Community & Population Health Community support of the local health care system is vital for sustainability and growth. Learn how to create a healthier and more engaged community by working with The Center.
Health Information Technology Consulting As the national knowledge center on rural electronic health record adoption, The Center offers comprehensive services targeted at rural hospitals, rural health clinics and state and national HIT programs.
Leadership Success begins with strong, informed leadership. The Center offers a variety of services, on-site and remotely, to leaders to assess strengths and identify areas of useful performance improvement.
Workforce The Center understands that rural health care facilities face unique workforce challenges. Since 1991, The Center has assisted rural citizens, health professionals, educators and policymakers with design and implementation strategies to assure the availability of quality health care.
Strategic Planning Effective planning is critical for organizational success. Expertly facilitated services conducted by The Center’s staff of national rural health experts will help hospitals and organizations achieve this success.
Performance Improvement The Center offers a complete spectrum of rural health performance improvement services. With support from The Center, clients succeed in aligning people, processes and resources with their mission.
Technical Assistance & Services Center (TASC) TASC provides performance improvement resources to CAHs and state Flex Programs on quality, finance, operations, systems of care and population health.
Small Rural Hospital Improvement Grant Program (SHIP) SHIP provides funding to approximately 1,600 participating hospitals in 46 participating SORHs to help small rural hospitals participate in value-based payment and care delivery models.
Network Technical Assistance (TA) RHI provides technical assistance (TA) to over 60 networks in the Development and Allied Health rural health network grant programs.
Small Rural Hospital Transition (SRHT) Project The Small Rural Hospital Transition (SRHT) Project supports small rural hospitals nationally by providing on-site technical assistance to assist bridging the gaps between the current health care system and the newly emerging health care delivery and payment system.
Associates Program The Associates Program is designed to connect health care organizations and networks with highly qualified rural consultants and technical experts.
Resource Library The Center's Resource Library features webinars, presentations, articles and toolkits developed by trusted industry leaders to guide and support rural health stakeholders.
Events Find information about upcoming webinars, workshops and more hosted by The Center or Rural Health Innovations.
Allied Health Webinars Find recordings and resources from recent technical assistance webinars for Rural Network Allied Health Training grantees.
Health Education and Learning Program (HELP) Webinars Eligible rural hospital leaders and staff can attend a HELP webinar to learn about current financial, operational and quality performance needs that impact their transition to the new health care environment.
Network Development Webinars Find recordings and resources from recent technical assistance webinars for Rural Health Network Development grantees.
Performance Management Group (PMG) Calls Learn from the experience of leading hospital administrators and nationally recognized field experts. PMG calls allow peer-to-peer education focused on preparing rural hospitals for new payment and care delivery models.
In 2015, Avera Holy Family Hospital (AHFH), located in Estherville, Iowa, partnered with four Emmet County emergency medical services (EMS) programs, the Estherville Police Department and Emmet County Public Health in a three-year continuous quality improvement (CQI) project. This project engaged EMS and hospital systems of care with collaborative prevention initiatives, data collection and evaluation, ongoing protocol development and training.
Developed a partnership and identified key leaders
Develop a plan to implement and track improvements made in the CQI process review and share system protocols, policies and procedures related to the treatment of trauma patients and the CQI system
Planned several community education projects through additional efforts with community partners
Top Accomplishments:
During the first year of the program, AHFH conducted four collaborative CQI system meetings to accomplish several partnership development and strategic plan implementation goals. This project was successful in large part due to the leadership and support provided by the dedicated staff of AHFH.
Hansford County Hospital District collaborated with Northwest Central Texas EMS Resources, Inc. to create a program that arms registered nurses with the knowledge and training of an emergency medical technician with a class titled RN to Basic.
Avera Holy Family Hospital partnered with four emergency medical service (EMS) programs, the police department and public health in a three-year continuous quality improvement project. This project engaged EMS and hospital systems of care with collaborative prevention initiatives, data collection and evaluation, ongoing protocol development and training.
Good Shepherd Medical Center implemented an immensely successful care coordination program, called Healthy Living Communities, to help senior citizens live healthy lives in the community. The Health Living Communities program staff, including nurses and community health workers (CHWs), masterfully connected community resources with health care teams.
Sakakawea Medical Center (SMC) was recognized for their innovative efforts connected to care coordination. In January 2015, SMC created a new position to facilitate care coordination efforts between the hospital and other care providers in the community.
With assistance from the North Carolina SORH, Vidant Chowan Hospital implemented a ‘No Patient Left Behind’ transitional health program, a free service through which patients with chronic obstructive pulmonary disease, diabetes, post-acute AMI, congestive heart failure and pneumonia are helped to transition back to their home upon discharge.
Gunnison Valley Hospital implemented a process of bedside reporting. Reporting nurses finishing and starting a shift meet with the patient to give report on current treatment plans and to address any questions or concerns. An emphasis is placed on talking with, rather than about the patient.
Carondelet Holy Cross Hospital was recognized for innovation in emergency medical services (EMS). In 2014, health care providers serving residents of Santa Cruz County, Arizona, came together to create the Community Healthcare Integrated Paramedicine Project (CHIPP).
In response to the high levels of mental health needs and the challenge of limited resources, Athol Hospital partnered to develop a collaborative school-based telepsychiatry model focused on bridging care gaps for children and families residing in the Athol Hospital service area.
In conjunction with another hospital, Pender Memorial Hospital successfully implemented the Transitions in Care program. The program provides telehealth for congestive heart failure patients to assist with self-managing cardiac disease, reducing readmissions and encouraging independent living for seniors.
Sanpete Valley Hospital worked with Intermountain Healthcare to create a network that provides appropriate access to behavioral health, working within the community to educate about mental health issues, increase access to care, provide timely access to services and improve follow-up with patients.
McKenzie Health System received recognition for working on key projects such as the Patient Centered Medical Home (PCMH) model to develop a deeper relationship with patients and develop skills to improve patient health through evidence-based medicine techniques to manage chronic disorders.
Estes Park Medical Center (EPMC) was recognized for its work in the areas of care coordination, care management, patient access and prevention and wellness projects. EPMC joined a public-private partnership to form a wellness center that provides an array of services to the community.
Illini Community Hospital has implemented a care coordination program that consolidates management of populations into one seamless system, producing efficiencies that drive improved health outcomes and reduce overall health care spending.
Moab Regional Hospital (MRH) was recognized for turning their financial crisis in 2011 to financial success in 2013. A number of factors contributed to the success of MRH’s turnaround, including re-participating in the Disproportionate Share Hospital (DSH) program and conducting a CHNA to better address the community’s health needs.
The dramatic turnaround at Pershing General Hospital began with a top-to-bottom facility assessment by hospital administration of unprofitable service lines and a comprehensive review of community health needs.
Blue Mountain Hospital was recognized for implementing many programs to communicate with the community they serve, including a county newsletter and social media engagement. These communication methods are all utilized to maintain open lines of communication with the community.
Decatur County Memorial Hospital reached out to its community in several ways including free influenza vaccines for the community and free comprehensive blood screenings at the county health fair. By partnering, the hospital and Decatur County came together to enhance the overall health of their community.
Mason District Hospital provides integrative care that meets the needs of each patient through the Integrated Health Advocacy Program (IHAP), a chronic disease management program that supports and educates participants and provides whole person care in an effort to improve health and quality of life, while decreasing health care costs.
Ellenville Regional Hospital was recognized for their effort in community engagement with the creation of a seamless process of medication management as patients transition within and across organizations.
Granite County Medical Center spearheaded the effort to establish a mobile dental clinic where the nearest dentist can be up to 70 miles away. GCMC helped with billing, scheduling, marketing, housekeeping, fundraising, IT support, administrative support and maintenance.
Central Valley Medical Center (CVMC) demonstrated excellence in quality initiatives with improvements in patient safety and satisfaction. CVMC was one of the first CAHs in Utah to report quality measures and has continued to lead by example
Tahoe Forest Hospital District was recognized for their quality reporting strategies and demonstrated excellence in quality initiatives with documented outcomes.
Page Hospital participated in the CMS Partnership for Patients initiative through the Premier Hospital Engagement Network (HEN). The hospital maintained Joint Commission accreditation and demonstrated high quality outcomes and operational performance rates relative to peers.
Abbeville Area Medical Center has been a leader in the state of South Carolina for Hospital Compare and Hospital Consumer Assessment of Healthcare Providers (HCAHPS).
Boon County Hospital demonstrated excellence in quality initiatives with documented outcomes. BCH actively participated in the Partnership for Patients as well as many other quality initiatives.
Speare Memorial Hospital (SMH) implemented Lean and Six Sigma training methods, which have fostered a hospital-wide performance improvement infrastructure. SMH also established a Transition Care Program to allow care transition nurses to continue to follow their patients' post-hospital care at their homes.
Fairview Hospital was a recipient of the CAH Recognition Certificate for quality improvement and demonstrated quality initiatives.
This project is/was supported by the Health Resources and Services Administration (HRSA) of the U.S. Department of Health and Human Services (HHS) under grant number UB1RH24206, Information Services to Rural Hospital Flexibility Program Grantees, $1,100,000 (0% financed with nongovernmental sources). This information or content and conclusions are those of the author and should not be construed as the official position or policy of, nor should any endorsements be inferred by HRSA, HHS or the U.S. Government.
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