Home care runs two pipelines, and one of them is caregivers.
Client intake and caregiver recruiting move at the same time, on the same hours, against the same authorisations. Most agencies run them in different tools and reconcile by phone. We build them as one system, with the PHI boundary drawn on purpose.
The discharge planner called three agencies at once.
A referral from a hospital or a case manager is live for hours, not days. When intake sits in a shared inbox and a spreadsheet, nobody can say which referrals are open, who touched them, or which source has stopped sending. The answer time is the product.
A case you cannot staff is lost.
Home care — coverageClients, caregivers and the hours in between.
Referral source ledger
Hospitals, skilled nursing facilities, ALFs and physician groups held as companies, with discharge planners and case managers as the contacts who actually send. Volume by source, by month, by outcome.
Client intake pipeline
Inquiry, assessment, authorisation, start of care, with entry criteria a coordinator can apply the same way twice. Payer mix — Medicaid waiver, managed long term care, VA, private pay — carried as a property, not a note.
Caregiver recruiting pipeline
A second pipeline on its own object: applied, screened, credentialed, oriented, first shift worked. Certification, background check, TB and physical dates drive tasks before they expire, not after.
Authorisation and hours
Authorised hours against scheduled hours against hours actually worked, per client, with reauthorisation dates on a calendar somebody owns. Underutilisation surfaces as a signal before the payer notices it.
Scheduling and EVV integration
The EVV and scheduling system — HHAeXchange, WellSky, AxisCare, Sandata — stays the system of record for visits. Start of care, case status and missed visit exceptions sync into HubSpot so operations reads one board.
PHI boundary and HIPAA handling
A signed BAA, sensitive data properties, field level permissions and a written rule for what clinical detail never leaves the EVV system. Marketing tools see referral operations, not diagnoses.
Intake and recruiting, mapped before they are built.
Diagnose
A desk at a time — intake, recruiting, scheduling, billing: where a referral enters, where an applicant drops, and which numbers the office already distrusts.
Define
Intake and recruiting drawn in BPMN, technology-agnostic, and signed off by the coordinators and the recruiter who have to run them daily.
Build
Pipelines, properties, associations, credential automation and the EVV integration built against that model, with the PHI boundary enforced in permissions.
Hand over
Runbooks, coordinator training and a period running intake alongside your team through real referrals.
Aide turnover is a demand problem wearing an HR badge.
When a caregiver leaves in the first month, a staffed case reopens, hours go unfilled, and the referral source quietly routes the next patient elsewhere. Recruiting, retention checkpoints and case coverage belong on the same board as intake — otherwise nobody sees the loss until the month closes.