Quick answer: White Horse Village, a Life Plan Community in Newtown Square, Pennsylvania, replaced a fragmented network of five to seven outside home care agencies with a single in-house division built on the HomeCare Advocacy Network’s (HCAN) home care model. The result: a 661% increase in monthly home care revenue and 120.1% of its Month 13 revenue proforma, with 75 active clients served through a unified, brand-owned service line.
The $1.5 Million Revenue Problem
Every year, roughly $1.5 million in home care revenue was flowing off the White Horse Village campus and into the hands of third-party agencies. Residents needed the care. The demand was real. But the revenue, the brand equity, and the clinical oversight belonged to someone else.
This is a familiar position for senior living executives. Home care has become one of the most requested services among prospective residents, yet most communities still outsource it to a rotating list of external providers. The result is a leaky revenue model: the community absorbs the referral risk and reputational exposure, while outside agencies capture the financial upside.
White Horse Village faced this exact challenge. Leadership recognized that home care was no longer a peripheral convenience. It was a core service line hiding in plain sight, one that had never been structured, staffed, or marketed as part of the organization’s own continuum of care.
The Challenge: A Fractured Care Experience
Before the transformation, White Horse Village relied on five to seven separate home care agencies to serve residents and their families. Each agency operated under its own name, its own standards, and its own communication protocols.
This fragmentation created three compounding problems:
- Brand dilution. Residents associated home care with outside companies rather than with White Horse Village itself, weakening the community’s identity as a full continuum-of-care provider.
- Limited clinical visibility. Leadership had little insight into the quality, consistency, or outcomes of care being delivered under their own roof by external staff.
- Fragmented experience. Residents and families navigated multiple points of contact, multiple billing systems, and multiple sets of expectations, with no single team accountable for the experience.
Each of these issues chipped away at the same asset: trust. Residents choose a Life Plan Community expecting a seamless continuum of care. A fractured home care experience quietly undermined that promise, even as demand for the service kept growing.
The Turning Point: Reframing Home Care as a Core Service Line
The shift began when leadership stopped viewing home care as an amenity to be outsourced and started treating it as a strategic service line to be owned.
This reframing mattered because it changed the questions leadership was asking. Instead of “which outside agency should we recommend?” the question became “how do we build and operate this capability ourselves, with our own brand, our own staff, and our own quality standards?”
That distinction is the foundation of every successful in-house home care division. Communities that treat home care as a referral convenience will keep leaking revenue to third parties. Communities that treat it as a core, brand-owned business line position themselves to capture that revenue, strengthen retention, and control the resident experience from end to end.
For White Horse Village, this meant committing to build a fully integrated home care division rather than continuing to manage a patchwork of outside vendors.
The Solution: Partnering with HCAN to Launch an In-House Division
Reframing home care as a strategic priority is one thing. Executing it is another. Building a compliant, staffed, and market-ready home care division from scratch requires operational expertise that most senior living organizations don’t have in-house, and shouldn’t have to build alone.
White Horse Village partnered with HomeCare Advocacy Network (HCAN), a national home care franchisor and senior living consulting company headquartered in Omaha, Nebraska. HCAN’s model exists specifically to bring senior living and home care together under one roof, providing the operating framework, staffing structure, and clinical processes needed to launch a proprietary division without disrupting existing operations.
This partnership gave White Horse Village a proven path to execution: a way to consolidate its fragmented agency relationships into a single, branded division backed by an operator with direct experience launching home care programs inside senior living communities.
The HCAN Model in Action
The HCAN home care model is built on six integrated pillars designed to operationalize every part of the transition, from staffing and training to marketing and quality oversight. Rather than layering a generic home care program onto existing operations, the model is built specifically for the senior living context, aligning with the community’s mission, brand, and existing resident relationships.
Two elements of the rollout at White Horse Village stood out:
Dedicated staffing. Instead of relying on outside agency personnel rotating through the community, White Horse Village built a dedicated caregiving team tied directly to its own brand. This gave leadership direct clinical visibility and gave residents a consistent team they could recognize and trust.
The Aging with Choices committee. White Horse Village established an internal Aging with Choices committee to guide the division’s direction, ensuring the new home care service stayed aligned with resident needs and the community’s broader mission as it scaled.
Together, these elements replaced a disconnected network of outside vendors with a single, accountable, brand-owned division, exactly the kind of integrated care ecosystem senior living executives increasingly say they want but rarely know how to build on their own.
The Results: 661% Revenue Growth in a Senior Living Home Care Case Study
The results validate the strategic bet. After launching its in-house division with HCAN, White Horse Village saw:
- 661% growth in monthly home care revenue
- 120.1% of its Month 13 revenue proforma, exceeding the original financial projections
- 75 active clients served through the new division
These numbers tell a clear story. The $1.5 million in revenue that once flowed to outside agencies is now being captured, in part, by White Horse Village itself, through a division that carries its own name, meets its own clinical standards, and reinforces its own brand every time a resident receives care.
Just as importantly, the results arrived faster than projected. Exceeding a Month 13 proforma by more than 20% signals that the demand for in-house home care was already there. It simply needed the right operating structure to capture it.
What an In-House Model Could Mean for Your Community
White Horse Village didn’t solve its home care problem by finding a better outside agency. It solved it by recognizing home care as a core part of its continuum of care and partnering with an operator built specifically to help senior living communities own that service line.
The same fragmented-agency problem that cost White Horse Village $1.5 million a year is likely playing out in some form across your own community today. The question is whether that revenue, and that resident relationship, stays with an outside vendor or becomes part of your own brand. Read the full case study “Reclaiming Control, Elevating Care: How White Horse Village Transformed Home Care into a Strategic Asset with HCAN”
See what an in-house model could mean for you. Book a call with HCAN to discuss your community’s home care strategy.
Frequently Asked Questions
What is an in-house home care division?
An in-house home care division is a home care service owned and operated directly by a senior living community, rather than outsourced to third-party agencies. It carries the community’s own brand, staffing, and clinical oversight rather than relying on outside vendors.
How long did it take White Horse Village to see results?
White Horse Village reached 120.1% of its Month 13 revenue proforma, meaning it exceeded its own financial projections within its first year of operating the in-house division with HCAN.
Why do senior living communities outsource home care in the first place?
Many communities lack the internal staffing infrastructure, clinical licensing expertise, or operational bandwidth to launch a home care program on their own, so they rely on outside agencies by default, often at the cost of revenue and brand control.
What makes the HCAN home care model different from a standard home care franchise?
The HCAN home care model is built specifically for senior living providers, integrating with existing operations rather than functioning as a standalone franchise. It is designed around a six-pillar operating framework tailored to the senior living continuum of care.
Is this approach only for large, multi-site organizations?
While White Horse Village is a multi-service Life Plan Community, the underlying model, replacing fragmented outside agencies with a unified in-house division, applies to any mission-driven senior living organization looking to control its home care service line and capture the revenue currently going to third parties.