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Hospice News sat down with AccentCare CEO Laura Tortorella to discuss the companys priorities for 2025 and how it plans to execute on growth and an expanded continuum of care. What are your top priorities for 2025 at AccentCare? As we think through our top priorities for a 2025 year, along three main areas.
We also only acquire companies who are already leading class in terms of patientcare. Good Samaritan Societys hospice program includes pain and symptom management, emotional and spiritual care, palliative care and other home-based services. Our pipeline for future deals is robust, and we are excited heading into 2025.
3 emerging technologies Predictive analytics, remote patient monitoring and virtual reality therapies are three emerging technologies that are becoming increasingly prevalent among hospices, according to an Axxess report shared with Hospice News. Dare coordination technologies were a second-leading priority among 47% of the participants.
Additionally, the office will be the central hub for Milwaukee-based patientcare coordination, administrative support, team meetings, volunteer coordination and staff training and education. Established in 1978 as HospiceCare Inc., the nonprofit rebranded in 2011 with a goal of being more distinctive across its service lines.
The National Association of Nurse Practitioners in Women’s Health (NPWH) is celebrating this momentnot just for the profession at large, but for the life-changing work of Women’s Health Nurse Practitioners (WHNP-BCs) who continue to fill care gaps for women and gender-diverse individuals across the country.
By harnessing such transformative technology, agencies and their clinicians would gain the freedom to continuously, radically reimagine what ideal patientcare looks like and have the capacity to execute on that evolving vision. What do you foresee as being different about the hospice industry looking ahead to 2025?
This proactive approach would help destigmatize hospice care and make it a more accessible and compassionate choice for all. What do you foresee as being different about the hospice industry looking ahead to 2025? There will be an increased emphasis on improving the quality of life for patients and families, not just extending life.
If these flexibilities are set to expire, which we strongly oppose, it is essential that hospices are given sufficient time to adjust operations and avoid disruptions in patientcare, Summers said. Losing F2F recertification flexibility would complicate efforts to maintain continuity of care for patients in remote or underserved areas.
We all should be asking those questions of what personalizedcare means. What do you foresee as being different about the hospice industry looking ahead to 2025? As patientcare and payment models change, there’s more constraints on upstream services. How does creativity and uniqueness fit in this space?
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