Editor's note: This is the third and final article in a three-part series. Read the first article here and the second article here.
A few years from now, the after-hours phone call will look different than it does today. The caller will still be a tired, worried family member, and the nurse on the other end will still be the difference between a calm night and an emergency visit. But the system around that conversation—including the data behind it, the technology supporting it, and the volume of calls flowing through it—is changing faster than most organizations are prepared for.
In the first article of this series, I made the operational case for nurse-first triage. In the second, I focused on the caregiver experience and what it means that a late-night call is answered quickly, with calm knowledge and compassion. Now, it’s time to look ahead at what the next several years will require of all of us in hospice and home healthcare.
The Volume Curve Is Bending the Wrong Way
The landscape is becoming more complicated. By 2030, roughly one in five Americans will be over the age of 65; the nursing shortage is projected to widen during that same window; and patients, when given the choice, are continuing to choose home over facility-based care.
That combination points in one direction: a rising need for after-hours support.
The growth in call volume will put real pressure on staffing models, and importantly, on the field nurses carrying that weight. By getting ahead of this growth, organizations can move after-hours triage from something that gets handled as overflow to something built with real intention.
Data Will Move From Reporting to Predicting
Most organizations today don’t have visibility into their triage data, and when they do they have visibility, it’s in the rearview mirror.
The next phase is using that same data to anticipate what's coming.
When you can see, across millions of calls, when certain patient populations tend to call, what they call about, and which calls correlate with hospitalizations or escalations, you stop reacting to volume and start designing around it. You learn that a particular cohort of patients tends to call the third day after discharge—and build a proactive check-in for day two. Or you discover that a subset of your nurses are escalating at twice the rate of their peers—and you offer education rather than discipline. Maybe you find that a Friday-afternoon visit pattern is creating a Saturday-night call surge—and adjust the schedule accordingly.
This is the quieter promise of triage data. It isn't just about resolving the call in front of you, but also about catching the pattern that prevents the next one.
Technology Will Strengthen Nurse-First Care, Not Replace It
There is understandable anxiety in healthcare right now about what artificial intelligence and automation will do to clinical work. But the right use of technology in this setting isn't to replace the nurse on the line. It's to give them better tools, faster access to the patient's chart, smarter routing and clearer documentation, so that the human moment of the call receives the full attention it deserves.
A caregiver calling at midnight isn't looking for a chatbot. They're looking for someone who can listen, assess and provide reassurance. The most prepared organizations will be the ones that understand that distinction and use technology to protect the clinical conversation rather than dilute it.
What This Means for the Industry
Hospice and home health is challenging but rewarding work. The margins are thin, and operators must stretch and innovate in order to continue providing the quality care and optimal experience patients deserve, in the confines of workforce and operational pressures. The next several years are going to demand more of all of us, and how we approach after-hours triage will be one of the clearest opportunities to rise to that demand.
Building the capacity to meet demand isn't just an operational decision. It's a statement about who we are as an industry and how we intend to show up for patients and families in the moments that matter most.
The daughter sitting at her father's bedside at 11:47 p.m. doesn't know what staffing model her hospice has chosen, or what data infrastructure sits behind the line. She just needs someone to pick up the phone.
Our job, between now and the end of the decade, is to make sure that someone always does.
Daniel Reese is CEO at IntellaTriage, where he oversees all operations and strategic direction. He has spent his entire career in operations and loves the tangible results achieved every day. In previous roles, Reese worked in an investment firm managing a fast-growing consumer-facing platform. He has also overseen new market development for his family business and served in the U.S. Navy as a submarine officer. Daniel received his bachelor’s degree from the United States Naval Academy and his MBA from Harvard Business School. Visit intellatriage.com.