Orange County, California / Private-pay home care
Turn the referral relationships you already have into more starts of care.
The agency knew plenty of referral sources. The gap was what happened after a referral arrived. Faster responses and clear ownership helped monthly admissions rise from 6.8 to 10.4.
Professional referrals rose from 18 to 24 a month.
A 15-minute standard, seven days a week.
Seven more active clients over the 90 days.
Starting position
A $6.9M agency served 129 active clients and delivered 3,483 hours a week. It had 112 professional referral relationships, but only 34 had referred within the previous 90 days.
The constraint
A discharge planner needed an answer while the family was still making a decision. Referrals waited hours, after-hours messages rolled into the next business day, and dormant relationships had no consistent follow-up.
What Acensus installed
Acensus classified all 112 sources, built dedicated routing with a 15-minute response standard and assigned ownership seven days a week. Each admission was linked to its source and contact. The team reconnected with 44 dormant sources, introduced scorecards for 12 key sources and reviewed the referral pipeline in the weekly Ledger.
+53%90-day engagement
Investment and return
Gross profit after direct care costs, before overhead. Annualized at the ending weekly pace; not cash collected over 12 months. This engagement ran at our earlier pricing of $7,500 a month.
The economics and what shaped the result
What the investment produced
The agency delivered 267 more billable hours a week. At $14.32 gross profit per hour, that is a $198,819 annualized increase in gross profit. No additional advertising spend was recorded. The 90-day window included 26 admissions and 19 discharges: seven more active clients.
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 90 |
|---|---|---|
| Monthly admissions | 6.8 | 10.4 |
| Active referral sources / preceding 90 days | 34 | 58 |
| Professional referrals / month | 18 | 24 |
| Median referral response | 5h 10m | 14m |
| After-hours response | Next business day | 21m |
| Active clients | 129 | 136 |
| Weekly billable hours | 3,483 | 3,750 |
| Caregivers | 134 | 143 |
Reporting basis and how to read the figures
267 added weekly hours × $14.32 gross profit per hour × 52. Investment: Acensus fees; no additional media spend.
Operating figures are client-reported endpoint comparisons. Historical client results are specific to the agency and engagement shown.
What else shaped the result
Two referral sources were lost and had accounted for 11% of prior admissions. A competitor acquisition contributed an estimated two or three of the 26 admissions, so not every added admission can be attributed to Acensus.
The Admissions Diagnostic
Find the first thing worth fixing.
A 20-minute call on your numbers. You leave with a written One-Page Analysis and a clear next step.