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The Flex Program and CAH designation was established and remains in place because of the financial vulnerability of small rural hospitals. CAH financial and operational improvement is one of the required program areas of the Flex Program.

Explore what it means to be a strategic and systems thinker in a mid-level leadership role – and how these types of thinking can positively impact the organization’s journey to value.

View a list of resources related to electronic clinical quality measure (eCQM) reporting that is intended to aid CAHs seeking to meet the reporting requirements for the Promoting Interoperability Program, formerly the Medicare EHR Incentive Program. This list will be regularly updated to reflect new resources as they become available.

Access Flex Program funding guidance, templates, webinar recordings, the Flex Program Structure Document, and other associated materials for the current funding cycle.

RMMC's chronic disease project focused on improving patient care processes in an effort to decrease unnecessary admissions and readmissions and ultimately decrease the long-term cost of care.

These samples from an HIT network can serve as reference documents for networks interested in incorporating the Balanced Scorecard into their strategic and evaluation planning efforts.

Learn how one county in Iowa, with three independent ambulance services, completed a multi-year process to address their broken EMS system using Flex Program funding.

Melissa Kelly, CEO of Pender Community Hospital in Nebraska shares ways they utilized the recommendations from a Financial Operational Assessment to “jump to new system of delivery and payment.” They describe how they are setting goals around preventative services and trying to change the community’s view by changing communication with the community about prevention.

The Summit was held to provide leaders with templates that improve organizational planning, strengthen actionable steps and operationalize key strategies to effectively transition to value.

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.

This guide has been developed to provide rural hospital executive and management teams with generally accepted best practice concepts in developing the necessary financial strategies to survive the transition from a volume-based to a system based on value.

Natchitoches Regional Medical Center in Louisiana share ways they utilized their SRHT FOA to drive strategy for the future.