BREAKING NEWS: Dr. Landers Steps Down

by Kristin Rowan, Editor

Dr. Landers Steps Down

National Association Announces Successor

Dr. Landers steps down from his role as CEO of the National Alliance for Care at Home (the Alliance). The Alliance published news of Dr. Landers’ resignation the morning of February 11, 2026. His successor will take the CEO role on February 17th and Dr. Landers will advise on the transition through May 10th.

Achievements

Dr. Landers’ tenure at the helm of the Association was short-lived, having served as CEO for just beyond the one year mark. He was the inaugural CEO of the Alliance, taking the role officially when the merger between NAHC and NHPCO was completed. In that time, Dr. Landers effectively led the merged associations, navigating the two organizations into a harmonious. team. 

Building Strength

During his tenure, Dr. Landers built a structure on which the Alliance will grow. He spurred that growth with the addition of COO Sheri Brand and Chief Government Affairs Offcier Scott Levy. And he build reinforced the foundation of the industry by forging relationships with the Partnership for Quality Home Healthcare and the Research Institute for Home Care.

Standing Strong

Under Dr. Landers, the Alliance, with the support of industry leaders, advocacy groups, and organizations, aggressively and successfully fought against what would have been a disastrous 9% pay rate adjustment from CMS. The Alliance remains at the forefront of advocacy efforts, including meeting with Dr. Oz to help combat Medicare and Medicaid fraud.

In His Own Words

“Advancing home care and hospice should be amongst the highest public policy priorities for our country. I am deeply grateful and proud to have served as the inaugural CEO of the National Alliance for Care at Home and am eager to see all the great work I know is to come in the next chapter. I extend my deepest gratitude and admiration to the Alliance staff, Board of Directors, and all the amazing members of our community I have had the privilege of working with.”

Dr. Steve Landers

Inaugural CEO, National Alliance for Care at Home

New Leader

On february 17 2026, Jennifer Sheets will take the role of CEO at the Alliance. Sheets has worn multiple healthcare hats including intensive care nurse, hospital system CEO, merger & acquisition executive in private equity, senior clinical operations at Bayada, and AI technology founder. According to her LinkedIn statement, Sheets will remain at her role as Founder and CEO of her AI software company “throughout this transition.”

We have reached out to the Alliance to schedule an interview with Sheets.

Jennifer Sheets, CEO, National Alliance for Care at Home

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Kristin Rowan Editor The Rowan Report
Kristin Rowan Editor The Rowan Report

Kristin Rowan is the owner and Editor-in-chief of The Rowan Report, the industry’s most trusted source for care at home news. She is also a sought-after speaker on Artificial Intelligence, Technology Adoption and Lone Worker Safety. She is available to speak at state and national conferences as well as software user-group meetings.

Kristin also runs Girard Marketing Group, a multi-faceted boutique marketing firm specializing in content creation, social media management, and event marketing. She works with care at home software providers to create dynamic content that increases conversions for direct e-mail, social media, and websites.  Connect with Kristin directly at kristin@girardmarketinggroup.com or www.girardmarketinggroup.com

©2026 by The Rowan Report, Peoria, AZ. All rights reserved. This article originally appeared in The Rowan Report. One copy may be printed for personal use: further reproduction by permission only. editor@therowanreport.com

 

Purpose-Built AI: from Theory to Practice

by Isaac Greszes, Eleos

Purpose-Built AI

From Theory to Practice

This 4-part series has outlined how to evaluate, test, and use AI solutions, emphasizing outcome relevance, workflow fit in regulated environments, architectural scalability, and governance discipline. That framework was intentionally rigorous. In a market crowded with pilots and proofs of concept, it reflects the reality that AI outcomes are not accidental; they are the result of deliberate design choices.

This final chapter shares a real-life story of AI implementation using the Polaris AI Engine.

A Reference Implementation

One example of how these principles are applied in practice is Eleos’ Polaris AI engine.
Polaris was developed over more than five years to support regulated conversational care. Rather than relying solely on general-purpose language models, it combines commercial-grade multimodal infrastructure with proprietary clinical intelligence layers that encode documentation logic, reasoning patterns, and safety heuristics.

Purpose-Built AI Eleos Polaris

Key elements of this approach include:

  • Layered architecture, separating foundational AI capabilities from clinical logic and governance controls.
  • Expert-led refinement, with licensed clinicians continuously validating and updating clinical rules.
  • Application-layer tuning, allowing the system to improve without retraining on customer data.
  • Governance-by-design, with explicit boundaries around data use, monitoring, and risk management.

Clinical Control

Importantly, Polaris is not positioned as a fully autonomous system. Clinicians remain in control, using AI as a collaborative tool that reduces administrative burden while preserving clinical judgment.

This design reflects a broader principle: in regulated care environments, trust and adoption depend as much on restraint and transparency as on technical capability.

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Applicability in Care at Home

Care at home workflows differ across home health, hospice, and other palliative care settings. Documentation standards, visit structures, and regulatory requirements vary. Validation within each context remains essential.

At the same time, platforms built to handle high-variability conversational care share structural advantages when entering care at home environments; they:

  • Are designed to operate in unstructured, field-based settings.
  • Encode clinical reasoning rather than relying on generic text generation.
  • Incorporate governance and safety controls suited to regulated care.

For executives navigating pilot fatigue, this distinction matters. Platforms designed as infrastructure — rather than experiments — are better positioned to adapt responsibly as care at home AI adoption matures.

Final Thoughts

AI is here and it’s here to stay. Care at home agencies need to look to AI solutions in order to stay competitive. Knowing which solutions to review, what to look for, and how to move beyond the pilot phase begin with finding Purpose-Built Ai. Many thanks to our friends at Eleos for their expertise on this topic. Read the 4-part series.

# # #

About Eleos

At Eleos, we believe the path to better healthcare is paved with provider-focused technology. Our purpose-built AI platform streamlines documentation, simplifies compliance and surfaces deep care insights to drive better client outcomes. Created using real-world care sessions and fine-tuned by our in-house clinical experts, our AI tools are scientifically proven to reduce documentation time by more than 70% and boost client engagement by 2x. With Eleos, providers are free to focus less on administrative tasks and more on what got them into this field in the first place: caring for their clients.

©2026 by The Rowan Report, Peoria, AZ. All rights reserved. This article originally appeared in The Rowan Report. One copy may be printed for personal use: further reproduction by permission only. editor@therowanreport.com

Viventium Acquires Apploi

FOR IMMEDIATE RELEASE

Contact:                        Melissa Polly
mpolly@viventium.com

Viventium acquires Apploi to create a leading nationally scaled, healthcare-exclusive human capital management platform

Acquisition supports the full employee lifecycle, ensuring a better experience for caregivers and more stability for the organizations they serve

BERKELEY HEIGHTS, N.J.Feb. 4, 2026. Viventium today announced the strategic acquisition of Apploi, creating a category-leading human capital management (HCM) provider purpose-built for the post-acute market. This move establishes a new industry standard: a unified system of record that combines recruiting, credentialing, onboarding, payroll, and workforce management, including scheduling and time and attendance, with a foundation in healthcare compliance.

Tackling the Labor Shortage

Post-acute and long-term care providers currently face persistent labor shortages and a complex regulatory environment. Until now, the industry has relied on a fragmented mix of generalist software and disconnected point solutions that create data silos and administrative friction. The combination of Viventium and Apploi solves these challenges by providing a single, verticalized platform that manages the entire care staff journey across all 50 states.

Viventium Acquires Apploi

From Viventium

“Healthcare leaders are tired of fighting with fractured systems that weren’t built for their specific needs. By acquiring Apploi, we are creating the only scaled, healthcare-native platform that unifies everything from the first job application to the final paycheck. We are providing thousands of providers with the visibility and operational speed they need to manage their entire workforce, from clinical staff in the field to administrative teams in the office.”

Navin Gupta

CEO, Viventium

From Apploi

Adam Lewis, CEO of Apploi, added, “Our mission has always been to solve the staffing crisis in healthcare. Joining Viventium allows us to take that mission further than ever before. We are moving beyond just hiring to support the full employee lifecycle, ensuring a better experience for caregivers and more stability for the organizations they serve.”

Integration

The unified platform touches thousands of healthcare providers and hundreds of thousands of employees nationwide. By integrating Apploi’s recruiting and credentialing tools with Viventium’s premier payroll, HR, and workforce management engine, the company offers an unparalleled level of verticalized scale and compliance.

The acquisition officially closed on January 30, 2026. Goodwin Proctor LLP represented Viventium in connection with the transaction, while Houlihan Lokey served as financial advisor and Dentons served as legal advisor for Apploi. Financial terms of the deal are not being disclosed.

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About Viventium

Viventium is the category-leading human capital management provider for the post-acute market. Built exclusively for healthcare, Viventium’s unified platform combines payroll, HR, recruiting, onboarding, and workforce management—including scheduling and time and attendance—into a single system of record. Serving clients in all 50 states and supporting nearly 800,000 healthcare employees, Viventium enables healthcare organizations to focus on what matters most: providing compassionate care. 

About Apploi

Apploi helps healthcare facilities stabilize their workforce and increase occupancy in the midst of a labor shortage with an all-in-one platform built to hire, onboard, and schedule top healthcare talent.

Working with over 9,000 healthcare organizations across the United States, the NYC-based tech company helps leaders solve the industry’s most pressing problem: how to provide superb care with few workers and more turnover. With the Apploi platform, facilities can manage the staff experience from job post through shift fulfillment—empowering teams to fill roles quicker, lessen agency dependence, and increase occupancy rates.

Purpose-Built AI: Evaluation to Execution

by Isaac Greszes, Eleos

Purpose-Built AI

From Evaluation to Execution

In part one of this 4-part series, we discussed how care at home agencies can realize the full impact of AI software that goes beyond the testing period. The best way to do this is to find purpose-built tech and evaluate AI solutions for real-world outcomes.

In Part two of this series, we outlined how care at home leaders should evaluate AI solutions — emphasizing outcome relevance, workflow fit in regulated environments, architectural scalability, and governance discipline. That framework was intentionally rigorous. In a market crowded with pilots and proofs of concept, it reflects the reality that AI outcomes are not accidental; they are the result of deliberate design choices.

This article examines what execution-ready, purpose-built clinical AI actually looks like in practice — and why certain platforms are structurally better positioned to deliver sustained value in care at home settings.

Market Tenure is a Weak Signal

As AI adoption accelerates across healthcare, many organizations default to a familiar proxy for confidence: market tenure. Vendors with early pilots, a growing logo list, or proximity to large EHR ecosystems are often assumed to be safer bets.

In emerging AI categories, however, tenure can be misleading. Early adoption frequently reflects experimentation rather than readiness. Platforms may perform well in narrow pilots while masking deeper limitations in clinical depth, scalability, or governance that only surface during broader rollout.

Design is a Better Measure

For care at home leaders under pressure to move beyond pilots, the more reliable question is not how long a vendor has been in the market, but how the system was designed to operate under real-world clinical and regulatory constraints.

Purpose-Built AI

What it Means Under the Hood

Generic AI tools often struggle in care at home environments. Here, it is worth examining what distinguishes purpose-built clinical AI at a structural level.

Purpose Built AI Evaluation to Execution

Clinical-grade platforms share several characteristics:

  • Clinical reasoning embedded in the system, not inferred from prompts. The AI reflects how clinicians assess, prioritize, and document care — rather than simply summarizing conversations.
  • Structured outputs aligned to documentation and reimbursement requirements, ensuring that generated content is usable without extensive manual correction.
  • Safety-aware interpretation of sensitive language, particularly in areas related to risk, decline, or end-of-life care.
  • Governance mechanisms baked into the architecture, including transparency, monitoring, and clearly defined limits on data use.

Conversational Care

Why are conversational care settings more challenging? Clinical insight derived from spoken interactions rather than structured inputs present some of the most complex challenges for AI systems.

Conversational care requires the AI to:

  • Interpret unstructured dialogue occurring in non-clinical environments
  • Distinguish clinically meaningful information from casual conversation
  • Recognize implicit risk signals and contextual nuance
  • Translate narrative interaction into structured, compliant documentation

Added Challenge

Behavioral health and substance use disorder care represent some of the most demanding examples of this complexity. Systems that perform reliably in these environments must handle variability, sensitivity, and regulatory scrutiny simultaneously.

This matters for care at home leaders because many of the same challenges — environmental variability, role-based documentation requirements, and safety-sensitive language — are present across home health and hospice workflows.

Next Steps

As organizations move from evaluation to execution, several questions can help distinguish platforms capable of delivering sustained value:

  • Can the vendor clearly explain how clinical reasoning is encoded in the system?
  • Are outputs structured to align with documentation, compliance, and reimbursement needs?
  • How is safety monitored and governed over time?
  • What mechanisms exist to adapt workflows without destabilizing operations?
  • Where does ROI typically emerge once AI is embedded into daily practice?
  • Answering these questions does not guarantee outcomes – but it significantly reduces the risk of prolonged pilots with limited impact.

Final Thoughts

The next phase of AI adoption in care at home will favor platforms built for durability, governance, and clinical trust. For leaders, the challenge is no longer whether AI can help, but how to select systems designed to deliver value beyond the initial pilot phase.

Understanding how AI was built — not just what it promises — is now a prerequisite for confident execution. Come back next week for the fourth and final installment in this serious where we will discuss a real-world implementation example.

# # #

About Eleos

At Eleos, we believe the path to better healthcare is paved with provider-focused technology. Our purpose-built AI platform streamlines documentation, simplifies compliance and surfaces deep care insights to drive better client outcomes. Created using real-world care sessions and fine-tuned by our in-house clinical experts, our AI tools are scientifically proven to reduce documentation time by more than 70% and boost client engagement by 2x. With Eleos, providers are free to focus less on administrative tasks and more on what got them into this field in the first place: caring for their clients.

©2026 by The Rowan Report, Peoria, AZ. All rights reserved. This article originally appeared in The Rowan Report. One copy may be printed for personal use: further reproduction by permission only. editor@therowanreport.com

MedPAC Finalizes Recommendation to CMS

by Kristin Rowan, Editor

MedPAC Recommends 7% Cut

Vote Finalized

In December, MedPAC published a proposed recommendation for calendar year 2027 that included a 7% cut to home health reimbursement rates and no increase for hospice. Last week, MedPAC voted to finalize that recommendation and send it to CMS. 

Industry Objection

Both the proposal and final recommendation met with strong industry backlash.

“MedPAC’s dangerous and misguided recommendations to reduce the Medicare home health base payment rate by 7% for CY 2027 and eliminate the update to the 2026 Medicare base payment rate for hospice do not reflect both home health and hospice agencies’ operating realities as well as the cumulative impact of recent policy changes. For home health agencies, any cut – let alone one of such great magnitude – will threaten the ability to meet individuals’ healthcare needs. Yet again, the Commission is failing to understand the operating reality providers face and the potential patient harm that any further payment cuts pose.”

Dr. Steve Landers

CEO, National Alliance for Care at Home

Consistently Wrong

The MedPAC recommendation may not be built on solid data, use accurate calculations, consider Medicare Advantage and Medicaid rates along with Traditional Medicare FFS, consider the number of agencies that will go out of business, have any recommendations for maintaining nurse and caregiver hourly rates, or fairly distribute Medicare funds across disciplines, but, wait…where was I going with this? Oh, right! At least they’re consistent. MedPAC recommended a 7% decrease in Medicare payments for 2027, 2026, 2025, 2024, and 2023. They may be completely wrong, but they are dedicated to maintaining their wrongness.

Final Thoughts

Despite the years of 7% cut recommendations from MedPAC, the final numbers from CMS are rarely in line with those recommendations. We will, of course, know more when CMS publishes their proposal later this year. LeadingAge, National Association for Care at Home, individual and corporate HHAs and Hospices, and anyone else with a stake in the care at home industry, should contact their congressional representatives and CMS directly to voice concerns over these cuts.

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Kristin Rowan Editor The Rowan Report
Kristin Rowan Editor The Rowan Report

Kristin Rowan is the owner and Editor-in-chief of The Rowan Report, the industry’s most trusted source for care at home news. She is also a sought-after speaker on Artificial Intelligence, Technology Adoption and Lone Worker Safety. She is available to speak at state and national conferences as well as software user-group meetings.

Kristin also runs Girard Marketing Group, a multi-faceted boutique marketing firm specializing in content creation, social media management, and event marketing. She works with care at home software providers to create dynamic content that increases conversions for direct e-mail, social media, and websites.  Connect with Kristin directly at kristin@girardmarketinggroup.com or www.girardmarketinggroup.com

©2026 by The Rowan Report, Peoria, AZ. All rights reserved. This article originally appeared in The Rowan Report. One copy may be printed for personal use: further reproduction by permission only. editor@therowanreport.com

 

UnitedHealth Group Publicity Stunt

by Kristin Rowan, Editor

UnitedHealth Group Publicity Stunt

How to Distract the Public: 101

When customers and regulatory bodies start to complain about company practices, reputation management usually gets involved. An internal or external public relations, crisis communication, and/or reputation management specialist advises the company on how to overcome negative press.

Transparency & Action

When Dominos Pizza employees recorded a disturbing “hoax” video, the CEO went to the same medium (YouTube) to address the video, apologize, and reassure customers. This issue was handled so well that it is used as a teaching tool in PR classes.

In 1982, when a couple tampered with bottles of Tylenol in Chicago and seven people died, parent company Johnson & Johnson stopped advertising, recalled 31 million bottles across the country, switched to tamper-proof packaging, and personally communicated with 450,000 retailers.

Subterfuge, Smoke & Mirrors

Last week, when UnitedHealth Group, already under investigation for bribing nurses, wrongful death, and Medicare Advantage billing fraud, was called to testify before House committees about their record-high premiums, rising claims denials, and unneccessary waiting over prior approvals, UHG CEO prepared a written statement to read to the Energy & Commmerce Committee that included blaming hospital costs, pricing differences, frequency of testing, drug prices, and pharmaceutical advertising for higher premium rates; extolling the virtues of Medicare Advantage over Traditional Medicare, using incorrect and misleading information; and casually mentioning that they will “voluntarily eliminate and rebate our profits” for their ACA customers.

Gesture too Small to be Meaningful

The months long Congressional stand-off on healthcare premium subsidies continues. Affordable Care Act participants saw healthcare premiums jump over night when the subsidies expired. (Mine went up 400%).

In 2025, UnitedHealth recorded $12.1 billion in profit. But, that profit is spread out over nearly 3,000 wholly owned subsidiaries who take almost 30% of what UHG pays out in care costs. The company has increased its Medical Loss Ratio to 87% by hiring their own subsidiaries to engage in “quality improvement,” virtually eliminating ACA profit.

Of its 50 million subscribers, only about 1 million are ACA customers. Even if the company returns the ACA profits, it will return 1/50th of its profits and keep the rest. In their third quarter earnings call, UHG said it expected 2026 enrollment to be 1/3 of that in 2025. The 2026 outlook estimates an overall increase in profit to more than $14 billion, most of which will never find its way back to ACA participants.

The Truth Behind the Curtain

On January 27, 2026, just one week after the profit-sharing announcement, UnitedHealth Goup addressed shareholders in its Q4 and 2025 Earnings Call. During that call, newly appointed UnitedHealthcare CEO Tim Noel said:

 “Nearly all of our employer Group and fully insured pricing align with continued increases in care activity for 2026. In the Individual ACA market, we repriced nearly all states in response to higher medical trends and the elevated needs of ACA beneficiaries in 2025…. These actions should expand operating earnings margins for UnitedHealthcare by 40 basis points, and are expected to result in membership contraction of 2.3 to 2.8 million.”

Tim Noel

CEO, UnitedHealthcare

Other statements during the call reinforced the company’s drive toward profit.

They are focusing attention in markets where they have “complimentary wrap-around services” already in place. Which means they have owned subsidiaries to shift money to instead of lowering premium rates. Additionally, they have “narrowed [their] affiliated network…with the goal of having a more optimal alignment of physicians….”

New Speak

Throughout the earnings call, company spokespeople used terms like repositioned, streamlined, aligned, membership contraction, and repriced. They carefully avoided saying that they dropped physician services outside those they owned, removed plans that paid out too much, consolidated businesses to increase profits, lost millions of members due to price increases and other plan problems, and raised prices across the board, even on plans that were already profitable.

Final Thoughts

UHG CEO Hemsley made a few statements to Congress I agree with. Drug prices are too high. Hospital and Ambulance prices are too high. Pharmaceutical companies advertise too much and use the cost to offset tax liability.

There were also some statements Hemsley almost got right.

  • He said small businesses should be allowed to join AHPs with fewer restrictions. There should be no restrictions on industry or geography.
  • He said HSA thresholds should be lowered for HDHPs. HSAs should be available to everyone, regardless of plan, deductible, payer, or whether they are on a group, individual, or ACA plan.
  • Hemsley thinks broker compensation should be standardized in the ACA market. If payers want broker compensation, standardized or not, ACA or Medicare Advantage, the compensation should come from the payer and not be included in premiums.
  • He wants consumers to have expanded access to catastrophic plans and to allow the use of premium tax credits. All plans and payers should be available to everyone, everywhere. Increasing competition in plans and players will drive down costs.

I applaud Congress for bringing the large payers in to discuss exhorbitant premium rates, but I’m still waiting on them to take action based on the information they received. 

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Kristin Rowan Editor The Rowan Report
Kristin Rowan Editor The Rowan Report

Kristin Rowan is the owner and Editor-in-chief of The Rowan Report, the industry’s most trusted source for care at home news. She is also a sought-after speaker on Artificial Intelligence, Technology Adoption and Lone Worker Safety. She is available to speak at state and national conferences as well as software user-group meetings.

Kristin also runs Girard Marketing Group, a multi-faceted boutique marketing firm specializing in content creation, social media management, and event marketing. She works with care at home software providers to create dynamic content that increases conversions for direct e-mail, social media, and websites.  Connect with Kristin directly at kristin@girardmarketinggroup.com or www.girardmarketinggroup.com

©2026 by The Rowan Report, Peoria, AZ. All rights reserved. This article originally appeared in The Rowan Report. One copy may be printed for personal use: further reproduction by permission only. editor@therowanreport.com

 

VA Updates Community Cares Contracts

by Kristin Rowan, Editor

VA Issues RFP

Updates to Community Care Contracts

Some Veterans receive care from VA providers. Non-VA providers can still provide care for Veterans through a Community Care contract with the U.S. Department of Veterans Affairs (VA). In late 2025, the VA released a Request for Proposal (RFP) for new CC contracts. The new contracts are designed to substantively change non-VA provider care to Veterans.

According to the VA, the new contracts are intended to:

  • Increase choice through an IDIQ model that allows multiple health plans to compete to serve Veterans
  • Raise quality of care by requiring plans to follow broad standards of care adopted by major health systems
  • Improve oversight and quality of care using better data, technology, and real-time management
  • Add flexibility so the VA can issue competitive task orders and remove underperforming contractors

How Does This Impact Care at Home?

The primary contractor, and therefore the ones responsible for bidding and ensuring quality of care are the health plans. So, how does this change impact home care and home health providers? Here’s how:

  • Fast changes in network participation along with sudden shifts will inevitably come as a result of plans competing and task orders changing
  • Plans will need to align with VA targets, so expect waves of onboarding, recurring pushes for credentialing, and increased local networking
  • Because the plans will be held to quality standards, you can expect that those standards will flow through provider documentation, timeliness, claims accuracy, and EVV and FWA compliance
  • IDIQ is specifically designed to allow changes in the middle of care, which means the VA and health plans can add or change rules or portal, and make revisions to edit sets during the contract

Get Ahead of the Changes

Plan to make some changes before these new Community Care contracts come to your local health plans. In order to comply with the contract requirements, your credentialing packets need to be updated to include up-to-date CAQH, insurance, licenses, and compliance. This will help minimize the lag-time before getting paid.

Anticipate Expectations

The health plans will be competing for contracts, so they will expect you to compete as well. Awarded contracts will likely be fulfilled by agencies who have a high clean claim rate and quick response to edits and denials. Whatever you are using for coding, documentation, and rules need to be validated before the new care contracts start. Complete documentation will comply with the VAs focus on better data and real-time management. Make sure your team is executing precise reports; centralize your records, documentation, and audits to prove performance records and decrease issue resolution time.

Get Ahead of the changes

Final Thoughts

Non-VA providers who want to be considered to provide care to Veterans need to show alignment with the VA’s goals to expand choice, raise quality, and increase oversight. Planning ahead by meeting those standards early will make the transition process smoother one the new contracts roll out. We will continue to provide resources and information on these Community Care contracts as they are available.

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Kristin Rowan Editor The Rowan Report
Kristin Rowan Editor The Rowan Report

Kristin Rowan is the owner and Editor-in-chief of The Rowan Report, the industry’s most trusted source for care at home news. She is also a sought-after speaker on Artificial Intelligence, Technology Adoption and Lone Worker Safety. She is available to speak at state and national conferences as well as software user-group meetings.

Kristin also runs Girard Marketing Group, a multi-faceted boutique marketing firm specializing in content creation, social media management, and event marketing. She works with care at home software providers to create dynamic content that increases conversions for direct e-mail, social media, and websites.  Connect with Kristin directly at kristin@girardmarketinggroup.com or www.girardmarketinggroup.com

©2026 by The Rowan Report, Peoria, AZ. All rights reserved. This article originally appeared in The Rowan Report. One copy may be printed for personal use: further reproduction by permission only. editor@therowanreport.com

 

Home Care 100 Sneak Preview

by Kristin Rowan, Editor

Home Care 100 Sneak Preview

An Interview with Jeanette Lynn

In a few days, care at home leaders, influencers, educators, and solutions providers are set to descend on Scottsdale, AZ for the 2026 winter edition of the Home Care 100 Leadership Conference. I had the opportunity to speak with Managing Director Jeanette Lynn about this year’s theme, some of the events, and her outlook for 2026.

Home Care 100 Theme

The Rowan Report:

Jeanette, thank you for taking some time to chat today. I know how busy the week before an event is. Can you tell our readers about some of the agenda highlights for Home Care 100?

Jeanette Lynn:

The theme is the data imperative. The future will rely on becoming a data-centric organization. 

“We impact patients, partners, referral sources, payers, policy makers, and all stakeholders. We have to come to the table with the right data in the right way.”

Jeanette Lynn

Managing Director, Home Care 100

I’m very excited about the keynote address from a former employee of Pixar talking about storytelling. When we’re talking with policymakers, providers, payers, we have to tell a story and find the connection with the audience. There is also an opportunity to do a follow-up workshop with him.

Other Key Topics and Sessions

Other sessions to anticipate next week:

  • Panels of providers sharing case studies
  • Six round-table facilitated discussions that are specific to home care, home health, or hospice. Those topics are listed on the event website
  • A showcase on new approaches to being a CEO of a data-driven organization including tangible and practical takeaways on how to do it. Where is the data? Where can I find it and how do I use it?

State of the Industry

RR:

What is your industry outlook?

Jeanette

There is so much that is changing so fast. Look at the conversations around AI technology just in the last year or so. The technology is opening doors that didn’t previously exist. I’m reminded of what I recently heard from Judy Faulkner from EPIC. This is a company that has been ridiculed for some time for having closed systems, following regulations but sharing information as limited as possible; it has taken them awhile to be more patient and physician-friendly. A recent announcement said patients could now access all medical information in one MyChart system across the country.

This will shift interoperability – from patients to nurses to agencies. The demand to fix this is getting higher; we’ve been sitting on the excuse of not being able to influence reimbursement rates; but MA coming out and saying the rates are going to get lower requires that we increase efficiency and the data will help get you there.

One Answer is Interoperability

When you order food online, that company can tell you that Kathy picked up your food at 7:03 p.m., is riding a bicycle, has two stops before she gets to you, and show you the route she’s taking. We can certainly provide more information, more data, and better data for our patients.

We have to supplement existing Medicare product with other services, other approaches, that get the financial lever pulled a different way. The product is too defined, coded, and reimbursed; we need a bundled care product. It’s time everyone else sees that we have more data, information, and influence.

Home Care 100 Jeanette Lynn Interoperability

There are multiple opportunities and pathways. Our goal is to guide our members toward the ones that will work for each organization.

The Year Ahead

RR:

You’ve been at the helm long enough now that you’ve had a chance to get your feet wet. What have been your observations and what does that mean for Home Care 100 and Lincoln Healthcare Leadership for 2026?

Jeanette:

My biggest observations at Home Care 100 and Lincoln Healthcare Leadership: HC100 is a group of diverse leaders who can drive and influence change; there will be continued consolidation and the big players influence everyone else.

For me, the biggest win is after the conference hearing that one of our members initiated a new program, new deal, new partnership. We want that on steroids. We want to exponentially expand those wins.

The Intelligence group pairs advisors with intelligence group members to figure out how to put into action what you learned at the conference. We align experts to supercharge members. So we’ve relaunched the Intelligence Group as an offering year-round.

The subsets of members in the intelligence group are doing smaller in-person meetings covering particular topics. We’re looking for more organizations joining the group and expanding those events, not hosting more HC 100 events.

Final Thoughts

Speaking with Jeanette, it was so easy to see her passion and excitement for the industry, for the upcoming event, and for the members who benefit from the event. I am looking forward to the sessions she mentioned, seeing old friends and making new ones, and, of course, a little dancing and revelry after the hard work is done. 

# # #

Kristin Rowan Editor The Rowan Report
Kristin Rowan Editor The Rowan Report

Kristin Rowan is the owner and Editor-in-chief of The Rowan Report, the industry’s most trusted source for care at home news. She is also a sought-after speaker on Artificial Intelligence, Technology Adoption and Lone Worker Safety. She is available to speak at state and national conferences as well as software user-group meetings.

Kristin also runs Girard Marketing Group, a multi-faceted boutique marketing firm specializing in content creation, social media management, and event marketing. She works with care at home software providers to create dynamic content that increases conversions for direct e-mail, social media, and websites.  Connect with Kristin directly at kristin@girardmarketinggroup.com or www.girardmarketinggroup.com

©2026 by The Rowan Report, Peoria, AZ. All rights reserved. This article originally appeared in The Rowan Report. One copy may be printed for personal use: further reproduction by permission only. editor@therowanreport.com

 

Overtime Law Changes: An Interview with Angelo Spinola

by Kristin Rowan, Editor

Overtime Law Changes

An Interview with Angelo Spinola

Recent Department of Labor (DOL) changes to the overtime law appear to be at odds with a court ruling. Last week, The Rowan Report reported on Pennsylvania’s 3rd circuit court decision allowing the DOL to interpret meaning and create the rule that 3rd party employers cannot use the exemption to overtime rule. They must pay overtime according to the Fair Labor Standards Act (FLSA). The decision is in direct opposition to the DOLs intent to revert back to allowing the exemption and to its statement that it will no longer uphold the rule. The Rowan Report reached out to care at home attorney Angelo Spinola to get his take on the Pennsylvania court’s decision and how it impacts care at home.

Prior Statements

Angelo was a presenter at last year’s National Alliance for Care at Home (The Alliance) annual meeting, during which he discussed the DOL proposal to change the FLSA. In his remarks, Spinola emphasized that the exemption change is huge for home care. He also provided some specific examples showing how the change will benefit caregivers.

From the DOL

Overtime law changes, according to the DOL, will:

  • Reduce labor costs
  • Provide greater scheduling flexibility
  • Expand access to home care services
  • Reduce overhead for agencies

In Practice

Angelo added additional context from a real-world perspective.

First, you can still pay overtime. Payroll policies of any agency with an overtime program in place will supercede the DOL rule. However, those policies need to be written and part of your contractual agreement with the caregiver.

Secondly, some states have their own overtime laws, which also override the FLSA. Not every state will be impacted by the change.

Additionally, removing the overtime requirement brings back day rates instead of hourly pay, which can be beneficial for caregivers and patients. This reinstatement also impacts bonus payments. Currently, gift cards, bonuses, on-call premiums, and similar incentives are incorporated into rates for overtime. Without the exemption, agencies can bring back bonuses designed to encourage longevity, productivity, or other behaviors, and those incentives will not be subject to overtime rules.

The practical reality is, with overtime rules in place, many agencies will not allow caregivers to work more than 40 hours. Thus, patients end up with more unique caregivers, which leads to less continuity of care. The other consequence is that caregivers seek to make up those hours at other agencies or by taking on another part time job. Without the exemption, caregivers can work more hours, the patient gets fewer unique caregivers and benefits from improved continuity of care. Scheduling is less complicated without having to consider the part-time job.

In His Own Words

With the DOL proposal still undecided and its potential conflict with the recent Pennsylvania court decision, we sat down with Angelo to get his take on the decisions and the impact both would have on home care.

The Rowan Report:

Angelo, thank you for joining us today. I appreciate you taking the time to talk about the overtime rules. With the DOL no longer enforcing the rule as it stands and the Pennsylvania court case upholding it, we want to make sure we are relaying the right information and that our readers are following the right recommendations.

Overtime Rule Changes interview Angelo Spinola

Angelo:

It definitely seems like it’s two different views on the same issue, and I think we will see that for a while, until and unless the Department of Labor actually issues new regulations and interpretations. They have alluded that they are going to do that, maybe by simply not enforcing the rule. Still, at the end of the day, it is the current rule, there is the requirement to pay overtime.

RR:

Can you speak to the PA decision, then, as it relates to that?

RR:

Can you speak to the PA decision, then, as it relates to that?

RR:

Does this case have any impact, then, on the DOL reverting back to pre-2013 when 3rd party agencies could take the exemption?

wAngelo:

If this court is taking the position that the DOL can decide, then that should not impact the DOL’s next subsequent decision to decide again that third parties can use the exemption.

Remember, this is just a Court of Appeals decision, and the court itself says that it is not precedential. What I wonder is, what happens now if the Department of Labor in the future decides that they no longer think that agencies should use these exemptions? Does this pave the way for that kind of future action? Prior to this case, the Chevron deference probably would apply, because the authority all points to the ability for third parties to be able to use the exemption.

When you look at when the exemptions were applied to the FLSA, there was no limitation of who could use them. The limitation was about what kind of work the employee performed, who they performed it for. If it was assistance with ADLs and IADLs in a personal home, then you could rely on the exemptions.

Then came the efforts to limit those exemptions over several years, via Congress and a Supreme Court challenge. In the Koch decision, in the early 2000s, the Supreme Court said, “Third-party employers can rely on the exemption, because there is nothing in the language that suggests they cannot.”

In response, the DOL took it in their own hands and changed it, before there was a limitation from the Chevron deference. Now they want to change it back. I think that is where the weight of authority is, so I think they will be able to survive any deference challenge.

I think this case actually supports that argument: “We get to decide what we want to do. Look at what Pennsylvania said.” Nevertheless, I still believe it’s going to be a challenge for the DOL to flip it back again. They will have to go through all that history of what Congress had said, and what the Supreme Court said. Still, this decision certainly helps any future administration, should they choose to flip things back to the way they sit today. All this assumes that the DOL does, in fact, change it, which I think they will.

Overtime Law Changes divides care at home industry

A House Divided

RR:

There is a portion of the home care industry that wants the exemption to stay as it is, and another that says, no, it needs to go back to the way it was. I wonder if that is in any way going to impact whether or not the Department of Labor in this administration moves forward, or maybe pauses on changing that language.

Angelo:

I think there’s a growing understanding of what the reinstatement of the exemptions would mean. There is a narrative that it must mean that caregivers will lose their right to overtime pay, and will therefore be compensated unfairly, meaning less. Agencies are coming around to understanding that isn’t going to happen, because the market will not allow it to happen. This explains why caregiver rates have increased in recent years. They will go work somewhere else if you don’t compensate them fairly. So, the nature of the compensation is likely to change. It may look more like bonuses, or incentives, or things that you would do for exempt employees.

RR:

I want to make sure I am presenting this correctly here. When this changes, will it open up some possibilities in home care? If a family is paying for 10 or 12 hours per day, paying for overtime makes a huge difference and they would likely opt for fewer hours or a second caregiver. But, with the exemption, you have fewer caregivers on one case, better continuity of care, and possibly more care hours.

Angelo:

That is exactly right. What agencies do now is they often limit the caregiver to 40 hours, and then that caregiver has to go find a job at a second agency if they want to work 70 or 80 hours. In that scenario, caregivers bounce around multiple clients, who have to utilize multiple caregivers, especially if they require a lot of hours. A lot of those clients have memory issues and a vulnerable immune system. On top of mental confusion issues, the more exposure you have to different people, the more unique bacteria and germs come into the house, the more at risk you are.

You can see how much better it is, on several levels, for a caregiver to work many hours with one client. That is usually the client’s preference anyway. 

RR:

You said you think it’s pretty certain at this point that the Department of Labor is going to change that ruling back to the 1974 version. Do you anticipate lawsuits against that change?

Angelo:

I think we’re probably going to. It’s such a big deal, I would expect to see something. I would think that the advocacy groups and the unions are already likely prepared for that. When the change in 2013 was announced, the industry rallied, and we were prepared to file. So, it would not shock me in any way, if that same response returned.

RR:

I appreciate your time and helping all of the industry understand these sometimes very confusing changes in labor laws. I anticipate that once the Department of Labor makes their final decision, we’ll be back in touch to talk again about what it means, when it will be enforced, and what any pending lawsuits will have to say about it. We’ll keep everybody abreast of what these changes are going to mean for the industry.

Angelo:

Yeah, this will be one to track for sure. We are going be tracking this for the next 12 months at least.

RR:

I think for the industry and for the agencies that we talk to, the most important thing is following the law as it stands, regardless of what it is. What do they need to follow right now? What is the date on which they need to change what they’re doing, and whether or not a rule change gets overturned in another court case. They want to be in compliance, and we want to ensure what we report helps our readers to do just that.

Today, the overtime rule is in effect and agencies are required to pay overtime. That will continue to be true until the Department of Labor actually implements this change they’re talking about, regardless of what anybody else is saying.

Angelo:

That’s right. The only thing that really has changed right now is that the Department of Labor themselves are not enforcing the 2013 rule per the field assistance bulletin that went out, but that has no impact on private litigation.

RR:

Thank you so much. I really appreciate you taking the time to talk, and I’m sure I’ll see you next week.

Angelo:

Absolutely, I’ll see you at Home Care 100.

# # #

With two decades of legal experience, Angelo Spinola’s practice focuses on employment litigation with a special interest in the home health, home care and hospice industry. Bringing a wide breadth of knowledge across the health care spectrum, he works with an array of home-based care clients, including Fortune 500 organizations and franchisors, small businesses, and franchisees across multiple industries. Additionally, Angelo works closely with private equity firms and investment groups with respect to labor and employment issues that may arise during acquisitions and activities in these sectors.

Overtime Law Changes Angelo Spinola
Kristin Rowan Editor The Rowan Report
Kristin Rowan Editor The Rowan Report

Kristin Rowan is the owner and Editor-in-chief of The Rowan Report, the industry’s most trusted source for care at home news. She is also a sought-after speaker on Artificial Intelligence, Technology Adoption and Lone Worker Safety. She is available to speak at state and national conferences as well as software user-group meetings.

Kristin also runs Girard Marketing Group, a multi-faceted boutique marketing firm specializing in content creation, social media management, and event marketing. She works with care at home software providers to create dynamic content that increases conversions for direct e-mail, social media, and websites.  Connect with Kristin directly at kristin@girardmarketinggroup.com or www.girardmarketinggroup.com

©2026 by The Rowan Report, Peoria, AZ. All rights reserved. This article originally appeared in The Rowan Report. One copy may be printed for personal use: further reproduction by permission only. editor@therowanreport.com

 

Purpose-Built AI: Architecture, Scalability, Security

by Isaac Greszes, Eleos

Purpose-Built AI for Care at Home

Architecture, Scalability, and Security

In part one of this 4-part series, we discussed how care at home agencies can realize the full impact of AI software that goes beyond the testing period. The best way to do this is to find purpose-built tech and evaluate AI solutions for real-world outcomes.

Part two focuses on AI architecture, scalability and security.

Architecture and Scalability Across the Tech Ecosystem

AI does not operate in isolation. It sits within a broader ecosystem of EHRs, compliance programs, quality initiatives, and IT infrastructure.
For care-at-home organizations, long-term outcomes depend on whether an AI platform can:

  • Adapt to evolving documentation and regulatory requirements
  • Scale reliably during census fluctuations
  • Integrate cleanly with existing systems
  • Improve over time without creating operational drag

Health informatics research increasingly highlights risks such as model drift — where AI performance degrades as populations, workflows, or clinical practices change — reinforcing the need for continuous monitoring rather than one-time deployment.

purpose-built AI architecture and scalability

Vendors with limited clinical depth or brittle configurations may show early promise in pilots, but often struggle to sustain efficiency and ROI at scale.

Security, Governance

and the Link to Long-Term Value

HIPAA compliance remains foundational, but AI introduces additional governance considerations related to transparency, accountability, fairness, and ongoing risk management.

Healthcare organizations increasingly evaluate AI vendors based on:

  • Independent security and privacy assessments
  • Clear contractual boundaries around data use
  • Explicit retention and deletion policies
  • Documented processes for monitoring AI behavior over time

Expectations

Recent federal regulation, including the ONC’s HTI-1 Final Rule, formalizes new transparency and risk-management expectations for AI-enabled clinical systems — extending well beyond traditional privacy frameworks.

Emerging standards such as ISO 42001, focused on AI management systems, reflect a broader shift toward formal governance of AI in high-risk domains like healthcare. While adoption is still evolving, these frameworks provide executives with a useful lens for assessing vendor maturity.

Strong governance is not only a risk-mitigation strategy — it is a prerequisite for sustaining outcomes, protecting organizational reputation, and maintaining provider trust.

A Practical Takeaway

AI has demonstrated the potential to reduce administrative burden, improve documentation quality, and deliver measurable ROI in healthcare — including regulated, care at home settings.

However, results are not guaranteed. They depend on evidence-backed design, workflow alignment, scalability, and governance discipline.

For care-at-home leaders, the most reliable path to value is not adopting AI quickly, but evaluating it rigorously — with a focus on how the technology is built, validated, and governed.

For organizations navigating pilot fatigue, the critical shift is not testing more tools, but selecting platforms designed for scale, governance, and long-term operational impact.

# # #

This is part 2 of a 4-part series. Read part 1 and come back next week for part 3, “From Evaluation to Execution.”

About Eleos

At Eleos, we believe the path to better healthcare is paved with provider-focused technology. Our purpose-built AI platform streamlines documentation, simplifies compliance and surfaces deep care insights to drive better client outcomes. Created using real-world care sessions and fine-tuned by our in-house clinical experts, our AI tools are scientifically proven to reduce documentation time by more than 70% and boost client engagement by 2x. With Eleos, providers are free to focus less on administrative tasks and more on what got them into this field in the first place: caring for their clients.

©2026 by The Rowan Report, Peoria, AZ. All rights reserved. This article originally appeared in The Rowan Report. One copy may be printed for personal use: further reproduction by permission only. editor@therowanreport.com