Vitasora CCM patients stay ahead of national benchmarks at 12 months
Vitasora Health Limited (ASX: VHL) reports that patients in its Chronic Care Management (CCM) program, delivered with a US Federally Qualified Health Center (FQHC), outperformed national health center benchmarks at about six months and improved again at about 12 months. At the 12-month mark, CCM patients were ahead of national benchmarks on all 11 reported quality measures.
The clinical findings are unaudited and observational, and relate to one participating FQHC. The announcement, dated 9 November 2026, also reports higher Care Coordinator productivity and a plan to expand the clinical team.
The numbers at a glance
The table sets out the reported quality indicators. For diabetes, a lower percentage is a better outcome.
| Quality indicator | After ~6 months of Vitasora Health CCM | After ~12 months of Vitasora Health CCM | US national average |
|---|---|---|---|
| Poorly controlled diabetes (lower is better) | 13.1% | 6.7% | 28.1% |
| Blood pressure controlled | 79.6% | 82.9% | 67.4% |
| Depression screening and follow-up | 70.3% | 79.5% | n/a |
The diabetes result stands out. The share of patients with poorly controlled diabetes fell by approximately 49% between reporting periods, and the 12-month figure sits approximately 76% below the national benchmark.
The six-month figures are outcomes after about six months of CCM participation, not a pre-enrolment baseline. The first quality report was produced once patients had already been in the program for about six months.
The company sets out several limits on how the data should be read:
- The figures come from a single FQHC.
- They do not show patient outcomes before enrolment.
- They do not confirm that exactly the same patients were measured in both periods.
- They do not prove that CCM alone caused the improvement.
- The national comparison uses historical benchmarks, not a matched control group.
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How THRIVE Coaching and the FQHC partnership drive results
Vitasora’s THRIVE Coaching draws on behavioural science to help patients act on small, achievable choices, such as taking medication as prescribed, checking blood pressure regularly or keeping a follow-up appointment. Two techniques sit at its centre.
Motivational Interviewing helps Care Coordinators explore what matters to each patient and what is holding them back. Patient Activation Assessment gauges how much knowledge, confidence and capability a patient has to manage their own health.
The company says an observational analysis cannot isolate the effect of any single intervention.
The partnership model is straightforward. The FQHC’s physicians lead each patient’s care and set the care plan, while Vitasora’s Care Coordinators work under their general supervision. The Care Coordinators follow the health center’s workflows and connect to its electronic medical records through vCare.
For investors, the results give Vitasora real-world evidence to take to existing customers considering expansion and to prospects, including opportunities associated with the Treasure Coast Community Health agreement. The company states that outcomes alone do not guarantee future contracts or enrolment growth.
The Treasure Coast Community Health agreement covers seven Florida locations and roughly 9,000 Medicare patients in reach, and it was signed alongside a secured loan facility.
A separate RPM data point
The CCM findings complement previously reported Remote Patient Monitoring (RPM) results from a separate US primary care practice. Between July and September 2026, that analysis showed an 8.5 mmHg reduction in average systolic blood pressure across successive reporting periods.
At the final measurement, 303 of 435 assessed patients (approximately 70%) had systolic readings below 140 mmHg. The CCM and RPM findings relate to different patient populations, and the company says they are not a combined clinical study.
Marjan Mikel, Managing Director and CEO
“…We have built it. It works. Now we scale.”
Operating metrics show capacity to scale
Care Coordinator daily utilisation rose from approximately 65% to more than 95%. Monthly billable care minutes grew approximately 50%, from 175,324 in September to 262,104 in October.
The company says this growth came from the existing customer base, before patient enrolments begin for Treasure Coast Community Health and other new clients. October care-minute figures are management estimates subject to final reconciliation.
Care Coordinator numbers are also climbing:
- 42 active Care Coordinators at the end of October 2026, a net increase of 20 since 1 July.
- A target of 48 or more during November 2026.
- A target of approximately 115 by late Q1 2027, with hiring paced to anticipated enrolments from existing and new customers.
Management estimates that each fully productive Care Coordinator can generate approximately US$595 in daily revenue under current operating assumptions. On the same indicative basis, 10 additional fully productive Care Coordinators would represent approximately US$5,950 in daily revenue capacity.
The company describes this as a measure of capacity, not a revenue forecast. Actual results depend on eligible patient demand, staff ramp-up, utilisation, payer mix, billing eligibility, reimbursement and collections.
The vCare platform supports clinical workflows, patient prioritisation, Care Coordinator allocation, documentation and billing. It is designed to support more patients without a proportionate increase in central overheads.
The vCare platform rollout began on 1 April 2026 with the replacement of the legacy Ceras system, a change management expected to cut per-patient software costs by more than 90%.
What happens next for Vitasora
The announcement states the following forward events and targets:
- Care Coordinator headcount of 48 or more during November 2026.
- Approximately 115 Care Coordinators by late Q1 2027, with hiring paced to anticipated enrolments.
- Management continues to target cash-flow breakeven during H1 2027, subject to execution and collections.
Vitasora’s stated focus is turning demonstrated clinical outcomes into commercial growth. That means expanding patient enrolment and service adoption with existing customers, winning new healthcare customers and growing productive clinical capacity.
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