How Eva Care Is Rethinking Long-Term Care in the US

John Padama, CEO of the Clinical Division at Eva Care Group, delivered a keynote speech at ACIF 2026. (Photo courtesy of Cares Expo Taipei)

At ACIF 2026, a concurrent event of Cares Expo Taipei, SourcingCares spoke with John Padama, CEO of Clinical Division at Eva Care Group, about the changing US long-term care market and how the company is adapting its operating model to meet the sector’s growing challenges.

US long-term care providers face a difficult equation: demand is rising as the population ages, while workforce shortages, reimbursement pressures, regulation and the high cost of expansion make it increasingly difficult to add capacity.

Eva Care Group is responding by looking beyond the traditional nursing-home model. Its strategy brings together specialized clinical services, a broader mix of payers and revenue streams, overseas support operations and technology—including AI, remote monitoring and robotics—to improve care and create new business opportunities.

Padama estimates that the US has around 15,000 nursing homes and long-term care centers. In an earlier speech, he said meeting future demand could require the equivalent of another 3,000 facilities or a significant expansion of existing capacity.

Financing presents another challenge. Medicare provides limited coverage for skilled nursing rather than comprehensive long-term care, while Medicaid eligibility rules and reimbursement rates create financial constraints for families and operators alike. Rising private-pay costs can leave middle-income families particularly vulnerable.

For providers navigating these pressures, Padama offered a straightforward assessment: “You have to be creative how to survive.”

Growing Beyond the Traditional Nursing Home

Eva Care’s core operations include 11 nursing homes and one assisted living facility, complemented by home health, rehabilitation and medical supply businesses. The group also offers administrative and clinical support services that other companies can contract.

Diversification also extends to the way Eva Care is reimbursed.

“The diversification of your payer sources will make you viable moving in the future,” Padama said, pointing to Medicare, Medicaid, managed-care contracts and private-pay residents. Strong clinical outcomes and appropriate lengths of stay are also important to attracting business from managed-care organizations.

Clinical specialization offers another path to growth. One Eva Care nursing home operates a dedicated unit for residents who require ventilator and tracheostomy care, and the group is developing an in-house dialysis service for these residents.

Providing dialysis in the nursing home could eliminate the transportation, respiratory support and coordination required for outside visits, while helping hospitals discharge medically complex patients sooner. By expanding its clinical capabilities, Eva Care could create value for hospitals and payers while attracting additional patients and revenue.

Eva Care’s model also extends beyond the facility. Its home-health team follows patients after they return home, with follow-ups scheduled within three days, one week and one month. The goal is to monitor treatment and medication adherence and help prevent avoidable hospital readmissions.

US Operations Supported by Teams in Manila and Taiwan

Eva Care’s international network is an important part of this operating model.

The company’s Manila operation handles functions such as Medicare and Medicaid billing, accounting and chart auditing. Nurses and physical therapists there can review electronic records while US teams are offline. Manila also prepares internationally recruited nurses before they relocate to the US, training them in medication administration, patient interaction and Eva Care’s electronic medical record processes.

Taiwan, meanwhile, serves as a technology-development hub.

Through its strategic relationship with U-ARK Technology, Eva Care can bring operational needs identified in US care facilities to technology teams in Taiwan for development and testing.

“The thought process is what we kind of need in the United States. We ask them to develop here, and then they test it here,” Padama said.

The collaboration spans robotics, contactless vital-sign monitoring, electronic medical records and facial-recognition systems for human resources. It brings together practical experience from US care facilities and Taiwan’s technology-development capabilities.

From Care Robots to a New Revenue Stream

Robotics illustrates how Eva Care is linking technology to both day-to-day operations and business development.

Padama described robots that can collect multiple vital signs, recognize residents, assist with medication dispensing and detect falls. Other robots can deliver meals and medications, help residents communicate with family members, guide visitors and carry heavy items for nurses.

When assessing technology, Padama looks beyond individual features to the broader care challenge a product is designed to address. For operators, the key questions are whether it can improve outcomes, reduce risks or make everyday workflows more efficient.

Robotics can help automate repetitive tasks and reduce errors, Padama said. Data collected by robots can also be transferred into electronic medical records, reducing the need for staff to enter measurements manually.

“It saves manpower, mistakes, and it’s more efficient,” Padama said.

Eva Care now sees an opportunity to bring this technology to providers beyond its own facilities. The group uses PointClickCare as its third-party electronic medical record platform and is exploring an integration that would allow robot-generated data to flow directly into the system. It also plans to market its robots to external customers, potentially creating a new business-to-business (B2B) revenue stream.

Affordability remains a barrier, particularly because facilities generally do not receive dedicated reimbursement for adopting robotic technologies. Eva Care is therefore testing a leasing or subscription model that would spread costs across beds and monthly operating expenses, reducing the upfront investment required of nursing-home operators.

The Future of Care Extends Beyond Facilities

Looking ahead, Padama expects long-term care to place greater emphasis on prevention and continuous monitoring, with technology supporting older adults beyond institutional settings.

“Because it’s all prevention,” he said. “What we’re looking at right now is preventing. And as you prevent, you save money.”

Eva Care is exploring wearables, remote monitoring, smart-home sensors, telemedicine, robotics and AI-supported care planning. Its AI system can analyze hospital referral documents to flag risks—including falls, wandering and pressure ulcers—before a patient is admitted.

The longer-term vision is to connect nursing homes, home health and hospital-at-home care through shared data and remote clinical oversight. Technologies first deployed in nursing homes could increasingly support older adults in their own homes.

For international long-term care providers, Eva Care’s experience points to a broader lesson: technology alone does not transform care. Its impact depends on how well it is integrated with clinical services, workforce strategy, reimbursement, post-discharge support and sustainable business models.

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