HJAR Nov/Dec 2025

RURAL HEALTHCARE Priorities for Action: A Shared Responsibility Ensuring that rural hospitals remain strong and sustainable will require coordi- nated action around five priorities: 1. Universal Recognition of Rural Hospital Designations • Action: CAH and Rural Emergency Hospital (REH) status must be con- sistently recognized across all public and private payers. • Stakeholders: CMS, private insur- ers, and state regulators must ensure timely recognition and predictable reimbursement. 2. Streamlined Regulatory and Administrative Processes • Action: Eliminate unnecessary delays in CAH/REH designation, provider enrollment, credentialing, and other administrative requirements. • Stakeholders: Policymakers should cut red tape, payers should stan- dardize and streamline enrollment processes, and hospitals must main- tain compliance and advocate for efficiency. 3. Strategic Investment in Infrastructure • Action: Invest in physical and digital infrastructure — modern facilities, broadband, telehealth capabilities, and workforce-supportive systems. • Stakeholders: Federal and state gov- ernments, as well as philanthropic partners, can provide funding and resources; hospitals must plan and implement projects effectively. 4. Value-Driven Reimbursement Models • Action: Develop payment structures that reward prevention, early inter- vention, and programs that address social determinants of health. • Stakeholders: Payers, legislative part- ners, regulators, and hospitals must work together to innovate and imple- ment models that reduce costs while improving outcomes. This transi- tion should follow a strategic, phased approach to avoid financial instabil- ity as the system evolves toward a more effective and sustainable care delivery model. 5. Robust Partnerships and Philanthropic Engagement • Action: Foster cross-sector collabo- ration to support innovation, work- force development, and programs addressing social determinants. • Stakeholders: Philanthropic and pri- vate partners can provide catalytic investment; hospitals must coordi- nate and lead initiatives. A Forward-Looking Vision The choices we make today will shape the future of rural Arkansas — and rural America. By coming together across indus- try, government, philanthropy, and health- care systems, we can transform today’s challenges into tomorrow’s opportunities. Whether you are a policymaker, payer, pro- vider, or community leader, your engage- ment is essential. Together, we can build a resilient, equitable healthcare system that keeps families rooted, communities thriv- ing, and care close to home. At Mena Regional, we remain committed to this vision. We believe that rural health- care is not a relic of the past — it is a corner- stone of our future. With aligned reimburse- ment, reduced administrative burdens, and strategic investment in infrastructure and innovation, we can ensure that the heartbeat of rural Arkansas continues for generations to come. n Michael Wood, DPT, is chief executive officer of Mena Regional Health System, a critical access hospital serving the healthcare needs of western Arkansas and eastern Oklahoma. He earned a doctorate in physical therapy at the University of Central Arkansas. He serves on several boards and committees, including the Arkansas Rural Health Partnership and Arkansas Hospital Association committees and the boards of Revitalize Mena, Inc. and the University of Arkansas Rich Mountain Board of Visitors.