Rural Health Path to Value Rural Health Innovations offers services to help you climb toward population health and improve the health status of your community.
Community Health Needs Assessments (CHNA) Work with us to set a course toward value-based payment and population health. A thorough assessment of your community's needs is the crucial first step.
Additional Consulting Services
Network and Partnership Development More is possible when working together. Let us help you build bridges that lead to healthier communities.
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.
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.
The primary goal of the Rural Community Ambulance Agency Transformation Readiness Assessment and associated resources is to help ambulance agency leaders in rural America assess the state of their agency’s readiness in the core competency areas created following the Critical Access Hospital Blueprint for Performance Excellence, adapted specifically for rural ambulance agencies from the Baldridge Excellence Framework for Health Care.
Outcomes and Impact core competencies for the ambulance agency include:
The agency publicly reports all quality and community health needs outcomes for activities in which it participates.
The agency collaborates with multiple stakeholders and payers to identify shared savings opportunities.
The agency regularly engages the community in forums designed to educate about and collect their specific input on programs and services it provides.
The agency participates in value-based private payer contracts and Centers for Medicare & Medicaid Services (CMS) shared savings models.
This 2018 resource collection by the National Association of State EMS Officials (NASEMSO) is intended to assist agencies planning for community health service provision as part of their transformation. The resources are aimed at defining health needs in the community with which the transformed EMS agency may be most useful for addressing.
View the summary of a 2018 survey conducted with over 200 known Community Paramedicine-Mobile Integrated Health (CP-MIH) agencies in the country exploring many aspects of their operations including outcome and impact measurement and the development of relationships with communities served and with key partners and stakeholders. .
The Action Guide is a framework to help multi-sector groups work together to improve population health. It is organized by 10 elements and contains definitions, recommendations, practical examples and a range of resources written in plain language to be as accessible as possible for all types of stakeholders.
A national project by several associations and agencies to create performance measures for mobile integrated health-community paramedicine health care services. View the measures, project participants, and contact information to join.
This article discusses the concept of Informed Community Self-Determination (ICSD) in EMS. It is thought to be a useful tool to evaluate the community’s EMS, informing the community of current capability and limitations (costs, staffing), establish options for change, and inform the community of the relative costs of those options.
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, $1,009,121 (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.
Define what tele-behavioral health consists of and how it is different from tele-mental health. State what a tele-behavioral health visit looks like for a patient. Recall data and evidence related to the effectiveness of tele-behavioral health. Identify the opportunities and challenges of implementing and sustaining tele-behavioral health for rural health providers.
Identify contract management best practices and tips they can use for their Flex Program subcontracts or managing the life cycle of their QI project. Recognize how other Flex Coordinators troubleshoot contract management issues to improve office efficiencies and project outcomes.
Understand the importance of leadership provided by mid-level managers at small rural hospitals. Gain awareness of new leadership resources to support mid-level managers.
Understand the role mid-level managers play in value-based payment models. Learn how Flex Programs can help support the leadership of critical access hospitals.
