EXHIBIT 99.1
Amedisys
A Healthy Investment for the 21st Century
NASDAQ: AMED
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Statements contained in this presentation which are not historical facts are
forward-looking statements. These forward-looking statements and all other
statements that may be contained in this presentation that are not historical
facts are subject to a number of risks and uncertainties, and actual results may
differ materially than those forecasted. Such forward-looking statements are
estimates reflecting the best judgment of Amedisys, Inc. management based upon
currently available information. Certain factors which could affect the accuracy
of such forward-looking statements are identified in the public filings made by
Amedisys, Inc. with the Securities and Exchange Commission, and forward-looking
statements contained herein, or other public statements of Amedisys, Inc. or its
management should be considered in light of those factors.
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Amedisys Facts
o Largest home nursing company in the South
o Leader in the largest industry segment
o Profitable under Medicare payment system
o Revenue growth and earnings momentum
o Improved balance sheet
o Experienced management team
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Largest Home Care Nursing Company in the South
57 Locations
Oklahoma - 4
Texas - 1
Louisiana - 5
Alabama - 10
Tennessee - 11
Georgia - 21
Florida - 2
South Carolina - 1
North Carolina - 1
Virginia - 1
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Leader in the Largest Industry Segment
Total in 2001 - $41.3 Billion
Nursing 70%
Infusion 14%
Respiratory 10% NURSING
DME 6% Amedisys
Gentiva
Odyssey
RESPIRATORY
Apria
Lincare
INFUSION
Option Care
Source: Jefferies & Co. 2001
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What is Medicare's Prospective
Payment System?
Enacted with Balance Budget Act in 1997
Implemented On October 1, 2000
Fixed rate of payment for an episode of care
Standard episode is 60 days
Payment determined by...
National standardized base rate
Diagnosis and acuity of the patient
Regional location
Cost effective companies can be profitable
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Profitable in Medicare Payment System
<Table>
<Caption>
Prospective Payment System
Example: Average Amedisys Patient
Fixed Rate $ 2,274
Average Illness Adj. 289
Wage Index (63)
Total Payment Per Episode $ 2,500
</Table>
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Profitable in Medicare Payment System
<Table>
<Caption>
Prospective Payment System
Example: Average Amedisys Patient
Total Payment Per Episode $ 2,500
Average Visits Per Episode 20
Direct Cost Per Visit $ 50
----
Total Direct Cost Per Episode
(20 Visits X $50 per visit) $(1,000)
Gross Margin Per Episode $ 1,500
</Table>
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Revenue Growth
<Table>
<Caption>
In Millions
1st Q 01 $22.1
2nd Q 01 $27.2
3rd Q 01 $29.7
4th Q 01 $31.1
1st Q 02 $31.9
</Table>
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Earnings Momentum
Financial Performance
<Table>
<Caption>
1st Q 02 1st Q 01 2001 2000
Amounts in millions except Earnings Per Share
Net Service Revenues $ 31.9 $ 22.2 $ 110.2 $ 88.2
Operating Income (Loss) $ 3.0 $ 0.1 $ 7.5 $ (2.6)
Net Income from Continuing $ 2.6 $ (0.4) $ 5.3 $ (4.3)
Operations - Pre-Tax
EPS from Continuing Operations
- Fully Diluted $ 0.25 $ (0.07) $ 0.64 $ (1.00)
EPS - Fully Diluted and Fully Taxed $ 0.19 $ 0.41
</Table>
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Improved Balance Sheet
o Recently completed $9.5 M private placement of common stock
o Significant improvement in collections and working capital
o On-going reduction in debt
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Improved Balance Sheet
<Table>
<Caption>
Total Debt (In Millions) Total Stockholders Equity
(In Millions)
1st Q 01 $ 41.1 $ (3.9)
2nd Q 01 $ 37.2 $ (2.4)
3rd Q 01 $ 36.6 $ 0.7
4th Q 01 $ 40.1 $ 3.3
1st Q 02 $ 32.4 $ 6.5
</Table>
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Experienced Management Team
o William F. Borne
o Chairman and Chief Executive Officer
o Larry R. Graham
o Chief Operating Officer
o Gregory H. Browne
o Chief Financial Officer
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Amedisys is Positioned for Growth
<Table>
Growth Drivers
Consolidation of Home Health Transition from Facility to Aging of America
Industry Non-Facility Care
</Table>
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Consolidation of Home Health Industry
Internal Growth Strategies
o Gain market share from agency attrition
o Increase referral base with superior DSM programs
o Build physician relationships with strong sales force
o Develop managed care business
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Consolidation of Home Health Industry
External Growth Strategies
o Expand service area with quality acquisitions
o Valuations of agencies increasing but still attractive
o 26% decrease in companies since BBA 1997
o 30% of Medicare certified agencies are hospital based
o Hospitals lost the cost shifting benefit and are divesting
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<Table>
<Caption>
Acquisition History
Alliance Home Health January 1998 Oklahoma
Precision Home Health April 1998 Louisiana
Columbia HCA November 1998 Southern States
Northwest Home Health October 2000 Georgia
Mid-Florida Home Health November 2000 Florida
Seton Home Health Services April 2001 Alabama
HealthCalls June 2001 South Carolina
Christus Spohn Home Health April 2002 Texas
</Table>
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Transition from Facility to Non-Facility Care
o Health care costs are 14% of the GDP
o Home care is a cost effective alternative
o Millimann & Robertson - 56-64% of inpatient care is avoidable
o Home care reduces the length of hospital stays
o Payors encourage home care to preserve margins
o 90% of AARP members prefer to be treated at home
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Transition from Facility to Non-Facility Care
<Table>
<Caption>
National Healthcare Expenditures as a Percentage of GDP
1980 8.8%
1990 12.0%
1993 13.4%
1996 13.3%
1997 13.2%
1998 13.0%
1999 13.0%
2000* 13.1%
2001* 13.4%
2002* 13.9%
2003* 14.3%
2004* 14.6%
2005* 14.9%
2006* 15.1%
2007* 15.3%
2008* 15.5%
2009* 15.7%
2010* 15.9%
Source: HCFA Online * Estimated
</Table>
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Transition from Facility to Non-Facility Care
<Table>
<Caption>
Average Per Diem Cost Comparison
Inpatient Hospital $1,000
Skilled Nursing Facility $500
Home Health Care $90
Source: Jefferies & Co. 2001
</Table>
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Transition from Facility to Non-Facility Care
<Table>
<Caption>
Home Healthcare Spending
1980 $ 2.4
1990 $12.6
1993 $21.9
1996 $33.6
1997 $34.5
1998 $33.5
1999 $33.1
2000* $36.6
2001* $41.3
2002* $46.6
2003* $51.4
2004* $56.4
2005* $61.1
2006* $66.0
2007* $71.2
2008* $76.2
2009* $81.5
2010* $87.0
Dollars in billions
* Projected Source: HCFA Online
</Table>
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Aging of America
<Table>
<Caption>
Pop. 65 yrs. and over. US, 1950 - 2030
1950 1960 1970 1980 1990 2000 2010 2020 2030
85+ 0.6 0.9 1.5 2.2 3.0 4.3 5.7 6.5 8.5
65+ 12.2 16.6 20.1 25.5 31.1 34.7 39.4 53.2 69.4
</Table>
Numbers in millions
Source: Health, U.S. 1999, Health and Aging
Chartbook, U.S. Health and Human Services Dept.
<Table>
<Caption>
Current Patients per 1,000 Population
Women Men
65-74 yrs. 27.6 18.2
75-84 yrs. 84.1 55.4
85+ 130.1 99.5
</Table>
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Aging of America
<Table>
<Caption>
Home Health Services Received By
Patients 65 Years of Age and Over
Nursing 85.3%
Homemaker 28.7%
Physical therapy 20.0%
Social services 10.9%
Medications 9.9%
Continuous home care 5.8%
Occupational therapy 4.8%
MD services 3.7%
Nutrition 3.4%
Other services 15.1%
</Table>
Source, U.S. 1999, Health and Aging
Chartbook, U.S. Health and Human Services Dept.
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Amedisys has a Profitable Growth Strategy
<Table>
<Caption>
Growth Strategy Going Forward
Capitalize on Exploit Trend to Grow with the
Industry Non-Facility Aging of America
Consolidation Based Care o Patients need more
o AMED will expand o AMED will provide a health care as they age
Markets with sale force viable solution to the o AMED provides home
o AMED will acquire increasing cost of health care - a patient's first
hospital based agencies care choice for care
</Table>
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Why Invest in Amedisys?
o Demonstrated capacity for profitable growth
o Well positioned in a rapidly growing health care segment
o Successful record of acquiring and integrating companies
o Operating with the right capital base in place
o Strong and experienced management team
o Clear and identifiable growth strategy
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Amedisys
The Healthy Investment for the 21st Century