Caregivers are paid every week. The agencies that employ them are often paid weeks later. That mismatch is the cash problem this page is about.
Apply Now →A home care agency's largest cost is people. Aides and nurses visit clients, log their hours and expect their pay on the regular cycle. The agency, though, bills a payer or a family and waits. When the payer is a government program or an insurer, the wait includes claim review and processing. When it is a private family, the agency may still bill after the month closes. In either case the payroll is out the door first.
This is why an agency can be profitable on paper and still short on cash. Growth worsens it. Every new client adds hours to the payroll and adds to the pile of unpaid invoices.
New York's 2026 minimum wage is $17 per hour in New York City, Long Island and Westchester, and $16 in the rest of the state, and it is indexed starting in 2027. Home care wages follow their own rules, so check which apply to your workers. Labor is the one cost you cannot pause when payments slow down.
| Situation | Cash pressure |
|---|---|
| Taking on a large new client | Hiring and scheduling aides before the first invoice clears |
| Slow payer | Payroll continues while the claim waits |
| Opening a second branch or county | Office lease, supervisors, training and software |
| Vehicle or equipment needs | Mileage, a van for field staff, mobility aids to loan or sell |
| Compliance and training | Required onboarding and ongoing training hours for caregivers |
For illustration only: an agency with a weekly payroll of $25,000 that waits six weeks on a major payer is carrying roughly $150,000 in labor costs before cash returns. It is easy to see how a single large contract can strain an agency that does not have the buffer. The numbers vary by agency, so use your own payroll and your own aging report.
A funding amount sized to your float can keep pay on time, which helps with retention. Caregivers talk, and reliable paychecks matter in a market where workers can switch agencies easily.
For agencies paid by insurers or public programs, billing depends on accurate visit records. A missing signature, a visit logged against the wrong authorization or a late note can hold up a claim. This means that administrative discipline directly affects the cash cycle. An agency with tight documentation tends to be paid faster, which reduces the amount of working capital it needs.
When sizing a request, separate two needs: the permanent float you carry from the normal billing lag, and the temporary bulge from a growth spurt. The first is a recurring part of the business, and the second should shrink as the new clients' invoices begin to clear.
We provide funding of $25,000 to $5,000,000, funded in as little as 24 hours. We consider FICO 500 and up, request about three months of business bank statements and do not require tax returns. The application takes five minutes with a soft credit pull. Sole proprietors can apply. Start the application.
That is the situation working capital is built for. The funding covers payroll while claims or invoices are outstanding, so aides are paid on time.
Your bank statements show your deposits and your billing rhythm. Estimate the number of weeks you typically wait, multiply by your weekly payroll, and use that as a starting figure.
Sole proprietors can apply. About three months of business bank statements are requested, and no tax returns are required.
It can be, if the new area has clients ready to start. Plan for the lease, supervisors and the first weeks of payroll before billing begins.
The application uses a soft credit pull, so it does not add a hard inquiry to your credit report.
Three months of business bank statements and a 5-minute application. FICO 500+ considered. $25,000 to $5,000,000, funded in as little as 24 hours.
Apply Now →It takes about two minutes and it will not affect your credit score.
No obligation • No impact to your credit score
