Tag Archives: home health care

What LHC, Almost Family Merger Means for the Home Health Industry

A $2.4 billion merger between two powerhouses in the home health field is expected to create a new industry giant and set in motion significant long-term consequences for the home health field, according to Home Health Solutions Owner and President J’non Griffin.

In a deal set to close in 2018, Kentucky-based Almost Family, Inc., and Louisiana-based LHC Group, Inc, have announced their plans for an all-stock merger of equals, creating a company with a starting roster of more than 30,000 employees nationwide.

“This merger is a huge development, with the potential to shore up confidence in the future of home health, impact stocks and rejuvenate an industry feeling the weight of an increasing regulatory burden,” J’non said.

But she warns that the move could have some negative consequences – especially for smaller agencies.

“The new company created by this merger will be poised to set the professional tone and standards in the entire industry regarding delivery of well-coordinated, patient-centered care,” J’non said.

“Smaller agencies struggling to meet quality expectations may find it increasingly hard to compete in the evolving marketplace. Coupled with increasing regulations, the evolution of a faster-paced, coordination-intensive market with much bigger players could squeeze some smaller, struggling agencies into selling or going out of business,“ she added.

Expect more buyouts and partnerships

The merger between LHC and Almost Family reflects a dramatically shifting turf in the industry, as agencies increasingly look at strategic partnerships, joint ventures and other consolidation efforts to buffer the challenges presented by mounting regulatory burdens.

“Buyouts and partnerships are a growing trend,” J’non said. “We can expect to see increasing numbers as agencies work out innovative answers to the demands for quality outcomes, expedited turnarounds, increasing care coordination, and value-based reimbursement.”

So far this year, LHC Group had acquired more than 35 home health, hospice or community-based locations, as well as six long-term acute care hospital operations, before it announced plans for the merger with Almost Family.

2018: A ‘transformative’ year ahead

Next year is shaping up to be a transformative year in many ways for the home health field, according to J’non. In January, agencies will implement new Conditions of Participation set by the Centers for Medicare and Medicaid Services (CMS), requiring extensive operational, administrative and clinical changes.

“Meeting the demands of the new CoPs is expected to be a watershed moment for some agencies which have been struggling to stay afloat under the compliance burden, and simply may not be able to adapt quickly enough to the new round of regulations,” she said.

Does your agency
need CoPs training?
Click here to read about
J’non’s Dec. 16 seminar
in Vegas!

In addition to new CoPs requirements, agencies throughout the country are expected to be required to transition soon to the value-based reimbursement model already under demonstration in nine states.

Coming soon: Value-based purchasing

Officials at Almost Family and LHC have made no bones about positioning the giant company created by the merger to become the industry leader in value-based reimbursement.

Although a value-based purchasing model is only active in nine states right now, many home health experts believe CMS may have recently signaled its readiness to soon expand VBP to all other states.

“CMS did not really make many adjustments to the value-based purchasing in the 2018 Payment Rule, and the changes that were made were not really significant changes,” J’non said. “That may well indicate that CMS believes the model is ready for a full-scale release.”

The VBP model has largely been considered a success because the nine states participating in the demonstration have seen improvements in outcomes at a faster rate than states which were not included in the program, J’non said.

The Fickle Millennial: Meet the new work force at your agency door

fickleadjective – changing frequently, especially as regards one’s loyalties, interests, or affection.

HHS Director of Sales and Marketing

There’s a new worker on your home health agency doorstep, one of a rising labor force segment known as Millennials, with a great outlook, an impeccable resume, and a sincere desire to make a positive difference in the world.

As an employer in the home health industry, you know the risks that come with every hire. Training is time-consuming but necessary, and carries a substantial price tag. It also places an additional burden on an agency staff already stretched thin by patient needs and compliance burdens.

There’s no guarantee that your agency’s investment in any new hire will pay off; in fact, odds are that this worker will not remain at your agency for a full year before moving on. Some home health experts estimate that up to one third of all newly-hired clinicians leave their new positions within the first six months.

Certainly it’s fair to wonder how the advent of the Millennial worker will affect those odds. This is a matter of growing concern among home health agencies and other employers nationwide, as young adults whose coming-of-age near the turn of the 21st century bring fresh attitudes and new demands to the workplace. Fair or not, Millennials are developing a reputation for much less employer loyalty and far greater expectations of job fulfillment than previous generations. They are more likely to feel discontent and switch jobs at a much higher rate than any previous workforce.Changes in our workforce initiated by a Millennial mindset are expected to accelerate as more enter the labor force and transition into management positions. In the next 8 years, U.S. Chamber Foundation estimates that 3 out of 4 workers will be Millennials.

What does this mean for home health?

Employee retention is a particular concern for home health agencies, who have learned from disappointing and frustrating experience that many of the clinicians they hire will not make it past the first quarter of employment. One in three of every new hires leaves an agency before the first six months are up, according to Heather Calhoun, Director of Appeals and Special Projects Coordinator for Home Health Solutions LLC.

“It takes about six months before a new home health or hospice clinician really begins to know what they are doing in this field,” Heather says. She works with agencies of all sizes to conduct a series of new-hire orientation and training programs for HHS, and finds the turnover rate is the same regardless of an agency’s size, ownership or geographical location.

Heather believes this is because the work often turns out to be more challenging than expected. Many nurses come to the home health field from a hospital background, where they are accustomed to less autonomy and more structure – and, often, more sharply defined duties with advance scheduling. They are surprised by increased scrutiny on their documentation, frustrated by constant schedule changes and can quickly feel burdened by a fluid scope of duties.

“Some of them also find that they just don’t like going into nasty houses, but that’s just part of what we do in this field,” Heather says. “This is a different type of job, and some people just can’t handle the hassle.”
With staff turnover and retention already major concerns for the home health field, how will agencies adapt to an emerging, and perhaps more fickle, workforce?

The solution begins with gaining a better understanding of the Millennial mindset.

Who are they?

In 2016, Millennials surpassed Baby Boomers as the nation’s largest living generation, according to statistics from the U.S. Census Bureau. For reporting purposes, the Census Bureau defines this population segment as the more than 75 million people who were born within the past 36 years.

They are tech-savvy and well steeped in social media connectivity, and nearly one quarter of them are likely to sport tattoos or body piercings, according to U.S. Chamber Foundation statistics. Almost 70 percent of them have never been married, and they seem in no rush to follow the historical trappings of growing up.  In general, Millennials tend to take years longer than Baby Boomers to reach traditional milestones such as home ownership or parenthood.

Some experts claim Millennials are the hardest working, most motivated and socially conscious generation of workers we have ever seen. Others experts claim that they are lazy, uncommitted and have a deep-seeded belief that they are entitled to privileges and provisions that generations before them had to work to obtain.

Regardless of which view you take regarding Millennials, it is becoming clear that it will require a different approach from employers to successfully engage and retain them, but we are just beginning as a society to pay more attention to the how and why of it.

Thought leader Simon Sinek recently made waves across social media with his release of a video discussing Millennials in the work place. (Click here to watch the video) In the video, Sinek takes issue with the parenting skills that he believes made Millennials what they are today. Evaluating an entire generation that seems to be set up for emotional failure makes the future look glib and hopeless. Sinek charges in the video that the responsibility for engaging Millennials belongs to employers who hire them. I disagree with several of the points that Simon makes (like marginalizing an entire generation), but overall I agree with his overview of the many challenges Millennials are facing and their outlook.

The good news is that Millennials aren’t without work ethic or potential. They want to love their jobs. On survey after survey, Millennials score as much more interested in the kind of work they do, job flexibility and balancing work-life demands than in salary levels or promotions.

More of them finish college (63%, according to the U.S. Chamber Foundation) than previous generations and feel a vested responsibility to a higher cause such as helping others, the environment, or simply “doing the right thing.”

Those characteristics perfectly position this generation to find purpose and fulfillment in our industry. So how do we as employers align our message with their need for a job with meaning?

Point out the obvious

Home health and hospice providers are already providing a service that fits well into the scope of work Millennials find appealing. We are providing services in most cases to the most fragile and dependent section of our populace, and our work can absolutely be considered “doing the right thing.”

So why would a Millennial leave a company providing such worthwhile service?

The answer is simple. They don’t understand the value they provide and the impact they are making.
Taking the time to acknowledge employees and the good work they are providing is key. The positive work is already there, but making sure that you acknowledge their impact will motivate employees to do more. This tends to push back insecurity and, as they see you as an authority figure, will give them the assurance that they are achieving something of value.“

Our goal is not just to hire, maintain and motivate our staff, but also to learn the tools to show them they are appreciated and recognized on a regular basis,” Home Health Solutions Onboarding Specialist and Operations Coordinator Christina Nuqui told a group of home health care professionals at the Home Care Association of Florida’s Winter Warm-up Conference earlier this year.

Among Christina’s suggestions:

  1. Create a formal Employee Recognition and Appreciation Program. Establish, at a minimum, an “Employee of the Year” system to recognize workers. To the extent possible, build on the annual recognition with many more opportunities. Add an “Employee of the Month” or “Star of the Week” program. The reward can be a small gesture, perhaps a $10 card to buy coffee, or add the employee’s name to a jar for an end-of-the-year drawing to win a larger prize. Remember that Millennials particularly value time off work, so consider offering a day off as a reward.
  1. Create an informal culture of appreciation. Being ignored is anathema to the spirit of productivity. On the other hand, simple words of appreciation and encouragement can reap an orchard of benefits. Make it a point to praise your employees in front of co-workers, and highlight achievements on office bulletin boards or in agency newsletters. Millennials may especially appreciate being recognized on the agency’s Facebook page as having made worthwhile contributions. Yes, it takes extra time to do these things, but the payoff is invaluable.

Provide a voice

We’ve all seen and heard of Silicon Valley software companies that provide full service restaurants, sleeping rooms, and even video arcades to entice potential employees. While that can draw talent, that is rarely what ensures loyalty to an employer.
Loyalty is built on an emotional level rather than with financial reward or access to enticing perks. Kevin Kruse, author of Employee Engagement, defines employee engagement as “the emotional commitment the employee has toward the organization and its goals.”

Getting employees – especially Millennials — to buy into your agency’s goals means making sure they feel that their input is welcomed and valued, that their suggestions are opinions are listened to, and that feel they have a valid stake in the ultimate success.

It may be as simple as putting up a whiteboard in the agency office with a big, “What do YOU think?” written across the top. Invite employees to answer questions such as, “What did we do well this week?” and “What do we need to do better?” Be sure to acknowledge what employees write there.

Give them a career path

Ambition runs stronger in this generation than many that have come before it. According to Britt Hysen, the editor-in-chief of MiLLENNiAL magazine, “60 percent of Millennials consider themselves entrepreneurs, and 90 percent recognize entrepreneurship as a mentality.”

Historically, career advancement was necessarily guaranteed, but college graduates today are looking to build a career that is rewarding and full of growth opportunities.

The Deloitte Millennial Survey 2016 discovered that 63% of Millennials say that their leadership abilities are not being developed.

How are you developing your Millennial talent? Do you provide opportunities to develop new skills or give them opportunities to prove themselves?

Invest in their tech aptitude 

Each time an agency brings in new technology or invests in a new electronic medical records software, challenges abound. In general, Millennials possess a near sixth sense for technology.

Don’t get me wrong; there are plenty of exceptions, but you will rarely have to show a member of this generation how to send or upload a photo and how to operate new equipment. They have been taught or have simply learned how to type, interact with computers, and generally how to find information that they may not have quick access to. This combined with an aversion to “doing things the way they have always been done” makes them an asset worth developing.

 Loosen the reigns 

Of all the changes home health and hospice agencies must make to better engage and retain Millennials, this may be one of the hardest and most important. Work flexibility has moved from a “nice perk” to an absolute requirement for much of this generation. They have seen the ill effects of distant parents and consider it vital to maintain good work/life balance.

As an employer, try to cut them loose when they request it. Studies have concluded that Millennials not only respond well to that flexibility,  but tend to work harder and stay longer when necessary.

In Conclusion

The home health field is growing more challenging and complex each year, with increasing regulatory demands and growing pressure to adapt quickly and thoroughly to constant change. There has never been a stronger need for smart, self-motivated employees with a passion for helping others and an innate appreciation for flexibility on the job.

Millennials bring that skill set to the home health marketplace.

Employers who take the time to understand this generation’s need to be valued and to feel they are providing value will be able to successfully tap into this burgeoning segment of the labor force, creating the professional environment necessary to turn  fickle  Millennials into long-term, committed employees.

About the author:
Jason Lewallen has helped hundreds of agencies grow and rise to their potential. He is an industry author, a technology evangelist, a seasoned speaker, and a trusted voice. His passion comes in the form of assisting agencies to have the resources and finances they need to fulfill the mission that each agency set out to do.

EDITOR’S NOTE: This article first appeared in The Absolute Agency,  the e-newsletter Jason prepares each month for Home Health Solutions as a free best practices resource for administrators, executives and leaders in home health and hospice.
Click here to subscribe to The Absolute Agency.



Top Four Fall Priorities for Home Health Agencies

Where is your home health agency’s focus this fall?
Smart home health agencies are focusing their efforts on housekeeping,  trying to shore up bottom lines by rectifying errors and inconsistencies that result in costly claims denials, and scheduling crucial training for all agency staff.
The four cornerstones for success in today’s home care market are  training, internal reviews and audits , preparation and streamlining operations, according to Home Health Solutions owner and president J’non Griffin.
If your agency isn’t working on at least one of these areas right now,  it’s losing ground in the effort to stay abreast of industry regulations and maintain clinical and financial success.


Did you know home health agencies lose, on average, $200 to $300 per episode to coding and OASIS errors?
The money agencies spend on staff training is more than recouped in improved performance of its employees. Home Health Solutions provides convenient online training courses available through our online store for continuing education credits.
But we realize not every agency has the same training needs, so we also work with agencies to provide customized training and education.
Our goal is to provide the solutions your agency needs. Contact us today to talk about how we can help you.


Self audits and review

The goblins and gremlins may not getcha  this Halloween season, but the glitches sure will.  Errors and inconsistencies are the hobgoblins of the home health field, resulting in costly claims denials , Survey issues and more.
Smart home health agencies are conducting self reviews and analysis on every level to find glitches before surveyors do.  But there’s only so much time in a day — and it’s often hard to be objective about self evaluation.
Our Mock Audits are the resource agencies need to experience firsthand the same thorough investigation a real Survey would bring, allowing agencies to clean up errors before there are costly consequences.  Click here for details about the value of a Mock Audit.


When CMS suspended rollouts of pre-claim reviews after a disastrous initial experience in Illinois, home heath agencies breathed a collective sigh of relief.
But the reprieve is only temporary, and smart agencies are using the extra time to get prepared.
From Value-Based Purchasing to pre-claim reviews,  a new way of doing business is on the horizon for home health agencies, and meeting the new requirements is going to take a strong commitment to adequate preparation.
Here’s an easy and inexpensive first step for agencies looking ahead to pre-claim reviews:
Order our DIY Pre-Claim Review Preparation Kit for just $25.  It’s the compass your agency needs to get started on the road to preparation.


Compliance is costly.
It takes time, manpower and relentless commitment on the part of home health agencies to stay up-to-date on current regulations — and it can’t come at the expense of an agency’s primary focus on patient care.
More and more agencies are determining that the most cost-effective means of doing business is to outsource all or some portion of operations.  And we’re not just talking about coding, OASIS or billing.  Some agencies need help with specific aspects such as developing POCs, handling ADRs or service specific probe reviews.
We can help.
No matter what your need is, we have the solution.
Give us a call today at 888-418-6970 and see what we can do for you.

Home health agencies brace for next 6 months

Main art July SolutionsWith six months of adjustment to the 68,000 new health codes known collectively as ICD-10-CM now under its belt, the home health industry is buckling up for Round 2: six more months of new codes to assimilate, code revisions to integrate and new pre-claim reviews to handle.

More than 2,500 changes to the ICD-10-CM classification set are expected to be implemented Oct. 1: at least 1900 new codes, some 350 revised codes and more than 300 deleted codes.  The Tabular List will change, some Excludes Notes will shift and others will disappear completely in this first reworking of the code set since its implementation at the first of this year.

While home health adapts to this newest version of the new classification set, agencies in at least 5 states will also grapple with rollouts of new pre-claim reviews changing the way they process claims for services.  The Centers for Medicare and Medicaid Services (CMS) will require agencies in the affected states to secure prior authorization before processing claims.

Home health agencies in other states, expecting to soon be under the same requirement,  will pay close attention to next month’s initial rollout in Illinois, as well as similar implementations in Florida on Oct. 1, Texas on Dec. 1, and both Michigan and Massachusetts on Jan. 1.

Don’t even think about muttering a “whew” under your breath — at least not yet. There won’t be any rest for the weary at the end of these next six months.

In fact, what’s in store next could possibly have one of the largest impacts yet on home health.


It’s hard to overestimate the importance of the Outcome and Assessment Information Set, the CMS data collection tool known by the acronym OASIS, to a home health agency’s operation. This intake of information can affect patient outcomes, reimbursement, STAR ratings, Value Based Purchasing and an agency’s bottom line.

And it’s about to become even more important.

The revised version known as OASIS C-2 becomes effective on Jan. 1, 2017, ratcheting things up a few notches with the implementation of the first quality measures from the Impact Act of 2014. This Act establishes some standardized measures for easier reporting and sharing of data between skilled nursing facilities, long-term care hospitals, inpatient rehabilitation facilities and home health.  The goal is to facilitate coordinated care and improve patient outcomes, providing better post-acute care for Medicare beneficiaries.

Some OASIS C-2 items, for example, are designed to help capture standardized reports of skin integrity, a patient’s functional status and cognitive function, medication reconciliation, incidence of major falls, transfer of health information and care preferences during a patient’s transition from one facility to another.

“As integral as OASIS has become to the success of home health agencies, it is only going to become more crucial in the future,” says J’non Griffin, owner of Home Health Solutions LLC.  “Moving forward with the Impact Act initiatives in a value based environment, inaccuracy in OASIS reporting will cost agencies not only valuable dollars but also referrals. Providers will only want to partner with agencies that have excellent outcomes.”

In the five states selected for pre-claim review, OASIS C-2 will be one of a triad of components integral to set up patient eligibility and establish medical necessity.  OASIS C-2 data will be used along with the patient’s comprehensive assessment and supporting documentation from the care provider to demonstrate why home health is necessary and support the pre- claim.

Home Health Solutions is offering assistance to agencies in the five initial states for reviewing and submitting those claims, and will expand the services to other states as needed. One of the first efforts the  HHS team undertakes when working with agencies on their pre-claim reviews  is stressing the importance of accurate OASIS completion.

Successful home health agencies, according to J’non, will be those who understand how crucial it is to collect OASIS information accurately, maintain effective and ongoing staff training and review to ensure continuity and efficient adaptation to changes, and develop a reliable system to bridge potential glitches such as those caused during periods of staff turnover.

Every employee needs training, every employee’s understanding of the material needs to be reviewed and every employee’s training needs to be updated regularly in order to maintain quality expectations.

“Because of the complexity and the frequency of changes not only in regulations but in the caregiver turnover in agencies, OASIS training is a continual education process,” J’non says. “Success can’t be achieved with a ‘one-and-done’ type training with clinicians.”


The new version of OASIS will add several new items, including a GG-Functional section, and modify how some items are worded or numbered. Five items are revised and clarification is provided with regard to many of the questions submitted to the OASIS Help Desk.  “In addition, there are some major wound guideline changes that could mean a significant decrease in case mix points,” J’non says.

Perhaps the most surprising change for many clinicians has been a startling change in how pressure ulcers are to be reported under OASIS C-2, but there are numerous other changes that will require clinicians to undergo a thorough training session in order to best adapt, J’non says.

She is putting the finishing touches on an all new online training session for OASIS C-2 which, while not yet available for purchase at the time of this post, is expected to be uploaded to the Home Health Solutions LLC Online Store within the next week to 10 days.

Browse all the products on our  online store at:
The HHS Online Store

More changes ahead for home health this fall

summer shoreup art for solutions 2

What’s on your summer calendar?
Priorities should be internal audits,
reviews and self-assessments

Editor’s note: This post first appeared in a longer article in the June 9 issue of SOLUTIONS,  the monthly e-newsletter from Home Health Solutions LLC. Click here if you’d like to subscribe to SOLUTIONS.

Summertime, and the livin’ is easy. Unless, of course, you’re in the home health field.

From backyard barbecues to long and lazy afternoons at the beach, this is the time of year when leisure time is foremost in our hearts and minds. But this summer, smart home health agencies are looking beyond the distractions of summer to the fall, when the change of season will usher in a new round of major adjustments.

Home health agencies in Illinois won’t even have to wait until fall; the Centers for Medicare and Medicaid Services (CMS) announced last week  that it will move forward with preauthorization requirements despite opposition from the home health industry. CMS will roll out the first preauthorization program in Illinois Aug. 1.

Four more states will follow throughout the fall and winter, with Florida scheduled for Oct. 1, Texas for Dec. 1, and both Michigan and Massachusetts for Jan. 1.

Rollouts in those states will require home health agencies to perform prior authorization before processing claims for services. The procedure would be similar to the Prior Authorization of Power Mobility Device (PMD) Demonstration, which CMS implemented in 2012. It requires prior authorization for scooters and power wheelchairs within seven states where fraud and errors have been prevalent in the past.

Nationwide, this autumn was already shaping up to bring a round of new challenges to home health agencies. In October, when CMS removes a three-year partial code freeze, some 2,500 changes are expected to become part of the ICD-10-CM classification set. At least 1,900 new codes will be added, 351 codes will be revised and 313 codes will be deleted. The tabular list will change as well.

A few Excludes Notes will shift and some others will disappear completely in this first reworking of the code set since its implementation at the start of 2016.

Exactly how these changes in codes will impact the home health field still isn’t clear, as the complete list of revisions has not yet been provided.


Be prepared; coding guidelines are likely to change frequently during the adaptation process to the revisions.

Guidelines already change so often with new interpretations that it can be difficult for coders to keep pace. Major re-interpretations just in the past couple of months had coders scrambling this spring to rethink the way diagnoses and comorbidities can now be linked, and how certain heart failure diagnoses can now be coded without further specification by the attending physician.

Many areas of ICD-10 implemented this year have given rise to questions, and as those issues are reviewed and addressed, coding guidance will continue to evolve rapidly with new interpretations and even reversals. It is crucial for agencies and the coders they employ to stay abreast of every change to reduce compliance risks.    And the changes in the ICD-10 set are just Round 1. On the heels of those changes, the Outcome and Assessment Set generally known by its acronym, OASIS, will undergo its own revisions. OASIS C-2 is scheduled for implementation Jan. 1, 2017, and will add new items, renumber some items, and make other changes in how data is collected.

How can home health agencies and home health coders prepare for all these major changes beginning Aug.1 and continuing through early 2017?

“There’s never been a more critical time to shore up your agency’s operation,” advises J’non Griffin, owner of Home Health Solutions LLC.

Addressing and correcting existing compliance risks this summer will better position agencies to handle problems likely to occur during the adaptation process in the fall, reduce the likelihood of home health professionals feeling overwhelmed by constant change, and provide an extra layer of insulation against potential losses due to claims denials, according to J’non.

She recommends agencies prioritize internal audits, quality reviews and other self-assessment measures between now and Labor Day.

“This summer is the time for agencies to take a proactive approach, identifying and addressing the need for quality clinical documentation and code specificity – and then follow up with extra training measures and education efforts in every area where there is any confusion or performance issue,” she says.

In many cases, it may prove more cost-effective and time-expedient for agencies to streamline operations by partnering with a consultant to develop and implement corrective measures, or to outsource some services.

Home Health Solutions is making it easier than ever to get help with a Summer Shore-Up Package, offering limited-time discounts on new services.

Now through Labor Day, the Summer Shore-Up Package from HHS will offer a 10 percent discount off any standard rate of new services. In addition, agencies contracting for coding services under the Summer Shore-Up Package will receive 5 free OASIS analyses with pre and post-HHRG (Human Health Resource Group) values.

“This discount reflects our sincere commitment to help agencies address areas where they may not be prepared to meet an additional round of challenges,” Jnon says. “We want to take some of the anxiety out of the equation for agencies, providing the guidance and services they need to achieve and maintain success in a fluid and challenging market.”

summer hore up coupon




Home Health Solutions LLC announces acquisition

Even More Solutions 2

Home Health Solutions LLC has made a strategic move forward with the acquisition of Transitions Health and Wellness Solutions, an Ohio-based firm serving hospice and home health agencies.

In an announcement made public today,  HHS owner and President J’non Griffin described the acquisition as “another exciting milestone” in a year of significant expansion for the company she founded in 2012.

“Our mission is to provide the extensive resources, guidance, services and support home health and hospice agencies need to navigate the complexities of today’s fluid and challenging home health care market,” J’non said.

“With this acquisition, HHS is even better positioned to partner with agencies seeking clinical, operational and financial excellence, and we extend a warm welcome to all the Transitions clients who will now join the many agencies HHS is already serving. We are poised for additional growth, and remain committed to stay abreast of the many challenges in our field and provide the expertise our clients need.”


Transitions Health and Wellness, founded in 2010, is a North Canton, OH, company providing consulting, coding, chart auditing, training and education materials to home health and hospice agencies.

Former owner Brandi Whitemyer is a well-known industry authority with more than 14 years of direct experience in home health and hospice, and is a frequent contributor to Decision Health’s Diagnosis Coding Pro and other industry materials.

She is currently the active Product Specialist and a full time subject matter expert with Decision Health Professional Services.  In this role she continues to  provide consulting to agencies nationally, as well as develop innovative new products and publications for the home health and hospice industry.


One of the most exciting aspects of the acquisition is its immediate impact on Home Health Solutions LLC’s on-line resource library.

“A priority goal for 2016 has been a major expansion of our resource library, with a focus on offering affordable, quality online courses for CEUs,” J’non said.

The acquisition of Transitions makes available additional training and education materials to supplement the signature CEU Suite  launched this year by HHS. With new coding courses and an array of programs targeting specific problems such as Face-to Face Encounter documentation, HHS is creating a go-to arsenal of training tools agencies can use to streamline their operations, address problems and shore up bottom lines.

“We have even more resources now to insulate agencies from the risk of non-compliance, and set them on track for higher quality performance and better patient outcomes,” J’non said.


J’non reiterated that there has never been a better time to partner with HHS.

“We’re really excited about our growth, and we welcome any other agencies looking to become part of our commitment to help agencies achieve and sustain quality and profitability,” she said. “Contact us, and let’s talk about what we can do for your agency.”