Best Home Healthcare Network (BHHN)
Redefining Home Healthcare

Historically, patient safety meant eliminating or minimizing medical errors at the patients’ homes after hospital discharge. However, the definition of patient safety has gradually broadened beyond only minimizing preventable errors. Today, it includes building durable care organizations that have the capacity to serve different patients even amidst unprecedented situations like the pandemic.

This is where Best Home Healthcare Network (BHHN) steps in. The company was founded by nurses with a mission to create innovative care models—combining state-of-the-art technology and quality nursing—that enhance health outcomes and the patient experience. Staying true to its objective, the company today offers superior healthcare services at home and ensures the best patient outcomes for the long term. BHHN always provides its staff with clinical education to minimize medical errors. Its nurses work round the clock to provide the necessary support to patients.

BHHN believes that getting Medicaid right is the first step toward significant cost savings in healthcare. However, the concept of Medicaid is still young, as the U.S. is only 12 years into the affordable care act. Since Medicaid is fairly new, there is still much to learn.

“We have a unique opportunity to drive down Medicare costs by addressing Medicaid. The first step to addressing this gap is through a high-performance network (HPN),” says Iqbal Shariff, the CEO, BHHN.

Demonstrating Agility in its Business Operations

BHHN has positioned itself to be part of a select group of HPNs. The company realizes that any amount of investment or innovation cannot alone improve patient outcomes in today’s challenging economic and social environments. To this end, in the three to five years, BHHN’s aim is to be a high-performance partner to continue being a leader in the home healthcare field.

BHHN’s openness to software, as well as innovative partnership and process models demonstrate agility in its business operations that other legacy home healthcare providers fail to display. The company knows that home healthcare agencies have to seek out ways to engage with others that the hospital systems or health plans are not going to structurally mandate.

They will need to innovate with other organizations proactively and voluntarily, even when no contractual or regulatory mandate is doing so. It needs to be done on their own, putting software in place as part of their continuous improvement process.

“Openness to software is an inherent part of our growth model. We are always looking for ways to reduce redundancy and mundane tasks. We also take inspiration from other business vertical’s software and technology as well,” states Shariff.

When BHHN partners with a software company, the goal is to maximize the potential and work closely with the vendor to pave the way for further innovation. What sets the company apart from other legacy home healthcare providers is its data-driven approach, specifically smashing spreadsheets and modeling data to drive value-driven behavior in our performancebased culture.

The Right Ingredients for Innovation

BHHN invests in innovation to deal with some intrinsic problems of the industry, like readmissions or managing a very limited and valuable pool of clinical care professionals. BHHN thinks as much about how it can change the business model and relationship model to break down some of the process barriers as it does about a new piece of software, a new machine, or other items.

We have a unique opportunity to drive down Medicare costs by addressing Medicaid. The first step to addressing this gap is through a highperformance network (HPN)

The right ingredients for innovation are more than having a clinical staff capacity and a great set of software. It is important to maintain relationships.

“The industry does not use a universal software platform, which is the biggest roadblock for collaboration. Investments should be made to retain people who can create the relationship networks to overcome limitations,” says Shariff.

Aiming for Transformation

With a focus on redefining the home healthcare space, BHHN always strives to serve patients better. A great example would be its proactive resource planning and capacity planning during the pandemic - the shift from an on-demand model to a planned model. Another typical service extension would be a dedicated physician contact representative or similar liaison resources. BHHN refers to these as “embedded” resources. In a high-performing network model, these resources should not be looked at as “service costs” but “performance investments” since they unlock far greater optimization gains than their cost on paper.

In the coming years, BHHN’s goal is to maintain its leadership position in the market by putting 100 percent of its effort into making the front office, back office, and talent pool as efficient as possible.