Home-based care organizations continue to evolve. As they do, they’re becoming more pre-acute and embracing preventative care.

Traditionally, providers step in after an acute event has already occurred. This has slowly begun to shift, as providers realize that if they are already in the home, they can prevent some of these events or outcomes.

Signify Health, a part of CVS Health (NYSE: CVS), exemplifies this shift.

“What we do is pre-acute, we do not specifically target members after acute scenarios,” Denise Graeber, senior vice president of product management at Signify Health, told Home Health Care News. “That doesn’t mean it doesn’t happen, that we actually have a visit after an acute event, but the purpose of our visit is not to address any specific condition. The purpose is to really be holistic and complete in the evaluation, and to help prevent acute incidents.”

Dallas-based Signify is a value-based platform that leverages analytics, technology, health care provider networks and over 10,000 clinicians to power value-based payment programs. The company’s home and community services division conducts millions of in-home evaluations per year.

The company spends anywhere from 45 minutes to an hour in a member’s home doing a full assessment of their health — a medication review, prior history check, a physical examination, coverage of social determinants of health and in-home diagnostics and labs, Graeber noted.

“Last year, a provider came to [a member’s] home and identified something when listening to her heart that sounded like a potential concern,” she said. “We suggested the member follow up with her PCP. She went in and found that she actually did have an issue with her bowels that was extremely concerning, both important and acute. [In-home evaluations] are just another check to help get ahead of acute situations and prevent other health conditions.”

Signify is able to collect data in the home that becomes a bridge to eliminate information gaps for their member’s PCP.

At-home interventions

As a company, MedArrive’s core focus is emergency department (ED) diversion and hospital admission reduction. This means pushing back against the ER as the first primary source of care.

The Dallas-based company works with health plans to enable home-based care and virtual care, utilizing non-traditional workers on the way, such as emergency medical services (EMS) professionals. The company focuses almost exclusively on Medicaid and dual-eligible populations.

More recently, MedArrive moved into the cardiology at-home space, through a partnership with Heartbeat Health, a tech-enabled virtual cardiology company. The collaboration will allow the company to deliver medication titration, symptom assessments and other at-home services.

Even with a focus on preventative care, MedArrive CEO Dan Trigub is quick to clarify that the company isn’t operating in the on-demand care space, and that health care is a lot more than just one acute episode.

“For us to really lower the total cost of care and have a material impact on health outcomes, we want to see these people over an extended window of time,” he told HHCN. “Our case management social work team is really helping to address health literacy, getting better durable medical equipment and helping with transportation.”

Trigub thinks that vulnerable populations will be the ones to benefit most from at-home care companies adapting more features of pre-acute care.

“For more vulnerable populations who don’t have anybody coming to see them and who, unfortunately, use the ER as their primary care source of care, there’s a huge impact from doing pre-acute visits, building relationships and extending care into the home of these populations,” he said.

Whether more at-home care organizations will become more pre-acute in nature will depend on if the company has the size and capacity to potentially pull it off, Alivia Care CEO Susan Ponder-Stansel told HHCN.

“In our case, we have hospice, we have PACE, we have some other lines of service that very much complement one another and are part of a continuum, but if you’re a standalone home health … it might not be something that you really have the resources or interest to do,” she said. “A lot of it depends, too, on the payment source.”

In other words, providers working strictly under the Medicare umbrella may have a tougher time pulling this off.

Alivia Care is primarily a provider of home health, hospice and palliative care services. The company operates across 32 counties in North Florida and Southeast Georgia.

“If you’re working in a value-based environment where you’re either working with a Medicare Advantage plan, or you’re part of a system or medical provider group that has at-risk lives, that’s where I think the opportunity is going to come for preventative, proactive care of the patient rather than, letting things progress to the point where you’re basically cleaning up after an incident that perhaps could have been either avoided or moved fairly far into the future,” Ponder-Stansel said.

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Together, the two companies will work together to bring Heartbeat’s on-demand cardiovascular services into the home for health plans using MedArrive.

Often leveraging EMT works, MedArrive both coordinates and delivers at-home care to health plan members.

On its end, Heartbeat Health, is a digital cardiology company that partners with providers to assist with care in a variety of settings.

“MedArrive serves some of the most vulnerable patients out there and the Heartbeat partnership will allow us to deliver even more value to these patients,” MedArrive CEO Dan Trigub wrote in an email to Home Health Care News. “Many of the patients MedArrive currently serves have heart conditions and the Heartbeat relationship will allow MedArrive to bring additional specialty care to these patients in their homes.”

Under the new partnership, MedArrive’s field providers will be able to coordinate care with Heartbeat Health’s cardiologists and the health plan case management teams to offer medication titration and symptom assessments, among other at-home services.

For members under health plans that partner with MedArrive — especially those who live in rural and underserved areas — the partnership will open the door to cardiology care in areas where it may be difficult to find a personalized care plan.

Access issues with specialists — especially for Medicaid patients — is a major driver of this partnership, Trigub said.

“The patients MedArrive serves have multiple chronic conditions and this partnership will allow us to bring much-needed specialty care to those who have issues getting appointments or accessing otherwise,” he added. “This relationship between MedArrive and Heartbeat will be bi-directional for referrals. MedArrive can bring Heartbeat into care programs serving members in their homes and Heartbeat can refer patients to MedArrive who might need additional care in their homes.”

According to a study in AHA Journals, the U.S. spends more than $320 billion – or 15% of all health care expenditures — treating or managing cardiovascular disease. At the same time, more than one in four Medicaid beneficiaries have some form of CVD.

The integration of home care and specialty virtual care is not just helpful, but essential, for the management of chronic conditions like heart failure, Heartbeat Health CEO Jeff Wessler told HHCN.

“Medicaid patients are at the highest risk for cardiovascular disease — so by bringing high-quality, accessible cardiology care directly to the home, we can drastically improve lives and outcomes,” Wessler wrote in an email. “Heartbeat has always been focused on proving that the care works with rigorous data collection to build an evidence base and this is no exception. We’ll aim to show better clinical outcomes, improved engagement and cost savings on top of high member satisfaction.”

Moving forward, MedArrive and Heartbeat Health plan to reach out to health plans who are interested in collaborating with the two companies as the partnership scales.

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Whether its food, fashion or transportation, startups are known for playing the role of disruptor in whatever sector they’re operating in. 

While disruption can lead to innovation and efficiency, it’s also important for startups operating in senior care and home-based care to have a sound business model, healthy funding, strong backers, a clear value-add, advantageous partnerships and proper wherewithal to fully integrate into the space.

Home Health Care News did a deep dive into the standout startups that have cemented themselves in the senior care and home-based care space in recent years.

These companies have the above mentioned characteristics and more, making each one a startup to watch in 2023 and beyond.

Homethrive

At a time when aging in place is the established preference among seniors, Homethrive has cropped up as an aging-in-place enabler.

Homethrive’s staff of social workers provides clients with comprehensive care plans, as well as coaching, personal assistance and concierge services.

“One of the most common things [we do] is we help people understand the differences between ‘skilled’ and ‘non-skilled’ home care, helping them access that,” Homethrive co-founder and co-CEO Dave Jacobs previously told Home Health Care News. “That’s one of the most common things people come to us for, in terms of services. We are very much a partner for home care [agencies] across the country.”

The company was originally launched in 2018. Jacobs and his business partner David Greenberg were inspired by their own challenges with caregiving for their parents.

They brought their extensive health care backgrounds to this venture, having both been executives at the health care products company Medline Industries previously.

“Despite the fact that we were health care executives with a lot of knowledge of the industry, and were fortunate to have close families and the means to support our families, the caregiving journey was incredibly challenging,” Jacobs, previously told HHCN. “It was difficult.”

The Northbrook, Illinois-based company works with home care agencies, long-term care insurance companies and Medicare Advantage plans. Homethrive is also offered as a benefit at companies like Michigan Manufacturers Association, law firm McDermott Will & Emery and health-tech startup Emids.

In 2020, Homethrive raised $18 million, led by venture capital firm 7wireVentures and investment firm Pitango HealthTech.

At the time, Jacobs earmarked the funds to be used for a number of avenues that would push the company forward.

“We’re going to accelerate our penetration into health plans and also accelerate our penetration into the self-insured employer market,” he said. “Additionally, we are investing considerably to build out the technology stack that will power the service we provide to those different markets.”

Two years later, Homethrive raised an additional $20 million, led by Human Capital. Allianz, 7wireVentures and Pitango HealthTech also participated.

This new round of funding would help fuel what the company considers an “aggressive” plan to expand, as well as to accelerate its technology investments, specifically its digital assistant.

MedArrive

Already one of the “most successful” startups in the home-based care arena, MedArrive is certainly one to watch.

The New York-based company coordinates and delivers care in the home. MedArrive works with health systems and health plans to enable home-based care, utilizing non-traditional workers on the way, such as emergency medical services (EMS) professionals.

The company was founded in 2020 — Dan Trigub, the former head of Uber Health, and a former member of Lyft’s health care arm – is its CEO. MedArrive launched with $4.5 million in seed funding. .

“At the end of the day, Uber is a massive technology company with lots and lots of competing priorities,” Trigub told HHCN at the time. “I don’t think anyone would disagree, but it’s really not a health care company as its primary initiative. For me, I really wanted the opportunity to do more in health care.”

He founded the company with Inna Plumb, MedArrive’s COO, with the backing of Redesign Health, Kleiner Perkins and Define Ventures.

“I convinced Redesign, we went through our investment committee process to provide our seed stage funding.” Plumb said during an episode of HHCN+ TALKS last year. “We got to know CEO Dan Trigub. We clicked really well and the rest is history. We raised our seed from Redesign and then went on to raise an extension from Kleiner Perkins and Define Ventures, and then closed our Series A at the end of 2021. That’s our story.”

Plumb’s background includes a career in finance as an investment banker. She also spent time at the meal kit service company Blue Apron (NYSE: APRN).

Since its launch, the company has been able to lock down numerous strategic partnerships with companies such as Health Net, Superior HealthPlan, Brave Health and Spect.

“Partnerships sound really sexy, but at the end of the day, they have to serve a purpose,” Plumb said. “We really let the population and the needs of the population dictate what partnerships we form. When we identify a need within a population, then we go out and find the best possible partner there.”

MedArrive has also prioritized geographic expansion over the years. Currently, the company has nationwide capabilities, but is mostly focused in Florida, Texas, California and North Carolina.

More recently, MedArrive secured $8 million in funding this past April. Overall, the company has raised more than $40 million since it officially launched.

Inbound Health

As an off-shoot of Allina Health, Inbound Health is a hospital-at-home and SNF-at-home enablement platform.

Last year, Inbound Health became a separate entity, and launched with $20 million in funding from Flare Capital Partners.

“We started this internally within Allina Health,” Inbound Health CEO Dave Kerwar previously told HHCN. “As we built out our platform, it became probably one of the largest programs in the country. We designed it in such a way that it could be essentially multi-tenant. We could do this not just for Allina, but other health systems, too.”

As part of its business model, the company works with health plans and health systems that are developing, or have up-and-running, hospital-at-home or SNF-at-home programs. When working with these partners, Inbound Health offers up the care model, clinical leaders, a technology platform that includes a workflow layer, a virtual command center made up of biometric monitoring nurses, triage nurses and virtual hospitalists.

Additionally, Inbound Health’s capabilities also include supply chain, labor and logistics partners, a machine learning analytics platform, an operations unit and a payer-contracting capability for health systems.

“We bring all those capabilities, but most of the health systems and health plans we talk to have some, if not all of those ingredients,” Kerwar said. “Our operating model allows us, over time, to turn on or off those capability sets, so our health systems can look at us as a flexible partner.”

Compared to other startups on this list, Inbound Health is still more local, but its aim is to expand its reach. The company is looking to lock down more partners in other markets. Currently, it counts Blue Cross Blue Shield of Minnesota as one of its health plan partners.

As part of its growth strategy, the company recently expanded to include post-surgical care for general surgery earlier this month. This move creates value for potential hospital partners, according to Kerwar.

“ORs across the country are essentially getting backed up, and their ability to increase the elective surgery count is getting constrained,” he said. “This is because there’s no brick-and-mortar skilled nursing facility bed for the patient to step down to.”

DUOS

DUOS first appeared in the senior care scene in 2020. It had $6 million in seed funding from investors Redesign Health and Forerunner Ventures, as well as a relationship with Magellan Health Inc. (Nasdaq: MGLN).

DUOS is a New York-based company that helps place expert personal assistants — “Duos” — into the homes of older adults. The company engages with the seniors through Medicare Advantage (MA) plans and dual-eligible plans in order to help them age in place.

In addition to working with payer and provider organizations, DUOS is also direct to consumer.

Last year, when the company raised $15 million, led by Imaginary Ventures, it set its sights on growth and technology advancements.

“The funding itself will be used to continue to build out our incredible team from a product engineering and design standpoint,” DUOS CEO Karl Ulfers previously told HHCN. “In terms of what we’re focused on with them, we really want to be a leader in technology for the older adult and caregiving space.”

Ultimately, the company is one to watch because it’s been able to gain a foothold with MA plans who are looking to retain members in a market crowded with available plan options.

“That’s creating churn within their business,” Ulfers said at the Home Care 100 conference in February. “They’re looking for solutions like ours to help them be engaged in those benefits, so they stay on the benefits longer.”

Tomorrow Health

When Tomorrow Health first launched, its business model drew comparison to online retail giant Amazon (Nasdaq: AMZN).

Since then, the company announced that it was revamping its business model. In May, Tomorrow Health announced its plans to shut down its medical supply business. It would shift focus to technology and other solutions.

However, the company still plans on working with its home medical equipment (HME) supplier partners.

“HME suppliers are a critical lever to shift care to the home, which is often overlooked by payers,” Tomorrow Health CEO and co-founder Vijay Kedar said in a press statement at the time. “Tomorrow Health’s technology and unique position with payers enables change end to end, supporting everything from prescription to reimbursement while arming suppliers with valuable insights that can drive business growth and ensure positive experiences for every single stakeholder.”

Seeing what Tomorrow Health plans to do next is reason enough for the company to make this list, but it also has an impressive past track record.

Since launching, the New York-based company has secured $92.5 million in funding. Tomorrow Health also works with a big network of providers, as well as 125 health plans and health systems.

The company also has a long list of backers, including Andreessen Horowitz, BOND and Obvious Ventures and more.

Plus, Tomorrow Health rolled out a product that is meant to help providers in the Medicaid and home- and community-based services space in May.

Looking ahead, the company sees this restructuring of its business model as a way to “unlock new opportunities” and lift roadblocks for its home-based care provider network.

The post 5 In-Home Care Startups To Watch In 2023 appeared first on Home Health Care News.

Boost Home Healthcare has named Larry Blacker its new brand president.

Boost is a Michigan-based home health provider that offers in-home nursing, therapy and home care services. The company was acquired by The Riverside Company in 2021 and is now part of Best Life Brands.

“Larry comes to us with an extensive background in the home care industry,” Best Life Brands CEO J.J. Sorrenti said in a statement. “His experience will play a key role in continuing to scale the business across the country, allowing us to bring Boost Home Health services to more people.”

Blacker has over two decades of experience in the home care industry, and he will now oversee Boost’s operations and expansion across the country.

Before joining Boost, Blacker most recently served as home care administrator for Seabrook Village in Tinton Falls, New Jersey.

“I look forward to overseeing the growth of Boost and the important work of providing a personalized and safe environment for patients to maintain their independence while receiving the care they need,” Blacker said.

MedArrive hires chief clinical officer

The mobile-integrated care management company MedArrive has named Pater Samuel its new chief clinical officer.

In the new role, Samuel will oversee MedArrive’s home-based clinical programs and help establish clinical protocols and quality standards, among other duties.

MedArrive is an Irving, Texas-based startup that both coordinates and delivers care in the home. 

Before joining MedArrive, Samuel held a number of leadership roles, most recently as the national medical director at DispatchHealth. Samuel also spent more than seven years in clinical leadership roles at US Acute Care Solutions (USACS).

In April, MedArrive raised $8 million more in funding, bringing its funding total to over $40 million since it officially launched in late 2020.

UVMHN Home Health & Hospice names new president, COO

Christine Werneke has been named president and COO of the University of Vermont Health Network Home Health & Hospice.

Werneke previously served the provider Home Health & Hospice for six years in a number of leadership roles before the organization’s affiliation with the UVM Health Network.

Werneke had been filling in on an interim basis for Adrianne Johnson Ross, who stepped down from the role in January.

“Christine’s current and previous service to the patients and people of Home Health & Hospice make her the right person to lead this team forward,” UVM Health Network’s president and CEO Sunny Eappen said in a statement. “Home health and hospice agencies face unique challenges that impact the entire health care system, and I am confident that Christine is bringing the day-to-day compassion, experience and innovation that will be vital to ensure we are providing the highest quality care for our patients and families and the best working environment for our staff.”

Werneke will be leading the organization that has been providing care for more than 100 years.

“Home Health & Hospice is deeply committed to serving our community members,” Werneke said in a statement. “I am committed to promoting a culture of service, safety, respect and trust and honored to continue the legacy of this organization for providing exceptional care for our neighbors. This is an exciting step forward and I am proud to take it with my colleagues by my side.”

WelbeHealth announces two leadership moves

WelbeHealth, the California-based Program of All-Inclusive Care for the Elderly (PACE) organization, has added two industry veterans to its leadership team. Dr. Michael Le will serve as WelbeHealth’s chief medical officer, while Bindu Purushothaman will serve as chief information officer.

Le has had a distinguished career in home-based care. Most recently, he served as chief medical officer of Optum Home and Community Care. Before that, Le co-founded and served as CMO of Landmark Health.

“Revolutionizing how we care for the most vulnerable in our diverse communities is what inspires and motivates me,” Le said in a statement.

Purushothaman comes from Satellite Health, where he also served as chief information officer. Prior to that job, he held roles at HealthCare Partners, Davita Medical Group and Optum.

WelbeHealth is a PACE operator that launched in 2015. It delivers services to its PACE members across California, including the cities of Stockton, Modesto, Pasadena, Long Beach and Fresno.

ProMedica appoints new CFO

ProMedica has named Terry Metzger as its new chief financial officer.

The Toledo, Ohio-based ProMedica is a nonprofit health system that recently sold its home-based care and hospice capabilities. There are 12 hospitals, more than 2,500 physicians, a health plan, assisted living facilities, skilled nursing centers and more under the ProMedica umbrella.

Gentiva – the company comprising the hospice and personal home care assets of what was formerly Kindred at Home – acquired ProMedica’s Heartland home health and hospice assets for $710 million in February.

Before joining ProMedica, Metzger most recently served as the system chief operating officer at Ascension St. Vincent in Indianapolis.

“We are pleased to welcome Terry to our team as chief financial officer,“ ProMedica President and CEO Arturo Polizzi said in a statement. “Given his extensive experience in health care, insurance and technology, we are highly confident he will play a key role in driving our financial strategy forward and positioning our organization for greater stability and success.”

The post Boost Home Healthcare Names New President; MedArrive Hires Top Clinical Executive appeared first on Home Health Care News.

Help at Home has named Hermina Yarde as its new market leader in Georgia as the company plans to expand further in the Peach State.

Yarde’s appointment comes just a month after the franchise company acquired Prosper Home Care, a home care provider based in Atlanta, that added “scale and depth” in a core market, according to the company.

“I am excited to add Hermina’s unique expertise as the leader of our Georgia operation,” Help at Home COO Ray Smithberger said in a statement. “Her experience will further propel Help at Home’s commitment to delivering high-quality and innovative in-home personal care services, improving the quality of life for aging-in-place seniors who prefer to live life to the fullest in their own homes.”

A home- and community-based services provider, Help at Home has 180 branch locations across 12 states. Its network includes more than 65,000 clients and 50,000 caregivers.

Before joining Help at Home, Yarde worked for a number of health care companies, including JenCare Senior Medical Centers, WellStreet Urgent Care and DaVita Dialysis.

Former Humana CFO named Aetna president

Brian Kane, the former CFO of Humana Inc. (NYSE: HUM), has been named EVP and president of Aetna.

Kane will report to CVS Health President and CEO Karen Lynch. CVS Health is Aetna’s parent company.

“CVS Health has a unique collection of assets – including the Aetna business – that provide the opportunity to improve access to quality health care for all Americans,” Kane said in a statement. “My focus will be working with talented colleagues across the organization to help build on existing efforts to make health care simple, personalized and affordable.”

Kane stepped down from his role with Humana in the spring of 2021. Following his departure from Humana, Kane acted as a strategic consultant to several private equity firms focused on health care services.

Kane will replace Daniel Finke, who is stepping down for health reasons.

“Brian has a track record of bringing customer-driven innovations to the market and delivering strong operating improvements,” Lynch said in a statement. “His passion to simplify the health care experience will advance our strategy to improve health, lower costs and drive higher levels of engagement among our members.”

HomeWell Franchising names new director of client services, program development

HomeWell Franchising Inc., the franchisor of HomeWell Care Services, has named Kara Holbert the director of client services and program development.

The role is a brand new one for HomeWell. Holbert will facilitate operational resources that enhance service delivery to clients.

“Kara Holbert will be instrumental for our franchise as we anticipate continued growth across our system in 2023 and onward,” HomeWell Franchising CEO Crystal Franz said in a statement. “With demand for home care at an all-time high and predicted only to increase, it’s clear that the future of health care is in the home. As we prepare for what’s ahead, she will help equip our owners with the specialized support and training they need to deliver care that meet the needs of our growing and diverse consumer population.”

HomeWell is a Burkburnett, Texas-based home care franchise that has 50 locations representing over 100 territories across the U.S. It was recently named one of the fastest-growing home-based care companies.

Before joining HomeWell, Holbert served as the lead care coordinator for Provider Partners Care Management (PPCM).

“As I embark on this new journey at HomeWell, I am eager to work collaboratively with our team to create purposeful, value-driven client programs and initiatives and establish best practices for care delivery,” Holbert said in a statement. “I am also looking forward to creating future programs that meet the needs of our rapidly growing aging population. This will include memory care support and other services to equip our franchise owners with tools, resources and programs that will allow them to continue to provide the highest quality home care in their local markets.”

MedArrive names new regional clinical director

The at-home care startup MedArrive has named Traci Tigar-Zieper the new regional clinical director for episodic programs.

The news comes on the heels of MedArrive raising $8 million in funding, bringing the total amount raised to over $40 million since it officially launched in late 2020.

“My goal at MedArrive is to provide best-in-class quality care to patients in order to drive superior health outcomes,” Tigar-Zieper said in a statement.

Tigar-Zieper has more than 8 years of experience with health plans and providers and worked as a registered nurse in the hospital setting for nearly 15 years.

Griswold appoints new board member

Griswold has appointed Lori R. Griswold to its board of directors.

Griswold — formerly Griswold Home Care — is a Blue Bell, Pennsylvania-based provider that offers personal care services through more than 170 locations in 30 states.

Lori Griswold is the daughter-in-law of founder Jean Griswold. She previously served as executive vice president of the company, up until 2009. She also served as the executive director of the predecessor to the Jean Griswold Foundation, the Special Care Foundation.

“Throughout her tenure with Griswold, Lori helped build the company to where it is today,” Griswold CEO Michael Slupecki said in a statement. “She was influential in developing the regulatory framework for home care throughout the country. This isn’t just someone with the Griswold name — this is someone who can truly add value when it comes to home care, education, compliance, historical perspectives, long-term franchisee relationships and more. Connecting back to the Griswold family is great, but having somebody with her stature and strength within the industry is an honor.”

As a member of the board, Griswold will be a key contributor as Griswold embarks on its own brand evolution.

“I am honored and humbled to join such a talented group of professionals to continue bringing Jean’s vision to life,” she said in a statement. “With the rapid growth and exciting developments in the world of home care, Griswold is poised to make a large impact on the industry. I’m looking forward to developing fresh ideas and strategies to help the company grow in a meaningful way.”

GMR names new president, CEO

Global Medical Response (GMR) has named Nick Loporcaro as the company’s new president and CEO.

Loporcaro, recently named a senior operating partner at the private equity firm The Vistria Group, is the former CEO of Landmark Health.

“Nick is a highly accomplished and seasoned executive with a proven track record of successfully leading scaled healthcare companies across the entire patient care continuum,” Jay Grinney, chairman of GMR, said in a statement. “The unique combination of Nick’s operating rigor, strategic acumen, and deep experience leading high-quality clinical organizations makes him the ideal CEO of GMR moving forward.”

Global Medical Response (GMR) is a provider of medical care, primarily in the areas of emergency and patient relocation services.

Loporcaro led Landmark — an in-home medical care provider — until it was eventually sold to UnitedHealth Group’s (NYSE: UNH) Optum in 2021.

The post Help at Home Appoints Georgia Market Leader; Former Humana CFO Joins Aetna appeared first on Home Health Care News.

The new funding was led by Cobalt Ventures, which is a subsidiary of Blue Cross and Blue Shield of Kansas City. In late 2021, the company announced its $25 million Series A.

Amid a very difficult funding environment, MedArrive has secured enough capital to feel comfortable moving forward, CEO Dan Trigub told Home Health Care News.

“I think at the end of the day, investors – and especially strategic investors – are recognizing our unique approach to delivering care into the home,” he said. “It really comes down to our cost-effective, scalable solution and [its ability] to reach our most vulnerable and underserved populations, really focusing on Medicaid and dual populations.”

The $8 million will be put towards growth initiatives, as well as the “expansion of health plan relationships.” MedArrive’s notable health plan partners already include Molina Healthcare and Centene (NYSE: CNC), and Trigub said the company is working with other plans on partnerships that have not yet been announced.

MedArrive partners with both providers and payers to enable care services in the home. To do so, it leverages EMS professionals as well as physician-led telemedicine.

In December, the company announced a partnership with the Texas-based Superior HealthPlan. Earlier in 2022, it partnered with Brave Health to combine at-home and behavioral health care services. In addition to the aforementioned plans, it also works with SCAN Health Plan and Bright HealthCare.

“We need to be able to execute and grow with the demand [we’re seeing] in our solution,” Trigub said. “I think, so far, we’ve been able to do that, but we certainly need to continue to grow and execute, and most importantly, not lose sight of what’s most important, which are the patients.”

MedArrive’s patients are mostly Medicaid or dual-eligible beneficiaries, individuals with complex health needs that plans and providers may not always have great visibility into. The company is a risk-bearing entity and relies on its ability to help patients avoid costly and dangerous health outcomes.

The funding will help the company, most importantly, grow its team – to hire more nurse practitioners, case managers, social workers and back-office staff. It will also allow it to expand services beyond just longitudinal care, Trigub said.

He also said that there’s “no doubt” payers in general are recognizing the need for home-based care capabilities more of late, and yearning for them.

“There’s no question [that’s the case],” Trigub said. “They’re seeing the need to deliver care into the home and do it with unique care delivery models. … It’s not a winner-take-all market. There’s not one company that’s going to do everything. But I think we have a very unique approach, that’s very scalable, that can really help lower total cost of care, which is really important for these Medicaid plans.”

On its end, Cobalt Ventures has also invested in companies such as Vera Whole Health, Onco Health and AristaMD.

“MedArrive has quickly become a leader in delivering health care at home solutions with a unique platform and agile workforce that helps lower cost of care for health plans while building trust, improving access to care and driving better outcomes for their members,” David Eichler, managing partner of Cobalt Ventures, said in a statement.

As for the turbulent funding environment, it’s a reality MedArrive has been prepared to get through for some time now. The company pivoted during the public health emergency (PHE) to become more COVID-focused, and has since pivoted back.

It’s also adapted to get by on the funding it has, no matter how much that may be.
“First of all, people always need health care,” MedArrive COO and co-founder Inna Plumb told HHCN in November. “Second, we’re not consumer-driven. We’re doing insurance-based care. You can argue that those populations actually grow when economic times get more turbulent. We’re not seeing a contraction on the demand side. If anything, we’re only seeing acceleration. I think most of that’s driven by our success and results, but could be the macro environment as well.”

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On Thursday, the Texas-based Superior HealthPlan announced a home health partnership with MedArrive.

“Essentially, what we’re going to be doing is focusing on how we provide better care into the home to reduce unnecessary ER utilization and unnecessary visits to the ER by this population,” Dan Trigub, co-founder and CEO of MedArrive, told Home Health Care News. “We are going into some of the poorest, most vulnerable communities in the state of Texas. Unfortunately, there are many folks in Texas – and beyond – who utilize the ED as their primary care physician, essentially.”

MedArrive is a New York-based startup that both coordinates and delivers care in the home. Through the partnership, MedArrive will offer its services to those 40,000 or so Superior patients, many of which have very complex health care needs.

The idea is that, through MedArrive’s capabilities and offerings in the home, care gaps will be closed, and social drivers of health will be addressed.

As a part of the partnership, members will also have better access to virtual behavioral health services through Brave Health.

“We’re proud to partner with MedArrive and Brave Health on this initiative, which will expand our abilities to provide quality healthcare to many of our members,” David Harmon, chief medical director at Superior HealthPlan, said in a statement. “This new collaboration paves the way for hands-on, personalized and integrated services provided by MedArrive and Brave Health and we believe our members will greatly benefit from this new relationship.”

On Trigub’s end, he believes the partnership will be a perfect application based on what MedArrive does on a daily basis.

“This population is really what we’ve built for since day one,” he said. “These are dual-eligible members, this is our sweet spot. Our mission on Day One was to focus on these underserved, vulnerable populations. Unlike other vendors and providers out there, our mission isn’t to build a beautiful app, throw it in the app store and you push a button to get care. This population can, frankly, never afford that. Secondly, they don’t have the resources or wherewithal to even know how to use a platform like that.”

Instead, MedArrive is focused on building relationships with payers like Superior, accessing vulnerable populations and customizing care programs, Trigub said.

Field providers will visit the homes of members who enroll in the program. Caregivers will then provide of in-home health care services, diagnostics, health assessments and other preventive health measures for these members.

When higher-acuity care is needed, field providers can connect members with physician-led telemedicine services. They will also be aiming to address other needs like transportation issues, mobility challenges and nutrition assistance.

Moving forward, there is room for growth within Texas, Trigub said.

“Superior has millions of Medicaid members in the state of Texas, so it’s hard to say how much of that population we will reach beyond just this first phase of the program,” Trigub said. “But that’s certainly just the starting point. We do anticipate it will grow.”

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The path to home-based care is different for all professionals in the space.

Inna Plumb, the co-founder and COO of the New York-based MedArrive, took an interesting one as well.

Now, her company is one of the most successful startups in the home-based care space. MedArrive, which both coordinates and delivers care in the home, is expanding throughout the country.

In a recent episode of HHCN+ TALKS, Plumb sat down with Home Health Care News to talk about her unique journey to home-based care, the inception of MedArrive, how the company adapted on the fly during the COVID-19 pandemic, how the startup has been able to avoid pitfalls that have affected other startups and much more.

HHCN: Inna, can you start by giving us details on your background?

Inna Plumb: I started my career in finance as an investment banker at Evercore Partners and then made my way into private equity. At the time, I wasn’t loving not being able to actually do stuff. That’s the simplest way to put it.

I jumped ship to a little-known startup at the time, Blue Apron (NYSE: APRN). We had about 90 people when I joined. In the chaos of early-stage startups, I ended up going from working in Excel and finance to running a big chunk of the supply chain team with Blue Apron and was responsible for all the food that went into the boxes.

I was with Blue Apron through the IPO, eventually made my way to a few more startups, and then joined Redesign Health, which is a New York City-based health care venture incubator as one of the early founding partners.

My role there was to ideate and launch businesses, so I helped build some of our earliest companies like Ever/Body, Vault and Calibrate. MedArrive was actually one of the ideas that I was working on before jumping in full-time.

What made you want to continue on the health care path?

It’s just so incredibly tangible, the impact you make every day. As much as I love food and as exciting as it is to feed people every day, there’s just something so much more interesting and meaningful about working in health care where I get to actually, truly change people’s lives every day.

It’s just such an honor to be able to do that. We have such a complicated and challenged health care system in the U.S. I just think there’s so much opportunity to make it better. It’s just a really complicated problem, and I love that.

Going back to MedArrive, let’s start with the conception of the idea, all the way up to the point when you launched.

I was working on various ideas to bring care into the home, just a thesis. We were exploring. I had a strong thesis that care was moving into the home in one way or another. How do we do it efficiently? That was one of the biggest challenges that I ran into.

It’s expensive to bring a clinician into somebody’s home. They also have to drive, sit in traffic, those kinds of things. On top of that, there’s a shortage of clinicians and most of them don’t like going into people’s homes. Doctors, nurse practitioners, they like it. Then we asked ourselves, ‘How do you build an asset-like scalable model that delivers care in the home?’

Then I started researching EMS. The more I learned about both the providers in the space and their capabilities and what gets them excited, the more I saw a really interesting opportunity because what we have with EMS are providers who like going into the home. They don’t mind driving. That’s what most of their day job is.

There’s a meaningful subset of providers who are tired of just running into burning buildings or taking the same person to the ER over and over again and then not seeing them get better when they could do so much to help that person. We found a really interesting opportunity to provide high-quality, cost-effective and highly scalable care in the home.

At that point, the thesis was just care in the home. We hadn’t really refined it from there and we’ve since refined it a great deal in terms of what specific problems we want to solve in the home.

It was March of 2020. It seemed like absolutely the right time — with COVID breaking out — to bring this much-needed care right directly to people.

I was a little bit tired of starting businesses and then passing them on, starting them and passing them on. I was eager to dig into something that was mine and I was really excited about this idea. I decided to jump in full-time. I convinced Redesign, we went through our investment committee process to provide our seed stage funding. We got to know CEO Dan Trigub. We clicked really well and the rest is history.

We raised our seed from Redesign and then went on to raise an extension from Kleiner Perkins and Define Ventures, and then closed our Series A at the end of 2021. That’s our story.

Launching during COVID and it being such a volatile environment, MedArrive had to adjust to that as things were progressing. Can you explain how you did adjust on the fly to the different stages of a pandemic?

We’re still dealing with this, but early on, a lot of people just got cut off from health care either because they were too scared to go in to see their doctor or there were barriers that didn’t exist before. Or there was an increase in barriers to see their providers and get the care that they needed. At MedArrive, we’re breaking that down by bringing care directly to patients’ homes.

I will say, especially early on in the pandemic, it was hard. It’s scary for somebody who’s very vulnerable, from a health perspective, to have a stranger come into their home. There’s definitely that barrier very early on of, “Oh, I don’t want anyone in my home. My home is a COVID fortress. This is too scary.”

We were, I think, very smart with how we focused our efforts. We started with COVID vaccines for the homebound. It was April of 2021, we were working in California with SCAN and targeting patients who basically had been stuck at home for months at a time because they were scared to leave their house. Plus they were homebound, so they couldn’t go out and get vaccines.

We brought the vaccines directly to them. At their home, the risk equation makes sense. We’re only one person. They’re masked, they’re safe. We’re basically bringing freedom to people’s homes because we’re giving them this life-saving vaccine.

We got such incredible feedback from folks. They would tell us things like, “I’ve been too scared to leave my house for months and now I can do that.” Since then, our program’s evolved. Obviously, we do so much more beyond COVID vaccines, but that was definitely a critical path for us early on.

Administering COVID-19 vaccines is obviously a very acute issue. You’re probably doing less vaccines now than you were before. How do you do that without totally shifting your business completely where you’re putting too many resources into just one thing?

We were very, very intentional with how we did COVID vaccines. We were a brand new company and we had to get our start somewhere and we were glad to get our start in something so essential, and to some extent, core to our business, which is care in the home.

From the very beginning, the thing we always told our teams and everyone is that we’re not a vaccination business. This is a capability that we always need to have. Let’s start by building out this capability. It is a fairly simple use case. This is a good stepping stone. It’s all about thinking of this as a stepping stone.

If we can build the capability to send a provider from a hub into a patient’s home with the right equipment, the right information about that patient, collect information that we need during the visit, execute the visits successfully, and then move on and schedule the visits in an efficient way, that’s a lot of the groundwork that you need for all kinds of other use cases.

We saw this almost as a really nice gentle on-ramp into more complex use cases, and we were very intentional about not building too much tech that’s hyper specific to just vaccines because, like you said, right now it’s a nice add-on to what we do. Oh, we can also do a flu vaccine or a COVID vaccine during a visit. By no means is it core to our business.

What does growth look like since you launched the company? I know it’s been pretty significant, but can you explain how intentional you were about that, where you launched and why you launched there?

When we think about launching in a new area, we ask ourselves, ‘Where is there demand for the kinds of services that we’re providing?’ Where is there enough density where we can provide services efficiently? From a population perspective, where do we see that confluence of needs for working on Medicaid, where do we see a meaningful Medicaid population?”

We started in California with COVID vaccines. From there, we ratcheted up in terms of complexity, step-by-step, COVID being the simplest. Then we moved on to episodic use cases like HEDIS gap closure and facilitating annual wellness visits. That was in North Carolina with Bright HealthCare. We started with them in Charlotte last year. The program went really well. They’ve since expanded statewide with us.

Most recently, we’ve expanded to our most robust and comprehensive use case, which again ratchets up the acuity, and that is longitudinal care. We’re focusing on Medicaid populations because that’s one population that EMS providers, in particular, are just so, so good with and are so familiar with.

We don’t just see the patient once. Here, we have to start thinking about chronic condition management, ongoing care and layering in other capabilities beyond just going into the home.

What we do is we see a population of Medicaid patients that are going to the ED many times a month and we put them on a program that addresses their social determinants of health needs, their clinical needs, and bring that utilization down over time.

We’ve really thought about expansion from a complexity perspective. When we expand, we tell ourselves: let’s learn, let’s establish a base, let’s build out the tech and let’s move on in terms of complexity. We now live primarily across those kinds of programs: vaccines, episodic use cases, longitudinal and primarily operational in North Carolina and Texas.

Moving forward, what are the steps that you want to go through before you launch in other significant geographical areas?

I think we’ve accomplished a lot of them. We’re getting ready to launch in a number of different states. I can’t disclose yet, but we have quite a few on the horizon that we’re hoping to go live with over the next few months.

The key there has been building a playbook around what it means to do longitudinal care at MedArrive. What our longitudinal care program looks like. What does it mean to do it efficiently? What does our technology need to look like? Our logistics platform? And so on? We’re not just a care pro platform, we’re also logistics. We’re last-mile delivery of care into the home, and that’s a really tough challenge to solve.

It was hard for us at Blue Apron to deliver food to people’s homes, let alone bringing complex care. We’ve worked a lot over the past year to figure those pieces out and continually get better at them. Now, we’re really at a position to take advantage of that and expand to a number of different states.

For people that may not understand, how does MedArrive make its money?

Our clients or customers are payers or risk-bearing provider entities. Basically, an entity that has a population with a problem and we’re solving that problem. That’s the simplest way to think about it. We will partner with a payer, let’s say an MCO focused on a specific population. They give us the details, claims, background, contact information, everything about that specific population.

Then it’s our job to engage as much of that population as we can. We partner with the payer on doing that and provide care to that population, but ultimately, our customer, the folks who pay us, are those payers and risk-bearing entities.

Your thesis was originally just home-based care because you thought that’s where things were going. Have you noticed, even in the short time that MedArrive has been operational, that more payers are recognizing the value of that?

Absolutely. Especially in a post-COVID world, everyone has gotten so much more creative with how to deliver care, which is really nice to see. One silver lining of the pandemic is it accelerated a lot of that thinking and that innovation around care delivery.

We’re seeing a lot of payers are starting to see the value in patients who have been hard to reach. They’ve been trying to reach a certain subset of these patients and have never heard from them. They only see the claims coming in and patients are expensive. Because we see patients face to face, because we can literally go to their front door and find them that way, we’re a really valuable asset to these payers for finding hard-to-reach patients.

It’s been a very turbulent environment in the startup space in the last few months where there have been a lot of reported layoffs. It’s been tough in terms of funding. How have you been able to manage through that and mitigate some of the effects that you may be feeling?

Unless you’ve been hiding in a cave somewhere, it’s hard to avoid the turbulence. The good news for us is that at the end of the day, from a demand perspective, we’re not seeing any contraction.

First of all, people always need health care. Second, we’re not consumer-driven. We’re doing insurance-based care. You can argue that those populations actually grow when economic times get more turbulent.

We’re not seeing a contraction on the demand side. If anything, we’re only seeing acceleration. I think most of that’s driven by our success and results, but could be the macro environment as well.

The reality is that the funding environment, of course, has changed. We have to be a lot more cautious and careful with our runway and plan on our runway lasting longer. That’s just the reality for every single startup out there. We’ve always been very judicious and very fiscally conservative.

I think that that’s something that’s ingrained in me. I’d rather plan for the worst and be excited by the best and be surprised. We’ve always been very conservative, but I think we’ve gotten even more so. We’re just really careful about hiring and how we spend our cash. We’re really frugal and spend money only when we really, really need to.

In terms of partnerships, how are you augmenting your services by partnering with other companies? Can you highlight a few of those?

Partnerships sound really sexy, but at the end of the day, they have to serve a purpose. We really let the population and the needs of the population dictate what partnerships we form.

When we identify a need within a population, then we go out and find the best possible partner there. You mentioned Brave Health. They provide behavioral health services to Medicaid populations. It’s such a big factor driving patients to the ER and towards hospitalizations in that sub-segment.

We’ve had a really phenomenal partnership and incredible results with them. We have seen a really significant drop in behavioral health admits in our population. A lot of that is thanks to us being able to refer patients to Brave Health and Brave Health actually having providers who can see them. That’s the biggest challenge with Medicaid patients, and in particular behavioral health, is getting access to providers and finding a specialist that can actually see the patient and has capacity.

We’ve done a lot of HEDIS gap closure work. That’s where diabetic retinal exams come into play, hence our work with Spect. They have a really neat handheld device that you can use in the home for diabetic retinal exams.

We haven’t seen a need for other in-home devices yet, but I imagine that as we lean more into HEDIS gap closure, we probably will and we’ll end up forming more partnerships along those lines. But we’ve really let the population dictate our partnerships.

Do you think that having people in the home more is going to make the larger health care system realize how big of an issue these behavioral health issues are?

100%. We can physically see if someone has a hoarding problem that’s creating health issues. We can talk to their spouse. Sometimes the spouse will tell us something that might not come up in a typical doctor’s visit. We see the patient weekly in some of these longitudinal programs and our providers get to know them. You can tell.

We do all the appropriate behavioral health assessments as needed, but even without the assessment, our providers know our patients and they see when somebody is down, when they’re not feeling good, when they aren’t excited to do the things they used to be excited to do.

It’s not easy to convince somebody who’s never had counseling or behavioral health care before to do it. Our providers build so much trust with the patient that it’s a lot less scary and they’re a lot more likely to say yes to our providers than they might be to a doctor they’re just seeing for the first time whom they may not trust.

Where is MedArrive at with telehealth and how much do you want to balance the in-person versus the telehealth?

We are not, at our core, a telehealth company, but we recognize that the services that we provide requires telehealth in certain instances. Our Pro Care programs would be incomplete without a physician available as needed or when needed. It depends. If we’re facilitating an annual wellness visit, there’s always telehealth. That’s an episodic use case where it always makes sense to include telehealth.

If we’re doing longitudinal care, we have a really thoughtful program around this where there’s a telehealth encounter early on in the patient’s journey with us so that we can identify their clinical needs. Most of these happen with a field provider in the home. We believe that a telehealth encounter is enriched by the field provider collecting firsthand data, information and vitals from the patient in the home and then passing that information to the telehealth provider. We do very few pure telehealth encounters with the patient.

If the patient needs some ongoing clinical care as determined in that initial visit, then we provide that and we continue to provide that. We also make telehealth available for escalations because sometimes our field providers get to the patient’s homes and realize that it’s not an emergency. However, we may need a medication refill or need a doctor to weigh in on something, so we dial in telehealth.

What does the next three to five years look like for MedArrive? What are you most excited about? Where do you see the company going in that time period?

Obviously, we see continued geographic expansion. I see us being in many states over the next three to five years.

From a capabilities perspective and a use case perspective, I think we’ll continue to expand what we can do in the home. We have a really powerful asset, a provider that likes to be in the home and one that makes a deep connection with patients in the home. That’s fairly broadly scoped. I think what we’re doing today is only scratching the surface of the kinds of care that we can provide.

The world is our oyster. Name a need and we can probably meet it in the home, and that’s what’s so cool about the service.

It’s actually been harder to focus and identify use cases to not focus on and just be hyper-focused than it has been to find new things to do. I just see us continuing to expand to additional use cases and complexity levels.

Are there any use cases that you think have been overlooked?

Transitions of care is a big one. I think it’s talked about a lot, but I don’t know that it’s necessarily done well. I think that’s an important opportunity.

Maternity care for Medicaid patients is another big one.

There are a lot of potential opportunities in pediatrics. Kids aren’t getting the care that they need either and busy parents who might not have the resources to take their kids to the doctor, as often as needed, can absolutely benefit from this kind of program. Those are some of the things that we’re thinking about.

The post The Story Behind MedArrive, One Of The Most Successful Home-Based Care Startups appeared first on Home Health Care News.

Increasingly, the two are also colliding.

The most recent example comes from the at-home care provider and coordinator MedArrive. The startup has partnered with Brave Health, a virtual-first behavioral health provider specifically focused on the Medicaid population.

“We were already running a care program with some dual-eligibles,” Bryant Hutson, the VP of business development at MedArrive, told Home Health Care News. “These were patients that had significant social determinants of health issues, and often were showing up in the ED because they couldn’t get over these issues that were causing barriers to care. As we got the program up and running, we realized that many of these patients also had significant behavioral health issues, often layered on top of the multiple chronic conditions that we were managing.”

That was the impetus to the eventual partnership between MedArrive and Brave, who met due to mutual health plan partners in Texas.

On its end, Brave partners with more than 200 health plans across 16 states. MedArrive, on the other hand, has nationwide capabilities, but is mostly focused in Florida, Texas, California and North Carolina. By the end of the year, the company hopes to be in 12 to 18 markets total.

MedArrive coordinates care between providers and health plans, and also utilizes EMS workers to deliver care in patients’ homes.

“EMTs and paramedics are very, very protocol driven,” Hutson said. “They’re just very good at going down the checklist of whatever we tell them to do. And so if that is an initiated visit with Brave for a telehealth visit, they can check that box to get that up and going.”

Through the partnership, MedArrive can let Brave know if a patient is dealing with behavioral health issues that they could better manage. Conversely, Brave can also refer to MedArrive if its clinicians feel that a patient could benefit from at-home care services.

“There’s a very well-documented interplay of behavioral health issues and SDOH issues that patients face every day,” Hutson said. “It’s a vicious cycle … the people that have behavioral health issues often have transit, transportation and food issues, the same things that make these chronic conditions exacerbated over time.”

Combining virtual care and in-person care, as well as home care and behavioral health services, enables MedArrive to check more boxes while on a visit. It also keeps patients’ issues from falling through the cracks in general, Hutson said.

The partnership right now exists only in Texas, but both organizations are hoping to bring it to other markets in the near-term future. MedArrive is also open – and actively looking for – similar partnerships elsewhere.

“We are actively having conversations with additional programs for partnerships on additional aspects and characteristics, partnerships that allow us to layer on additional value when we go into someone’s home,” Hutson said.

In the press release, the organizations highlighted just how big of an access issue there is for Medicaid beneficiaries that have behavioral health needs.

Specifically, the percentage of psychiatrists that accept Medicaid recently fell to 35%, according to JAMA psychiatry. At the same time, nearly one in four Americans receive health services through Medicaid.

“The single hardest thing we do at MedArrive is getting a patient to say, ‘Yes, you are welcomed into my home,’” Hutson said. “Once we are there, we want to deliver as much value as possible.”

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To become a Frontline Honoree, an individual is nominated by their peers. The candidate must be a dedicated, high-performing frontline worker who delivers exceptional experiences and outcomes; a passionate worker who knows how to put their vision into action for the good of seniors and aging industry professionals; and an advocate for seniors, their industry, and their peers.

Home Health Care News caught up with Bailey to discuss his time in the home health care industry.

HHCN: What drew you to the Home Health Care industry?

Bailey: I was looking for something more rewarding to do after retirement from the Fire Service of over 30 years. I have been blessed and got to help so many people and it’s been a journey but well worth it as I get to see the smiles on peoples faces now. I actually feel appreciated now, something I never felt in the Fire Service.

What’s your biggest lesson learned since starting to work in the industry?

No Doubt, BE PATIENT. Everything in HHC takes more time than in the EMS / Fire Service. It’s like having “Grace Under Pressure” You have to be there for your patient and oftentimes that truly means being very patient, and things happen in time once everything gets approved. It’s worth it when it happens for sure, though.

What’s your favorite part about your job?

Getting to help all the new people I meet all the time. Everyone has some sort of need and it’s my job to figure out how I can help them to have a better quality of life. This job is truly a journey, not a race. Being nice and patient with your patient helps to put them at ease and let them know you are going to do everything you can to help them with a proven history of helping others with similar needs that they may have had.

What do you want society (or the general public) to know about your job?

By bringing Health Care into your home we can now educate and help to prevent some unnecessary trips to the ER for non-life threatening events and have patient connect with a PCP, Be assessed and get on the needed meds for your medical concerns, have initial and follow up visits with your PCP and find some healthier ways for you to live and have some longevity for your life to be there for your family.

What may be one thing leaders don’t know, that you wish they universally knew, about your job?

That the drive we have to go out and do this job is not just about compensation but more about how we make an impact on our patients to give them more time with their own families with every vital sign we take, every medicine we make sure gets refilled, every through exam we do, every moment we listen to them and every time we remind them that we care and are going to be with them through this journey until we see it thru and they are better off than the day before.

To view the Frontline Honors Class of 2022, visit frontlinehonors.agingmedia.com

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