another ACA benefit, or is it a wide open flexibility to effect change in healthcare?

I share this post from Health Affairs, since it comments on the wide open nature of the Affordable Care Act to effect change in healthcare...SS

April 22nd, 2014 

by Karen Davis, Christine Buttorff, Bruce Leff, Quincy Samus, Sarah Szanton, and Jennifer Wolff

http://healthaffairs.org/blog/2014/04/22/for-high-risk-medicare-beneficiaries-targeting-cmmi-demonstrations-on-promising-delivery-models/

Medicare beneficiaries with multiple chronic conditions, certain types of serious conditions (e.g. heart disease, pulmonary disorders, mental disorders, cancer), and functional limitations have higher health and long-term care costs and more adverse outcomes than other beneficiaries.

One of the biggest opportunities for savings for Medicare, Medicaid, and beneficiaries themselves, is through reducing hospitalizations, readmissions, and institutional care, especially for these high-risk beneficiaries. Achieving these savings and serving this population will require innovative delivery models and a clear business case to convince organizations to implement those new models.

The Affordable Care Act set aside $10 billion for experiments in innovative care delivery and payment systems.  With these funds, the Centers for Medicare and Medicaid Innovation (CMMI) is launching and evaluating several initiatives, primarily Accountable Care Organizations (ACOs), bundled payment for care innovation, and primary care transformation.  These initiatives change financial incentives for health care providers so that while they bear some financial risk for the costs of providing care, they also stand to benefit from any savings produced.

Historically, it has taken additional legislative action to apply successful delivery models more broadly across the Medicare program. Now, the health care law has removed this barrier, giving the Secretary of Health and Human Services the ability to expand successful innovations that improve quality or lower costs.  While early results show improvements in quality and modest savings, most CMMI pilots and demonstrations to date are not specifically targeted on high-risk beneficiaries, where the biggest gains can be expected.

We propose a second stage of innovation that would focus on identifying promising delivery models specifically for high-risk beneficiaries in different settings including their homes, senior day centers, physician’s offices, hospitals, post-acute care, and nursing homes.  These models should place emphasis on lowering cost as well as improving the quality of life and care satisfaction for beneficiaries and their caregivers.

As with other ongoing experiments in CMMI, payment methods should be designed to provide an incentive for service providers to adopt and spread these models. Evaluation should take a system-wide view, not just a Medicare-centric focus on cost and quality of acute care.  Impacts on nursing home placement and long-term care services and supports should also be explicitly measured in the evaluation, as well as impacts on Medicaid, private plans, and beneficiary out-of-pocket costs.

Aligning Incentives

The problem of misaligned incentives is particularly acute for high-risk beneficiaries. Nearly one third of Medicare beneficiaries are enrolled in organizations with more aligned incentives such as Medicare Advantage plans or Accountable Care Organizations (ACOs).  These organizations take on more financial risk, such as capitated payments.

Yet, under the current system they do not benefit financially from reduced nursing home care and lower Medicaid expenditures. Nursing homes, on the other hand, do not benefit from reduced hospitalizations and Medicare savings, and actually receive higher reimbursement for short-term post-acute care beneficiaries than long-stay beneficiaries.

As a result, nursing homes and hospitals have little incentive to invest in strategies to keep high-risk beneficiaries in the community longer, or to improve the quality of care in nursing homes to reduce hospitalizations.  Hospitals that reduce institutional care, for example by preventing delirium in at-risk hospitalized patients, do not benefit from savings in long-term care despite the added staffing costs. Nursing homes typically lose Medicare revenues for post-acute care when residents are not hospitalized for acute illnesses. Further, the added costs of nursing home staffing and training to prevent or manage the conditions that typically require hospitalization are not compensated.

In caring for high-risk populations, non-traditional medical services may go a long way in preventing adverse outcomes. Traditional Medicare and most Medicaid programs do not cover the services of non-medical professionals or specially trained paraprofessionals that provide care or supportive services in patients’ homes such as social workers and handymen.  These services may prevent institutionalization, yielding long-term savings to Medicaid.

While not all at-risk Medicare beneficiaries are eligible for Medicaid, many low-income Medicare beneficiaries with functional limitations are likely to eventually qualify for Medicaid without assistance maintaining independent living. Programs such as CAPABLE or MIND at Home have shown significant improvements in well-being and reduced transitions to nursing homes, but they both entail the use of upfront expenditures for non-medical personnel not typically covered by Medicare.

Shifting these incentives will require changes in how both acute and long-term care are financed. Organizations considering taking on new risk will also need more empirical information on those effective innovations that cut across the entire care continuum and across all sources of financing care.

In particular, they will need evaluative data on the care quality and satisfaction, health outcomes, and cost savings of innovative delivery models. States such as Maryland with its new Medicare waiver based on achieving savings in Medicare, can also use evidence generated by delivery system innovations to design state-wide innovations.

Breaking Down Silos

A new round of CMMI innovations should identify high-risk beneficiaries who would benefit from these types of interventions, including but not restricted to the dual-eligible population. Tailored payment models need to be developed to generate a business case for providers to implement the models.

Shared savings may be sufficient incentive for organizations to shift care to a lower-cost setting such as Hospital at Home, which provides basic inpatient services in the individual’s home.  Nursing homes may need shared savings from reduced hospitalization to cover costs of training and supervising nursing home staff to prevent hospitalization.

Medicaid long-term care savings could also be shared with more comprehensive organizations such as ACOs or Medicare Advantage plans.  Organizations taking on more financial responsibility for both acute and long-term care, particularly small provider organizations, may need risk mitigation strategies such as reinsurance for unexpected high-cost cases.

What is most urgently needed to improve care and lower costs for the high-risk beneficiary population is an end to the silos that separate Medicare financing of acute care and Medicaid financing of long-term care.  An integrated strategy can and should align incentives across the entire care continuum, including long-term care.

The objective should be to incentivize care delivered in the least restrictive and least costly setting—in most cases that means care delivered at home and in the community rather than in a long-term institutional setting.  In the future, even more ambitious policies may be necessary. For example, a separate Medicare integrated program for high-risk beneficiaries, not just for dual-eligibles, could have its own set of benefits, delivery and payment models.

For now, CMMI has invited innovation awards, some of which focus on high-risk beneficiaries. But we believe, the agency should support a specific initiative coupling promising care delivery models for high-risk beneficiaries with a payment model encompassing all sources of acute and long-term care financing including Medicare, Medicaid, private plans, and beneficiaries.

The YouToons Get Ready for Obamacare

VERY INSIGHTFUL SUMMARY OF THE PPACA...thanks to the Henry J. Kaiser Foundation.

“Managing Your Agency in a Time of Great Change”-Michigan Home Health leadership event

http://aa-health.net/healthcare-management-conference-2013/

On October 22-23 in Auburn Hills, MI, at the Marriott -Auburn Hills - Centerpoint, an important healthcare education conference is being held. See link above.

“Managing Your Agency in a Time of Great Change”
An Important Opportunity to Prepare for Change in the Dynamic Home Care Industry;
Earn ANCC accredited CEU’s regarding “Home Health Management & Leadership.”
As a home health executive, administrator, owner or manager, you will not want to miss this conference!  You will have an opportunity to learn practical management and leadership skills as well as legal, operational, financial, technological, sales and marketing strategies from speakers who have been where you are and have led successful home care agencies.   In the ever-changing Medicare home health environment, it is more important than ever to learn how to operate a cost effective, profitable and compliant agency.  Make sure your agency is positioned to successfully navigate the Affordable Care Act, ICD-10 transition, Medicare payment cuts, ACO’s, etc.
When:        October 22-23, 2013  -  8:00 am to 5:00 pm
Where:      Auburn Hills Marriott Pontiac at Centerpoint - 3600 Centerpoint Parkway, Pontiac, MI 48341
Speakers:
Mr. Barry Cargill- Executive Director, Michigan Association for Home Care
Ms. Andrea Manning RN, BS, HCS-D, COS-C-Manning Health Care Group
Atty. Michael Raiz- Raiz Almiron LLC, Naperville, IL
Mr. Riz Villasenor- Medpro Health Providers LLC, Tinley Park, IL
Mr. Sam Smith-Axxess Technology Solutions, Dallas, TX
Ms. Debbie Cunningham- Axxess Technology Solutions, Dallas, TX
Ms. Maria Elizabeth J. Tibudan CPA, Moderator: A&A Healthcare Education Network-Troy, MI

Who Should Attend:    Home health owners, CEOs, presidents, administrators, executives,
                                          managers, directors, CFOS and financial operations managers.

Cost:     1 to 3 Attendees:       $399.00 / online pre-registration   – or –     $429.00 / onsite
               3 to 5 Attendees:       $374.00 / online pre-registration   – or –     $404.00 / onsite
               6 or more Attendees:    Call 248-822-8168 For Large Group Prices & Discounts

REGISTER NOW:
http://aa-health.net/healthcare-management-conference-2013/

Medicare can be saved! Homecare is a cost saver

 

Analysis of Medicare Data Indicates that Post-Acute Care Reform Could Extend the Medicare Trust Fund by Two and a Half Years, Potentially Save $100 Billion

 

 

Research identifies new path for improving care coordination and increasing the efficiency of the Medicare program

WASHINGTON, Oct. 10, 2012 /PRNewswire-USNewswire/ -- A comprehensive analysis of Medicare claims data finds that the Medicare program could save as much as $100 billionover the next 10 years and the life of the Medicare Part A Trust Fund could be extended by 2.5 years if post-discharge patients were served in more clinically appropriate, cost effective settings and care delivery was restructured. The Clinically Appropriate and Cost-Effective Placement (CACEP) project, released today by The Alliance for Home Health Quality and Innovation, details opportunities for reducing post-acute care spending by improving the process of transitioning patients following hospital discharge.

The final CACEP report builds upon a series of working papers assessing the volume, payments, patient pathways, and readmissions of various types of post-acute care episodes. The analysis also presents analytic models indicating Medicare savings.  Modeling suggests the utilization of a clinically appropriate and cost-effective care model, which shifts patient care settings under the current delivery structure with payment incentives for clinically-appropriate placement, could reduce Medicare spending by $34.7 billion over a 10 year period (2014-23).  

The report further examines the financial impact that more aggressive payment reforms would have on the Medicare program.  Models indicate that moving Medicare away from a siloed fee-for-service payment system to one that better aligns incentives by adding an explicit policy to reduce Medicare fee-for-service post-discharge spending by 7.5 percent would yield Medicare savings of $100 billion over 10 years. The report finds that more innovative payment models are necessary to achieve optimal savings, where there is strong financial pressure on post-acute care providers collectively to reduce Medicare expenditures, increase efficiency and reduce episode complexity and length.

"The current Medicare program is not sustainable, so it is critical that we begin to adopt policies that reduce spending, while protecting Medicare and overall quality of care for current and future generations.  The CACEP project presents compelling data for restructuring post acute care with innovative payment models that have the potential to significantly reduce spending, increase efficiencies and facilitate improved patient care," said Allen Dobson, Ph.D., CACEP lead researcher and President of Dobson | DaVanzo & Associates, LLC.  

Researchers completed a comprehensive review of the research literature including studies of existing Medicare reform demonstrations. The review examined how shifting patients to the most clinically appropriate and cost-effective post-acute care setting can improve quality and efficiency, streamline care transitions and strengthen care coordination across care settings. The report also examines models for care coordination that demonstrate how provider incentives and increased access to lower-cost settings can lead to significant cost savings through improved chronic care management and reduced avoidable hospital admissions.

Other key findings of the final report include:

• Patient overlap across first settings in post-acute care is considerable.  Given that formal first settings have very different expenditure levels, reductions in Medicare spending can be achieved by shifting patients to more cost-effective settings, including home health.
• Medicare episode payments more than double when the beneficiary's care includes a hospital readmission.
• While the CACEP models are primarily based on post-acute care episodes, the implications of these findings can be applied across our nation's healthcare delivery system.

"With this research, we are identifying areas for strengthening the Medicare program, which we hope the health policy community will find useful for future policy-making decisions to ensure patients receive care in the setting that offers the most clinically-appropriate level of care at the lowest cost," stated Teresa Lee, Executive Director of the Alliance for Home Health Quality and Innovation.  "In releasing this report, we look forward to being part of further discussions on how post-acute care can be reformed to ensure that patients receive quality care in the least expensive setting."

Dobson | DaVanzo & Associates, LLC conducted the Clinically Appropriate and Cost-Effective Placement (CACEP) study. The purpose of CACEP was to determine how the Medicare home health benefit can better meet beneficiary needs and improve the quality and efficiency of care provided within the U.S. health care system. The CACEP project examines claims for a five percent sample of Medicare fee-for-service beneficiaries from 2007 to 2009 and analyzes opportunities for improving quality and efficiency of care and reducing Medicare spending. 

The Alliance for Home Health Quality and Innovation (the Alliance) is comprised of leaders in the home health care community – including several of the largest home health care providers in the United States and the largest national trade association representing home health care providers. The mission of the Alliance is to foster research and education on the value of home health care to patients and the overall U.S. health care system. The Alliance is dedicated to improving the nation's health care system through development of high quality and innovative solutions aimed at achieving optimal clinical outcomes.  To learn more, visit www.ahhqi.org.

SOURCE Alliance for Home Health Quality and Innovation

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http://www.ahhqi.org

PR Newswire (http://s.tt/1pGz6)

Medicare Fraud prevention!

The recent news about Medicare fraud arrests further highlights why home health agencies committed to the highest standards of practice continue to choose Axxess. 

Axxess is the only ANCC accredited consulting and technology vendor in the industry. Our customers depend on us to keep them compliant...An important feature and benefit that Axxess’ Agencycore software offers is that it helps ensure compliance and eliminate errors. Organizations that want to be fraudulent will definitely not choose Axxess because we have built in tools into the software that promote best practice and supports organizations that want to do the right thing. If an organization’s goal is to fraudulently submit claims and cheat the system, then Axxess is the wrong tool for them because we make that extremely difficult. We want the most successful and compliant organizations using Axxess because our software helps the home health agencies do the right thing in a cost-effective and compliant manner. For instance, before you can create claims in our software, there are essential items that must be in place. All visit documents submitted go through a Quality Assurance center where home health agency staff review the documents before they are certified as “billable”. Once the visits are certified as billable, our software takes users through additional steps where you have to indicate they the patients have actually had a face-to-face encounter with the physician and that there are signed orders and care plans in place for the duration of the care provided to the patients. We also have built-in tools that review the quality of the assessments performed on the patient to identify logical and clinical inconsistencies in the documentation. These are just some of the ways Axxess improves compliance for home health agencies. The best and most successful home health agencies continue to choose Axxess to grow their improve patient outcomes, ensure compliance and grow their business.
Here is the article -

http://www.texastribune.org/texas-health-resources/health-reform-and-texas/medicare-fraud-strike-force-indicts-28-texans/

US Healthcare Priority: Home Health

By C. Sam Smith

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"It was the best of times, it was the worst of times; it was the age of wisdom, it was the age of foolishness; it was the epoch of belief, it was the epoch of incredulity; it was the season of Light, it was the season of Darkness; it was the spring of hope, it was the winter of despair; we had everything before us, we had nothing before us; we were all going directly to Heaven, we were all going the other way." ~ Charles Dickens

In these times of uncertainty, budget numbers are being discussed openly by candidates and cuts are being considered in many government programs. It appears certain that Medicare reimbursements will be cut, and, as always, insurance companies continue to tighten their belts and closely analyze every claim that home health agencies file. Every month, the US Justice Department seems to announce another major instance of fraud in the home health segment, in another part of the country. All these gloomy situations are currently buffeting the home health industry.

In many ways- it seems to be the worst of times.

But, there’s a bright silver lining to these seemingly dark, dark clouds.

Focusing on finding ways to reduce the spiraling Cost of Care has emerged as a single important driver of the dynamics that are changing the healthcare industry.

It is clear, since Home Health is the low cost provider in the healthcare continuum, amidst all the doom and gloom, there is a positive light shining from this one industry segment.

Following is a chart that tells much of the story.

Chart: Per Day Costs for health services: Comparing Hospitals, SNF, and Home Health ¹

This graphic illustrates the reason why Home Health Care as an industry segment is beginning to attract the attention of investors and the larger players in the healthcare industry, even the federal government.

Home Health Costs are lower per day than for any of the other patient care models. That was a fact from 2000-2007, and it is even more accurate today than then.

So home health pros, take heart. Not all the news coming out of health care is bad news. For many of you, who operate and work for cost conscious, quick learning home health agencies, the news is not ‘doom or gloom’ oriented, in fact - it is brightening.

The healthcare industry and its investors are beginning to take notice on this long neglected and undervalued segment, Home Health, and for good reasons. Let’s consider some specific reasons.

1.       Low cost provider: Home Health - With cost based analysis of healthcare delivery taking place within the private and public sectors, home health as an industry segment which includes hospice,  due to its lower cost of care delivery, has become pre-eminent, and has gained increased emphasis, respect and priority in the Overall Healthcare Industry. Home Health Care is not only the Patient’s preferred healthcare delivery method, but is the Low Cost Provider of the Overall Healthcare Industry Continuum, which includes Hospitals, Physician’s Clinics, & Skilled Nursing Facilities.

•    Home Health Agencies do not have the high and escalating cost of maintaining costly buildings and equipment to house their patients, meaning their costs of operations are naturally much lower.
• o   Home Health Agencies are guided by Skilled Nursing Care and Licensed Therapist Care as opposed to hospitals and clinics being guided and driven by Physician Based Care.
• o   The cost of Physicians salaries is naturally higher than the cost of degreed Nurses salaries, due to the amount of time it takes to achieve their educational requirements.
• o   Nurse Practitioners have become more highly valued and utilized across the industry, which enables more patients to receive preventive care at a lower incremental cost.
• o   Many observers are predicting that soon Home Health will soon be driven by NP orders, not solely by doctor’s orders. While it is true that now in 2012, Home Health Agencies require orders from Physicians in order to receive reimbursement from insurers, these orders are carried out primarily by nurses, therapists and aides, who visit in the patient’s home, which dramatically reduces the overall cost of reimbursement vis-a-vis SNF’s and hospitals where the cost of overhead is dramatically higher.
• o   Hospitals daily cost of care in 2007 was 43X higher than that of home health, a tremendously high magnitude. All insurance providers will continue to make certain that patients will be sent home from the hospital almost immediately.
• o   Hospital re-admission rates are already a driving measure that providers are mandated to reduce. Patient outcomes are universally considered to be a top priority of the continuum, emphasizing priority on The Most Important Player in all the healthcare industry—the Patient.
• o   Awareness of healthcare costs overall are receiving increased focus by all segments of the federal government, not just Congress, the Media and the General Public, but also the supreme court has gotten into the healthcare cost analysis business!

2.       Medicare and Medicaid are large drivers of the Federal budget and have a dramatic effect on the US economy, composing 18.2% of GDP and 10.8% of all employment in the USA. Cost savings in healthcare has become a very important topic—for both parties, and for a large segment of the population. Home Health, being the low cost provider, is more and more an important voice at the table.

3.       25% of the overall healthcare patient population base is absorbing 83% of the overall costs in healthcare. ²This causes a disproportionate amount of spending on a minority of the population, the chronically ill. This smaller percentage of patients absorbing a great percentage of the cost is causing more and more home health providers to narrow their focus on this chronically ill patient base. These forward thinking HHA’s are looking to focus their efforts on the patients who require the greatest amount of care. Resources naturally will follow the reimbursement payments.

4.       Home Health Agencies must remained focused on their cost containment because the climate for reimbursement is one where future reductions are almost assured.

5.       Truly only the strongest of home health agencies will survive. Advanced Home Health Agency Management Technology is the only way for HHA’s to effectively manage changes in the regulatory and financial cost containment realms. The strength of a HHA is determined by their effective use of advanced technology to deliver their services.

6.       Home health is the segment that is now the most needed by the overall healthcare vertical in order to reduce overall costs yet, historically, it has been the segment that is most underserved by advanced technology

Of all the software platforms approaching the market today, AXXESS Agencycore is the most recommended³, fastest growing, most comprehensive platform available to the home health industry segment. Axxess takes its role as a thought leader in the home health industry quite seriously. Although some may view the status of home health as being in the worst of times, the future is quite bright, especially for Axxess - which is a fast growing, healthy ecosystem, composed of literally hundreds of highly effective home health agencies, and this number is growing by large increments, monthly. These agencies are forging with confidence into the future with their patient charts well documented in compliance with regulations. Their billing reimbursement rates are ever improving and their costs of doing business are going down. These agencies actually look forward to and enthusiastically welcome surveyors. They use their survey visits as their chance to share with others their ever growing operational confidence and efficiency. Axxess Agencycore⁴ enables them to do this.

Home health is indeed a strong growth industry, for those agencies who operate with strength and confidence and the right mix of technological tools, a culture focused on learning, and a razor sharp focus on the most strategically sound business model with which to thrive in this dynamic industry.

Sources:

¹ Wyatt Matas and Associates, NAHC data analysis, 2001-2007.

^{2 “}Choosing a Successful Post-Acute Business Strategy in Today's Changing Healthcare Environment. Washington, DC: Wyatt Matas. 2012.”

³ http://www.softwareadvice.com/home-health; http://www.homehealthsoftwareguide.com

⁴ http://axxessweb.com

Pasco County Home Healthcare Agency is prepared for the future

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Pasco County mother-daughter pioneering entrepreneur s have established health services business over the past two decades with agility, innovation and commitment to business ethics

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By: C. Sam Smith

 

(New Port Richey, FL,  June, 2012) What was considered sound, ethical, open ended business strategy by woman-owned Mobile Personal Services, Inc. of New Port Richey, FL. has positioned the 22 year old home health agency for the possible effects of the Federal “Patient Protection and Affordable Care Act of 2010” structural health insurance payment reforms, as they may occur.

 

MPS Home Office Location in New Port Richey

Owners Clara Ward and her daughter Lisa Ward Tabbert opened their now highly successful Pasco County home care agency in 1991 driven by a desire to ethically serve the health needs of the populations of a three county area.  

New Port Richey is located in Pasco County, FL, approximately 30 miles north of Metropolitan Tampa, FL. and is a coastal city, population 20,000 and is considered by many an ideal place to either raise a family and an even more attractive place to retire. Lisa and Clara were pioneers in many ways. The two woman team had very little capital and very little knowledge of the home healthcare industry when they launched the agency.

These ladies have no fear.

What’s more, their timing was right.

Capital requirements have changed.  In 1991 it was possible to start a home healthcare agency with as little as $2000 in start-up capital. Initially, MPS was licensed solely through Florida’s Agency for Health Care Administration. They hold a license to serve Medicare clients now, after obtaining a license from the Center for Medicare Services in Washington, D.C. Currently, due to the increased complexity of the regulations, and the costs of licensing, hiring, marketing and advertising, the barriers to entry into the home health market are much higher and more expensive. Today, according to Lisa, starting a licensed home health agency accredited by the State and the Federal authorities, can cost anywhere from $100k $200k.

MPS’ founding based on ethics.  Lisa remembers the ethical issue that led to the startup of their agency. Lisa remarked, “When I graduated from college, I secured a job as a social worker for a Medicare certified home healthcare agency,” Lisa remembered. “In those days, my job was to set up community resources for senior patients. Many of the companies I would refer to were good honest companies, however, some were not,” she stated. She observed that some agencies would intentionally overbill a slightly forgetful client. She would repeatedly have to call to correct these ‘oversights’. As she continued to observe these unethical practices, she approached her mother about creating a new business which would succeed by providing excellent, reliable, dependable and ethical care for area seniors, all of whom deserve honest professional care.

Naysayers did not deter their will to succeed. Lisa’s acquaintances told her that she and her mother never should even attempt to open a home healthcare agency. This advice did not deter them. After six months they had Mobile Personal Services licensed as a home healthcare agency and after one year they were able to give up their other jobs and work full-time in the agency. They began with two small rooms, two desks and two phones in a rented office space. All of referrals at the beginning before Medicare licensing had been secured were private pay patients that needed home healthcare. Lisa exclaimed, “My mother and I were literally on call 24 hours a day seven days a week for 10 years!”

Hard work is a prerequisite. They were determined to start a home healthcare agency that serves patients with reliability, dependability, and honesty. “It took a year of work and saving for us to buy our first copy machine,” remembered Clara. “Our first fax machine was bought by my husband, who was always very supportive,” Clara continued. “Sometimes it felt like we were skating up a hill of ice”, explained Lisa, “… but we were always grateful to be working at it together, which made the hard times quite bearable”.  Adaptation is one of their strengths. The agency has changed from a non-Medicare to a Medicare Certified Home Healthcare Agency to diversify and expand their business. They have always believed in diversification. Having a private pay, non-skilled healthcare service offering as well as offering skilled nursing services has enabled the agency to achieve good stability in the recent turbulent economic times. 

Employee Attrition is an issue for HHA’s - One of the biggest challenges of home health agency operation is attrition in staff, which brings about continuing re-orientation and retraining, both quiet costly in terms of productivity. Due to their open, listening philosophy towards their team, MPS has reduced the negative effects of attrition. Maintenance of excellence in the retention of professional staff is a key factor in a successful home healthcare agency. Clara and her daughter Lisa agree that they have finally achieved a very good balance of competency amongst their nursing staff and their administrative office employees. Lisa quipped, “I always look at it like building a house. If the foundation is not good the structure is going to fall”. She added, “Once we obtain a competent professional employee, in order to assure that he or she is happy, we try to think out-of-the-box”.  

For example, Maribeth, the Director of Nursing for MPS, is a fitness buff. She maintains a very fit lifestyle and was unhappy with sitting at her desk all day doing paperwork, so she suggested to Lisa that she look into getting a treadmill desk!  Lisa quickly agreed to accommodate this request. The DON’s job satisfaction has increased tremendously.

Maribeth works and walks at her treadmill/desk

The agency has also rotated many interoffice staff to four ten-hour workdays which is also increased job satisfaction and allows the agency to stay open longer hours to serve the prospects and patients. 

The mother-daughter team have long ascribed to an ongoing philosophical formula: Honesty + Dreams + Plan + Faith + Hard Work = Success

Sharing the vision - “We are believers in everyone sharing the vision for the agency, and buying into the goals and objectives we as an agency have strategically decided to set as our operating vision”, stated Tabbert. After years of operation with a state and a federal Medicare license, the agency had an open mind regarding the varied ways that our clients may want to obtain and pay for services from us. Their strategy was to be agile and adaptable, and not to lean on just one payment source for their revenue stream. MPS accepts managed care insurance, HMO insurance, private duty clients and clients who reside in skilled nursing and assisted living facilities. MPS also has contracted with therapists of all disciplines so that their services are broad and applicable to patient’s needs.

Using technology to manage the increasing complexity

. In 2011, MPS had grown to the point of needing a tool to assist management and nursing care services in overseeing so many patients and maintaining compliance with the myriads of government and insurer regulations and standards. “In order to accept all the types of payment, and to be able to cope with the increasing complexity of home health agency operations, we needed an agile software platform to continue to expand and operate successfully”, Lisa stated.

Axxess is the choice

After what Lisa considers “extensive due diligence”, which included compiling a list of requirements, ,performing an internet search, and attending conferences to view and seek demonstrations of the varied vendors in the marketplace, MPS chose Axxess’ Agencycore^® platform, over the many competitive offerings in the marketplace. Lisa is enthusiastic in her appreciation of this innovative technology, and quipped, “Axxess has been a great fit for our agency. They do not charge you for every little feature (like the other software companies she previewed)- they provide all these features at no additional charge”. She continued, “The training was easy and ongoing support has been exemplary. Axxess support staff have always been competent and friendly.  The most important feature for me is that they listen to your feedback and constantly improve their product to meet our needs. I am a very happy customer.”

 

Staying true to the course

 

MPS’ mission remains a constant; providing honest, professional, caring home health services to Florida’s Pinellas, Pasco and Hillsborough counties. Additionally, the move to state-of-the-art technology promises to aid the company in achieving even greater success in today’s turbulent home health market. The strategic and philosophical decisions made at the outset at the founding of Mobile Personal Services, Inc. appear to have “passed the test of time” over the two decades they have been in operation.

“Due to our excellent technology platform, we are operating at a productivity level and volume that we could not have dreamed of in 1991”, beamed Lisa. “Our hope is that as we follow our business philosophy which is to provide the ultimate in care as we serve our patients, we will continue to drive our agency into the future. Strategically, we trust that our technologies, our ethics and our market will continue to afford us the opportunity to operate profitably and productively for years to come”.

She concluded, “As we reflect on our years in business, we can truly say that we are blessed.”

 

Knowing these ladies successful ways and determined approach, it’s a safe bet that MPS’ patients are blessed as well.