Free Tool · Self-Assessment

Mobile Health Capability Assessment

Rate your program across five dimensions and get a visual capability assessment with resources targeted to your biggest gaps.

Step 1 of 5

Program Self-Assessment

Find the gaps in your mobile health program

Rate your program across five dimensions — Demand, Delivery, Revenue, Workforce, and Outcomes. Takes about 5 minutes. You'll get a visual capability assessment and a clear picture of which areas need the most attention.

5 pillars · 20 questions About 5 minutes Free · No login required

Pillar 1 of 5

Demand — Who needs services, and where

Rate how well your program has mapped community need and established the host site relationships that drive consistent deployment.

We have a documented community health needs assessment that identifies specific gaps our program addresses.

1 = No assessment exists · 5 = Formal CHNA completed and current

Not in place Partially done Fully in place

3 — Moderate

We have confirmed host site partnerships with signed agreements in place.

1 = No partnerships confirmed · 5 = Multiple sites with signed agreements

Not in place Partially done Fully in place

3 — Moderate

Our deployment schedule is driven by documented demand — we know who we're going to serve before we show up.

1 = We show up and hope people come · 5 = Data-driven schedule with pre-registration

Not in place Partially done Fully in place

3 — Moderate

We have a clear picture of how many people will attend each clinic before we deploy.

1 = We never know who's coming · 5 = Consistent pre-registration or confirmed attendance

Not in place Partially done Fully in place

3 — Moderate

Pillar 2 of 5

Delivery — How care reaches people

Rate how well your program coordinates care across modalities and how resilient your delivery infrastructure is in real-world conditions.

Our mobile unit is part of a coordinated care model — not a standalone vehicle.

1 = Vehicle only, no coordination · 5 = Fully integrated with CHWs, telehealth, and fixed-site referrals

Not in place Partially done Fully in place

3 — Moderate

We have reliable connectivity solutions for deployments in rural areas and inside buildings.

1 = We depend entirely on internet access · 5 = Offline-capable systems with backup connectivity

Not in place Partially done Fully in place

3 — Moderate

We have a defined referral process that connects patients to follow-up care after each deployment.

1 = No referral process · 5 = Documented referral pathways with follow-up tracking

Not in place Partially done Fully in place

3 — Moderate

Our clinical staff are appropriately credentialed and equipped to deliver care in mobile settings.

1 = No mobile-specific credentialing · 5 = Fully credentialed for all services offered

Not in place Partially done Fully in place

3 — Moderate

Pillar 3 of 5

Revenue — How the program sustains itself

Rate the maturity of your revenue infrastructure — billing, payer relationships, and diversification beyond grants.

We have billing infrastructure in place and are capturing reimbursement for services delivered.

1 = No billing / grant-only · 5 = Active billing across multiple payers from day one

Not in place Partially done Fully in place

3 — Moderate

We have active payer relationships — Medicaid, Medicare, commercial, or employer contracts.

1 = No payer relationships · 5 = Multiple active contracts generating consistent revenue

Not in place Partially done Fully in place

3 — Moderate

Our revenue is diversified — we are not dependent on a single grant or funding source.

1 = 100% grant-dependent · 5 = Diversified across grants, billing, contracts, and partnerships

Not in place Partially done Fully in place

3 — Moderate

We are exploring or have implemented service line expansion — immunizations, RPM, or additional services.

1 = Single service line only · 5 = Multiple service lines generating incremental revenue

Not in place Partially done Fully in place

3 — Moderate

Pillar 4 of 5

Workforce — Who delivers care

Rate how well your program manages staffing — scheduling, cross-training, credentialing, and retention.

We have a staffing model that accounts for mobile-specific requirements — travel, variable schedules, cross-training.

1 = No mobile-specific staffing model · 5 = Documented model with cross-training pathways

Not in place Partially done Fully in place

3 — Moderate

Our scheduling system allows us to know exactly who is staffing each deployment — without conflicts or errors.

1 = Shared spreadsheet / Google Doc · 5 = Dedicated scheduling system with no conflicts

Not in place Partially done Fully in place

3 — Moderate

We have cross-trained staff who can perform multiple functions on a deployment day.

1 = Highly specialized, no cross-training · 5 = Most staff cross-trained across core functions

Not in place Partially done Fully in place

3 — Moderate

We have a retention strategy for mobile health staff — including competitive compensation and career pathways.

1 = No retention strategy · 5 = Formal retention program with low turnover

Not in place Partially done Fully in place

3 — Moderate

Pillar 5 of 5

Outcomes — How the program proves its value

Rate how well your program documents, tracks, and reports on what it actually delivers — not just activity, but verified results.

We document every patient encounter in a format that supports billing and connects to the clinical record.

1 = Paper-only / no EHR · 5 = Full EHR documentation connected to HIE

Not in place Partially done Fully in place

3 — Moderate

We track referral completion — not just referrals made, but whether patients actually received the service.

1 = We track referrals sent only · 5 = Closed-loop tracking of every referral to verified completion

Not in place Partially done Fully in place

3 — Moderate

We have KPI dashboards we review regularly to track performance against targets.

1 = No KPIs or dashboards · 5 = Monthly dashboard review with trend analysis

Not in place Partially done Fully in place

3 — Moderate

We can demonstrate measurable impact to payers, funders, and community partners with documented outcomes data.

1 = Anecdotal only · 5 = Documented outcomes reports shared with external stakeholders

Not in place Partially done Fully in place

3 — Moderate

0% Overall Score

Score by pillar

What this means for your program

Demand —: Your demand foundation is solid. You're deploying where need is documented and host sites are confirmed. This is one of the most important things to get right — and you have.; You have some demand infrastructure in place but gaps remain. Programs that don't fully map demand before deploying often find themselves over- or under-staffed — and burning resources on deployments that underperform.; Demand is your most critical gap. Without documented need and confirmed host site partnerships, deployment becomes guesswork. This is where programs waste the most resources — showing up without knowing who's coming.
Delivery —: Your delivery model is working. You're not just deploying a vehicle — you're running a coordinated care system. The connectivity resilience you've built is particularly important for programs serving rural areas and schools.; Your delivery model has functional elements but connectivity gaps or coordination gaps are limiting your impact. In rural areas and inside school buildings, unreliable internet will break systems that depend on it.; Delivery infrastructure is a significant gap. The vehicle is the smallest part of the problem. Without coordination, referral pathways, and offline-capable systems, even well-resourced programs struggle to deliver consistent care.
Revenue —: Your revenue infrastructure is mature. Diversified funding, active payer relationships, and billing from day one put you in the minority of mobile programs. This is what sustainability actually looks like.; You have revenue coming in but significant opportunity remains uncaptured. Programs that are partially billing but haven't diversified are still one grant cycle away from a funding gap.; Revenue is your highest-risk gap. Programs that launch without billing infrastructure leave significant money on the table — sometimes for years. We lost tens of thousands of dollars in our first two years for exactly this reason.
Workforce —: Your workforce model is a strength. Cross-trained staff, reliable scheduling, and a retention strategy are what keep mobile programs running when things get hard. Most programs never build this.; Workforce infrastructure is partially in place but scheduling gaps or cross-training gaps are creating operational risk. A scheduling system where people type over each other's entries is not a minor inconvenience — it costs deployments.; Workforce is a critical operational gap. Without cross-training, reliable scheduling infrastructure, and a retention strategy, mobile programs are one staff departure away from a cancelled clinic. This needs to be addressed before scale.
Outcomes —: Your outcomes infrastructure is strong. Closed-loop referral tracking, KPI dashboards, and documented impact give you the evidence base to make the case to payers and funders. This is what enables value-based contracting.; You're tracking some outcomes but gaps in documentation or referral completion tracking are limiting your ability to make a strong case to payers. The difference between "we sent a referral" and "we verified it was completed" is significant.; Outcomes documentation is a foundational gap. Without verified service delivery data, you cannot make a credible case to a payer, build a grant renewal application on demonstrated impact, or know whether your program is actually working.

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