Before joining Vivo Infusion, Rodgers was CEO at AccentCare for over a decade. He was also formerly CEO of OptumHealth Collaborative Care, a division of UnitedHealth Group (NYSE: UNH) that owns, manages, and provides administrative and technology services to health care delivery systems.

Earlier in his career, he was a health care executive at General Electric, responsible for purchasing health care benefits.

Vivo Infusion provides cost-effective infusion care to patients in partnership with their physicians.

Accra names Frette as chief solutions officer, Chad Derner CFO

Accra has named LeAnn Frette as chief solutions officer. Frette transitions to her new role after serving as chief financial officer (CFO) for over a decade. The company has also appointed Chad Derner to succeed Frette as CFO.

“Over 18 years of service at Accra, LeAnne has guided our organization through tremendous growth and helped us maintain financial success despite constant disruption in the home care industry,” said Accra President and CEO John Dahm said in a statement. “Her expertise will be critical in clearing the future hurdles we face to best serve the thousands of Minnesotans who need care at home.”

Accra is a nonprofit organization providing individualized home care services to people with disabilities and older adults. Headquartered in Minnetonka and operating in all counties throughout Minnesota, Accra helps people who need care get self-directed assistance with activities of daily living.

As chief solutions officer, Frette will partner with leadership on all operational and strategic issues and provide recommendations based on financial analysis and projections, cost identification and allocation, and revenue/expense analysis.

“I am excited to dive into my new role as chief solutions officer and look forward to collaborating with Accra’s executive leadership team on strategies to build an ecosystem that better meets the needs of Minnesotans who require personalized care at home,” Frette said.

Frette started with Accra as a system analyst in 2006 and supported the company’s growth by building out its financial operating systems and practices. She was named CFO in 2014.

Taking on Frette’s former role as CFO, Chad Derner will manage Accra’s accounting and billing departments, oversee all financial activities and operations and provide strategic guidance to leadership. Derner joins Accra with 25 years of experience in finance and accounting, the last 16 of which have been in leadership.

“I am thrilled to welcome Chad Derner as Accra’s new CFO,” Frette said. “Having dedicated many years to this role, I understand the importance of having a leader with Chad’s extensive experience and strategic vision. I am confident that Chad’s broad health care experience will help Accra grow and thrive in our ever-changing industry.”

Derner will focus on identifying opportunities to optimize financial strategies across all of Accra’s business ventures. He will be critical in ensuring Accra fosters financial excellence and strategic growth.

“I am excited to join this dedicated team and contribute to Accra’s mission by ensuring financial excellence and strategic growth,” Derner said. “I look forward to leveraging my experience in financial management and technology-focused health care to support Accra and significantly impact our community.”

CaringBridge announces new board members

CaringBridge, a Bloomington, Minnesota-based health care platform supporting family caregivers, recently announced new members to its board of directors: Sandy Chung, American Academy of Pediatrics immediate past president, CEO of Trusted Doctors, Medical Director of the Virginia Mental Health Access Program; Kristy Lindquist, co-founder and partner at Chasm Partners and Steve Margolis, retired health plan executive, independent board member and current president of the Vitality Group.

The company also announced that retired health care executive Sarah Krevens was the board chair, and Linda Ireland, an independent board director, was the board vice chair.

Calvin Allen, executive vice president and chief human resources officer at Children’s Hospital of Philadelphia has joined as Treasurer, Finance & Development Committee chair.

Cris Ross, chief information officer at Mayo Clinic, is the new Impact Committee chair.

Adrian Slobin, chief growth officer at Huron Consulting, has joined as the Governance Committee chair.

Scott Spiker, board director and chairman at First Command Financial Services, is board chair Emeritus.

“I am thrilled to welcome our new members to the CaringBridge board,” CEO Tia Newcomer said in a statement. “Our board comprises seasoned professionals in health care with deeply personal connections to caregiving. I am truly excited about the future and what we will accomplish together. The board is essential in continuing our path of meaningful and transformational work to surround family caregivers with emotional, social and functional support as they care for a loved one on a health journey.”

nVoq welcomes Iddings as chief revenue officer

nVoq announced Dawn Iddings as its chief revenue officer. Iddings brings over 20 years of experience in health care, technology and electronic health records. Most recently, she served as senior vice president and managing director of post-acute care at Netsmart Technologies. 

“Dawn is an incredible addition to our executive team,” President and Chief Operating Officer Debbi Gillotti said in a statement. “Her deep expertise in the in-home health care market, combined with her career-long commitment to creating technology solutions for our industry, will elevate our ability to service our agency customers and industry partners.”

nVoq Inc., headquartered in Boulder, Colorado, provides HIPAA-compliant, SaaS-based technology for the in-home health care industry.

“The in-home health care market is on the brink of a significant transformation, and AI is at the heart of it,” Iddings said in a statement. “nVoq has been developing and evolving this technology to meet the unique needs of clinicians for over a decade. Our solutions continue to redefine efficiency, quality and accuracy in clinical documentation, and I’m thrilled to be a part of this journey.”

One Senior Care expands executive leadership team

Erie, Pennsylvania-based One Senior Care announced the expansion of its leadership team.

As chief medical officer, Dr. Jerry Wilborn, a 25-year veteran in post-acute care, will work alongside the organization’s medical directors to drive clinical strategy and positive health outcomes.

“Over the last few years, it’s become increasingly clear that seniors want to age in their homes. One Senior Care is making this a reality for the older adults we serve in Pennsylvania, Virginia, Kentucky, and soon, Ohio,” Wilborn said in a press release.

The newly appointed chief operating officer, Craig Worland, brings a professional background in leading growing health organizations, having previously served in Southeast Primary Care Partners and Tanner Health System.

“I’m honored to join One Senior Care, which has great potential to expand this truly integrated and participant-centered program to serve more older adults and communities across the country,” Worland said in a press release.

As chief quality and compliance officer, Laura Lyons will enhance the company’s quality and compliance programs, according to the release.

“As we look toward the future, we look forward to building upon our reputation in quality care and continuing to ensure that older adults can live healthy, happy and independent lives in their own homes and communities,” Lyons said.

Element Care appoints Thompson new CEO

Element Care announced the appointment of Douglas Thompson as chief executive officer (CEO). Doug brings experience in health care leadership, financial management and community engagement to the company.

“In seeking a new CEO, it was essential to the board of directors to select a candidate that not only has the leadership and technical skills necessary to manage such a complex organization but also someone committed to providing high-quality health care to low-income seniors,” President of the Board of Directors, John Feehan said in a statement. “We are extremely excited to have Doug join the Element Care team and look forward to working with him to bring high-quality, wrap-around medical services to many more seniors in need.”

Element Care, based in Lynn, Massachusetts, provides managed care for senior care options (SCO) under a contract with Commonwealth Care Alliance. The company serves over 1,000 Program for All-Inclusive Care for the Elderly (PACE) participants and 2,000 SCO members across 60 North Shore, Merrimack Valley and Greater Boston communities.

“I’ve worked with diverse populations throughout my career and am passionate about developing innovative programs to serve patients with complex health needs,” Thompson said. “I am excited about the mission and high quality of health care that is the foundation of Element Care. I look forward to building on the success of this organization and leading its next chapter as the population of aging seniors continues to grow.”

Thompson was previously the CEO and founder of Perfect Health Inc., where he developed a comprehensive primary care clinical model as a risk-bearing provider organization focused on serving seniors with complex health care needs at home. He was also the former chief financial officer of the Massachusetts state Medicaid program and three Medicaid managed care organizations.

Avenues Home Care welcomes Hendrix as senior care coordinator

Avenues Home Care announced Grant Hendrix as senior care coordinator for northwest Georgia and southeast Tennessee. Hendrix will help families and veterans living in Dalton, Chattanooga and surrounding areas engage with home care services to meet their needs.

“At Avenues Home Care, we are committed to offering those we serve professional, compassionate and flexible home care solutions,” CEO Doug Markham said in a press release. “With our years of experience and industry knowledge, we empower our local teams to foster meaningful connections within the community. Grant’s extensive experience, education, and the Avenues’ vision and support give him the essential insights and resources to ensure we meet our clients’ distinct needs.”

Dalton, Georgia-based Avenues Home Care is the parent company of community-centric home care agencies spanning multiple communities across the South. The company provides in-home senior care, activities of daily living, medication assistance, meal preparation, companionship, transportation, light housekeeping and more.

“Avenues’ motto, ‘your journey, our care,’ is something I will strive to remember every time I visit families and their loved ones,” Hendrix said. “My passion is to connect people to exceptional home care services that will help improve their quality of life. With their excellent reputation and resources, Avenues Home Care has given me a great opportunity to help families in the areas we serve.”

In his new role, Hendrix will analyze the market, visit communities and meet with clients in their homes.

Integrated Home Care Services Inc. welcomes Ajani Nimmagadda as CMO

Integrated Home Care Services Inc. (IHCS) announced that Dr. Ajani Nimmagadda has been named the organization’s new chief medical officer. Nimmagadda will assume clinical and medical management leadership across the organization.

“Dr. Nimmagadda’s leadership in driving clinical outcomes, quality of care and health care affordability will be instrumental in helping us continue to fulfill our mission and support our continued growth,” CEO Christopher Bradbury said in a statement. “Her proven track record of achieving better outcomes for patients, providers, and health plans and her expertise across the health care ecosystem will further accelerate our innovation and value-based care solutions.”

Integrated Home Care Services is a home care benefit manager that enables and accelerates value-based home care for health plans and risk-based provider organizations. Headquartered in Miramar, Florida, the company services millions of patients across many states and Puerto Rico.

“I am honored to join IHCS as chief medical officer,” Dr. Nimmagadda said. “I look forward to leveraging my experience in successful health care operations and improved operational efficiency while optimizing clinical outcomes. IHCS’s approach is reinventing home care benefit management, replacing fragmented approaches with an integrated, insights-based, coordinated model that improves clinical outcomes and patient experience and reduces health care costs. Improving care in the home has always been a passion of mine, and I look forward to unlocking the full potential of care in the home with our team members, providers, caregivers and health plan partners.”

Dr. Nimmagadda has nearly three decades of experience in health care, both as a practicing internal medicine and infectious diseases physician and as a health care executive.

Most recently, she served in various leadership roles at Cigna Healthcare, overseeing comprehensive medical and pharmacy utilization management programs and specialty drug clinical programs, including gene therapies.

The post Former AccentCare CEO Joins Vivo Infusion; Accra Names New CFO appeared first on Home Health Care News.

CVS Health leaders reportedly met with Glenview Capital – the rumored activist investor – on Monday to discuss ways to “improve operations,” according to The Wall Street Journal.

Year over year, CVS stock is down close to 10%. Year to date, however, the retail giant’s stock is down over 20%.

The company also announced Monday that it would be laying off 2,900 workers, with most of those being corporate positions.

In the wake of COVID-19, CVS Health began to switch its business strategy, as did its peer, Walgreens Boots Alliance (Nasdaq: WBA).

Both companies decided to dive further into health care services, partly because of the success they had as vaccine administrators during the pandemic. CVS Health acquired the primary care provider Oak Street Health last year, as well as the home-focused value-based care platform Signify Health. In total, those acquisitions cost CVS $18 billion.

Those businesses help make up CVS Health’s health care services arm, which is dubbed CVS Healthspire.

On its most recent earnings call, CVS President and CEO Karen Lynch reaffirmed commitment to that segment moving forward.

“We are committed to delivering value every day to our clients and our members,” Lynch said. “In our health care delivery business, we are driving meaningful progress connecting patients to health services across all of our channels, primary and acute care, health services in the home, and clinical programs.”

CVS Health also owns Aetna, one of the largest insurers in the country. Aetna President Brian Kane was removed from his post last month, after less than a year on the job.

As of Monday, it wasn’t clear what Glenview Capital would be urging CVS Health to do moving forward. The company is a New York-based hedge fund.

The post With Potential Activist Investor Emerging, CVS Health To Lay Off Thousands Of Workers appeared first on Home Health Care News.

Organizational culture refers to the shared beliefs, values, attitudes, behaviors and practices that define an organization. It includes unwritten rules, norms and social patterns that influence the behavior and interactions of individuals within the organization.

When employees feel a sense of belonging, they are five times more likely to stay with the same company for an extended period, three times more likely to generate revenue faster than less inclusive competitors and nine times more likely to believe that people are treated fairly, according to data from Great Place to Work.

“There has been a positive correlation with retention rates since we’ve doubled down on recognition, culture and employee experience,” Jeff Knapp, chief people officer at Bayada, told Home Health Care News.

Bayada provides home health, home care and hospice services in 21 states and five countries.

“I am a firm believer that building an infrastructure of cultural engagement is a smart investment and recognizing employee contributions that exemplify your values has a multiplier effect across the organization,” Knapp said. “Our high and stable employee experience data demonstrate that a strong, mission-driven culture can drive employee retention and satisfaction. That, in turn, has been correlated with better hiring, retention and productivity.”

Organizational culture is also significant for patients. Studies show that engaged and satisfied employees are more likely to provide high-quality care, resulting in better patient outcomes. Lower engagement rates can increase errors, solidifying that a weak culture is a liability for health care organizations. Moreover, a supportive culture promotes open communication, continuous learning and collaboration, all vital for patient care and safety.

Beyond employee and client satisfaction, culture contributes to a healthy bottom line by keeping caregivers in place and engaged, avoiding malpractice claims. Health care organizations with positive cultures attract and retain top talent, essential in an industry with significant workforce shortages. Additionally, a study by Gallup showed that companies that prioritize culture experienced a 33% increase in revenue.

Understanding the environment and taking action

Understanding the current environment is imperative before focusing on improving workplace culture. Michelle Cone, senior vice president of training and brand programs at HomeWell Care Services, recommends soliciting and acting on client and employee feedback.

“This is table stakes to gauge satisfaction, identify areas for improvement and solicit suggestions,” she told HHCN. “Use this data to shape strategies and make tangible changes when needed.”

HomeWell Care Services, based in Burkburnett, Texas, offers personal care, companionship, and homemaker services for seniors and other homebound individuals.

Providers can start by conducting anonymous surveys to gather honest feedback on various aspects of workplace culture, such as communication, collaboration and job satisfaction. A combination of quantitative and qualitative questions to gain a comprehensive understanding is best, according to sources.

After gathering the survey results, providers can then analyze the feedback, building on strengths and removing weaknesses – where possible.

Using focus groups to impact change after the fact is one way to respond to feedback.

“At HomeWell, our core values are integrity, collaboration, excellence, candor and balance,” Cone said. “We hire, reward, and recognize our core values. We also focus on setting clear expectations and providing support. This includes clearly defined roles, responsibilities, expectations and success metrics.”

The post The Levers Bayada, HomeWell Pull To Retain Home-Based Care Workers  appeared first on Home Health Care News.

The home-based care staffing environment will always be a challenge for providers, but things look far better now than they did two years ago in the wake of the pandemic. However, one area that remains a lingering problem for providers is nurses, and specifically nurses who are leveraging a worker shortage to maximize earning power. 

A confluence of factors made recruiting and retaining home-based care workers from 2020 to the beginning of 2023 a major headache.

Increased government aid kept a large amount of workers on the sidelines, for extended periods of time. Meanwhile, many clinical professionals either retired or exited the industry after being burnt out by pandemic-related pressure.

Most of that has abated, but home health providers have told me that one issue definitively remains, and that’s bringing on – and hanging onto – nurses.

“If I had 200 nurses show up in my parking lot, I would hire them all without interviewing them,” Bill English, president and CEO of Accurate Home Care, told me in jest at the Continuum conference last year.

English’s joke was layered with some truth, however. Home health providers are desperate for nurses, and affordable ones. Without them, it’s tough to grow – or in some cases, to even survive.

In May of 2023, Adam Holton – then the chief people officer at Amedisys (Nasdaq: AMED) – told me that nurses jumping ship to collect sign-on bonuses was one of the company’s gravest concerns.

He and many other leaders hoped that particular issue would subside as the public health emergency was put further into the rearview, but recent conversations I’ve had suggest that it hasn’t.

In this week’s exclusive, members-only HHCN+ Update, I take a closer look at one of the most pressing issues facing the home health industry, which is a widespread inability to sustainably hang onto a vital workforce.

Home health care’s nursing problem

In May 2023, when I chatted with Holton, Amedisys had some of the best data on home-based care workers in the industry. Its applicant tracking system, specifically, was one of the company tools he was touting.

And that’s also why he was so sure of this problem with home health nurses, or nurses in general.

“When there’s a severe shortage, you expect some of this,” Holton said. “But there’s ample evidence that there is still a contingent of nurses who are really taking advantage of going from one sign-on bonus to another.”

Jeff Knapp, the chief people officer at Bayada, was also a part of that conversation. He agreed, and called Bayada’s nursing woes not a sourcing issue, but a retention issue.

For certain, there are ways to keep the less financially inclined nurses onboard. Those include good company culture, solid training, proper recognition, bonuses and, in general, competitive compensation.

But the average home health provider doesn’t have time to waste and money to blow. And when they are hiring nurses who then turn around and leave in short order, that amounts to a significant financial loss. The recruiting and training costs add up, with little return on investment.

In April 2022, an analysis in Health Affairs showed that the total supply of registered nurses decreased by more than 100,000 from 2020 to 2021, which was the largest decrease in supply in the last 40 years.

Another analysis, published by the Health Resources and Services Administration in November 2022, projected a U.S. shortage of close to 80,000 nurses in 2025, a problem that’s expected to continue – and even exacerbate – throughout the decade.

Specifically within home health care, a study published in the National Library of Medicine in 2021 found over 30% of full-time registered nurses and about 25% of licensed practical nurses left their position in a large home health care agency “over the course of a year.”

To make matters worse, health systems – which compete with home health agencies for nurses – often have more financial resources. At the same time, skilled nursing facilities (SNFs) are soon to be subject to a minimum staffing mandate, which could also increase competition over a small pool of nurses.

And the issue Holton brought to my attention nearly a year and a half ago hasn’t gone away.

For instance, in Care Advantage’s case, nurses are actually declining sign-on bonuses that may tie them to the company for a longer period of time. They’re doing that, in many cases, so they can eventually jump ship for other offers.

“All the big companies are paying high retention bonuses and sign-on bonuses,” Joe Navarro, the chief people officer at Care Advantage, told me this week during Home Health Care News’ Staffing Summit. “It’s to the point that, when I’m interviewing and hiring nurses, when I offer a sign-on bonus, they say they don’t need one. Because they want to be able to jump three months from now, four months from now, for better compensation.”

For large home health providers, that’s an issue. For smaller providers, it’s hard to even enter the competition.

Care Advantage has a large regional presence. Still, nurses jumping ship has become one of its biggest challenges.

“It’s very hard to attract and retain nurses at this point,” Navarro said. “And I think that’s one of the biggest challenges that there is in the industry.”

A costly turnover problem is also magnified in light of the current payment environment in home health care.

It costs far more now to hire and retain a nurse, but all the while, the Centers for Medicare & Medicaid Services (CMS) is reducing home health payment. The agency has cut core payments the past two years, and proposed a third straight cut for 2025.

On the other side of payment, Medicare Advantage (MA) plans are often paying rates for home health care that fall below the cost of care.

Navarro suggested one solution, which was to ensure nurses fall in love with the company culture shortly after joining.

Home health providers could also employ strategies to get a better sense of which nurses are more likely to stay for the long haul.

Having a nurse on staff is better than not having him or her on staff. But if that nurse is set to leave fewer than 90 days in, the economics on that hire could turn upside down.

The post The Home Health Nursing Problem That Isn’t Going Away appeared first on Home Health Care News.

“Individuals go into the role of being a caregiver, normally because they have a passion for helping other people,” HHAeXchange President Stephen Vaccaro told Home Health Care News. “They recognize the value that it’s bringing and how fulfilling that could be, and that becomes an area they want to move into. It’s a difficult job, so you must be passionate about it.”

Founded in 2008, New York-based HHAeXchange is a home care management software company focused on the Medicaid home- and community-based services (HCBS) population.

About 60% of the 4,000 caregivers surveyed said that positively impacting their patients’ health and wellbeing is the biggest motivator for their work. Additionally, 57% of caregivers reported taking extra time to record patient observations after each visit, motivated by the knowledge that it could improve their clients’ care.

Moreover, 91% said the relationships they form with the people they care for increase their job satisfaction.

“That was a 17% increase from our survey last year,” Vaccaro said. “I think it speaks to that human bond that individuals form with each other and how important and special that is. That’s what matters to caregivers at the end of the day.”

Another important finding from the survey was caregivers’ interest in receiving professional training as an additional resource to improve their job satisfaction and longevity. Specifically, caregivers said they would be interested in receiving training on reducing stress, understanding how to treat patients with specific illnesses and using additional medical equipment.

“When taking care of an individual, it’s not always easy to focus on yourself,” Vaccaro said. “Training and strategies for interacting with the client’s families or dealing with different illnesses or medical equipment go a long way in helping caregivers do their jobs better. Because ultimately, that’s what’s most important to them. This goes a long way in retaining and bringing more workers into the field. Pay and benefits can’t always be the answer; it has to be a fulfilling job.”

Unsurprisingly, survey data also showed that 34% of respondents found pay to be the most challenging aspect of being a caregiver.

“Are caregivers going to be paid relative to the value they bring? Sadly, no,” Vaccaro said. “The value that they bring is so immense. Many of these individuals would not be able to live their lives at home without these caregivers. You can’t put a dollar amount on that. However, we need to work together as stakeholders in the industry to elevate the role of the caregiver. The industry is evolving, and the stakeholders are beginning to understand the value and importance of caregivers. That needs to continue.”

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These salaries can impact job satisfaction and cause employees to seek employment elsewhere, according to the 2024 Activated Insights Benchmarking Report. Some organizations are turning to recognition to combat this trend.

“Employee recognition is no longer a ‘nice to do,’” Michelle Cone, senior vice president of training and brand programs at HomeWell Care Services, told Home Health Care News. “Recognizing employees should be considered table stakes in this post-pandemic landscape. With a focus on employee retention, engagement, and overall satisfaction and its direct correlation to top-quality care, recognition to support retention and drive satisfaction is vital.”

HomeWell Care Services, based in Burkburnett, Texas, offers personal care, companionship, and homemaker services for seniors and other homebound individuals.

“Recognition is critical to maintaining an engaged and innovative pool of talent because it staves off burnout and invigorates our shared sense of purpose,” Jeff Knapp, chief people officer of Bayada, told HHCN. “All employees – and I’d say even more so in the helping professions like home care – feel energized to give their best when others recognize that their work is worthwhile and that they are making a difference.”

Headquartered in Moorestown, New Jersey, Bayada provides in-home clinical care and support services for children and adults, including hospice, behavioral health and rehabilitation in 21 states and five countries.

With agencies vying for skilled and experienced caregivers, brands prioritizing employee recognition stand out. Recognition programs that attract and retain top talent give agencies a competitive advantage in a rapidly growing industry.

“We have several recognition and reward programs,” Knapp said. “For office staff, excellence awards are one favorite. Employees are nominated and selected yearly and celebrated at our annual gathering. Categories include clinical leadership, client services leadership and enterprise support. We also give years of service awards to recognize employee loyalty and commitment.”

Knapp said that what Bayada’s recognition and rewards programs have in common is that they are peer-driven.

“You can get a shout-out from your colleagues, manager, even clients and families,” he said. “I think employees value this most because it’s tangible and group-sourced. You can see in that honoree what excellence looks like and it illustrates and reinforces for everyone how their own talents and discretionary effort contribute to our larger mission to help the people we serve enjoy a better quality of life in the safety and comfort of home.”

Cone said that HomeWell, as a brand, discovered that what matters most is how you recognize employees. Consistency is key.

“Communicate to your team how what they do matters and is appreciated,” Cone said. “How much their presence and who they are positively impacts their clients’ lives. Share with them how they impact the industry. Don’t assume they know the difference they make.”

She suggested listening to your team. Find out what they need or want. Find out what the company is doing well and what can be improved. Understand why they stay or why they leave.

“Some tangibles that we have found employees prefer include recognizing an employee who has demonstrated outstanding performance and dedication,” Cone said. “A peer-to-peer recognition allows staff members to nominate a team member for recognition. Training and professional development opportunities work well. Ensure it’s paid training and offer certifications. Build out career paths or promotions based on training. Publicize these opportunities as rewards for staff who have demonstrated a commitment to learning and self improvement.”

While some recognition opportunities are set at a monthly cadence, it is important to recognize employees at the moment based on things like client acknowledgments during satisfaction surveys or the willingness to accept emergency shifts. Recognition and positive customer feedback boost morale, help retain team members and enhance job satisfaction, improving satisfaction scores.

Enhanced scores can provide a competitive advantage that can be leveraged in local markets to support client and caregiver acquisition and retention efforts.

“We identified that office staff satisfaction and turnover significantly impact caregiver satisfaction and turnover, as well as client satisfaction and turnover,” Cone said. “We shifted focus upstream of the caregivers by creating a support and retention strategy for office staff – those key internal associates – giving them what they want and need to be confident and successful in their roles.”

Cone said that by building intentional retention strategies around office staff, HomeWell has witnessed an impact on caregiver retention. She said over 75% of HomeWell’s caregivers have been active over 90 days, and less than 10% of franchisees surveyed said they had to turn away business due to a lack of caregivers.

“Retention matters to our home care clients because staff turnover understandably causes them anxiety,” Knapp said. “Entering their homes is a sacred trust. They come to trust and rely on their caregivers and clinicians, but also on the familiar voices who answer the phone every day. We become the family they choose. By retaining staff, you retain the valuable social capital and expertise you invest in building and that is measurably good for client satisfaction, care quality and business results.”

The post Bayada, HomeWell Leaders Share Strategies For Recognizing And Retaining Office Staff appeared first on Home Health Care News.

Transcend Strategy Group, based in Curtice, Ohio, provides data-driven insights to help home care companies make better business decisions.

Of the caregivers surveyed, 25% of those who have experienced or witnessed violence or harassment either didn’t feel comfortable reporting these events or did report but didn’t feel their organization was supportive.

“Home-based care organizations encounter unique challenges in safeguarding their staff due to their limited control over the environments they enter and the individuals they engage with,” Nicole McCann-Davis, Transcend’s senior client advisor and research director, told Home Health Care News. “It is essential to balance providing responsive, compliant and respectful support to patients and families and ensuring that staff are optimally equipped to perform their responsibilities effectively and confidently.”

Federal and state agencies require robust emergency management response plans for most types of home-based care. A crucial part of that is two-way communication. Over 50% of respondents said their employer communicated about potential safety risks. When dealing with a distributed workforce, multiple communication methods are generally necessary for all types of unplanned situations and emergencies.

Providing caregivers background information on clients and their family situations can help prevent unfortunate incidents. It’s important to consistently and thoroughly warn staff about potential risks in the neighborhood, the mental health of the client or family members, substance abuse issues or the presence of weapons. These should be considered standard practices for home-based care agencies.

It’s important to note that there is a generational gap among those who report witnessing violence. Individuals in the 35-44 age group were more likely than those over 55 to have experienced or witnessed physical violence in the workplace. Going further into the data, people aged 55 and above were more likely to feel empowered to establish appropriate safety measures while providing care.

“I do not believe that any organization intentionally fails to protect its employees from workplace violence,” McCann-Davis said. “Often, resource limitations or the difficulty of balancing competing priorities can pose challenges. While many organizations actively invest time and resources into violence prevention, more work remains until all participants consistently report feeling fully supported by their organization.”

Leaders are taking action

The good news is that home-based care leaders are taking action. Transcend reported that some common themes emerged around leaders providing further safety resources.

“Some of the high-level insights included in the report are focused on improved communication around safety and overall empowerment of staff to have autonomy over their safety,” McCann-Davis said. “Participants want to have confidence that their employer values them as much as they value patient care. Employers must apply the same principles in home-based care such as compassion, transparent communication and access to resources.”

Training is common in agencies, covering topics such as de-escalation tactics, self-care and stress management, and communication strategies for cultural sensitivities.

When asked about the kind of support they would like from their employers, respondents expressed a desire for concrete action and consequences for negative behavior, regardless of who the aggressor may be. They also mentioned feeling valued when acknowledged and supported in their response to harassment or violence.

Technology has become a central component in many safety protocols.

Certain organizations are providing their staff with wearable safety devices that, when activated, open a microphone connecting to a 24-hour call center. This allows someone to listen as the individual leaves the location and walks to their car and enables them to contact authorities in case of an emergency.

Organizations also have reported success in providing field staff with cell phones preloaded with applications to help them report safety events related to caregivers or patients.

“In evaluating their principle preferences for employer support, participants predominantly sought accountability, comprehensive training and education, and recognition of their emotional experiences,” McCann-Davis said. “While innovative resources, such as safety devices and applications, can be effective if budgetary constraints allow, their impact will be significantly diminished without integrating cognitive empathy. Workplace safety risk escalates when employees feel uncomfortable disclosing essential information to their employers.”

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Based on MissionCare Collective’s comprehensive data, the report illuminates important issues related to caregivers’ emotional, physical and financial positions. It goes beyond statistics, providing an analysis of the factors that contribute to the struggles of the workforce, including financial instability, training and development, and poor physical and mental health. 

Furthermore, the report offers specific data for each state regarding workforce gaps, wages, and the composition of the workforce, equipping industry leaders with the insights necessary to address these challenges directly.

“One of the most concerning findings in the report is the poor health and wellbeing of direct care workers,” MissionCare Collective CEO Brandi Kurtyka told Home Health Care News. “These caregivers, who dedicate themselves to supporting those in need, struggle financially, mentally and physically. This creates a paradox where we have a workforce tasked with ensuring the wellbeing of others while they face significant personal health challenges.”

A lack of health insurance and reliance on public assistance affects caregivers’ personal and professional wellbeing. According to the report, 15% of caregivers lack health insurance, and 42% come from low-income households.

Additionally, the report emphasizes a widening wage gap, with direct care workers in most states earning $2 to $3 less per hour than workers in industries requiring similar skills.

“While many caregivers are motivated by more than just a paycheck, the widening gap in competitive wages is exacerbating workforce shortages and creating challenges in recruitment and retention across the health care industry,” Kurtyka said.

When caregivers lack access to proper health care, they are at a higher risk of developing chronic health problems, facing delays in treatment and experiencing increased stress, all of which can negatively impact their physical and mental wellbeing. This difficulty can make it challenging for them to fulfill their caregiving responsibilities effectively. Additionally, the financial instability that comes from relying on public assistance adds another layer of stress.

“Worrying about necessities like food or transportation can distract caregivers, no matter how dedicated they are,” Kurtyka said. “A healthier, better-supported workforce is essential for delivering higher-quality and more consistent care.”

The emotional health of direct care workers is a significant concern, with 21% reporting poor mental health, according to the report. Direct care workers are three times more likely to struggle with anxiety and depression, with role misunderstandings and expectations to perform tasks beyond their training adding to their stress. Working in unfamiliar and potentially unsafe environments exposes them to risks such as drug activity, violence and assault. Social isolation, coupled with the high physical and emotional demands of the job, leads to elevated stress levels as well.

How leaders can provide support

Supporting the workforce begins with understanding their needs and going beyond traditional employer approaches. The report indicates that caregivers don’t often feel respected and sometimes feel as though they are seen as housekeepers, which is beyond the scope of their job duties. One survey participant called for a professionalization of the role, which begins with educating the client on what the caregiver is there to do.
“It’s difficult to scale and manage a workforce that is struggling at home, but to build a high-performing team that shows up and is capable of delivering great care, we need to ensure they are supported,” Kurtyka said. “The data in the report needs to be better understood and discussed, and the workforce’s wellbeing needs to be prioritized.”

The post Home-Based Care Workers Face A Wellbeing Crisis, According To New Report appeared first on Home Health Care News.

In home care, turnover tends to beget more turnover. If providers don’t nip the issue in the bud, they will open themselves up to a larger problem.

Home care agencies report average turnover rates of 76%, which challenges their ability to deliver high-quality services. High employee turnover also means high financial costs. On average, caregiver turnover costs agencies $171,600 annually, a report from Activated Insights showed.

Turnover results in extra hours for the remaining staff caring for clients, often leading to burnout. This also negatively impacts clients, as they don’t always receive the necessary attention due to the limited number of staff.

“These agencies are competing in a broad economy, and there are numerous job opportunities available for workers across various sectors,” Joanne Spetz, director of the University of California San Francisco Health Workforce Research Center, told Home Health Care News. “Licensed nurses are in high demand in hospitals and ambulatory care settings, while direct care aides and assistants with valuable interpersonal and organizational skills can find opportunities in many different sectors of the economy. As a result, there is significant competition for workers.”

Spetz stated that while health care organizations have revenue limitations, particularly in Medicaid or private pay, the significance of work culture in tackling burnout and retention should not be underestimated.

“Often, direct care workers, aides, and assistants are treated as disposable and unskilled, despite having valuable skills that should be appreciated,” Spetz stated. “Home care organizations need to find ways to show respect and appreciation for these workers, and create avenues for them to take on leadership roles, even if they may not be able to offer competitive wages.”

Spetz used the example of Washington State’s Medicaid program, which set up basic training standards and options for caregivers to follow. In this program, pay raises are linked to specific stages in the training options, allowing caregivers to receive formal recognition for their increasing skills and expertise.

Similarly, Austin State Hospital in Texas employs peer providers who are not licensed therapists, but peers who have experienced the same illnesses as some patients. The hospital recognized their contributions and began a career ladder process to move them into other opportunities in the organization. Spetz suggested the same idea could be implemented in home care organizations.

“It’s not all about compensation,” National Association for Home Care & Hospice (NAHC) President William A. Dombi told HHCN. “It’s about worker respect. It’s about people understanding that meaningful work is being done. It almost seems we’ve got a culture change that is developing within home care employment practices, recognizing that once you have someone employed, you must take steps to ensure you can keep them as an employee. Turnover rates are high, mainly because it seems everyone was spending time on recruitment and not enough time to focus on the retention side of the equation.”

Caregivers frequently face high levels of stress due to demanding job responsibilities, unpredictable work conditions and feelings of isolation. These stressors can lead to low job satisfaction and emotional burnout, ultimately causing caregivers to resign from their positions.

“We are aware that factors such as burnout and low compensation contribute to turnover,” Molly Candon, assistant professor in the Center for Mental Health and the Department of Health Care Management at the University of Pennsylvania, Philadelphia, told HHCN. “We also know that characteristics of home health care organizations, such as the quality of supervisory feedback and long work hours, can drive turnover.”

Caregivers value work-life balance and seek assurance that their jobs are not a dead end. They want the chance to develop and grow within the organization. Thus, continuous and thorough education and training can improve staff retention. Training prospects and internal advancement opportunities are crucial for attracting new employees. Candidates are more inclined toward employers who provide them with opportunities for improvement and progression.

For some caregivers, the idea of shift or client assignments helps with burnout and gives them a sense that they are making a difference and offering the best care to their clients by providing continuity.

“Clients and staff generally seem to want continuity of relationships,” Spetz said. “Caregivers want to know, whenever possible, they are going to get a certain client on Monday, Wednesday and Friday and a different client on Tuesday and Thursday, for example. That creates predictability and a sense of routine that can help with burnout and work-life balance.”

For agencies experiencing high turnover, checking in with caregivers can be a great way to understand what they need to feel valued.

“Exit interviews are important, but I would suggest retention interviews,” Spetz said. “When someone has been with your team for a while, interview them to find out why they are staying and what they like about the job or your organization.”

Condon echoed the necessity of interviews, but also acknowledged they can sometimes be challenging to facilitate.

“Surveys and exit interviews are great resources for understanding why and how employees leave their position and could contribute to a root cause analysis,” Condon said. “However, employees need to feel comfortable disclosing their true intentions.”

The post How To Retain Employees And Combat Home Care Worker Fatigue appeared first on Home Health Care News.

Founded in 1975 and headquartered in Moorestown, New Jersey, Bayada provides in-home clinical care and support services for children and adults, including hospice, behavioral health, and rehabilitation in 21 states and five countries.

Before joining Bayada, Helle stepped away from her position as a CEO to prioritize her family. She said that the decision to leave the C-suite was an easy one, given her desire to put her family first.

“When you align your priorities with your values, what matters most becomes clear,” Helle told Home Health Care News. “The difficulty is navigating the change. It wasn’t a difficult decision in terms of the right thing to do. It was navigating with grace for all involved that I wanted to be thoughtful about.”

Helle said that her colleagues supported her decision, and when it was time for her to re-enter the workforce, she was excited to do so.

“I’ve been in health care for years,” she said. “I love helping people make a difference. My child was in a place where I could come back and put time and attention toward my passion, which is making a difference in communities and doing it through taking care of people.”

Helle re-entered the health care industry in a more functional role than she had previously held, knowing the time and travel required as a CEO. She said her mentors were of great help in navigating back to a C-suite position.

“I was being thoughtful about where I could create value for an organization and how that would intersect with my family’s needs at the time,” she said. “I’ve been fortunate to have amazing mentors. Being able to call on these great humans was helpful as I navigated my journey back and figured out what would be right for me and my family, while still making an impact on patients.”

A call for equity in health care

For women in health care, it’s not always easy to reach the top of the ladder, particularly after a sabbatical.

In 2022, women accounted for approximately 80% of workers in health care occupations, a figure higher than the percentage of women in all other employment sectors, as reported by the Bureau of Labor Statistics. Additionally, women make up 70% of the global health workforce and 90% of frontline health workers.

However, women are underrepresented in leadership roles, comprising only 25% of health care leadership positions in 2022. Additionally, women of color are significantly underrepresented, making up merely 11% of senior manager positions.

Gender equity is crucial for developing resilient health systems and gender-transformative health and social care policies, according to The World Health Organization.

A common misconception is that the main obstacle to women’s progress is the glass ceiling. Yet, the biggest challenge in reaching top leadership positions is at the first step to becoming a manager, known as the ‘broken rung,’ according to Women in the Workplace, a report from McKinsey in partnership with LeanIn.org.

The report revealed that women encounter the most significant barrier when being promoted to manager from an entry-level position. In 2023, out of every 100 men promoted, only 87 women were promoted to this crucial first step. This imbalance leads to women falling behind and often struggling to catch up.

This disparity is especially important in the home-based care space, where there’s a need to attract staff and where women offer unique contributions, such as empathetic leadership, effective communication and a holistic approach to care.

“A 22% increase in global human capital wealth is estimated, should equal participation of women in health be realized,” a study conducted by researchers at the School of Public Health and Preventative Medicine, Monash University in Melbourne, Australia read. “Increasing the potential of women as leaders is a critical long-term investment for organizational success, improved health policy, and national prosperity and quality of life. More women in leadership increases organizational productivity and maximizes the value of the female workforce.”

Helle finds that being a woman in health care is a rewarding opportunity, and she feels it can only get better as the industry focuses on promoting women to higher positions.

“It’s a great time to be a woman leader in health care, in home health care in particular,” Helle said. “Women can lead differently than men. I think you find a level of compassion, a level of caring, a level of transparency and openness, and that can be a real advantage for a woman. It is getting comfortable with leaning into that and being okay that you don’t have to try to fit a particular mold. Lean into your superpowers and use that to pay it forward, to bring your best to make an organization or a team better and really make a difference.”

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