Along with the newly opened 15 office locations, the home care provider plans to open additional offices by the end of the year.
Interim HealthCare Inc., a home care, senior care, home health, hospice, and healthcare staffing franchise brand, recently announced it has opened 15 new office locations across the country to increase home healthcare access demands.
"The reality is for more than 50 years, the home care industry has stood at the ready, but only in the last three years has it become abundantly clear that home-based clinicians are integral to how this country can mee the increase in healthcare demand," Jennifer Sheets, CEO of Interim HealthCare, said in a statement.
The organization, which currently has locations across 42 states, is expected to open two additional locations by the end of the year.
"The pandemic pushed the home healthcare industry forward by 15 years in terms of the population's knowledge of home care and we're seeing more and more individuals opt for the superior care that can be provided in one's own home. We are excited to continue growing our footprint to provide access to these crucial services," Sheets said.
In addition to its expansion, Interim HealthCare Inc., also announced the appointments of Steve Schildwachter as senior vice president of brand and Scott Williams as vice president of talent.
Schildwachter will oversee Interim HealthCare's marketing and brand strategies and support the franchise through innovative programs to drive further expansion and growth. Prior to joining Interim HealthCare, he served as the chief operating officer of Franchise Performance Group.
"I'm excited for this new journey with Interim HealthCare and the opportunity to expand the public's knowledge around the wide range of essential home healthcare services offered and the different degrees of care from hospital-level to personal aide," Schildwachter said in a statement. "Interim has an outstanding network of new and multi-generational home health franchise owners and operators, and I look forward to playing my part in strengthening the business and brand."
As vice president of talent, Williams will manage the development and implementation of recruitment strategies to attract and retain high-performing employees. Prior to working with Interim HealthCare, he led their recruitment, onboarding, and marketing strategies for Sonas Home Health Care.
"Staffing challenges are affecting the entire home healthcare industry and meeting demand for home care is directly dependent on the ability to hire qualified professionals so that we can continue providing services to the increasing number of individuals who need it," Williams said in a statement. "My new role will play an important part in navigating this industry issue and ensuring our patients receive the best care possible."
This news comes during Home Care and Hospice month, where every November, the home care and hospice community honors those who work as nurses, home care aides, therapists, and social workers in the sector.
The acquisition has created a new partnership between TheKey and AccordCare.
In-home personal care provider Companions & Homemakers, which has operated as Connecticut's leader in home care services over the past three decades, announced new ownership and branding news last week.
The organization's private pay division has been acquired by TheKey, formerly known as Home Care Assistance, which is the nation's leading provider of premium, private pay home care operating in 29 states. Companions & Homemakers private pay division will now operate under the TheKey's branding.
Additionally, Companion & Homemaker's Medicaid division was acquired by AccordCare, a home health service operating in seven states on the east coast and will continue operating under Companions & Homemakers branding.
These acquisitions mark the beginning of a partnership between TheKey and AccordCare in Connecticut, as each provider will leverage its offerings to continue to deliver quality and compassionate care. Members of the acquired care teams and operations staff will be joining TheKey's existing team in Connecticut.
"We are excited to formally welcome the Companions & Homemakers Private division team and clients to TheKey family," Matt Neal, the organization's chief development officer said in a statement. "Companions & Homemakers has distinguished itself as a leading provider for private clients for more than three decades, and we look forward to building upon its strong commitment to quality home care in Connecticut."
While Companions & Homemakers Medicaid division will keep its original branding, with AccordCare planning to enhance its management team, to enable the division to continue to provide "unmatched" care to Medicaid recipients throughout the state of Connecticut. Its acquisition now makes it the largest provider of Medicaid home care services in the state.
"We are excited about this growth opportunity and how we can broaden our Medicaid footprint and services throughout Connecticut," Brandon Ballew, AccordCare CEO said in a statement. "AccordCare will continue to focus on delivering exceptional home-based care and support to Medicaid clients along with embracing our new team members with Companions & Homemakers, building on an impressive legacy."
Public health officials are concerned about an anticipated surge in COVID cases this winter.
The American Health Care Association and National Center for Assisted Living (AHCA/NCAL), which represents more than 14,000 nursing homes and assisted living communities across the nation, sent a letter to U.S. Department of Health and Human Services secretary Xavier Becerra, asking him to extend the Public Health Emergency (PHE), ahead of winter.
The request stems from public health officials' concerns over an anticipated surge in COVID cases this winter. In the letter, AHCA/NCAL says that extending the PHE will ensure that long-term care providers have the resources they need to provide care to vulnerable patients.
The PHE is currently set to expire on January 11, 2023.
"While we have come a long way from the beginning of the COVID-19 pandemic, the virus remains a threat, especially to older adults and those with underlying health conditions," the letter read.
The AHCA/NCAL letter specifically states concerns about the aftermath of the holiday season, and the need to be prepared and adapt quickly to handle a possible influx of cases, and requests that HHS "extend the PHE declaration and maintain the related Section 1135 and Section 1812(f) waivers, enhanced Medicaid FMAP to states, and state Medicaid policy flexibilities, especially the waiver for Medicaid redeterminations."
"We are gravely concerned that states are not prepared for this historic influx of Medicaid redeterminations and that millions of seniors and individuals with disabilities will experience coverage disruptions for the lifesaving care they desperately need," the letter said.
Candyce Slusher has worked in the private duty sector since 2004, both in executive roles and now as a self-employed senior care consultant working with families and agencies. Prior to that she was a licensed practical nurse, working in geriatrics within various care facilities.
As a consultant, she emphasizes trust and honesty in not only the caregiver-client relationship, but also in the caregiver-management relationship. Slusher spoke with HealthLeaders about word-of-mouth referrals, client retention, and how agency owners can set the foundation for trusting relationships with clients and caregivers.
HealthLeaders:How has your nursing background helped you in the private duty sector?
Candyce Slusher: I never want to give someone the [idea] that if they're not a nurse they can't [work in the private duty sector]. It doesn't require nursing skills, but honestly, my assessment skills that I learned in nursing school have been the most valuable asset because I have the ability to walk into a situation and surmise a lot of information without having a conversation. I can gather at least 70% of what's going on just by observing within the first 20 minutes, and then be able to anticipate [client] needs.
HL: How do you ensure that your clients are getting the care they need?
Slusher: A good assessment tool is important. I have seen a lot of agencies that just use something vague, but that puts a lot of pressure onto both the caregiver and the client. One thing I always teach to agencies is the more information you can get during the assessment, the clearer the picture you can give to the caregiver. When you call a caregiver and schedule them [to] work for that client, they're walking in blind. So the more information and detail you give them, the better prepared they are. They walk into the client's home feeling confident because they have a clear idea of what needs to be done.
I teach my caregivers to be observant. "Observe and report. Your job is what's on the care plan," but if [the client needs] something else, a great caregiver can anticipate those needs. I also write my care plans for what the worst day looks like, not the best day. So if somebody has dementia or Parkinson's, every day is going to be different. I will build out a care plan that's good for six months, not just where we are now; but using my nursing skills knowing what this disease process looks like and where it could be in six months.
HL: How can agency owners actively work to build trust with their clients and caregivers?
Slusher: It's being bold enough to have the conversations that need to be had, but gentle and professional enough that people are willing to accept corrective feedback. A lot of times, trust doesn't come easy. That's just one small aspect of it, the other is when [someone calls] and asks a question, you always call them back. You don't leave them hanging; customer service is huge. Communicating things that need to be done, but mostly it's owning up to mistakes and being open and honest about how you're going to fix them, because errors happen constantly. So to tell somebody we've always got it right isn't true. It's, 'We won't always get it right, but I'll fix it; we'll step up.' We'll come to an agreement. And you have to prove that over and over again to form trust. The little things can't go by the wayside, the little things can be very important."
Building trust with the caregiver is huge. If I do an assessment and tell a caregiver [the client] can transfer on their own, but I neglected to ask the client to stand up for me, then [when the] caregiver shows up and that person can't stand, you've lost a level of trust with that caregiver and it's hard to grow back. Happy caregivers make for happy clients, which makes clients stay longer with your agency.
HL: With clients being referred to agencies primarily by word of mouth, what should agency owners keep in mind?
Slusher: Trust is the beginning. You want commitment and loyalty. So, when we talk about word of mouth, it's not, 'We used this company, and they did fine.' It's 'This is the company that my whole family uses.' We want to be the legacy agency for this client's family, not just the client.
The blanket waiver expired on October 6 while there was still a backlog for CNA training and testing in numerous states, creating a barrier for temporary nurse aides to become certified.
Temporary nursing aides (TNA) lost their jobs on October 7 after the blanket employment waiver implemented by the Centers for Medicare & Medicaid expired on October 6.
The section of the initial 1135 waiver permitting TNAs' employment ended in June, with the agency giving TNAs four months to become certified nursing assistants (CNA), which would allow them to remain employed by their facilities. Yet, there were hinderances in their efforts to get certified by the October 6 deadline, with multiple states having a backlog for CNA training and testing.
"CMS received feedback from some nursing homes and states about barriers to getting nurse aides trained and tested," a spokesperson for the agency told HealthLeaders. "CMS has met with state survey agencies to ensure they understand how to submit requests for waivers of the Nurse Aide Training Competency and Evaluation requirements and the appropriate supporting documentation."
"Unfortunately, these workers were removed from or left their caregiving role unless states or their facilities were able to secure approval for a waiver," Holly Harmon, senior vice president of quality, regulatory, and clinical services for the American Health Care Association (AHCA), told HealthLeaders. "CMS is only allowing short-term exceptions to continue employing TNAs for individual states and facilities that were granted approval by the agency."
So far, CMS has granted waivers to 17 states: Rhode Island, Massachusetts, Washington, Indiana, Louisiana, Maryland, Minnesota, Oklahoma, Pennsylvania, Texas, Vermont, New York, Georgia, New Jersey, Tennessee, South Carolina, and Mississippi. Approximately 746 individual facilities have sent waiver requests, with 439 already covered under state waivers. Employment under these approved waivers will only last until the end of the public health emergency.
TNAs handle nonclinical tasks, such as serving as companions for nursing home residents.
Harmon said TNAs are still urged to get their CNA certification, adding that the AHCA supports the Building America's Health Care Workforce Act, which was recently introduced to Congress, and would give TNAs up to 24 months upon the end of the public health emergency to become certified.
"Temporary nurse aides are an important part of our long-term care workforce who make a positive impact every day," she said. "Losing these temporary nurse aides may further limit access to care for residents, as facilities may be forced to further limit the number of residents they can serve due to staffing shortages."
According to the AHCA, nursing homes have lost over 220,000 caregivers over the course of the pandemic—more than any other healthcare sector.
"It is evident that the temporary nurse aide role has been pivotal and beneficial to our nursing home residents nationwide, not on a case-by-case basis," Harmon said in a statement in October. "Federal data clearly shows that quality of care for residents remains high when temporary nurse aides are present. Our residents deserve continuity of care from caregivers they know, and these experienced aides deserve adequate time to build a permanent career in long-term care."
Home health leaders can learn from one healthcare system about measures it's taken to help patients during flu season.
With the worst of the COVID-19 pandemic behind us, healthcare systems are now preparing for the annual challenge of flu season.
Sarah Overton, RN, chief nursing officer and vice president of clinical services for OSF HealthCare's Home Care Services, which includes home health, says, "We're starting to see an influx of items such as [respiratory syncytial virus (RSV)], which is a deadly communicable disease that impacts our children. Home health is a big partner in making sure that we provide some of those medications that prevent our [kids] from getting sick.
"At OSF, in general, we see an influx of patient activity in our hospitals and our clinics, especially on our home health front if we've got patients that have a lot of comorbidities or chronic diseases," Overton said. "They're our most at-risk for an exacerbation like pneumonia or something that will be debilitating to them."
This year, OSF HealthCare is offering an enhanced flu vaccine for people who are immunocompromised or over the age of 65. According to Overton, over 50,000 vaccines have been administered. Home health patients can receive the vaccine in the comfort of their home, and a vaccine is also available for pediatric home health patients to prevent RSV.
To jumpstart its preparations for the 2022–2023 flu season, OSF HealthCare began planning in March, looking to the southern hemisphere—which gets the flu first—to see what strains it should expect.
Once the health system identified the vaccine they wanted to purchase, it began educating its mission partners about it. Vaccinations were delivered in August and they began to be administered in September.
"Generally, we don't see an influx [in flu cases] until around late November," Overton said. "We'll start to see increases, and honestly, it's probably affected by holidays like we saw with COVID, and it could go through March or April, depending on if we have a late or early flu season. It's about six months out of the year that we're usually dealing with it."
Preventive measures that OSF Healthcare takes with its own staff to prevent flu is having employees who work in patient care areas get their flu vaccinations by the end of October, and new employees are both screened for flu and COVID-19.
Employees also regularly screen themselves, checking how they feel before going to work. There's also a dedicated phone line they can call if they're ill and need to see a provider. In addition to thorough handwashing and sanitizing practices, home health encourages masking.
In a newly released framework that treats on worker mental health and well-being, the United States Surgeon General Dr. Vivek Murthy advises business leaders to create policies and practices to support workers.
With staffing shortages exacerbated by the stress of the pandemic, followed by the Great Resignation and "quiet quitting" trend, there's been a shift in the relationship healthcare workers have with their jobs. According to an American Psychological Association survey, 81% of workers said when looking for future jobs, they will look for workplaces that support their mental health.
In a newly released framework that treats on worker mental health and well-being, the United States Surgeon General Dr. Vivek Murthy advises business leaders to create policies and practices to support workers.
According to a release about the framework from the Department of Health and Human Services, employers have the opportunity to invest in the mental health of their employees, benefitting not only the workforce but the success of the organization.
"A healthy workforce is the foundation for thriving organizations and healthier communities. As we recover from the worst of the pandemic, we have an opportunity and power to make workplace engines for mental health and well-being, and this Surgeon General's Framework shows us how we can start," Murthy said in a statement.
"It will require organizations to rethink how they protect workers from harm, foster a sense of connection among workers, show workers that they matter, make space for their lives outside work, and support their growth," he said. "It will be worth it, because the benefits will accrue for workers and organizations alike."
Post-acute leaders should take notice of this framework and implement it into their own organizations for a healthy workforce and successful business.
The framework outlines five methods organizations can implement to support their employee's mental health and well-being:
Protection from harm. Creating the conditions for physical and psychological safety is a critical foundation for ensuring mental health and well-being in the workplace.
Connection and community. Fostering positive social interaction and relationships in the workplace supports worker well-being.
Work-life harmony. Promoting practices that better ensure professional and personal roles work in harmony.
Mattering at work. People want to know that they matter to those around them and that their work matters.
Opportunities for growth. When organizations create more opportunities for workers to accomplish goals based on their skills and growth, workers become more optimistic about their abilities and more enthusiastic about contributing to the organization.
The new business will create an integrated model connecting home care and health care.
Help at Home, provider of in-home care with more than 190 branch locations in 12 states, announced a new segment of their business that would focus on care coordination.
Care Coordination from Help at Home will create an integrated experience for caregivers to connect home care to health care. The model will involve connecting caregiver observations to a clinical network of providers and community resources to create a holistic experience for the patient.
"We can gather insights from caregivers who spend approximately 20 hours a week and have four-year relationships on average with their clients," Julie McCarter, Help at Home's president of care coordination, said in a statement.
"We know our clients, and we have a line of sight into physical, behavioral, and environmental changes which provide us with the ability to predict and prevent problems, triggering interventions, as well as closing gaps in care."
McCarter will be responsible for care coordination development and leadership. Her focus will be creating innovative, in-home personal care coordination experiences for Medicaid, Medicare, and dual-eligible clients.
"Dual-eligible clients commonly face multiple chronic conditions, comorbidities and a higher index of Social Determinants of Health, making them a complex population to manage," Tim O'Rourke, Help and Home president, said in a statement. "Care coordination programs lay the foundation and play a vital role in managing chronic populations, closing gaps in care. That sets the stage for value-based care arrangements layered into the programs as the next step toward managing care and cost outcomes."
A new study examines the impact COVID-19 had on long-term care aides.
A recent study from the University of Alberta examined the impact the first year of the COVID-19 pandemic had on long-term care aides in nursing homes. Fifty-two care aides from eight different facilities participated in the study, selected according to ownership model and how they were impacted by COVID.
"Pandemic experiences of frontline LTC workers are not well described, limiting our understanding of how pandemic conditions and public health measures affected them," the study said. "Further, limited research explores how care aides cope during and after times of extreme stress."
According to the study, care aides, by nature of the job, were already considered a high risk for issues such as poor mental health, burnout, and job dissatisfaction.
"Amplifying this, they experience systemic biases," the study continued. "Most are middle-aged and female. Many are immigrants and speak English as an additional language. Most have limited post-secondary education or formal training."
Over 90% of the care aides interviewed for the study were female and had been born outside of Canada. Of that group, 76% spoke English as a second language. It was noted that care aide experiences were consistent throughout all eight facilities.
The study's findings were separated into two themes: compounding distress and resilience and optimism.
Compounding distress
Staff shortages, increased workloads, witnessing residents' isolation, and not having time to grieve resident deaths, combined with the worry of possible infection themselves exacerbated the stress and fatigue of many care aides during the first year of the pandemic.
"Care aides expressed profound guilt upon observing decline in cognitive status and mental and physical health of residents from prolonged isolation and immobility," the study found. "Most talked about the emotional toll of being unable to offer physical touch, comfort, and companionship. They were distressed by rushing care and limiting it to essential care only."
Yet, despite the depression, fatigue, and anxiety the care aides experienced, the study revealed that many staff—when asked about how they were feeling—would say they were fine.
Staffing shortages were the most severe problem, with care aides themselves being sick or not showing up to work for fear of getting infected. Many of them had to work extended hours and multiple consecutive shifts.
During this time, care aides also noted that there was little communication with managers, which made it difficult to stay up to date with changes in staffing, policies, and care for residents, the study reported.
Resilience and optimism
The study found that care aides heavily leaned on each other for support, compassion, and acceptance.
"They relied on each other to discuss feelings and bring humor into their work," the study stated. "They described this connection as 'family,' with shared fears and experiences bringing them closer."
The study concluded that it is imperative for leaders to support the mental health and well-being of care aides, with suggestions to adequately staff workplaces and improve policy guidelines and interventions. Not only should care be administered to care aides to reduce stress and burnout, but to neglect their well-being also jeopardizes the quality of care and life of long-term care residents.
Dr. Joanne Pike's prior positions at the Association entailed long-term care initiatives focused on person-centered care and partnerships with healthcare systems and physicians to help those affected with the Alzheimer's.
The Alzheimer's Association announced that Dr. Joanne Pike, will be the organization's next chief executive officer beginning in January 2023.
Pike will be succeeding Harry Johns, who has served as CEO since 2005.
Joining the organization in 2016, Pike has overseen the organization's global efforts to accelerate research of Alzheimer's, advance public policy, enhance care and support, increase awareness, and grow revenue. Before serving as president, she served as chief strategy officer, and earlier as chief programs officer—a role in which she oversaw care and support services for individuals with the disease, as well as long-term care initiatives focused on patient-centered care delivery models and creating partnerships with health systems, physicians, and other healthcare professionals.
Pike's appointment came after a unanimous vote among the organization's board of directors.
"Dr. Pike's passion to support all communities increasingly impacted by Alzheimer's and other dementias is undeniable," Sarah Lorance, chair of Alzheimer's Association board of directors, said in a statement. "She's the ideal next leader for the organization and for the millions impacted by Alzheimer's and all other dementia."
"My deep passion for public health leads me to approach Alzheimer's disease and all other dementia with a particular sense of urgency," Pike said in a statement. "The next few years hold incredible promise. There are more potential treatments for Alzheimer's in the pipeline than at any point in history."
"I am grateful for Harry's unwavering leadership during the past 17 years and applaud all that he accomplished in his tenure," she said. "I share his commitment to achieving our mission in all communities, particularly those which have historically been underserved. It will be an honor to lead the Alzheimer's Association."
Noting the speed at which Alzheimer's grows among individuals, Johns believes the next steps society takes in addressing its impact will be critical.
"Having collaborated extensively with Joanne during the past six years, I have witnessed her steadfast commitment to all elements of our mission, and to all of the people that mission supports," he said in a statement. "She is dedicated to changing outcomes for the more than six million people living with Alzheimer's in America today, their 11 million unpaid caregivers, and to advances that will create risk reduction and treatment opportunities for everyone in the future."
