Rural Health Solutions

Introducing COORS Rural Health Solutions:Rural_Healthcare1

All rural hospitals are unique.  For example, there are frontier, small and larger Critical Access Hospitals and each faces some common and some vastly different challenges –  Understanding this distinction, COORS has created our Rural Health Solutions team. This network of decades experienced community and rural healthcare experts includes practitioners who serve as a conduit in helping Boards and CEOs address the compelling issues facing their environment. COORS provides affordable management services dedicated to our rural customers.

COORS Rural Health Solutions help rural health providers and the communities they serve to achieve and maintain viable health systems and to cope more effectively with a complex and changing environment.

COORS has developed a team of experts that have a singular focus – Improving Rural Healthcare for our clients, their communities and patients. We consult with rural health providers and community leaders to design and develop rural health systems that meet the clinical needs of the community.

Our rural solutions include:

Executive Search
Interim Management Solutions
Health Information Technology

Board Evaluation & Board Education
CEO Evaluation & Succession Planning
C-Suite Mentoring & Coaching
Strategic & Operational Planning
Management Training, Education & Retreats
Quality/Productivity Assessment
Networking/Network Development


Health Information Technology

HIT is an area of dramatically increased importance for organizational effectiveness and community benefit. COORS provides critical services by working in conjunction with the organization’s HIT committee to achieve maximum effectiveness – these critical services include:

  • Review short and long term RHIT Strategic Plan and coordinate with overall organization’s strategic plan
  • Provide impartial evaluation of current HIT capabilities and opportunities
  • Identify needs in concert with client’s team
  • Hardware/software recommendations
  • Objective evaluation of vendors for needs identified
  • Work collaboratively with HIT committee


Board Evaluation & Education

The governing board has three primary responsibilities; fiduciary, hiring/evaluating the CEO to ensure day-to-day management of the organization and the quality of care which is delegated, not abdicated to the organized medical staff and reported regularly to the board.

COORS Services for Rural Hospital Boards:

  • Unbiased, independent evaluation of the board including a comprehensive review & analysis
  • Board Retreats from facilitation to complete organization of the event
  • Education of contemporary issues facing boards
  • SWOT Analysis—Strengths, Weaknesses Opportunities and Threats
  • Evaluation of board effectiveness by using various evaluation tools


CEO Evaluation & Succession Planning

COORS works in collaboration with the board of directors to develop a process that will evaluate the CEO’s performance and establish a method for measuring leadership effectiveness
COORS works with boards and CEOs to establish a succession plan process when a key executives leave planned , but is  is critically important when  the executive leaves unexpectedly.
Strategic & Operational Planning

  1. Establish strategic and operational planning process in a contemporary fashion and in concert with the Administration and the board in the form of a useful, multi-purpose, living document not primarily for the satisfying of external requirements.
  1. Budget development Meeting the financial needs of any organization will ensure its long term viability. By establishing a successful strategy, in addition to a budget that meets the salary, non-salary, and capital needs of the organization needs to be well projected and thought out; in addition, to monitoring key variances to normalize by year end.
  1. Service line development and expansion; in addition to maintaining the facility and the current equipment to be “state of the art” needs to be effectively evaluated and planned for when developing budgets.


Rural Facility Expertise- C-Suite Mentoring & Coaching

COORS can develop a custom-tailored C-Suite mentoring and coaching program for executives new to this level of responsibility.  It is not a program to manage the hospital in any way but to develop the executive by serving as a key advisor.


Management Training, Education & Retreats

  • Interim Leadership – When organizations, experience change in leadership, COORS works with organizations to determine interim leadership needs. COORS can provide the resources to organizations that are in need of interim leadership for 3-6 month time frames.
  • Management Training and Education – COORS provides various management training programs on-site for organizations on topics ranging from goals/objective setting to performance evaluation, communication & strategy.
  • Moderate Senior Leadership Team retreats – COORS promotes and conducts SLT retreats for senior leaders and makes it possible for the organization to independently carry on the process which, in future SLT retreats. COORS believes that senior leadership retreats should be conducted no less than semi-annually.


Quality/Productivity Assessment

Healthcare reform will be changing the way we evaluate pay for performance and having a well-defined quality assessment making the conversion to Value versus Volume is a major transition. Having a plan in place will ensure organizations are preparing for and meeting the expectations established by individual payors, state, federal, and other regulatory organizations. COORS works with organizations to develop processes and have initiatives in place to monitor and evaluate service, service outcomes, and quality of care outcomes compared to established standards.


Networking/Network Development

COORS provides the board and administration with various models of collaboration, networking, alliances, acquisition, merger, etc.  Additionally, COORS provides answers to common questions, e.g., what are our options? What models work best?  What happens if we don’t align? Can we stay independent, among many considerations of financial, legal, and organizational impact?