A discharge planner at a hospital has a patient going home tomorrow after surgery. A few years ago, she'd have called the agencies she knew best. Today, her hospital may be financially responsible for the next 30 days of that patient's care, including what happens at home. Every referral is now part of the hospital's cost and quality results. So the questions she's asking have changed. It's less "who do I know?" and more "who answers quickly, who follows through, and who can

Running a home care or home health care agency in the United States takes more than providing quality care. It takes a dedicated team, efficient operations, and the ability to manage an increasing number of responsibilities without overwhelming your staff. From caregiver shortages and rising operating costs to scheduling issues, client inquiries, and after-hours calls, agency owners and administrators face growing operational demands. The challenge? Keeping the business runni

Ten days from now, a nationwide freeze on new home health and hospice enrollment in Medicare is set to expire. CMS announced the freeze on May 13. It blocks new agencies from enrolling, along with new branch locations and certain changes in majority ownership. It does not affect agencies already enrolled, and care for current patients continues as usual. As of October 30, CMS had not said whether it will extend the freeze, let it lapse, or narrow it to specific high-risk mark

It's early November 2026, and agency owners are watching two dates. The first is November 13, when CMS's nationwide freeze on new home health and hospice Medicare enrollment is set to expire unless CMS extends it. As of late October, CMS hadn't said which way it would go. The second is January 1, when the 2027 Medicare payment rule is expected to take effect. Behind both dates is the same question owners keep asking: how do we grow when oversight is tighter, margins are thinn

An agency tries an AI tool. The first few weeks are busy: setup, training, a few early wins. Three months later, the owner asks a simple question: is it working? Nobody is quite sure. The team likes it, mostly. Things feel a little smoother. But no one wrote down where things stood before, so no one can say what has changed or what it's worth. This is one of the quiet reasons agencies hesitate on AI: not fear of the technology, but fear of spending money and time on something

The demo goes well. The tool looks useful, the price is reasonable, and your team could see themselves using it. Then a quieter thought shows up: where does our clients' information actually go? For a lot of agency owners, that question is the real reason AI stays on the "next quarter" list. It isn't the technology. It's trust. Why the Hesitation Makes Sense In an AxisCare-commissioned survey of more than 400 U.S. home care agency leaders, 41% cited ethics concerns as a barri

Take a look at your inbox this week. An AI scheduler. An AI recruiter. AI documentation. AI call handling. AI reporting. Each one promises to fix a single problem, and each one comes with a demo, a price, and a login. The question for most agency owners isn't "Should we use AI?" It's "Which of these is actually worth the effort, and what happens to my team if I say yes to five of them?" The Results Are Real. So Is the Overload. An AxisCare-commissioned survey of more than 400

An agency buys a scheduling tool. It's set up, the demo goes well, and everyone agrees it should save time. Six months later, the scheduler is still doing it the old way. The tool works. It just takes a while to set up, and she has a full day of calls to get through. Doing it the way she always has is faster today, so that's what she does. That quiet gap between "we bought it" and "we use it" is where most AI projects stall. What Industry Leaders Are Saying Right Now This mon

You've heard it at every conference and read it in every newsletter: AI is coming to home care. Then you go back to the office. There are a dozen vendor emails in your inbox, a team that's a little uneasy, and no clear idea where to begin. So nothing changes. The same calls go to voicemail, the same coordinator covers every evening, and AI stays a topic for next quarter. If that sounds familiar, you're in good company. The Gap Between Interest and Action An AxisCare-commissio

A family member is unhappy about something. Maybe a visit ran short. Maybe a caregiver was late. Maybe an instruction wasn't followed the way they expected. She sends a message or leaves a voicemail. Then she waits. If someone responds within the hour, listens, and explains what will happen next, most of these situations stay small. If nobody responds until the next day, the same situation can feel very different. The original problem hasn't changed. The silence has made it b

Most agency owners didn't start out planning to be the on-call phone. It happened gradually. The coordinator on call wasn't sure what to do, so she called the owner. A family member asked for someone in charge, so the call got passed up. A caregiver had a tricky situation, and the owner was the only one who knew the history. Each of those calls made sense. Together, they added up to something most owners recognize: the agency runs well when the owner is available, and gets ha

A caregiver notices something during an evening shift. The client seems a little different than usual. Nothing dramatic. Nothing that obviously calls for 911. She isn't sure whether to call someone. If she does, will it seem like an overreaction? If she doesn't, will it matter? Most agencies have a plan for obvious emergencies. Far fewer have a clear path for the question in between: "Is this urgent?" That gray zone is where caregivers feel the most alone, and where an agency

A caregiver calls off at 5:45 PM for a shift that starts in the morning. It happens at every agency, every week. The call-off itself isn't the issue. What happens next decides whether it's a minor hiccup or an expensive problem. Almost every late call-off ends one of three ways. Only one of them is good. Outcome 1: The Shift Goes Unfilled Nobody finds coverage in time. The client goes without care, or a family member steps in. The agency loses the billable hours, and the fami

A physician's office finishes a patient's orders late in the afternoon. The signature is done. As far as the physician is concerned, the next step belongs to the agency. At the agency, the office is winding down. The order arrives by fax or portal. Someone sees it, or doesn't. A question comes up about a detail, and the physician's office has already closed for the day. By the next morning, the order has been sitting for hours, the family is waiting, and nobody has the full p

Your team was hired to deliver care—not to spend every available minute managing the phone. In the home health care and home care industry, every minute matters. Caregivers dedicate their time and attention to helping clients maintain their health, safety, comfort, and quality of life. Meanwhile, agency administrators and office staff work behind the scenes to coordinate schedules, respond to family inquiries, manage staffing changes, and keep daily operations running smoothl

Most agency owners want the same thing: a team they trust to handle things without being watched. Most agency owners also have the same quiet worry: what happens when they aren't watching? After hours, that worry gets louder. The office is closed. Calls come in. Decisions get made. And the next morning, the owner hears about it the way owners usually do: a summary from whoever was on call, or a complaint, or nothing at all. None of those is a reliable picture of what actually

A caregiver notices something that feels slightly off with a client. Not an emergency. Just something she isn't sure about. She thinks about calling the office. Then she remembers the last time she called after hours and nobody picked up. Or the time she left a message and heard back the next day. Or the time she texted a supervisor and never got an answer. So she doesn't call. She makes her own judgment, finishes the shift, and moves on. From the agency's side, that shift lo

A referral comes in at 4:40 PM on a Wednesday. Intake logs it. The clinical team needs to review it. Scheduling needs to check caregiver availability. Someone has to call the family. Each of those steps has a person behind it. What often doesn't have a person behind it is the space between them. That space is where referrals stall. Not because anyone dropped the ball, but because nobody was holding it. Intake assumed clinical would pick it up. Clinical assumed scheduling had

A caregiver is due at 8 AM. At 8:20, she isn't there. Maybe traffic. Maybe a flat tire. Maybe she overslept, or her phone died, or she's been stuck on another call. Whatever the reason, there's a client at home waiting, and a family member somewhere wondering why nobody has shown up. The question that matters isn't why she's late. It's who finds out first, and how long it takes. At many agencies, the answer is uncomfortable: the family finds out first. They call the office. T

Ask most agency owners what they review every week, and the answer is usually the same: census, billing, caregiver hours, maybe overtime. Those matter. But they're all lagging indicators. They tell you what already happened. The numbers that predict census, retention, and referral growth usually live somewhere else, in after-hours operations, where most agencies have never put a dashboard. If you can't see these five numbers weekly, you're managing a big part of your business