In addition to providing advice for those with potential interest in rural healthcare executive positions, four Critical Access Hospitals leaders – all under age 40 – share stories of innovation and impact on their organizations and communities.
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Benjamin Anderson, CEO of a 25-bed CAH in Kansas, discloses his relational style of healthcare leadership and his success attracting committed medical providers and engaging the area’s growing refugee population.
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Melissa Kelly, CEO and CFO of a 21-bed CAH in Nebraska, discusses adding child care and restoring retail pharmacy to her community and encourages others to take advantage of rural healthcare resources.
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Stephanie Orr, the CNO of an 18-bed CAH in Idaho, shares what it’s like to become a leader much sooner than planned and emphasizes the importance of working the front lines.
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Adam Willmann, CEO of a 25-bed CAH in Texas, talks about the importance of bringing “change” as an innovation to the hospital of his birth.
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Marcia M. Ward, PhD, Director of the Rural Telehealth Research Center, suggests that evaluation of telehealth as a business model proves its growth and contributes to its evidence base.
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First conceptualized in the 1970s, but not widely adopted in rural communities, freestanding emergency departments (FSEDs) have been getting another look as a sustainable rural option. This article discusses hospital-based versus independent FSEDs, the model’s financial viability, and highlights two FSEDs meeting their communities’ healthcare needs in Arizona and Illinois.
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The Healthy Clinic Assessment program identifies gaps in clinic operations in order to make improvements and potentially earn Patient Centered Medical Home status.
Read MoreWe need new approaches to keeping people healthy, instead of trying to heal them after they get sick.
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A Critical Access Hospital has engineered a restructuring that puts it and seven rural clinics under one corporate umbrella.
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