Newport Coast, California / Home care + skilled nursing
Meet more of a family’s care needs within one agency.
The agency already offered skilled nursing, but few existing clients used it. Clearer clinical screening and service options helped skilled hours grow from 42 to 188 a week.
The nurse roster grew from 4 to 11.
Of 79 active clients at the start.
More of each family’s care delivered by one agency.
Starting position
A $4.5M agency served 79 active clients, with nine receiving skilled nursing. It delivered 2,050 aide hours and 42 skilled hours a week. Four nurses supported the skilled service.
The constraint
Families with appropriate needs were not consistently being shown the skilled care the agency could already provide. The opportunity depended on clinical fit and available nursing capacity, not simply selling more visits.
What Acensus installed
Acensus established service-line economics and added a skilled-needs screen to the workflow. The client’s nursing supervisor reviewed 25 families. Clear care blocks and pricing supported those conversations, while orthopedic and concierge referral outreach and nurse recruitment supported delivery. Clinical assessment, eligibility and care decisions stayed with the agency.
+348%180-day engagement
This engagement ran at our earlier pricing of $7,500 a month.
The economics and what shaped the result
What the investment produced
The added aide and skilled hours represent $557,648 in annualized direct gross profit. Deducting the additional skilled-supervision allowance of $6,833 gives $550,815 in annualized contribution. Investment was $45,000 in fees and $14,400 in media. The reported in-period $140,400 is before additional skilled-supervision costs.
Source: the client’s own billing and operating records. Investment includes Acensus fees and stated advertising or messaging costs. Gross profit is after direct care costs, before agency overhead; client staff time and other unlisted costs are excluded. Annualized figures are a forward operating pace, not cash collected over 12 months.
What moved: the full operating schedule
| Measure | Baseline | Day 180 |
|---|---|---|
| Skilled hours / week | 42 | 188 |
| Aide hours / week | 2,050 | 2,266 |
| Clients receiving skilled care | 9 | 31 |
| Skilled-service share of active clients | 11.4% | 35.6% |
| Active clients | 79 | 87 |
| Nurses | 4 | 11 |
| Monthly revenue per active client | $4,751 | $5,545 |
| Weekly revenue | $86,620 | $111,320 |
Reporting basis and how to read the figures
(216 added aide hours × $14.50 + 146 added skilled hours × $52) × 52 − (146 × $0.90 × 52 supervision). Annualized contribution is before agency overhead. Full in-period supervision-adjusted gross profit requires the skilled-hours ramp.
Operating figures are client-reported endpoint comparisons. Historical client results are specific to the agency and engagement shown.
What else shaped the result
Eight of the 25 families reviewed accepted skilled care. Two clients lost coverage, and a competitor exit in Month 5 contributed demand.
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