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As 2026 draws closer, so too does the start of the Centers for Medicare and Medicaid Services’ (CMS) mandatory bundled Transforming Episode Accountability Model (TEAM). Savvy home health providers are taking strides to prepare.
The TEAM model, which goes into effect on Jan. 1, offers significant upside for home health providers. Potential benefits include increased census of Medicare fee-for-service beneficiaries, a demographic that has become desirable as Medicare Advantage, with its slim margins, has proliferated. But providers that are not prepared, or that fail to reduce readmissions, risk financial ramifications.
“The risk is that you aren’t well-positioned in your market,” Brian Fuller, managing director of value-based care design and delivery at ATI Advisory, told Home Health Care News. “Either you’re not being proactive around forging the team hospital partnerships, or you’re not being creative to do things differently than you’re already doing.”
TEAM makes hospitals accountable for the quality and costs of patients with one of five selected conditions. It bundles payments for these procedures and 30 days following the outpatient procedure or 30 days following discharge from the hospital. The five selected conditions are: lower extremity joint replacement (LEJR), surgical femur and fracture treatment (SHFFT), spinal fusion, coronary artery bypass graft (CABG) and major bowel procedure.
Home health providers can become involved with the TEAM model through three pathways, according to Fuller.
TEAM encourages patients to be sent to the lowest cost setting, commonly leading patients to receive home health over care in a skilled nursing facility (SNF), and thereby increasing home health utilization. Patients who are placed in an SNF may receive home health following discharge, in order to smooth transitions and avoid readmission during the 30-day duration of the TEAM model. Additionally, two of the five TEAM conditions blend inpatient and outpatient services, and in order to save costs, hospitals may shift a higher percentage of the surgeries to a hospital outpatient department – requiring home health providers to be available to ensure a smooth recovery.
Along with the risk of not being well-positioned in its market, home health agencies risk taking on patients and not performing well.
“That’s where home health will have the highest degree of risk,” Fuller said. “In the TEAM model, readmissions are a double-counted measure. What I mean by that is any readmission is going to count against the financial target price as a claim for another hospitalization. Readmission is also the biggest whammy in the Composite Quality Score in the model. Composite Quality Scores also directly impact financial results, and so any singular readmission is going to be double-counted on both the claim side and on the quality metric side, both of which, by the way, have direct financial ramifications for success in the model.”
Levels of readiness
Some providers have taken significant steps to prepare for TEAM.
To prepare for the model’s launch, Catholic health care system ArchCare, which offers home health care among other services, has begun piloting programs similar to TEAM throughout its facilities. As part of these pilots, the organization has focused on short lengths of stay and has worked to improve communication with hospital partners and promote continuity of care.
“The patients are assured that when they walk in on the day of their procedure … they’ll get the same care management team from that day until they go home, and it will follow them over there,” Dr. Taimur Mirza, chief medical officer at ArchCare, said during a recent webinar hosted by Home Health Care News and other WTWH Media publications. “We’re really excited about TEAM. I think we’ve already put the right steps in place, and can’t wait to see how this pans out over the next couple of years.”
New York City-based ArchCare’s offerings include home- and community-based services and residential care programs. Its home health offerings include nursing services, physical, occupational and speech therapy, personal care aides and companionship services.
ArchCare is not the only TEAM model stakeholder taking active steps to prepare for the first of the new year.
The majority of stakeholders in the TEAM model say they are ready for its implementation in January, according to a poll conducted during a recent webinar held by Aidin, a health care technology company. Of the respondents, which included home health administrators, care management leaders and business development and program directors, 65% reported that they were “very confident” or “somewhat confident” in their organization’s ability to meet TEAM’s requirements by Jan. 1.
North said the number of respondents who reported being confident in their TEAM readiness surprised her.
“I thought it was a great indication that everyone is really doing that pre-work to get ready,” North told HHCN.
If home health agencies lack the necessary metrics and relationships with hospital systems, North said, they could be less successful within TEAM.
How to prepare for TEAM
Well-developed relationships with hospitals are key to success for home health agencies caring for TEAM patients, but steps must be taken even before entering conversations with hospitals.
Agencies must begin with analytics and understand hospitals’ spending and utilization patterns for each of the five conditions implicated by TEAM, Fuller said.
According to North, home health providers must reflect on their own metrics to determine their referral response times, readmission rates, length of stay and other measurements.
“If they start really looking at those now and determine where they need to start working on, where they need to improve, and where they really need to advertise to the hospitals that they might do great in that [metric] already,” North said.
Once ready to have conversations with hospitals, agencies should request joint planning meetings, North said, to determine the hospitals’ expectations and ensure alignment.
To be best prepared in conversations with hospitals, agencies should also understand how they perform compared to competing agencies in their markets.
“Other bundle payment models have been historical provider price models, which means you just had to beat yourself from the past,” Fuller said. “This is a regional target price model, which means you’ve got to be better than your region.”
These regions are large, Fuller said, ranging from three to eight states. Entering into conversations with hospitals with an understanding of where the agency sits in comparison to its peers makes the agency appear more educated, proactive and more likely to help hospitals be successful.
With analytics in hand, home health providers can then initiate conversations with hospitals – though Fuller said many post-acute care providers have found themselves educating the hospital itself on the TEAM model, why it is important and how the home health provider fits into the equation.
Providers should also monitor the Inpatient Prospective Payment System (IPPS) rule, under which TEAM was established. The next rulemaking cycle will involve a proposed rule in late spring and a final rule in late summer.
“That’s where, if they’re going to change the model, they will do so there,” Fuller said. “If they’re going to expand the model, and CMS has been very transparent that that is their intention, they would do that through rulemaking.”
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