Certified Lactation Counselor (CLC) Training provided by The Center for Breastfeeding, Healthy Children’s Project, Inc. hosted by Regional West Medical Center in Scottsbluff, Nebraska

The Nebraska Department of Health and Human Services would like to offer scholarship opportunities to attend a Certified Lactation Counselor (CLC) Training provided by The Center for Breastfeeding, Healthy Children’s Project, Inc. hosted by Regional West Medical Center in Scottsbluff, Nebraska on Monday, August 17 through Friday, August 21, 2015. The focus of the Lactation Education Across Rural Nebraska is to increase availability of qualified CLC’s that demonstrate the adoption of a selected subset of criteria in support of breastfeeding.

Target audience for the CLC training will be Nebraska nursing professionals currently working with pregnant women, postpartum women, and or newborns in rural Nebraska birthing hospitals, offices, clinics, and health departments to assist with the establishment of breastfeeding, decreasing the percentage of infants receiving formula in the hospital, and exclusive breastfeeding for at least 6 months. The Center for Breastfeeding CLC training is a 5-day program that provides comprehensive breastfeeding management training and counseling skills that will promote breastfeeding in rural areas throughout Nebraska.

Special consideration will be given to those who fluently speak multiple languages.

Participants agree to participate in a yearlong evaluation project by providing baseline and quarterly surveys about breastfeeding activities. A baseline assessment will be completed with the application.

Responsibilities of the Selected Participants:

• Bring your own copy of the textbook: The Pocket Guide for Lactation Management, 2nd Edition by Karin Cadwell.
• Time commitment: This is a 5-day course Monday through Friday from 8:15 to 4:30 daily with 6 hours of assignments that must be completed during lunchtime or evenings. Each participant must attend all sessions and cannot miss more than a total of 15 minutes of class for the entire week, or else they will be ineligible to sit for the exam.
• Complete the certification exam.
• Participation in a yearlong evaluation – providing baseline and quarterly surveys about breastfeeding activities.
• Transportation / Hotel / Meals / Snacks on your own

Deadline for applications is by June 5, 2015. Selected Scholarship Participants will be notified the week of June 15, 2015.

Scholarship Application
Center for Breastfeeding flyer
Baseline Assessment
Academy of Lactation Policy & Practice Permission to Release Form

Send completed Application, Baseline Assessment, and Academy of Lactation Policy & Practice Permission to Release Form by mail, email, or fax to:
Jackie Moline, BSN, RN, CLC
Maternal / Infant Health Community Health Nurse, Sr.
301 Centennial Mall South
P.O. Box 95026
Lincoln, NE 68509
Fax: 402-471-7049

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Organizations address challenges with talent in rural areas, Medicaid cuts

Republished from here
Written by Michelle Leach for the Midlands Business Journal

By its very nature, serving rural populations poses unique challenges, which are being exacerbated by the likes of the closure of critical access hospitals around the country.
“The first big issue is, a lot of rural communities and a lot of rural hospitals , are seeing a decline in the number of patients and that results in a reduction of revenue and you ned revenue to operate.” said Nebraska Hospital Association Director of Communications Adrian Sanchez. “Under reform, reimbursement rates have been cut in an effort to reduce spending nationally and locally.”

Hospitals had very thin operating margins before the cuts, so Sanchez noted this hasn’t helped their financial statuses.

“Medicaid expansion would help to resolve the declining numbers.” Sanchez said. “I know we’ve tried to get teh goal line over the last couple of sessions without success, and those funds would help reduce the uncompensated care, bad dept and the amount of charity care.”

The NHA has been working with the state’s congressional delegation on bills, including the removal of the condition of requirement whereby a physician can certify a patient can reasonably be expected to be discharged or transferred within 96 hours and the “two midnight rule” (H.R. 3698, S. 2082), whereby inpatient or outpatient status is determined by if the doctor expects care to cross two midnights, at which time inpatient status is deemed appropriate.

When it comes to ways the NHA is addressing challenges, Sanchez highlighted participation in Hospital Engagement Networks, mentioning goals such as the reduction of falls, adverse drug events, pressure ulcers and surgical site infections and a reduction of readmissions by 20 percent from each hospital’s baseline rate.

“The NHA HEN has been successful in meeting seven of these goals and is working diligently in the other four areas; adverse drug events, SSIs (Supplemental security income), central-line associated blood stream infections and readmissions,” he said. “Information about the quality of care provided in the state is essential to demonstrating to the public the vale they receive for their health care dollar. The information also aids individual hospitals in establishing priorities for their quality improvement efforts.”

The NHA quality committee has established priorities for state quality initiatives, including peer-to-peer learning and sharing of best practices, public reporting, and use of existing data sources and collection of new data.

“The committee has also established its goals to achieve an early elective delivery rate of less than 2 percent and to reduce catheter-associated urinary tract infections by 25 percent from each hospital’s baseline.” he said

Nebraska Rural Health Association Executive Director John Roberts highlighted state association information, which noted that as many as 283 hospitals are on the verge of closure.

Its Rural Health Voices blog, by way of Roberts, notes CAHs represent 26 percent-plus of all community hospitals, but Medicare expenditures to CAHs are less than 5 percent of the Meidcare hospital budget.

“This article sums up what is currently happening to our rural hosptials.” he said

According to Roberts, the NeRHA is a nonprofit whose primary mission is to work for the improvement and preservation of the rural health in the state.

In recent years, the association reportedly surpassed 600 members, one of the 10 largest memberships of the 43 rural health associations despite boasting a much smaller population (at least 1.9 million fewer than the other nine states).

“NeRHA members come from every area of the state,” he said, including indviduals who provide, pay for, or plan for and who need quality services within reach – be it hospitals, doctor’s offices and clinics. “All…share a common belief that all Americans are entitled to access to quality, affordable, health care, regardless of where they live.”

Director of Operations with RehabVisions, Tracy Milius, addressed another challenge: recruiting therapists to rural locations.

“We work closely with teh therapy schools – Creighton University, University of Nebraska Medical Center, College of Saint Mary, Clarkson College, Methodist College – to provide support and clinical education to their students.” she said “This enables us to identify students who excel at the diverse skills that rural practice demands and also develop relationships with students from rural communities and who plan to return to those communities.”

“Quality” was addressed again, with Milius assuring the latest treatment techniques are available, as well as the intergration of therapists into each community whereby it provides services.

“This involvement and our relationships with physicians and other health care providers, help us understand the health care and rehabilitation needs and expectations in these communities.” she said adding that ints owners are also from rural Nebraska and “have always believed that people in smaller towns deserve the same quality healthcare as those in metro areas.”

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The Nebraska Rural Health Association Encourages Members to Celebrate National Rural Health Day

Nebraska Rural Health Association encourages its members to join us, and the National Organization of State Offices of Rural Health (NOSORH) and other state/national rural stakeholders to “Celebrate the Power of Rural” during the third annual National Rural Health Day celebration on Thursday, November 20, 2014.

NOSORH created National Rural Health Day as a way to showcase the good works of America’s 59.5 million rural citizens and promote the efforts of NOSORH, State Offices of Rural Health and others in addressing those concerns. “At the same time, National Rural Health Day gives us an opportunity to raise awareness of the unique healthcare issues being faced by rural citizens, particularly a lack of healthcare providers and affordability issues resulting from larger percentages of un-/underinsured citizens and greater out-of-pocket health costs, to name a few,” says NOSORH Director Teryl Eisinger. “And while the Affordable Care Act may make health care more affordable for rural Americans, it doesn’t necessarily make it more accessible – a lack of public transportation, fragile infrastructures, and geographic barriers also must be overcome in order to ensure that all rural safety net providers can adequately meet the basic healthcare needs of their residents.”

Events recognizing National Rural Health Day and “Celebrating the Power of Rural” are being planned throughout the nation. NeRHA is planning to mark the occasion by joining in on webinars offered by NOSORH and offering this short video showcasing why Nebraska loves rural:

National Rural Health Day 2014 – Nebraska from Taylor on Vimeo.

NeRHA supports rural citizens. The Nebraska Rural Health Association’s mission is to bring together diverse interests and provide a unified voice to promote and enhance the quality of rural health through leadership, advocacy, coalition building, education and communication. The Nebraska Rural Health Association’s vision is to be the leading advocate for improved health status of Rural Nebraskans

The Association works toward this vision by:

Identifying the health and health care issues of rural Nebraska.
Promoting public awareness and understanding of Nebraska’s rural health and health care problems.
Providing a forum for the exchange and distribution of ideas, information and research for the improvement of rural health care.
Developing and promoting solutions that improve rural health care programs at a local, state and national level.
Encouraging research and analysis of the rural health system in Nebraska.
Providing leadership in support of rural health care.
Supporting professional health education programs that focus on serving rural Nebraskans.
Serving as a link between Association members, consumers, providers, professionals, public officials and others interested in improving the health status of rural Nebraskans.

Additional information about National Rural Health Day can be found on the Web at www.celebratepowerofrural.org. To learn more about NOSORH, visit www.nosorh.org; to learn more about

Editors: Teryl Eisinger can be reached at (586) 739-9940 or teryle@nosorh.org; for additional information, please contact NOSORH Communications Coordinator Bill Hessert at (814) 231-1213 or billh@nosorh.org.

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Rural Implications of the Blueprints for State-Based Health Insurance Marketplaces

A September 2014 report from Rural Health Research & Policy Centers and rupri – Rural Policy Research Institute outlines the rural implication of the blueprints for state-based health insurance marketplaces.

Read the full report by clicking here

Some key findings:

  • State-based Marketplaces’ choice of service and rating areas has particular relevance to rural areas. Some states have few rating areas, effectively requiring carriers to include rural individuals in large risk pools with urban residents, while others allow insurers to vary premiums across a large number of geographic areas. Designs matter, average monthly premiums are higher in less densely populated areas.
  •  Few states have explicitly made rural representation a priority in their Marketplace governance structure. In some states rural areas are represented by board members serving as consumer representatives. In addition, rural residents are more likely to work for small employers, so states where small businesses are well represented on the board may be more likely to design policies
    that facilitate access to health insurance for rural individuals. Ongoing appointments to the boards of state-based Marketplaces will provide opportunities for evolution in board composition.
  •  States take different approaches to network adequacy requirements in rural areas. Rural residents may gain insurance but still lack access to health care if the networks offered by insurance plans in
    their markets do not include local providers. However, strict network adequacy standards may also discourage insurers from offering plans in rural areas, or drive up premiums for the plans that are offered. States have so far ensured that existing network adequacy requirements will apply to the Marketplace regulations, but have not used the creation of the Marketplace as an opportunity
    to dramatically modify network adequacy requirements.
  •  In rural areas, enrolling individuals in the Marketplace will be especially challenging, due to dispersed populations, varying rates of uninsurance, and varying receptiveness to the idea of purchasing health insurance through the Marketplace. The tools and approaches developed to reach large numbers of people quickly for the purpose of establishing large rating pools may result in approaches that work well in urban areas but are not effective in rural areas. State marketing campaigns and navigator and in-person assister programs can include specific elements tailored to
    rural circumstances, including a possible role for agents and brokers. States that measure their success in terms of local enrollment numbers, rather than a single aggregated figure, will be more aware of the relative success or failure of rural outreach.
  • Certification and oversight of qualified health plans (QHPs) are not conducted any differently for rural areas than for the state as a whole. Rural residents will benefit when states diligently review
    compliance with network adequacy requirements, since rural areas are most likely to experience circumstances that change availability of network providers, such as shortages, providers not agreeing to health plan contract terms, and plans leaving the market.
  • The design of the Small Business Health Options Program (SHOP) Marketplace is particularly important to rural residents, who are more likely to work for a small employer. SHOP participants
    may have greater access to health insurance options under an employee choice model in which employer contributions may be applied to any policy offered in the Marketplace. Options may also
    be greater in states with low minimum participation rates. However, in both instances, individuals may face higher premiums. Given that rural individuals already have limited insurance choices and higher premiums, this trade-off is a challenge for state policymakers.
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Advocacy Update from NRHA

Click the link to read this information: Rural Issues and the ACA-2014

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IT entrepreneurs rush into healthcare, but will human touch be missing?

By Darius Tahir
Posted: September 6, 2014 – 12:01 am ET
Original Article from ModernHealthcare, can be found here

A new health IT firm called Omada Health, which recently secured $23 million in startup financing, is working with people at risk of developing diabetes to help them head off the full-blown condition. The company’s executives say they can achieve better results through electronic-service delivery than other providers have gotten through traditional face-to-face encounters.

San Francisco-based Omada, founded in 2011, has its clients interact online with a personal coach and a peer group who try to influence the clients to reduce their weight. The program combines use of online chat rooms and lessons, phone calls and remote electronic monitoring. Weight loss is checked by a digital scale, which electronically transmits the data to Omada staff. Customers are either screened through a questionnaire or by a blood test to confirm prediabetic status.

Mike Payne, the company’s chief commercial officer and head of medical affairs, said Omada’s model can be disseminated more widely than bricks-and-mortar programs, is more flexible for participants and enables better data-based decisions.

The vision of providing better, faster, cheaper and more consumer-friendly healthcare is shared by many digital health and telehealth startups. Such health IT companies have received $2.3 billion in investment money the first half of this year, according to a report from digital health accelerator Rock Health. These entrepreneurs are seeking to take advantage of a number of trends in U.S. healthcare, including more consumer cost-sharing and greater accountability by healthcare providers for costs and outcomes. Still, shifting healthcare services to the digital realm involves new challenges in ensuring quality and appropriate utilization.

Technology companies are rushing into healthcare, often led by people with tech talent but little or no healthcare experience. For example, Grand Rounds provides second opinions and access to specialists. Its founder, Owen Tripp, previously co-founded Reputation.com, a site that helps users monitor and defend their online reputations.

There’s also Doctor on Demand, a startup that gives consumers access to medical consultations by video. Before taking an interest in healthcare, founder Adam Jackson co-founded a website called DriverSide.com, which helped consumers navigate the car-buying process. Doctor on Demand recently raised $21 million in venture capital.

These types of entrepreneurs are “easier to fund because they know what they’re doing,” said Dr. Bob Kocher, a venture capitalist with Venrock and a former healthcare adviser to the Obama administration. They know how to build a technology business, whereas people with solely healthcare backgrounds often don’t, he said.

Healthcare is increasingly attractive to tech entrepreneurs from outside the healthcare industry, said Omada’s Payne, who previously worked for Gilead Sciences, a biopharmaceutical firm. “There are a whole lot of folks who have been developers and managers at tech firms who have made their money and are looking for something different to do,” he said. They are thinking of “returning something to society in a more direct way.”

Some investors say the technological expertise and insights that tech outsiders bring to healthcare could change the industry. Stephen Kraus, a partner at Bessemer Venture Partners who focuses on healthcare, said entrepreneurs with tech backgrounds are flocking to healthcare to apply their technical skills, particularly in cloud computing.

Venture capitalist Vinod Khosla said tech types from outside healthcare have fewer preconceptions and are more likely to try radical approaches that lead to breakthroughs. Healthcare companies also are in need of tech experts to design the sophisticated interfaces that consumers have come to expect from digital products and services.

It’s clear that a growing number of Americans are receiving healthcare services through digital delivery models. A Deloitte report projects that there will be 75 million electronic health visits in North America this year. Similarly, a recent survey by HIMSS Analytics found that 22% of hospitals were looking to invest in webcams and two-way video for serving patients.

Another company capitalizing on the growth of telehealth is Boston-based American Well, founded in 2007. It offers healthcare providers and insurers an electronic platform enabling them to provide physician visits via video. American Well works with Ascension Health, WellPoint and the Veterans Affairs Department, among others.

Dr. Roy Schoenberg, American Well’s CEO, attributed the growth of his company to the boom in health plans with high deductibles and cost-sharing, prompting patients to seek out lower-cost providers. Video visits also mean greater convenience. On average, it’s a two-minute wait for a physician when logging onto American Well, company officials say.

But the shift to video requires a rethinking of how to conduct the visit, said Dr. Peter Antall, a pediatrician and president of Online Care Group, a telehealth-only practice that contracts with American Well. It “takes some creativity” to get around the inability to touch the patient or immediately order tests.

The difficulty of ordering tests during telehealth visits may reduce the use of tests. A January 2013 study in JAMA Internal Medicine found that in treating patients with sinusitis and urinary tract infections, doctors at the Pittsburgh-based UPMC health system who provided electronic visits ordered fewer tests than those seeing patients in the office.

On the other hand, the doctors doing e-visits ordered antibiotics at a higher rate. One of the study’s co-authors, Dr. Ateev Mehrotra, said in an interview that he worries about overuse of antibiotics in electronic visits.

Antall said his group recognizes this concern and audits its physicians’ prescribing patterns. In some ways, he said, the telehealth system allows his group to better control antibiotic use. For example, he noted, the group’s electronic health-record system blocks doctors from prescribing azithromycin to patients in geographical areas where there are high rates of resistance to the antibiotic.

Omada offers its services to employers, insurers and individual consumers, and hopes to serve hospitals and other providers in the future. Payment is partially based on outcomes, Payne said. For patients who lose 10% of body weight, the price might reach $800, while the typical client, who achieves approximately 5% of weight loss, pays about $493.

The company’s model aims to improve on the original diabetes prevention model pioneered by researchers from the Centers for Disease Control and Prevention. That model initially showed success in reducing body weight and incidence of diabetes. But the original program’s descendants, including programs at many YMCAs across the country, have not shown the same effectiveness. A recent meta-analysis showed only 2.4% weight loss after 12 months.

Omada’s team thinks its electronic model can do better. Patients don’t have to travel and can access the program when they most need it. “The moments they’re going to experience problems are at the restaurant, or the grocery store, or when they’re not going to the gym when they should,” Payne said. Omada users have called their coaches while they’re grocery shopping, for example.

The company’s use of data allows it to track the weight loss of individual clients and groups of clients in real time, and intervene quickly when things aren’t going well. And Omada can tweak its program and website based on real- time patient response. For example, in presenting diet recommendations, the company compared client responses to two different versions of its Web page to determine the best way to present a low-carbohydrate diet.

Still, some experts are skeptical of the effectiveness of programs like Omada’s. Richard Kahn, a professor of medicine at the University of North Carolina, argues that there’s little chance Omada’s digital approach to preventing diabetes in prediabetics can duplicate the effectiveness of the original model, which was resource-intensive. No study since has replicated those early results, he said, and he doubts digital tools will prove much more effective.

Dr. Aaron Carroll, a professor of pediatrics at Indiana University School of Medicine, criticized what he called “drift” in many diabetes prevention programs that target patients who aren’t necessarily prediabetic and therefore face lower risk of developing the condition.

Omada’s Payne acknowledged that while some of Omada’s corporate customers require that participants receive blood tests to confirm a diagnosis of prediabetes, most do not.

Yet Omada is undeterred. Payne said his company is looking at expanding its services to other conditions such as asthma, chronic obstructive pulmonary disease, depression and insomnia.

Despite the surge in health IT development, some observers caution that tech types may have trouble understanding healthcare. Dr. David Shaywitz, chief medical officer at the startup health IT firm DNAnexus, said that the typical 20-year-old coder, who probably has never needed any significant medical services, sees healthcare very differently than a person who has health issues and uses the system more frequently.

“There’s an emotional or empathic element to medicine that has escaped the reductionist tendency of Silicon Valley, and to the extent they don’t capture it they’re going to miss critical aspects of the problem to be solved,” he said.

Previous waves of tech interlopers have retreated after their healthcare innovations fizzled. For example, Google shuttered its personal health-record product in June 2011. But previous misfires aren’t likely to deter the tech community from trying again.

“Ultra-rationally,” Shaywitz said, it might make sense to stay clear of the difficult healthcare business. But that’s not in the spirit of Silicon Valley. “I think there’s a sense of possibility,” he said. “There’s an unreasonable hope, almost.”

Follow Darius Tahir on Twitter: @dariustahir

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TelePharm raises $2.5M for web-based telepharmacy platform

August 11, 2014 8:00 AM
Mark Sullivan
Originally published on VB News

There’s still a lot of work to be done to get the nation’s pharmacies, big and small, connected with each other and with patients. For rural pharmacies this connection can mean the difference between solvency and closure.

One Iowa City, Iowa-based startup TelePharm, has built a secure, proprietary tech platform that connects rural pharmacies to pharmacists in centralized locations.

The company, which was founded in 2012, has raised a $2.5 million funding round led by well-known medical tech venture capitalist John Pappajohn and Iowa state Board of Regents President Bruce Rastetter.

Case-Studies-on-TelehealthIn the past five years, scores of rural pharmacies have closed because of record low reimbursements from insurance companies coupled with the high cost of keeping a full-time pharmacist on staff. TelePharm can lower a pharmacy’s overhead considerably by using telepharmacy technology to eliminate the need for a full-time pharmacist.

The platform enables a central pharmacist located somewhere else (in a larger city, perhaps) to inspect and verify prescriptions that are being dispensed by technicians in a rural pharmacy. A privacy-compliant videoconferencing feature allows patients to get face-to-face consults with a pharmacist when needed, even from home.

TelePharm also includes patient scheduling, prescription, and workflow applications and can integrate with pharmacy management systems and electronic health records systems, the company says.

The platform is already connecting eight pharmacies in Iowa, Illinois, and Texas. TelePharm says it will use the new capital to grow its 10-person staff, scale up operations, and expand the number of remote services it offers through the platform.

“This funding will strengthen our position in the industry and allow us to continue making our product more efficient and effective for both patients and healthcare providers,” TelePharm CEO Roby Miller said in a statement.

MIller’s company also announced that it’s a part of San Francisco-based accelerator Rock Health’s stable of digital health startups.

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ICD-10 Resource for Rural, Critical Access Hospitals

Click here for the ICD-10 Resource for RHC and CAH

An Athens, Ga.-based health IT executive turned consultant has launched a free ICD-10 resource for rural and critical access hospitals.

Tyler Wallace, who took the leap from the corporate payroll to found the consultancy Small Jumps in 2013, launched Rural ICD-10 last month. The project was born rather serendipitously.

“I was ICD-10 project manager at a large health system, and when we acquired a Critical Access Hospital, it became my responsibility to prepare for ICD-10 there,” Wallace says. “By definition, it’s in the middle of nowhere, and I didn’t have the time or resources to get there. So I put this little packet together for the HIM director and said, ‘Here, implement this by these dates and you’ll be ready,’ and she said it was the greatest thing ever. I thought ‘That was easy, I’m just doing my job.’ So I thought, ‘What if I did this for more rural hospitals?’

“I ended up leaving the health system, and realized this was a good model to consult for rural hospitals. Instead of going on site like a traditional consulting model, I’m a remote consultant. It works really well, and I developed the project infrastructure for the nation’s largest rural ICD-10 collaborative. I was managing the ICD-10 project for 52 hospitals across five states.”

Ironically, it may have been the recent legislated delay in implementing ICD-10 that gave Wallace the time to launch the free resource site.

“We started in April 2013, the hospitals were killing it, and then the delay happened,” he says. “The hospitals would have been ready by October 2014, so I thought ‘Let’s put this on hold,’ and I began thinking ‘If I can help 50 hospitals, how can I help every rural hospital?’ So that’s what I began doing with Rural ICD-10, I was putting my knowledge out there so that maybe another rural hospital could benefit from it.”

The Rural ICD-10 site includes resources such as an online checklist and training videos. Wallace says the first two weeks the site was up he had 20 people hit the site each week, then he began promoting it on social media. By mid-July the site had 125 unique visitors. Wallace was hoping to double that each week and hit 1,000 unique visitors by the end of the month.

Though Wallace is competent in web development skills such as search engine optimization to help give the site more visibility, he is sanguine about his place in the overall HIT consulting landscape and how to leverage the site to everyone’s benefit.

“I’m not a big player,” he says. “Other industries use affiliate marketing. How this may grow, that’s the million-dollar question–well, the $100,000 question. I’m exploring different advertising options and hopefully it will feed into my consulting company. I just want to be a resource–there’s not a lot out there for rural hospitals transitioning to ICD-10.”

Of course, Wallace says the site may also hold something of value for large-system HIT executives grappling with the transition, too, but says “I had to choose a niche, and I know rural hospitals. So I started there.”

Article Source Here

Click here for the ICD-10 Resource for RHC and CAH

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The Compliance Team approved as RHC accrediting organization

Press Release
July 18, 2014
Spring House, PA
Nebraska Rural Health Association

The Compliance Team approved as RHC accrediting organization

The Centers for Medicare and Medicaid Services (CMS), Department of Health and Human Services, announced The Compliance Team (TCT) as a national accrediting organization for Rural Health Clinics (RHCs). This initial accreditation approval extends from July 18, 2014 through July 18, 2018.

CMS Administrator, Marilyn Travenner, explained that in order for a Rural Health Clinic to enter into an agreement with the Medicare program, the RHC must either be certified by a state survey agency, or demonstrate through accreditation by an approved national accrediting organization (AO) that they meet or exceed all applicable Medicare conditions.

The Compliance Team has accredited over a thousand providers in rural designated areas since 1998 when its series of Exemplary Provider® accreditation programs were first introduced. Its presence in rural America increased significantly starting in 2006 when The Compliance Team received CMS “deeming authority” to accredit all Part B DMEPOS providers.

“Now that we have CMS deeming authority for both Part A and Part B health care providers, The Compliance Team is the accreditation choice for Rural Health Care Providers”, noted Sandra Canally founder and President.

The Compliance Team offers accreditation in 11 different healthcare sectors including: Critical Access Hospital, Rural Health Clinic, Physician Practice, Immediate Care Clinic, Pharmacy Services (Community/ Specialty/ LTC/ Sterile & Non-sterile Compounding), DMEPOS, Sleep Care Management, Home Health (non-Medicare), Private Duty, Hospice (non-Medicare) and Ocularist.

The Compliance Team founder Sandra Cannally and clinical director Kate Hill are recognized as healthcare industry experts and frequent speakers at rural health conferences across the United States. The Compliance Team is a long standing NRHA Partner and rural health advocate.

For more information, please go to: TheComplianceTeam.org or call 215-654-9110.

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