit\u003c\/span\u003e\u003c\/span\u003e\u003c\/span\u003e\u003c\/th\u003e\n\u003ctd data-export-value=\"Use this to stress-test an owner-operated launch with thin reserve coverage and slower staffing ramp.\"\u003eUse this to stress-test an owner-operated launch with thin reserve coverage and slower staffing ramp.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this for a manager-led plan that assumes a more mature census and tighter operating rhythm.\"\u003eUse this for a manager-led plan that assumes a more mature census and tighter operating rhythm.\u003c\/td\u003e\n\u003ctd data-export-value=\"Use this to test upside under a manager-led model with strong volume and controlled overhead.\"\u003eUse this to test upside under a manager-led model with strong volume and controlled overhead.\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/tbody\u003e\n\u003c\/table\u003e\u003c\/div\u003e\n\u003cdiv class=\"fml-scenario-table-note\"\u003e\n\u003cspan class=\"fml-scenario-table-note-icon\" aria-hidden=\"true\"\u003e!\u003c\/span\u003e\u003cp\u003e\u003cstrong\u003ePlanning note:\u003c\/strong\u003e Scenario ranges are researched planning assumptions, not guaranteed earnings, salary promises, tax advice, or distributions; actual owner pay depends on reserves and unmodeled clinical payroll.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\u003c\/section\u003e","brand":"FinancialModelsLab","offers":[{"title":"Default Title","offer_id":49304083792115,"sku":"hospice-care-owner-makes","price":0.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0522\/6191\/2762\/files\/hospice-care-owner-makes.webp?v=1782684401","url":"https:\/\/financialmodelslab.com\/products\/hospice-care-owner-makes","provider":"Financial Models Lab","version":"1.0","type":"link"}