Non-star states: CA, WY, AR
Non-star states: CA, WY, AR
Community Paramedic
Ketchikan Fire Department Mobile Integrated Healthcare
Ketchikan, Alaska
Benjamin Watson has been instrumental in developing and growing the City of Ketchikan’s Mobile Integrated Healthcare (MIH) Program. His dedication has increased access to healthcare for underserved residents and given hope to the community.
I manage the day-to-day operations of the Ketchikan Fire Department’s MIH Program, which serves underserved populations, such as older adults, homebound, uninsured, and unhoused. We act as a gap-fill service, working alongside existing organizations rather than duplicating efforts. By partnering with first responders and primary care providers, we’ve improved patient outcomes, reduced hospital readmissions, and decreased emergency service use. We’ve reduced call volume from enrolled “High Utilizer” patients by over 80% and reduced the number of “High Utilizer” patients by over half. Beyond patient care, our MIH team provides free naloxone distribution and training, teaches classes to high school students interested in healthcare or public service, conducts outreach with people experiencing homelessness, and secures funding for lifesaving equipment.
The small daily reminders of the important work we do mean the most to me. Driving by a bus stop where a patient no longer sits in pain after entering assisted living, seeing someone in recovery working at a job we helped them get, bumping into a patient who once couldn’t remember her own name but now smiles from ear to ear—these moments aren’t always quantifiable, but they give me purpose.
One of our most significant barriers was the inability to contact or locate unhoused patients. In partnership with the Salvation Army and Public Health, we host a weekly clinic where patients can find us without an appointment or healthcare coverage. We’ve enrolled 127 patients, many experiencing homelessness or substance use disorders. The clinic helps prevent ER visits by catching concerns early, reducing call volume and costs.
When I was 14, I was diagnosed with non-Hodgkin’s B-cell lymphoma. Throughout my youth, I worked in the nonprofit sector and founded a pediatric cancer nonprofit of my own—The Benji Watson Cancer Foundation. In 2019, I worked in Ketchikan as a seasonal guide and loved every second of it. After some time in Florida, I knew I wanted to return.
The community I have gotten to know is resilient, resourceful, and comes together in times of need. Witnessing the response to Ketchikan’s landslide last year solidified my belief that this close-knit rural community can perform miracles when we work together.
We worked closely with the Office of Rural Health when securing the grants that funded our program and still collaborate today. Without their guidance, we wouldn’t be able to do the work that we do.
Community Relations, Development, Emergency Preparedness, State Rep
Southeast Colorado Hospital and Long-Term Care Center
Springfield, Colorado
Steve Sanchez is Colorado’s Community Star because of his consistent commitment to rural healthcare systems and his dedicated service to his community. With more than seven years in the medical profession, following 32 successful years in educational leadership and college teaching, Steve brings a wealth of knowledge and experience to his work.
I work at the not-for-profit Southeast Colorado Hospital District and Long-Term Care Center (SECHD), serving as community relations director, development director, emergency preparedness director, and state and federal liaison. My role is one of service, and I am actively involved at both the state and local levels, including testifying on the Senate and House floors of the Capitol on hospital-related issues.
I believe in listening and responding to meet the needs of our service area. We continually brainstorm strategies for improved services, focusing on ways to reduce isolation and help new parents and caregivers feel supported. We understand that resources must be inclusive and welcoming to people of different backgrounds, cultures, languages, and needs. At SECHD, we have a passion for serving all and specialize in caring for the aged, low-income, underserved, underrepresented, and diverse populations of Southeast Colorado. As a small rural hospital, we provide a wide range of services and do everything possible to meet the medical needs of our community — and the work pays off in better health.
SECHD has recently partnered with the Colorado Department of Public Health and Environment and others to develop diabetes classes, outreach specialty clinics, and a Cardio-Pulmonary Rehabilitation program for our high-needs population. These services improve access to care and diagnostic testing for older residents, often of lower economic means, in a four-county area with high chronic disease rates. To reduce travel burdens, we bring in outreach providers whenever possible. We have also started a Senior Life Solutions behavioral health program to support the growing needs of our elderly population.
The ‘Power of Rural’ holds deep meaning to me. I grew up and was educated in Buena Vista, Colorado, and received a top-notch rural education that gave me a strong foundation to serve others. The Power of Rural is true and dear to our hospital and me.
Our Colorado Rural Health Organizations are like family to our small rural nonprofit hospital. I have nothing but praise and gratitude for the work that the National and State entities do to benefit rural medicine and practice.
Meir Gelley is Delaware’s Community Star because of his remarkable dedication to creating services for the aging population and his impact on rural areas of Kent and Sussex County. A humble and effective leader, his tireless efforts in promoting rural healthcare access and wellness initiatives for older adults are inspiring. Whether taking a risk on a start-up service new to rural Delaware or daring to launch a new program to reach home-bound, high-need older adults, Meir embodies the spirit and drive of entrepreneurial innovation.
As CEO and Developer of Milford Wellness Village (MWV), I bring 34 years of experience managing healthcare facilities. My company, Nationwide Healthcare Services, is a progressive management company of skilled nursing and rehabilitation centers, with seven facilities and one Program of All-Inclusive Care for the Elderly (PACE) organization. Nationwide has earned recognition for Person-Centered Care and as a Best Employer. Its mission is to help older adults live happy, healthy, purposeful lives in a safe, clean, and pleasant environment. Extending this expertise beyond nursing facilities into the broader community became a driving force to serve rural Delaware.
MWV was born from the concept of “Wellness Villages,” which systematically transform unused hospital campuses into mixed-use facilities that continue to provide community benefit. This model sits at the intersection of neighborhood planning and community health, where services such as primary care, workforce development, and programs addressing social determinants of health improve well-being while fostering economic growth.
The empty hospital campus in Milford was refurbished into a community service hub, preventing the expansive downtown building and grounds from becoming a symbol of neglect. Since 2020, the space has been nearly occupied with an array of senior-focused services, including a skilled nursing facility, aquatic therapy, PACE, an FQHC site, behavioral health, and more. On-site organizations employ more than 600 individuals. The goal is to reinvent the future of community, particularly for residents aging in place in rural Delaware.
MWV’s success stems from strong partnerships. Collaboration with La Red Health Center has provided medical home placements, behavioral health, and dental care for high-need older adults. Work with Delaware State University is expanding the rural workforce with enhanced geriatric knowledge. Day-to-day partnerships with community-based organizations, from senior centers to transportation and housing providers, ensure programs meet essential needs across southern Delaware. By working with key stakeholders and communities, we build needed services that are non-duplicative and add enormous value.
To me, that phrase captures the essence of close-knit, hard-working relationships that address the greater good. It is symbolic of strength, community, and determination.
Clinical Associate Professor
Dr. Weaver has more than 40 years of experience as a Nurse Practitioner, with clinical work spanning rural, urban, and correctional health care. She brings her passion for patient care to academia, grounding students in the “real world” and encouraging them to engage with rural issues and projects. Dr. Weaver also serves as President of the Idaho Rural Health Association (IRHA), where she is an outspoken advocate for the health of rural Idahoans.
I’m serving my second term as President of the IRHA and have been a board member since 2018. In both my role as a nursing faculty member and as an IRHA leader, my focus has been to give a voice to rural communities – their challenges as well as their triumphs. To amplify those voices more broadly, a colleague and I created a podcast highlighting rural people and places. Our goal is to bring rural into your home, vehicle, and life – especially if you haven’t had the chance to experience it yourself.
As a faculty member, I encourage nurse practitioner students to complete rotations in rural areas and to partner with communities on opportunities for problem-solving and change. I teach them that the best way to experience rural communities is to go there, talk with people, and listen with an open heart and mind. Helping students understand the uniqueness of rural areas – and the joys of wide-open spaces – fills my heart. I’ve learned that passion for rural health begins with those who live it, and it becomes contagious if one simply gives it a chance.
When I first arrived in my community, I experienced the suspicion that comes with being the new person in town. On my very first day in the clinic, the community matriarch came in as my last patient. When I asked how I could help, she replied, “I am here to check you out.” I pulled up a chair, and we sat in that exam room and just chatted for nearly an hour. At the end of the visit, I walked her out with her arm in mine, and she stated, “We’re gonna keep you.” I look forward to going to work every day – not many people can say that. I believe it’s the rural mindset that I appreciate the most. The biggest lesson I’ve learned is that trust must be earned. One cannot simply arrive in a rural community and expect it.
The “Power of Rural” lies in the hardworking people who put food on the table for this country. If rural people in rural places could come together with one voice, I believe rural people could change not only this country but the world.
Rick Ash has spent more than 30 years dedicated to strengthening Minnesota’s rural health system. He has served as CEO at multiple critical access hospitals, guiding organizations through major shifts in state and national health reform, the challenges of a global pandemic, and advances in care delivery technology. Keeping care local has always been a priority throughout Rick’s service to rural communities. He is an active community member, serves on many advisory committees, and is a long-time board member with the Minnesota Rural Health Association, working to ensure health policy issues have rural solutions.
Since 2015, I have served as President and CEO of United Hospital District (UHD), an independent Critical Access Hospital dedicated to advancing rural health care. We believe healthcare is a community endeavor—shaped by listening to our patients, engaging community members in planning, and investing in services that reflect their priorities. UHD is the only 24/7 Emergency Department within 20 miles and the only facility within 50 miles offering obstetric care. To strengthen care close to home, we have expanded surgical and specialty services, introduced robot-assisted surgery, grown telehealth programs, and modernized facilities. These efforts ensure essential care remains local for families.
I am a founding member of the Headwaters High Value Network (HHVN), a network of 17 independent rural hospitals across Minnesota. Together, we’re building a model that strengthens quality, improves patient outcomes, reduces costs, and helps ensure the long-term viability of rural hospitals. By sharing best practices, developing shared services, increasing purchasing power, lowering costs, and expanding access, we’re tackling challenges that can be overwhelming for small hospitals working alone.
UHD is a Level IV Trauma Center and a certified Acute Stroke Ready Hospital. Through our partnership with Allina Health Minneapolis Heart Institute, we provide TeleStroke services that connect patients with a stroke neurologist in real time, working directly alongside our care team. This immediate access to specialized expertise ensures UHD patients receive high-quality stroke care without losing critical time.
I grew up on a dairy farm and have spent my entire life in rural communities. My passion has always been ensuring that rural communities have the same high-quality health care as any urban center. I know that every decision, every provider recruited, and every service added has a direct and tangible impact on neighbors, friends, and families I know personally.
The “Power of Rural” is the resilience, creativity, and deep-rooted commitment that rural communities bring to every challenge. It’s about turning geographic distance into an advantage—where our closeness as a community becomes our strength in providing care that is both high-tech and deeply personal.
The Mississippi Access Group Network – Health Center Controlled Network (MAGnet-HCCN) fosters collaboration among Mississippi’s community health centers. Consisting of five centers, its mission is to strengthen access, quality, and efficiency while reducing health disparities. The network helps members act collectively as a statewide system of comprehensive primary care providers committed to high-quality care and effective coordination.
MAGnet-HCCN envisions a healthier Mississippi where integrated health systems empower rural and underserved communities to thrive. We leverage health information technology to streamline care delivery and data management, promote evidence-based practices, and build sustainable programs tailored to local community needs. Each partner health center identifies priorities such as diabetes, obesity, or hypertension, recruits participants, and delivers interventions aligned with community schedules and capacity. To overcome barriers like transportation, food access, and literacy, centers provide rides, mobile units, education, and fresh produce. Community engagement drives this model, with outreach, wellness events, and feedback forums ensuring programs reflect local voices and values.
A rewarding accomplishment has been forging partnerships that expand resources for communities. For example, one partner health center revitalized a community walking track, now a hub for exercise and connection. Equally meaningful has been helping health centers achieve sustainability beyond grant funding through capacity-building and guidance on diverse funding strategies – empowering them to sustain and grow initiatives long after programs end.
In response to the rising burden of chronic disease in rural Mississippi, MAGnet-HCCN launched the Community Health Program—an innovative, multi-site initiative addressing both clinical conditions and social drivers of health. Instead of a one-size-fits-all model, the program empowered ten health centers to set priorities, recruit participants, and implement culturally responsive interventions. Each center tracked health indicators, and the results were compelling: improvements in blood pressure, cardiovascular risk, glucose levels, and diabetes control, with more than 75% of participants achieving weight loss. This community-led approach improved outcomes and strengthened local engagement and ownership.
We see rural health not as a barrier, but as a catalyst for community-centered solutions. We celebrate collaboration and local leadership by engaging residents through health events, feedback forums, and preventive education, ensuring our work reflects the strengths and values of the communities we serve.
For more than 30 years, Lori Minert has dedicated her career to Pender Community Hospital (PCH) and the community she calls home. In addition to a passion for rural health advocacy and volunteer work with the Pender Rescue Department, she also helped launch Thriftique, a local thrift store that has given back more than $500,000 to the community. In a town of just 1,000 people—on the edge of the Omaha Nation Reservation in a county with one of the highest poverty rates in Nebraska—Lori’s impact is felt every day.
I currently serve as the Director of Rural Health Clinics (RHCs) and am part of PCH’s senior leadership team, overseeing hospital, clinic, pharmacy, child development, and assisted living operations. With four RHCs—two operating five days a week—we’ve significantly reduced the need for patients to travel long distances for care.
Personally, I volunteer as an EMT and a firefighter, serve on Pender’s Beautification Committee, and remain active in my church. As an organization, we engage with the community in many ways—handing out free popcorn at local ball games, organizing drive-thru vaccine clinics in surrounding towns, or walking in local parades. These efforts reflect our mission to support health and well-being both inside and outside clinic walls.
One of the most rewarding accomplishments has been consistently receiving positive employee satisfaction feedback. I care deeply about the work we do and the people who make it all happen. Another highlight was receiving the Outstanding Rural Health Achievement Award from the Nebraska Rural Health Association – an incredible honor that reflects the dedication and teamwork that go into making a difference every day.
I grew up in a rural community, went to college in the city, and returned to rural Nebraska to raise my family. When I became a volunteer EMT, I discovered my love for health care and helping people. I’m passionate about ensuring rural communities have high-quality and compassionate health care.
The “Power of Rural” is deeply personal—it’s about the values I see in rural life, like hard work, kindness, and a genuine sense of belonging. It’s where people come together because they care about each other’s success and well-being, creating a foundation for hope and progress that inspires beyond rural borders.
Our clinic was among the first RHCs in Nebraska, and we’ve relied heavily on the State Office’s resources and guidance. Our partnership with them has been crucial in expanding our clinics and supporting the growth of rural health services across the state.
Chief Executive Officer
Albuquerque Health Care for the Homeless, Inc.
Albuquerque, New Mexico
Jennifer Metzler is New Mexico’s Community Star for her remarkable dedication and impact on the homeless community. As CEO of Albuquerque Health Care for the Homeless (AHCH), she has led the development of innovative programs, including Medical Respite, which provides essential healthcare services and resources to underserved and unhoused individuals. Jennifer’s compassion, vision, and commitment to service inspire her team and community alike, embodying the true spirit of this recognition.
AHCH is the only health center serving exclusively people experiencing homelessness in Albuquerque and Bernalillo County. As a Health Care for the Homeless (330-h) special population provider, we face barriers to care and circumstances that mirror many of the challenges in rural health. Our approach is proactive and agile: we take services beyond the clinic to the streets, shelters, and other places people live; we help people navigate systems not designed for their circumstances; we collaborate extensively to extend our impact; and we advance strong policy and grassroots advocacy to address the structural issues that create and perpetuate homelessness.
I go to work every day knowing I work with extraordinary people who set aside hubris and work together for what matters. It is a joy to see teams from all disciplines deliver care in unconventional settings—in the streets, shelters, and open spaces—in innovative ways that achieve measurable impact. Seeing someone we first met “sleeping rough” become housed, remain housed, have a medical home, access benefits, and connect to the community in meaningful ways is remarkably rewarding.
We recently launched a Medical Respite Collaborative to provide post-hospital care for people without homes who need continued recovery. After years of planning with four local partners—through needs assessments, model development, and process agreements—we opened a new site supported by a Medicaid pilot through New Mexico’s 1115 waiver. Everyone served in the program receives housing resources or vouchers to ensure they exit to stable housing, not back to the streets.
We’ve had a strong partnership with our State Office for decades. They understand the state’s needs, are fiercely committed to the cause, and have been accessible, trusted mentors. We’re fortunate to have their support.
Richard Merchant leads efforts across northern and central New York to strengthen the healthcare workforce. Through his work directing Area Health Education Centers (AHECs), he enhances care in rural communities through health career exploration, continuing education, clinical training, and partnerships that address community needs. Richard’s deep commitment to ensuring access to care in rural New York makes him a true Community Star.
Health WorkForce New York is a nonprofit workforce development organization that operates three AHECs and provides digital tools and services for healthcare stakeholders. As past President of the New York State Association for Rural Health, I ensure our work remains focused on rural workforce and access challenges. Trained in Medical Anthropology, I lead our organization in developing practices that prioritize understanding rural communities before introducing workforce solutions. We work toward a stronger rural healthcare system by reducing barriers to training, graduation, and mentorship for individuals from rural and underserved populations. In partnership with local stakeholders, we co-design assessments, support services, and career-readiness tools delivered through accessible digital platforms. This approach embeds community priorities into pipeline and challenges assumptions about who belongs in the healthcare workforce.
During the height of COVID-19 in 2021, a local nursing home faced a critical staffing shortage. Within three days, we launched a community engagement campaign with a digital portal for donations and volunteer applications. In just one week, applications rose 600% and essential services were restored, ensuring residents received the care they needed.
A unique program is the Rural Immersion Program, where small cohorts of medical or health professions students spend a week immersed in a rural community. Students engage with the hospital, EMS, public health, schools, and local organizations, then present findings back to residents and key leaders. Many leave with a new interest in practicing in a rural community. The program has grown from a pilot in Star Lake to numerous sites across the state.
In 2020, I convened colleagues across the state to create the Health Workforce Collaborative, a digital platform connecting educators, employers, students, and workforce stakeholders to resources, data, and opportunities. Supported by over a dozen philanthropic organizations, it has since engaged hundreds of institutions and thousands of students and workers, significantly strengthening New York’s healthcare pipeline.
I was born and raised in a rural community and have worked most of my career in one. As I age, I feel increasingly compelled to care for those in my community and other communities like it. I have and will always stand at the ready to create innovative solutions to ensure that our community members have access to the care they need.
Nick Chuquín leads Riverside Shore Memorial Hospital (RSMH), where his leadership has strengthened healthcare delivery across Virginia’s Eastern Shore. Through innovative service expansion and a deep commitment to community well-being, he has improved access to care for rural residents. Nick is a steadfast advocate for rural health statewide—lending his voice to key policy discussions and championing initiatives that uplift underserved populations across the Commonwealth. His vision, dedication, and tireless service make him a true Community Star.
Without our hospital, patients would struggle to get the care they need close to home. The next closest hospital and specialists are over 90 minutes away and across a 19-mile-long bridge with a $20 toll. Riverside has increased the number of providers on the Eastern Shore, built a state-of-the-art hospital, and is planning a Family Medicine Rural Residency to address recruiting challenges in primary care.
While many community hospitals have closed their labor and delivery units, Riverside committed to maintaining this essential service. After losing a partner who provided pediatric nursery coverage, I worked to ensure obstetric services remained in our community. Today, we employ four OB/GYNs and a midwife, a neonatologist, and a pediatrician to provide nursery coverage. We’re also recruiting outpatient pediatricians to further strengthen care for families.
In 2023, we partnered with the Virginia Institute for Spaceflight and Autonomy, Drone Up, and the Accomack Northampton Planning District Commission to launch a drone delivery project. This initiative enabled delivery of medications and supplies to patients within two miles of the hospital and up to 16 miles away on Tangier Island, in the middle of Chesapeake Bay. Drones also returned with patient lab samples, reducing wait times for test results from more than a week to just a few hours.
RSMH and ESVA Housing Mission launched the Healthy Homes Initiative, a collaboration to improve living conditions for low-income residents in Accomack and Northampton counties. The program helps residents remain safely in their homes, reduces fall risks and other health concerns, increases access to wellness services, and lowers hospital visits. Just one year in, the partnership has already supported many projects, like building ramps at patients’ homes, that improve the quality of life for residents.
I grew up in a rural community and saw how limited access to care can impact families. Rural health is uniquely challenging – you wear many hats, build deep relationships, and learn to be resourceful. This work motivates me because I know I can make a real difference in the lives of the people in my community.
Elise Cutter is a visionary leader who has strengthened Island Health through innovation, workforce development, and community engagement. She has built a values-based culture rooted in pride and purpose, while continuing to invest in clinical excellence and infrastructure despite the challenges common to rural hospitals. Under her leadership, the hospital has relocated and modernized the helipad, secured the emergency department, implemented advanced technology, and launched a groundbreaking partnership with the Anacortes Family Center and the City of Anacortes that ensures healthcare access for those most vulnerable in the community. Elise’s collaborative spirit and commitment to rural health make her a true Star in Washington.
I am the CEO of Island Health, an independent rural public hospital district in Anacortes, Washington. I have served as CEO for four years and have worked at the organization for over 20 years. Together with our leadership team and Board, I review patient feedback, and community needs to guide how we serve the community.
Island Health recently implemented the latest da Vinci surgical robot to expand access to advanced care and support staff recruitment. Funding came through a combination of congressionally directed funds and our Island Health Foundation. Staff trained together to launch the program, which now offers robotic surgery in general, urologic, and gynecologic cases—ensuring patients can receive state-of-the-art surgical care close to home.
We set out to strengthen provider recruitment and retention to expand access to care. By overhauling our recruitment process, enhancing onboarding, refreshing our brand/website, and showcasing staff testimonials, we highlighted why our community is an ideal place to live and practice. Over the past three years, we’ve welcomed more than 30 new physicians and expanded services across multiple departments.
Through the Community Paramedicine Program (CPP), Island Health social workers, providers, and staff partner with community paramedics to check on patients at home—assisting more than 100 patients last year with complex medical issues and other needs. We also partner with the Anacortes Family Center (AFC), which supports families experiencing homelessness – by offering weekly primary care visits. This access helps families address health concerns early, receive preventive care, and build relationships with providers. Additionally, over the past year, we’ve worked closely with our State Office of Rural Health on our possible transition to Critical Access Hospital (CAH) status. They’ve been instrumental in guiding us through the process and supportive of our petition to federal legislators to make this change.
When my husband and I relocated to Anacortes, I joined Island Health as a Financial Analyst and was hooked. I was immediately struck by the organization’s clear purpose to serve the healthcare needs of our rural community. This is what drives me. This is what I fight for each day.
With a mission that extends beyond traditional hospital care, Roane General Hospital (RGH) focuses on prevention, wellness, and addressing the social determinants of health. Its programs, including the innovative Prescription for Your Health Initiative, are helping reshape healthcare delivery in a region facing some of the toughest health challenges in the nation.
RGH is a mission-focused, independent Critical Access Hospital serving Roane County and surrounding rural communities. Guided by the Community Health Needs Assessment, RGH strategically engages the community to address identified needs. Initiatives include free medical transport, access to specialists, and creating a community health and education center. RGH also supports student rotations across multiple disciplines, exposing future healthcare providers to rural practice and promoting workforce sustainability.
In 2020, the hospital board expanded its mission to emphasize improving community health while also planning a major renovation that added a larger fitness center, therapy space, pool, walking trail, and healthy café. Together, these updates gave rise to Prescription for Your Health (P4YH)—an innovative, medically driven, no-cost program designed to shift care in a socioeconomically challenged community from managing chronic disease to promoting health and wellness, and to help break the cycle of generational illness.
The program is open to any patient interested in improving their health, as well as community members referred by their primary care provider (PCP). Each participant begins with their PCP, who offers medical oversight and helps develop a personal care plan with goals, preventive screenings, and wellness checks. Health coaches and fitness trainers then support participants with health education, individualized fitness plans, and ongoing motivation. Participants also receive free access to the fitness center and group classes.
A grant-funded Food is Medicine component was added later, providing year-round access to healthy foods. RGH partners with West Virginia University’s (WVU) School of Public Health to scientifically validate program data to ensure credible and scalable outcomes. The results speak for themselves: participants reduced hemoglobin A1C by 8.2%, lost a combined 165 pounds, and saw measurable improvements in key biometrics.
RGH takes pride in being one of the few independent healthcare facilities in West Virginia. A highlight is the P4YH Program, which shapes life outcomes and strengthens the resilience of the community.
Much of RGH’s success comes from collaboration. Its partnership with WVU brings specialty services such as oncology, pulmonology, stroke care, and neurosurgery close to home.
Alan O’Neil has dedicated himself to strengthening Unity Medical Center (UMC) and the rural community it serves. During his tenure as CEO, UMC has grown with a new emergency department, surgery center, and rural medical education center, as well as the addition of a Da Vinci robot—the only one in a Critical Access Hospital in North Dakota. These advancements have expanded care options close to home, created jobs, and earned UMC recognition as one of Modern Healthcare’s Best Places to Work for four consecutive years. Known for his forward-thinking leadership, Alan cares deeply for his team and for ensuring high-quality healthcare remains accessible in rural North Dakota.
I have been in healthcare administration for nearly 40 years. I spent 12 years in Fairbanks, Alaska, at the community hospital with the largest rural service area in the country, and for the past 11 years, I’ve led UMC as CEO. I’m a member of the North Dakota Hospital Association and the American College of Healthcare Executives, and I serve on the Region 6 Policy Board for the American Hospital Association, advocating nationally for rural health. At UMC, our focus on strengthening operations and expanding services allows patients to receive the same specialty care close to home that they would find at larger hospitals. By combining strategic vision with a deep understanding of rural communities’ unique needs, we’ve made a lasting difference in the health and well-being of those we serve.
I have worked closely with North Dakota legislators, the U.S. Department of Veterans Affairs, and colleagues nationwide to support a program that would allow rural Veterans to receive care in Critical Access Hospitals without prior VA authorization. While the process is challenging, it is well worth the effort. Last Veteran’s Day, we proudly dedicated a Veterans Memorial Wall on the 3rd floor of UMC, honoring nearly 200 local Veterans.
When I began at UMC, the hospital was struggling financially and at times barely able to make payroll. We streamlined processes, hired key individuals, and significantly improved revenue cycle operations. The most impactful step was utilizing USDA programs to fund a 36,000-square-foot addition with a surgery center, rehab services, a larger emergency department, a patient floor, and a rural medical education center. Through these expansions and operational improvements, UMC’s revenue quadrupled from 2014 to 2024, creating long-term sustainability and a greatly improved care environment.
I began my career as a Nurse Assistant in a rural nursing home while in college, an experience that inspired me to continue in healthcare. The people I’ve had the pleasure of working with have helped me keep a focus on improving the health and well-being of the community – not just running a business.
Executive Vice President and Chief Medical Officer
Dr. Edward “Ed” Duffy dedicated his life to improving the health and quality of life for thousands of rural New Hampshire residents and visitors. For more than 36 years, he served with extraordinary vision, compassion, and leadership at Littleton Regional Healthcare (LRH).
Dr. Duffy began his career at LRH as an Emergency Department physician, where his clinical skill and commitment to patient care quickly distinguished him. Over the years, he served on the Board of Trustees, became Medical Director, and held the role of Executive Vice President and Chief Medical Officer for the past decade. In every position, Ed set the standard for excellence, integrity, and advocacy for rural health.
His impact on LRH and rural health care across New Hampshire was profound. He upheld the highest standards in emergency medicine, ensuring all LRH ED physicians achieved board certification. He recruited providers, championed innovations such as robotic surgery and advanced models of rural care and led the transition to a new electronic medical record system. During the COVID-19 pandemic, he calmly guided LRH through unprecedented challenges with steadiness and resolve, ensuring care of our community and staff.
Ed’s clinical work touched countless lives, but his broader vision for comprehensive rural health care is where he truly excelled. He played an instrumental role in the New Hampshire Statewide Health Improvement Project and advanced local initiatives to improve outcomes and reduce reliance on emergency services. He championed workforce housing, Mobile Integrated Healthcare, and other novel approaches – always guided by his belief that rural residents deserve the same quality of care as those in urban areas.
One of his most recent achievements was leading the creation of LRH’s Interfacility Transfer (IFT) program, designed to ensure timely patient transfer when outside EMS agencies could not meet urgent needs. With nearly 700 ambulance transports required annually—and no contracted EMS agency available to provide IFT services—Ed secured a donated ambulance, leveraged grant funding for equipment, and staffed it with LRH EMS and RN staff alongside local EMS partners. This innovative program ensures patients are transferred to the right level of care at the right time, perfectly reflecting Ed’s vision and commitment to rural medicine.
Beyond his many professional accomplishments, Ed was known for his deep humanity. He paired high standards with genuine care for his colleagues, patients, and community.
Dr. Duffy earned his MD from St. George’s University School of Medicine and his MBA from Auburn University. He passed away peacefully on May 5, 2025, leaving a legacy that will shape rural health in New Hampshire for years to come.
He was, and will always remain, a true Community Star.
Melinda Laird, CEO of Cordell Memorial Hospital (CMH), has dedicated 36 years to advancing rural health care. Under her leadership, this Critical Access Hospital in Cordell, Oklahoma, has expanded services through its Rural Health Clinic, including much-needed women’s health services. Melinda is known as an excellent leader and a trusted voice for rural health. She is committed to ensuring that people in western Oklahoma have access to high-quality care close to home.
CMH is made up of dedicated people who are passionate about the communities we serve. As the sole provider in our region, we care not only for our county but also for many beyond it. Throughout my career, every facility I’ve been honored to serve has shared the same commitment: to be present, involved, and serve our communities in ways that go beyond health care. My passion has always been rural health—it’s where my career began, and I feel truly blessed to continue serving in rural areas at this stage of my life.
CMH is committed to ensuring our people don’t have to drive long distances for care—we want them to stay in western Oklahoma whenever possible. We provide 24/7 emergency, inpatient, and swing bed care. Recognizing the need for more local services, we added five outpatient specialties and promoted all our services, including a full-service lab, CT, and radiology. It’s encouraging to see patients express gratitude that they no longer have to travel far for care. We also respond to community needs with support groups and outreach events, including a new Alzheimer’s support group, annual health fairs, and a Back-to-School Bash—with more activities planned.
Any time we can connect with kids—engaging them in healthy practices, helping them grow, and giving them a safe place—is a reward. Two years ago, we learned that local students would not have access to meals during the summer. In 2024, we began offering summer lunches for kids, but participation was low. In 2025, we shifted our approach by pairing the children’s meal program with our existing $5.00 community lunch. Adults could purchase a meal, while all children under 18 ate free. This family-friendly model brought a steady flow of 20–30 kids daily. We even added games, coloring activities, and a weekly movie with popcorn. This simple innovation ensured consistent nutrition and created a safe, fun, and supportive space.
The Oklahoma State Office of Rural Health provides support through quality initiatives, grants, resources and much more. They listen to what we need, and, if they don’t have it, point us to who does. They are a vital part of the “Power of Rural”!
Director of Training and Consulting Programs
For more than 30 years, Lisa Ladendorff has devoted her career to improving health outcomes for rural Oregonians. As the founder of the Northeast Oregon Network (NEON), she has built programs that strengthen health systems while uplifting the people who rely on them most. A licensed clinical social worker and Community Health Worker (CHW), Lisa has trained and mentored hundreds of health workers while continuing to provide direct services herself. She leads with compassion and a deep belief that rural communities deserve the highest quality of care.
Since 2012, I have overseen NEON’s statewide training program, which provides CHW Certification Training and affordable continuing education to non-licensed health and social service professionals. We also consult with organizations on public health, workforce wellness, and integrating the traditional healthcare workforce, recognizing that well-trained, supported staff are best suited to meet rural needs. NEON fosters collaboration by offering direct CHW services in our tri-county area, serving as a funding hub and fiscal sponsor for community programs, delivering statewide training, and advocating for the CHW workforce.
When we began supporting CHWs in 2012, none existed in Eastern Oregon. Through grants, NEON launched a state-approved training program and Pathways Community Hub, offering no-cost training to clinics and hospitals while piloting a value-based payment system. That early support gave CHWs a foothold until Medicaid billing and other funding emerged. Today, CHWs are fully integrated across the region, with Hub organizations expanding the CHW workforce far beyond the original vision. We helped grow this workforce from nothing to thriving and remain connected with some of the original CHWs still in the field.
In Union County, NEON is the organizational home for funding and staffing the Eastern Oregon Coordinated Care Local Community Health Improvement Plan Projects. One of the projects, a winter warming station, began as an all-volunteer effort but struggled to stay stable. NEON secured funding, created a fiscal sponsorship program, and took it on as one of its first projects. With new support, the warming station hired staff and expanded operations to become the Right Track Resource Center – a year-round housing resource center that now serves over 200 people annually.
I grew up in a rural area and raised my children there. Early on, I got excited about rural health when I tuned into the idea that we can and should meet quality metrics and provide quality care in rural areas, but we must do it with different resources and timelines than urban areas. If we’re going to get the resources we need, we have to band together and do it.
LION Mobile Clinic
Penn State College of Medicine
State College, Pennsylvania
Michael McShane, EdM, MD, and Mark Stephens, MD, MS, are unwavering sources of rural health advocacy, leadership, and education. As founders of the Penn State LION Mobile Clinic, launched in 2022 in response to a community in need, Drs. McShane and Stephens directed their expertise and resources toward delivering mobile primary care services to rural communities. LION Mobile Clinic integrates Penn State medical students and undergraduate volunteers in service delivery, bridging the gap in access to care for rural communities. Since its launch, the clinic has expanded to five fully equipped mobile units and addresses additional needs, including access to healthy foods and home visits.
As world-class medical educators, Drs. McShane and Stephens have received numerous honors, including multiple Dean’s Teaching Awards. Their leadership at the University Park Regional Campus of Penn State College of Medicine shaped a curriculum that emphasizes rural health and hands-on learning. Their passion for serving vulnerable rural Pennsylvania communities makes them truly deserving recipients of the 2025 Community Stars recognition.
The LION Mobile Clinic is a student-supported transprofessional platform that provides health and resources to rural communities across the Centre County region. We ascribe to the method of “tailgate medicine,” where we literally drop the tailgate, pop the trunk, or open the door of any truck, RV, or vehicle and provide care and resources directly to those who need them most. In practice, this means delivering food to those who are food insecure, providing primary care services on a farm, or connecting people to financial resources. In addition to providing health services to the community, we attempt to share the stories, ideas, and creativity of the individuals we encounter along the way. By amplifying their stories, we hope to positively impact change not just in the communities we serve but also in other rural communities with similar challenges.
A significant part of the clinic’s model is bringing health care directly to the people. In many rural areas, people must travel long distances to get care, and transportation can be a hurdle. The LION Mobile Clinic bypasses this issue by setting up in convenient community locations. In addition, the clinic’s approach goes beyond simply providing medical services. It works to inspire a culture of health and wellness by empowering individuals to take charge of their well-being. The clinic also provides medical students with valuable hands-on experience in rural health. This benefits the community and helps train a new generation of healthcare professionals better equipped to understand and serve the unique needs of rural populations. By integrating service, research, and teaching, the LION Mobile Clinic has become a sustainable model for improving rural health outcomes.
With a career defined by leadership and service, Michael Gingell exemplifies what it means to be a true Community Star. Formerly Chief of the Harrisville Fire Department, he now serves as EMA Director for the town of Burrillville. Yet his impact goes far beyond his professional roles—Mike gives his time freely, from volunteering at the food bank to helping at church and supporting neighbors however he can. His compassion and commitment continue to make a lasting difference in rural Rhode Island.
As Chief of the Harrisville Fire Department, I led a combination of rural EMS and Fire, comprised of career staff and many volunteers. It was rewarding to see the men and women of this department step up during every type of emergency, showing unwavering dedication, especially through the pandemic. After retiring as Chief, I now serve the entire town of Burrillville as EMA Director, helping to plan for all disasters. In addition to still responding to Fire/EMS calls, I began volunteering in 2020 at the St. Patrick’s Church food pantry. The community relies on this pantry as a major food source, and it has been a truly rewarding experience. I also volunteer with the church to bring religious services to the homebound, helping them feel connected to the community. These roles allow me to recognize and respond to local needs where I live and work.
One major challenge as chief was keeping volunteers engaged. To help, we offered small monetary stipends and strived to keep training informative and innovative, ensuring volunteers felt supported and valued.
We have always valued collaboration with other organizations in town, where everyone works toward a stronger rural community, no matter your role. One example is Between the Cracks, a group that organizes fundraisers and provides food, fuel, and other essentials to families in need.
We also partnered with our State Office to provide Mental Health First Aid training to the Harrisville Fire Department’s staff. These trainings benefited our staff, including volunteers, and helped them better respond to emergencies.
I believe in living and working in a community where people care and help each other. It is great to support people who are neighbors, friends, relatives, and people I see at events. This makes me feel like I am truly serving my whole community.
One of the most rewarding experiences has been working in Fire and EMS alongside my entire family—my grandfather, father, brother, daughter, and grandchildren. Sharing this commitment has been unique and meaningful.
Jones County Ambulance Service exemplifies what it means to be a Community Star through their unwavering commitment to rural health. This volunteer-based emergency service responds to calls 24/7, 365 days a year, balancing full-time jobs and personal responsibilities with their calling to serve. Their dedication to high-quality care has been recognized by the American Heart Association and supported by investments in top-tier training and equipment, including AVEL eCare, heart monitors, and the LUCAS device. Since 2009, Jones County Ambulance has grown from just five members to a team of 20, thanks to grit, innovation, and community training. More than responders, these volunteers are leaders who engage with their neighbors, train the next generation, and embody resilience and compassion. Their story is a shining example of rural health excellence and the Power of Rural in action.
As a volunteer ambulance service, we fill critical gaps that larger systems cannot always fill. Our community’s nearest Emergency Room is 55 miles away, so access to immediate care is limited. We strive to stay connected with the community—providing coverage at football games and rodeos, participating in Freshman Impact, teaching Stop the Bleed in Driver’s Ed, and visiting schools annually to connect with younger students.
It’s difficult to choose one moment because when you get to help someone in need, there is no better feeling. But one of the most meaningful aspects has been our relationships with neighboring ambulance services and local fire departments. Their generosity and willingness to step in remind us that we are never alone and that collaboration is essential in rural EMS.
We participated in a state EMS program that equipped one of our ambulances with AVEL eCare telehealth technology. With a tablet and sound system, we can instantly connect with a nurse or doctor who sees and hears what’s happening in real time. This innovation shortens critical time frames—Life Flight crews have been ready and waiting at the ER before we even arrive, getting patients to advanced care faster. It also assists with communication and documentation, giving our volunteers the freedom to focus entirely on the patient. This second set of “ears, eyes, and hands” has improved outcomes and has been a game-changer for rural ambulance services statewide.
We embody the Power of Rural by delivering critical care where resources are limited but commitment is strong. As a volunteer service, we often respond to people we know—neighbors helping neighbors. The trust of our community – through donations, labor, and support – strengthens our resilience and keep us moving forward together.
The Cumberland Pediatric Foundation (CPF), based in Brentwood, Tennessee, collaborates with partners statewide to expand access to pediatric and family medicine in rural and underserved communities. They shine as Community Stars for their leadership, compassion, and commitment to protecting, promoting, and improving the health of Tennesseans.
CPF’s mission is to promote the health of children by improving quality, increasing efficiency, and lowering the cost of pediatric healthcare delivery. We advance this mission by offering provider Continuing Medical Education (CMEs), connecting specialty and primary care clinicians, and leveraging aggregate contract pricing so clinics can lower costs on essential products and services. Our support is focused on pediatric and family medicine primary care clinics—especially in rural areas—so they can stay centered on delivering high-quality care and sustaining their operations.
Through grant-funded projects, we expand access to care across rural and underserved communities. These initiatives help clinics increase patient throughput and improve financial performance—enabling them to add services, acquire diagnostic and treatment equipment, and strengthen clinical outcomes. As a result, more patients receive care who otherwise might have gone without. We also partner with local organizations to connect families with practical resources, participate in community events such as health fairs, and distribute public health education materials so families can access information and support easily.
One of our proudest moments was helping a clinic that was preparing to sell remain independent and expand access by becoming certified as a Rural Health Clinic. We’ve also seen clinics double patient throughput by launching a simple website, running targeted marketing, and aligning clinic schedules with community needs. In East Tennessee, we supported a clinic significantly impacted by Hurricane Helene—providing essential medical supplies, snacks, and water, helping raise donations for repairs, and contacting patients to check on their wellbeing. Stories like these inspire us daily, and we’re grateful to play a part in each clinic’s success.
To address specialty access challenges, we partnered with Vanderbilt University Medical Center to pilot telemedicine infectious disease consults. This gave primary care teams quicker guidance for persistent infections. We also supported practices in adopting a mental and behavioral health collaborative care model that functions as an extension of the primary care clinic; uptake was immediate, and referrals increased significantly. At the same time, we expanded our educational offerings to provide rural providers with up-to-date specialty knowledge, improving chronic care management and ensuring more appropriate specialty referrals.
Ted Matthews has dedicated over 25 years to rural health care as administrator and CEO of two Texas hospitals: Anson General Hospital (AGH) and Eastland Memorial Hospital. Throughout his career, he has contributed his expertise on boards such as the Texas Organization of Rural & Community Hospitals (TORCH), Texas Hospital Association, and multiple state agencies. Today, Ted leads AGH, where his steady leadership has guided the hospital through challenging times. His commitment, vision, and service continue to strengthen rural communities across Texas, ensuring access to care remains possible.
In February 2023, I returned to AGH on an interim basis to help navigate financial hardship and guide the hospital’s conversion to a new federal designation as a Rural Emergency Hospital. At that time, AGH was at risk of becoming the 27th rural hospital to close in Texas. We faced a huge uphill battle to preserve care for our community of 2,200 residents and the 17,000 people in our county. Following our transition in March 2023, AGH regained financial stability, added new service lines, and continued to provide the “gold standard of care” to our community. My open-door policy with residents has also strengthened relationships and earned broad support. I have continued as CEO, helping the hospital achieve stability and a promising future.
Leading AGH’s conversion from a PPS facility to a Rural Emergency Hospital has been the most rewarding experience of my career. This was a trailblazing effort for rural health care on both a state and national level. Transitioning to this new designation required difficult conversations and created initial fear among residents, but maintaining access to care was always the long-term vision. Seeing the hospital survive — and continue serving our community — has been deeply meaningful.
We have collaborated successfully with the Rural Health Redesign Center, which has guided approximately 40 facilities across the nation through this new federal designation. Additionally, Lightsource BP generously donated $195,000 to AGH. These funds were used to purchase new hospital beds and upgrade our computer system, ensuring the hospital has modern resources to deliver high-quality care.
My passion has always been to ensure rural communities continue to have access to care. My vision is that residents of rural areas deserve the same standard of care as those in metropolitan and urban communities.
Family Nurse Practitioner/Nursing Director
Josie Moosman began her journey at Wayne Community Health Center (WCHC) with a passion to serve and a drive to grow. From her earliest days, she stepped into challenges with curiosity and determination. In a county where the nearest labor and delivery unit is more than an hour away, the closest specialist is three counties away, and there are no family practice providers, Josie’s presence is essential. She coordinates visiting practitioners who cross mountain passes to provide critical care, ensuring patients don’t go without. Her selfless service and deep connection to her rural roots have made her a trusted and beloved figure in the community. She is, without question, a true Community Star.
As a Nurse Practitioner and Nursing Director overseeing three clinical sites, I’ve had the privilege to impact rural health on both organizational and individual levels. I’m honored to walk alongside patients in their health journeys, offering clinical expertise paired with heartfelt connection. Throughout my career, I’ve remained dedicated to breaking down barriers and creating access for those who’ve historically gone without.
At WCHC, our mission is to expand access to quality health care by fostering trust, compassion, and continuity—meeting patients where they are with comprehensive care. Community engagement is central to our approach, building meaningful relationships that strengthen the fabric of our community. It’s not just about treating illness—it’s about ensuring every individual has the opportunity to live a healthier, more supported life.
One experience that has stayed with me was caring for a patient through her terminal illness while also supporting her children and grandchildren—from routine checkups to helping them navigate their grief. It reminded me of the deeply personal nature of rural health care. We don’t just treat conditions, we care for people across generations. Walking with that family from birth to loss was a profound privilege and a powerful reminder of why I chose this work.
Many rural patients face significant barriers to preventive care, leading to missed screenings and a higher risk of undetected cancer. To address this, we launched a program providing HPV self-collection kits, allowing patients to collect samples at home or in a clinic without requiring a full exam. We paired the program with targeted outreach and education to raise awareness and ensure follow-up. As a result, we saw a significant increase in cervical cancer screening rates, identified several high-risk cases early, and strengthened trust between our clinic and the community.
My mom was both an EMT and an EMT instructor in a rural community. Her dedication to helping others left a lasting impression and inspired me to follow a similar path. Today, I find tremendous fulfillment in being part of the solution—providing compassionate care in the kinds of communities where I was raised.
Dr. John Echternach is a semi-retired dentist whose vision, leadership, and expertise fueled a statewide free oral health project in Vermont. In collaboration with the Vermont Free and Referral Clinics, the Vermont Department of Health District Offices, and local social service providers, he organized and oversaw 10 free, minimally invasive dental clinics between February 2024 and September 2025—reaching 10 of Vermont’s 14 counties. Dr. Echternach recruited and led teams of dental hygienists and community volunteers who worked alongside him to deliver care. Services included oral exams, denture checks, no-drill fillings, fluoride varnish, basic cleanings, and referrals. Interpretation services ensured language was never a barrier.
A hallmark of his leadership is his willingness to bring everything needed for success, including his own equipment and a specially designed chair for patients with mobility challenges. Most of the pop-up clinics were open to all Vermonters, while some targeted older adults or English learners. The impact has been significant. In Rutland County, for example, 61 individuals were served in a single 7-hour day, with 48 referrals made to the local Federally Qualified Health Center and pediatric dental practice. Through his dedication, Dr. Echternach has shown the profound difference one individual can make.
I created free clinics to provide non-invasive dental care and education. There is always a line at the door when we open. So far, we’ve treated approximately 350 patients—and we’ve only just begun. The clinical care is provided almost entirely by trained dental hygienists, all volunteers, with me as the supervising dentist. Each clinic costs only $300–450 to run, with grants from Northeast Delta Dental helping cover expenses. This is a model for others around the country on how you can “put some rubber on the road” without major costs or equipment.
We partner with Vermont’s District Health Offices. These local professionals dive right in to make each event possible, and without them, we could not be as successful as we are.
One of the most rewarding aspects has been seeing the enthusiasm of both dental and non-dental personnel who step up and do remarkable work. Interest in our clinics has blossomed across Vermont. Their efforts show the dental profession and public health community that effective care can be delivered with very little investment and almost no traditional equipment. Many people are surprised to learn that non-invasive dental care even exists. Our clinics prove how simple, inexpensive, and effective it can be. With fewer than half the population receiving dental care, our work shows it doesn’t have to be this way.
Southwest Health is Wisconsin’s Community Star for its unwavering dedication to caring for the people it serves. Always ready to tackle the toughest health challenges, the organization thinks outside the box and takes ownership when it sees an opportunity to make a difference. One example is a physician-led program focused on preventing prescription over-medication and overdose, promoting responsible pain management, and connecting people with substance abuse treatment and support services. Providers received peer-led education on pain medication management, and a community pill drop program was launched to help residents safely dispose of medications. Southwest Health is also working to overcome transportation barriers, particularly for children who need specialized transport – another way they’re ensuring that every neighbor can get the care they need, when they need it most.
Southwest Health is dedicated to building a healthier southwest Wisconsin. As a high-performing regional healthcare system, it is recognized nationally for its leadership in personal patient care and satisfaction. The organization includes a 25-bed Critical Access Hospital that provides medical and surgical care, emergency and urgent care, eye centers, family medical clinics, pharmacy services, and more. Over the past decade, Southwest Health has made significant investments in the community, including expanding surgical space to meet growing demand.
In 2015, Emergency Medical Services (EMS) for the city of Platteville and surrounding townships officially transferred to Southwest Health. This highly cost-effective transition improved emergency response across a 139-square-mile district of nearly 17,000 residents. Since then, the organization has upgraded facilities and expanded to paramedic-level coverage, significantly increasing life-saving capabilities.
Southwest Health provides collaborative mental health care and regularly treats patients across the region. Unlike most rural hospitals, it has offered these services since 1988. Today, Southwest Health is building a 35,000-square-foot facility and hiring eight additional providers, expanding capacity by 6,400 visits annually.
With evidence that breastfed babies have lower obesity rates later in life, Southwest Health proposed a program to increase the percentage of new mothers who leave the hospital breastfeeding. In collaboration with three partners, the organization established a Breastfeeding Coalition in Grant County. The initiative increased breastfeeding rates, created a “milk bank” for new mothers, and introduced the Milk Mob training into the region. This multiple-year effort, made possible through the Wisconsin Office of Rural Health, was transformational in enhancing breastfeeding practices in the region.
Southwest Health partnered with the University of Wisconsin–Platteville to provide CT scans for forensic investigations, giving students hands-on training in radiology and supporting the Forensics Investigation program. This unique collaboration enhanced education while strengthening ties between health care and higher education.
In 2025, Sage Memorial Hospital (SMH) celebrated 95 years of healing and serving. Established in 1930 as a mission hospital, it transitioned to Navajo management in 1974, becoming the first Native-managed hospital in the United States. Today, SMH remains the sole healthcare provider for the region, serving residents of eight Navajo Nation chapter communities: Ganado, Kinlichee, Klagetoh, Wide Ruins, Greasewood Springs, Cornfields, Nazlini, and Steamboat. SMH is a 25-bed Critical Access Hospital and operates as a tribally managed PL-93-638 healthcare corporation under contract with the Indian Health Service. It also operates an outpatient clinic and dental services in Greasewood Springs and provides housing for staff, providers, and health professions students completing community-based clinical rotations.
Located on the Navajo Nation in Ganado, Arizona, SMH provides quality healthcare for the Diné people with respect, unity, beauty, and harmony in honor of K’é and the sacredness of life. It offers essential services, including 24/7 emergency care, outpatient services, radiology, dental, pharmacy, mobile health units, and telemedicine.
SMH makes a difference by delivering essential, culturally aligned care in an underserved area. It extends its reach through mobile health units and telemedicine, reducing long travel distances for patients. SMH also engages the community through numerous activities and events, such as its 95-year celebration, vaccine clinics, wellness activities, and newsletters.
The institution, which began as a four-room adobe mud building, has transformed into a $177 million, self-funded, 140,200-square-foot facility. This major accomplishment has doubled the capacity and enhanced access to healthcare in this remote region.
SMH collaborates with 638 other organizations, which are tribally operated health facilities, to improve healthcare access. This teamwork was recently highlighted by the passage of Arizona’s Traditional Healing Bill. SMH also partnered with Chinle Comprehensive Health Care Facility to enhance prenatal care, eliminating an 80-mile trip for expectant mothers.
SMH embodies the power of rural by standing as a beacon of hope, delivering healthcare services in the Navajo Nation, where many lack running water and electricity. Over its 95-year history, it has triumphed through economic, political, and social challenges, remaining steadfast in its mission to provide quality healthcare to the community.
CareConnect is a Federally Qualified Health Care Center (FQHC) with more than 47 clinics across Georgia. To address the shortage of rural healthcare professionals, CareConnect launched the Family Medicine Residency Program in 2024 to bring medical care to small towns. This three-year program provides residents with exceptional community-based training in rural communities.
CareConnect addresses the unique challenges of underserved communities head-on. We expand access by providing comprehensive care close to home. Our positive impact also extends deep into the community through training future healthcare leaders. At the heart of this work is the Family Medicine Residency Program, which prepares compassionate physicians to serve rural populations by integrating clinical practice, education, and teaching. The program is the first in Georgia not affiliated with a hospital but based in a community health center—placing us among a small and innovative group of programs nationwide. Our “community-first” model immerses residents in a true outpatient primary care setting from day one. They learn to navigate the complexities of community health, address social determinants of health, and collaborate with local organizations. This real-world experience better prepares our graduates to practice in rural and underserved areas, where they are needed most.
A cornerstone of the program’s success is collaboration with local hospitals and specialty clinics, which allows us to provide a comprehensive training experience for our residents. Collaboration with local hospitals and specialty clinics allows us to provide a comprehensive training experience for our residents while simultaneously strengthening the healthcare ecosystem in our rural community. Partnerships with Dodge County Hospital, Dorminy Medical Center, and South Georgia Medical Center provide inpatient rotations where residents manage acute illnesses and care for diverse patient populations. In addition to our extensive network of community health centers, residents rotate through a variety of other outpatient partners, including local specialty clinics. Our first-year class is a testament to the commitment to a new model for medical education, one that prioritizes community engagement and a comprehensive approach to patient care.
CareConnect embodies the “Power of Rural” by turning the unique challenges of rural healthcare into strengths. We leverage this power by being rooted in the communities we serve.
Our organization has a strong relationship with the State Office of Rural Health. We’ve worked directly with them to access critical resources that benefit our community and organization.
Clarinda Regional Health Center (CRHC), a Critical Access Hospital in Clarinda, Iowa, is a cornerstone of care for the region. In 2025, CRHC was honored with multiple awards, including Becker’s 150 Top Places to Work in Healthcare and recognition in Mental Health Services, Assisted Living, and Orthopedic Surgery through the Best of Midwest 2025 contest. CRHC is dedicated to patient-centered care that improves the quality of life for the people of southwest Iowa.
CRHC provides equitable, high-quality care to rural residents across all life stages. Our impact goes beyond hospital walls— we lead initiatives that address rural health disparities, promote wellness, and strengthen community resilience. From emergency care to long-term planning, our services are designed to meet rural needs with the same level of excellence found in urban centers.
CRHC is deeply woven into the fabric of our rural community. We lead outreach initiatives like the Guardian Helmet and Concussion Sensor Program, which protects youth and high school athletes by integrating advanced concussion detection technology. Through our Community School Nurse Program, we provide direct nursing services and health education in local schools, increasing access to care and early intervention. Our Wellness Roots Garden promotes nutrition and hands-on learning for all ages. CRHC also invests in the next generation of healthcare professionals through MASH Camp and internships that give students real-world exposure to healthcare careers. This past year, CRHC launched Backpack and Fresh Eats programs, providing nutritious meals to students and families facing food insecurity. We introduced a Little Food Pantry on hospital grounds, giving individuals discreet access to food when needed. These efforts reflect CRHC’s commitment to Advancing Exceptional Care.
As Clarinda’s largest employer, CRHC sets the tone for community-wide wellness. Our Employee Wellness Program—twice named Iowa’s Healthiest State Small Workplace—was created to address workforce burnout and health risks through physical activity challenges, mental health resources, nutrition education, and incentives. Participation continues to grow, with staff reporting improved morale and better work-life balance.
CRHC exemplifies the Power of Rural by showing how innovation, compassion, and community can thrive—even in the most remote corners of Iowa. Our care teams are neighbors caring for neighbors, which fosters unmatched trust and accountability.
CRHC has worked closely with the Iowa State Office of Rural Health through grant opportunities, technical assistance, and education programs. Their guidance supported our hospitalist program rollout, aided in performance benchmarking, and strengthened telehealth infrastructure. This partnership helps ensure CRHC remains compliant with evolving regulations and aligned with statewide rural health strategies.
Diversity, Equity, and Inclusion Officer
Charles Redd has been chosen as Massachusetts’ Community Star for his dedication to improving the health and well-being of Berkshire County. A long-time resident and nurse for over 27 years, he leads with dignity and collaboration, sharing these principles in his blog, Dignity Freedom Fighter. In addition to serving as Berkshire Health Systems’ (BHS) Diversity, Equity and Inclusion Officer, Charles serves on numerous boards and initiatives, including Western Mass Wellness for Men and the Massachusetts Rural Council on Health, an advisory group to the State Office of Rural Health.
In my role, I advance BHS’s mission to promote health and wellness for all in a welcoming, inclusive, and personalized environment. We recognize that wellness comes not only from excellent medical care, but also from healthy families, environments, and communities. That’s why we support patients beyond the hospital, fostering community connections that give them the tools to lead healthier lives. At BHS, we understand the unique challenges that our rural community faces and focus on the “whole patient,” addressing their needs both within and beyond our system. Strong partnerships with leaders and organizations throughout Berkshire County are essential to lasting impact.
The most rewarding aspect of my role has been building partnerships across Berkshire County and throughout the state. For example, I collaborate with the Blackshires, an important partner in supporting our rural BIPOC community. We connect these community leaders with BHS mentors, and by doing so, bring community voices into conversations about addressing the challenges that our most vulnerable residents face.
Berkshire County ranks near the bottom in Massachusetts for health outcomes and is the state’s oldest county, with more than 24% of residents over 75. Together with Fairview Hospital, one of BHS’s Critical Access Hospitals, we explored ways to address our region’s health outcomes and launched a systemwide initiative that screened patients for health-related social needs. Isolation and loneliness emerged as some of the most common concerns. In response, hospital leadership began hosting monthly community dinners to bring together people who might not otherwise have connected. These gatherings sparked new relationships, carpool groups, and connections beyond the hospital. While these initiatives are new, we are optimistic that this will reduce isolation and improve well-being.
The “Power of Rural” represents an opportunity to partner with rural communities to address their unique challenges. In rural areas, limited access to essential resources is one of the greatest barriers, so it is critical that healthcare providers and community members work together. I have found that relationships between rural communities and their hospitals are often much stronger than in urban areas, and that trust is vital in addressing health disparities.
The Healthy Community Coalition (HCC), based in Franklin County, Maine, is one of the nation’s oldest health coalitions, renowned for grassroots public health initiatives. Serving a rural population of nearly 30,000 across a region of mountains and lakes, HCC acts as a vital link to healthcare services for underserved residents.
HCC, a nonprofit under MaineHealth’s Center for Health Improvement, envisions “working together so our communities are the healthiest in America.” We bring services directly to people where they live, reaching residents across Franklin County with prevention, wellness, and education. In addition to programs, we partner with community-based organizations and businesses to advance policies that strengthen health and wellness. HCC also plays a key role in convening local stakeholders, leading the county’s community health needs assessment and Community Health Improvement Plan to guide strategies and drive collective action for better health outcomes.
One of our most rewarding accomplishments has been establishing a peer-led Community Recovery Center to address a gap in services for individuals and families impacted by substance use disorder. With funding from Maine’s Office of Behavioral Health, HCC opened the center in a shared community space. Last year, the center saw nearly 2,000 visits. With new funding, we’ve secured a dedicated space and plan to expand to 40 hours weekly. We collaborate with more than 10 community partners to provide wraparound services for individuals in recovery.
Like many communities in Maine, Franklin County saw rising emergency department visits tied to unmet needs such as food, housing, and access to primary care. With HRSA funding and in partnership with our local healthcare system and community organizations, HCC piloted a Community Health Worker (CHW) program. A key success was creating systems-level change, including a closed-loop communication process between providers and CHWs. By building a referral order directly in the electronic health record, providers and CHWs could coordinate more effectively and ensure patient-centered care. This approach reduced emergency department use, saving more than $200,000. Over the past two years, we’ve responded to more than 2,000 referrals, connecting residents to needed resources. The program has since become a model for similar efforts across the state.
HCC’s partnership with the Franklin County Sheriff’s Office has led to initiatives that benefit the entire community. After years of relationship building, the Sheriff’s Office supported HCC in becoming a syringe service program, and together we secured federal grants to improve school safety and transform the correctional facility from a punitive model to a restorative one.
HCC has worked closely with the State Office of Rural Health for grant application support, which has been instrumental in securing several federal grants.
At Pike County Memorial Hospital (PCMH), the focus is on people—neighbors caring for neighbors across Pike and Audrain counties. Serving nearly 18,000 residents in one of Missouri’s most rural regions, PCMH is more than a hospital; it’s a lifeline. Whether through primary and specialty care, emergency services, or innovative programs, PCMH works every day to ensure families have access to the care they need close to home.
PCMH strives to keep care local by providing primary care, specialty care, urgent care, ER, and inpatient services. As the only hospital in a 670-square-mile service area, we also operate an independent EMS with two full-time ambulances and plans to expand under a new EMS director. Last year, we opened Pike Recovery, an opioid treatment facility offering critical support to people struggling with substance abuse. We stay connected to the community through events like our back-to-school backpack drive, health fairs, and outreach programs that provide free screenings and education. Within our clinics, same-day appointments and walk-in services ensure patients are seen when they need it most, while our transportation services make it easier for them to get to appointments.
One of the most rewarding accomplishments has been bringing new services to our community. Partnering with Restorix on our wound clinic has been especially meaningful, with recognition for outstanding clinical care and patient satisfaction. Collaborative projects such as the Patient Centered Medical Home and PROMPT Learning Network have also allowed us to share best practices with other rural clinics across the state, strengthening continuity of care.
Access to specialized care has always been a challenge for our patients, and we have worked hard to change that. By opening our Cancer Center with a Harvard-trained oncologist, patients who once had to wait weeks and travel long distances can now see an oncologist within the same week. Another important program is our swing bed unit, which helps patients continue recovery after hospitalization. With skilled nursing and therapies in a home-like setting, patients heal close to loved ones and regain independence with confidence. Both programs allow us to provide high-quality care closer to home and ensure our community has access to the services it deserves.
With four rural health clinics across two counties, PCMH ensures affordable access to underserved communities. We provide school-based mental health services, free athletic training for student athletes, and vaccination clinics that bring care directly to residents—meeting people where they are.
Food Sovereignty Program Manager
Confederated Salish and Kootenai Tribes Food Sovereignty Pilot Program
Pablo, Montana
Dana Hewankorn leads with her hands in the soil and her heart in the community. As Program Manager for the Confederated Salish and Kootenai Tribes Food Sovereignty Program, she works to reconnect people with the traditional and local foods that sustain health, identity, and belonging. “There is healing in the soil,” Dana often says—a belief rooted in her own journey of finding strength and peace through gardening. That wisdom now guides her work to grow and distribute fresh, locally sourced produce across the reservation, prioritizing Tribal Elders and individuals in recovery. A Kootenai woman and Confederated Salish and Kootenai tribal member, Dana weaves stories, teachings, and tradition into everything she does, reminding others that food is not just nourishment—it’s ceremony, connection, and medicine. Known for her warmth, humor, and ability to turn vision into action, she continues to inspire others to grow together, heal together, and reclaim the sovereignty that begins with the land.
I serve as Program Manager for the Confederated Salish and Kootenai Tribes (CSKT) Food Sovereignty Program, leading efforts to improve food sovereignty and security by expanding access to healthy, culturally relevant, locally produced foods. My work centers on collaboration and community engagement, connecting traditional knowledge with modern practices, strengthening local food systems, and building partnerships that support better health outcomes. In a rural Tribal community where food access is often limited, we focus on supporting Tribal farmers and producers and keeping traditional foods central to community health. Our efforts include food box distributions, the Tribal Elder soup program, gardening, food preparation and preservation workshops, and intergenerational learning that brings elders, families, and youth together around food.
My work in Food Sovereignty has been an unplanned yet meaningful journey. In 2019, while caring for my mother at the end of her life, a coworker gave me seven sickly garden starts and challenged me to try gardening. Through learning to grow food, I navigated grief and discovered that our foods offer more than sustenance—they nurture our bodies, hearts, and communities. One of my most rewarding accomplishments has been helping others rediscover this truth: through our traditional and local foods, we can find both nourishment and healing.
As a sub-awardee with Montana State University’s CDC REACH grant, we are developing a Produce Prescription program in partnership with CSKT Tribal Behavioral Health. This program connects participants in outpatient addiction services with fresh produce grown in the CSKT Food Sovereignty gardens. By linking healthy, local foods with recovery support, this partnership addresses nutrition and chronic disease prevention and fosters healing, resilience, and community connection.
The Power of Rural is the strength, resilience, and deep connection that comes from living in a close-knit, self-reliant community. In rural Tribal life, this power is expressed through our relationships with the land, each other, and our traditional ways of life.
Dr. David Pope has been chosen for his remarkable dedication, impact, and advocacy in rural health, not only in his region but across North Carolina. A powerful and charismatic leader, Dr. Pope’s deep understanding of the area drives his commitment to empowering a homegrown team to address healthcare needs. He inspires his team and community to take charge of their health and elevates their voices on the state and national levels. Staff are encouraged to share their “Big Hairy Audacious Goals” – and Dr. Pope truly listens. In fact, one innovative idea from staff led to successfully converting an abandoned drugstore into a state-of-the-art care facility. Dr. Pope’s humble and compassionate leadership style and commitment to making a difference have had positive impacts on his community and across North Carolina.
I am honored to lead the Scotland Health Care System, a community-owned and governed health system affiliated with Atrium Health. Despite facing some of the state’s most challenging social drivers of health, we consistently provide a broader and deeper range of clinical services than many systems. We have deliberately reached out to our community with nurse navigators, community paramedics, and community health workers who create trusting relationships with the patients they serve.
Scotland Health added a nurse navigator, community health worker, and lactation consultant to increase access to prenatal care as part of our Maternal and Child Health Initiative. This initiative aims to improve health outcomes for mothers and babies and to decrease maternal mortality among women of color. In the year that the initiative has been in place, we’ve already seen increases in the percentage of mothers breastfeeding and a decrease in maternal hypertension.
Scotland Health partnered with Richmond Community College to create a surgical technician workforce pipeline, providing tuition support and stipends to students. The program has reduced costly agency staffing, strengthened community goodwill, and served as the pilot for other successful workforce initiatives across our health system.
Growing up, I was inspired by Dr. Billy Carson Blakeney, the only physician in my parents’ hometown of Pageland, South Carolina. His commitment to ensuring rural people didn’t settle for second best left a lasting impression. I carry that same way of thinking in my bones. The people that I care about the most live in rural areas—how can I not use the opportunities that I’ve been blessed with to improve their lives?
Dr. Emma Cortes founded the Migrant Health Collaborative of South Jersey (MHC) to increase access to health care for migrant and seasonal farmworkers and their families in rural southern New Jersey. These workers play a vital role in the community, yet many go years without care due to the transient nature of their work. MHC addresses this gap by bringing together academic, nonprofit, and clinical partners to deliver health screenings and education directly on the farms where workers live during the summer months. Their work is truly life-changing.
MHC is a nonprofit organization dedicated to addressing the medical and social-emotional needs of migrant workers, immigrants, and their families in South Jersey. In addition to health care, MHC supports other essentials for healthy living, including educational, recreational, social, and nutritional assistance. The guiding principle has always been simple: bring as many resources as possible directly to the farms to reach the greatest number of people.
Migrant and seasonal farmworkers face serious health challenges such as diabetes, hypertension, infectious diseases, pesticide exposure, and injuries from strenuous labor. Through a longstanding partnership with Rowan-Virtua School of Osteopathic Medicine, medical students volunteer each summer in migrant camps, performing screenings, providing health education, and gaining hands-on experience in rural health care.
Our most rewarding moments involve creating meaningful connections among community members. An example is when MHC partnered with the Haitian Community Development Organization of Camden to conduct a health screening in Hammonton, NJ. A nurse leader shared it was the very farm where his parents once worked as migrant workers when he was a child. In another instance, a Haitian medical student volunteer connected with workers after a screening by playing dominoes and conversing with them in Haitian Creole. These moments reflect the profound personal impact of MHC’s work.
Collaboration is central to MHC’s mission. Partnerships with organizations such as FamCare bring sexual and reproductive health services directly to the farms, while collaborating with ScreenNJ has provided lifesaving mobile cancer screenings. MHC has also partnered with Hope Community Garden, providing fresh produce and vitamins at health events. These efforts, combined with strong volunteer retention and the gratitude of farm owners and workers, reflect the trusted relationships MHC has built across the region.
The Power of Rural is that we maintain a true sense of community. We work together to address our own needs and the needs of our neighbors. MHC embodies this through our enthusiasm and motivation to work across sectors to improve health and well-being for all community members.
Dr. Tedd McDonald brings over 27 years of medical experience to his many roles. As Fallon’s District Health Officer, he has demonstrated a deep commitment to ensuring healthcare access in underserved regions. Recognizing the need for a more resilient system, he played a key role in establishing the Central Nevada Health District (CNHD) and is leading efforts to launch a Rural Training Track residency program. His work goes beyond medicine—it’s about building a healthier, more connected future for Nevada’s rural residents.
I served as Churchill County Health Officer for 13 years before becoming District Health Officer. In Fallon, I practiced as an optometrist for 12 years and practiced obstetrics/gynecology. I served as CMO and medical director for Banner Churchill Hospital and Banner Rural Clinics, and later as CMO and Community Health Officer for a Federally Qualified Health Center in rural Oregon.
CNHD—the first health district established in frontier Nevada—was created by four communities uniting to improve public health services. It was founded on the belief that local leaders best understood their populations’ needs. CNHD received waivers from state service assessments, and member communities developed a work plan for environmental, epidemiological, clinical, and emergency planning services. Leaders presented the plan to the Nevada State Board of Health, which granted approval in December 2022. By July 2023, CNHD began delivering direct services to the community. Its success has relied on open conversation, patience, and meeting people where they live and work.
The idea to recruit doctors to the community by establishing a rural family practice residency program was built on collaboration, communication, and the belief that local communities deserve access to providers focused on the uniqueness of rural health. Renown Health, the University of Nevada School of Medicine’s Department of Rural Education, Banner Churchill Community Hospital, and Banner Rural Health Clinics all consented to serve as educational sponsors—each with a strong history of supporting continuing medical education in rural residency settings. Consultants assessed financial stability, identified resources, and ensured the availability of teaching resources. To further guide the process, the Fallon Rural Family Medicine Residency Development Steering Committee was formed to bring together key stakeholders. With its first cohort expected in 2026, the residency program represents a huge step toward sustainable healthcare solutions for small communities.
My family has lived in rural areas since coming to America in the 16th and 17th centuries. My sisters and I were the first in our family to attend college. During training in urban areas, I found that despite abundant resources and people, I missed the reliability of small communities and the networking developed over generations that allowed me to practice with higher efficiency.
Vice President of Nursing & Operations
Since joining Cleveland Clinic Akron General Lodi Hospital in September 2022, Karen Gates has immersed herself in building strong connections with staff and leadership, fostering shared decision-making, and ensuring open communication. She leads a quarterly staffing committee with clinical caregivers, hosts “Coffee with Karen” during off-shifts and weekends, and launched a “Safe at Work” task force that meets monthly to address security and environmental safety concerns. Karen brings a forward-thinking approach to her role – always keeping patients and the community at the forefront of every decision.
My role is on-site administrator of both nursing and operations. Being a Critical Access Hospital (CAH) means working efficiently with a lean team to deliver safe, quality care to our community. In this environment, collaboration is essential. We focus on building strong relationships with patients and their families, listening to their needs, and ensuring everyone receives personalized attention. The dedication of our team is reflected not just in clinical outcomes, but also in the trust and gratitude we earn from those we serve.
One of my most significant accomplishments was establishing a shared governance infrastructure, enabling nurses to actively participate in decision-making by creating a practice council, quality council, and nursing leadership council. This initiative laid the foundation for our pursuit of the ANCC® Pathway to Excellence Designation, and in 2024, we became the first CAH in Ohio to earn this esteemed recognition.
After consulting with our primary care and hospitalist teams, we identified a need for specialty care and launched a telemedicine infectious disease program in 2024. This year, pulmonology physicians began providing telemedicine consults for admitted patients. These programs have improved access, increased inpatient volumes, and enhanced delivery of high-quality care.
In 2023, we partnered with a community-based organization that provides free diapers, wipes, and formula to county residents. It was observed that our hospital’s zip code was not receiving these services, so Lodi Hospital made space available for Medina Birthcare® to use, and a regular monthly distribution day was arranged. The program quickly grew, serving dozens of families and later expanding to include monthly WIC® services to meet additional needs.
The “Power of Rural” means making a difference in the community by understanding community needs from a holistic standpoint. Collaborating with other health systems and community members, and listening to our neighbors – together we can bring change.
Professor of Medicine, Emeritus
Dr. William (Bill) Curry is a highly respected physician who has devoted his career to expanding access to quality healthcare in rural Alabama. Known for his compassion, he has earned the admiration of colleagues, patients, and community members alike. He has received multiple teaching awards and guided countless aspiring healthcare professionals. Dr. Curry’s unwavering dedication, professional achievements, and compassionate service make him a true Community Star.
For 23 years, I served as Associate Dean for Primary Care and Rural Health at the University of Alabama School of Medicine at Birmingham, also working as a clinician educator and population health leader. Prior to that, I practiced internal medicine in my home county of Pickens County, Alabama, serving on the medical staff and hospital board. I also served in leadership roles with the state medical association, focusing on rural initiatives.
We established two medical school pipeline programs for rural students through our Tuscaloosa and Huntsville campuses – among the most effective in the country for educating, training, and placing rural physicians. We also founded Alabama’s first statewide AHEC program, which remains active and successful. While in Tuscaloosa, we established the Institute for Rural Health Research, concentrating on rural disparities and population health.
While practicing in Pickens County, our local hospital found itself without sufficient tax support to be financially solvent. Our medical staff organized a precinct-by-precinct network of citizens to support a sales tax referendum. In the state’s sixth poorest county, the tax passed by a wide margin and closed the financial gap. From that campaign, citizens also made clear their desire for obstetrical care, which we restored. Once in double digits, the county’s infant mortality rate fell to zero and remained there for years.
I began to run out of money in medical school, so I took a U.S. Public Health Service scholarship to cover tuition and living expenses. After residency, I repaid the obligation by practicing in my hometown of Carrollton, Alabama, and realized I was called to the challenges and fulfillment of rural practice. That on-the-ground experience convinced me of the need for students and trainees to have similar opportunities.
The power of rural people and their communities flows from their values and commitments to one another. Because of scarce resources, distances, and cultural challenges, rural people must adapt, cooperate, and persevere. Despite inevitable challenges, that spirit endures, generation after generation.
Yes, throughout the decades! They have been a source of data, information, ideas, and counsel, and have educated us about grants, legislation, and advocacy.
Community First leads the charge in developing community-led solutions to improve healthcare access, affordability, and outcomes for all Hawaii Island residents. As the trusted convener of health care and social services, they initiated the Hawaii Island Healthcare Conference, Community Action Network, and Regional Health Partnership – efforts that give the community more opportunities to collaborate and find solutions. Community First continues to invest in their three key pillars: expanding access to care, increasing health literacy, and building networks for health and social services professionals across Hawaii Island.
As a 501(c)(3) non-profit, Community First serves as a catalyst for solutions that improve healthcare access, affordability, and outcomes for Hawaii Island residents. Our vision is a Hawaii Island where the community embraces kuleana for both personal and community health by expanding access to culturally informed care. Our systems-focused programs have strengthened healthcare delivery, increased health literacy among disadvantaged populations, and enhanced collaboration between healthcare and social service organizations.
Kuleana Health, a Community First project, strengthened health literacy and access to care by listening to and meeting the needs of our underserved communities. At its core is the belief that access to accurate, reliable information empowers people to make good health decisions. Yet too many face barriers to getting this crucial information because of cultural norms, geographic location, socioeconomic status, and limited English proficiency. These barriers create disparities in accessing high-quality, affordable healthcare. To us, this is not acceptable.
The Community Action Network (CAN) brings together frontline representatives from over 40 social service, medical, and healthcare organizations to collectively address the social determinants of health for patients with significant healthcare needs. Members meet monthly to share resources, exchange information, and develop strategies that strengthen patient care while reducing unnecessary hospital use. CAN has proven highly effective for making referrals, coordinating services, and advancing palliative care outreach — ensuring patients and families have the support they need.
Community First’s community-led approach unites patients, providers, and policymakers to advance solutions that improve our community’s health. At the heart of our work is a shared belief: Our toughest healthcare challenges can only be solved by working together.
Emergency Department Manager
Northwestern Medicine Valley West Hospital
Sandwich, Illinois
Danielle Wilson is a true champion for her community. In addition to leading her hospital’s emergency department, she is a tireless advocate for vulnerable populations – especially children – ensuring pediatric needs remain at the forefront of emergency care planning and delivery. Danielle has emerged as a respected leader and voice for pediatric readiness, serving on committees, fostering strong partnerships, and guiding her hospital’s preparedness efforts. Her work exemplifies the spirit of a true Community Star – someone whose leadership, compassion, and commitment make a lasting difference for rural families.
As a nursing leader in a rural Critical Access Hospital, I support clinical operations, staff development, and patient care initiatives that directly impact the health and well-being of our community. I’ve helped lead efforts to improve access, safety, and the overall patient experience.
One of my greatest passions is strengthening pediatric readiness. I partner with a local pediatrician on Emergency Department Approved for Pediatrics (EDAP) initiatives and, through Illinois Emergency Medical Services for Children (EMSC), mentor other rural hospitals in enhancing emergency and pediatric care.
One of my most rewarding moments was receiving our EDAP redesignation. More than a certification, it recognized the care we provide every day, the strong partnership we’ve built with our local pediatrician, and our commitment to the children in our community. What made it even more meaningful was being asked to mentor other rural hospitals – helping them strengthen pediatric care and feel confident in their readiness.
One of our most impactful initiatives has been addressing the opioid crisis. In response to community health priorities, we installed a free Narcan vending machine within our Emergency Department. By making this life-saving medication easily accessible, we reduce stigma, promote safety, and empower individuals to respond to overdoses with confidence and compassion.
We also partnered with the local park district’s summer camper program to create a fun and educational experience for local children. Campers toured our Emergency Department, explored a transport helicopter, and learned about safety, their bodies, and radiology. This program builds trust, sparks curiosity, and strengthens connections between our hospital and the families we serve.
Growing up in a rural community, I discovered early on that my heart was drawn to helping others. I witnessed how compassionate care could ripple through a community—lifting not just individuals, but entire families and neighborhoods. It’s more than a profession—it’s a calling.
Generations Family Health Center is Connecticut’s Community Star for its remarkable dedication to serving rural residents. The organization initiated vital conversations with community partners about the lack of accessible transportation in the Northeast corner, sparking broader discussions about healthcare access, building partnerships, and working toward solutions. Generations also serves migrant farmworkers, advocates for dental services amid workforce shortages, and remains an essential safety net provider in Northeastern Connecticut.
Generations’ mission is to provide quality, compassionate and affordable health care that is easily accessible and without discrimination. As a leader of the healthcare safety net in eastern Connecticut, Generations serves a predominantly rural area spanning three counties, where inadequate infrastructure limits healthcare access. Generations connects with some of the most underserved individuals across the region through its outreach team and mobile health unit. Staff help patients access health care, food, shelter, and other essential resources. The mobile health program schedules visits to schools, senior centers, churches, businesses, farms and more, bringing medical and dental care directly to people where they live or work. These services are provided by bilingual staff, ensuring care is accessible and culturally appropriate.
Generations is a key partner in the Mobile Health Hub, a collaboration among multiple health and social service agencies in southeastern Connecticut. Various agencies offering mobile services organize a regional schedule, and these organizations deliver an array of resources in one place, creating an efficient, “one-stop” model for the community.
In 2001, Generations launched its first mobile health unit, an innovative approach that rotated through more than 30 locations, including nearly 20 schools. The program was suspended during the pandemic, but in 2024, the center received funding to relaunch it and purchase a new, modern unit.
Generations tackles the challenges faced by our rural communities with the strengths that come from that same community. In Rural America, neighbors help neighbors, which is exactly what happens each day at our health center. Because our employees believe in helping their neighbors, our health center implemented a Patient Assistance Program (PAP). Mainly funded through employee donations, the PAP covers healthcare needs not paid for by insurance, such as walkers, transportation, cribs, and medications.
Generations has a long history of partnership with the State Office of Rural Health (SORH). The SORH is a consistent and collegial partner for health and social service agencies and remains a respected leader in our rural area.
Vice-President of Quality and Health Information
A lifelong advocate for rural health, Deborah has worn many hats—nurse, administrator, and community leader—always focusing on expanding access, improving care, and building strong partnerships. Her leadership has shaped programs ranging from lifesaving EMS services to innovative suicide prevention initiatives, all while staying true to her belief in the power of rural communities.
I lead all clinical quality and performance improvement initiatives for Rush Memorial Hospital (RMH) and its clinics. Over my 30+ years at RMH, I’ve held many roles, including Chief Nursing Officer, staff RN, and Wellness Services Coordinator. I also helped RMH obtain Critical Access Hospital status and collaborated with county leaders to create a Leadership Academy and Health Summit. More recently, we built a primary care clinic in a rural town of just 650 people and launched a mobile clinic to expand access further. In the 1990s, I helped establish the hospital’s American Heart Association training program, which continues to provide certification courses to community members.
One of the most rewarding highlights of my career was establishing a 911-response paramedic-level EMS department. When our county provider gave notice that they would cease service within 30 days, we had no hospital-based EMS service. With the support of dedicated professionals within the hospital, community, and state, we launched the service in just 17 days—complete with two state-approved ambulances and full crews covering 24-hour shifts.
Several years ago, we learned Rush County had one of the highest suicide death rates in Indiana. We convened local stakeholders— from schools, churches, government, mental health providers, and community organizations— and formed Suicide Prevention Across Rush County (SPARC). The program works to reduce stigma, raise awareness, and prevent suicide. Our county’s suicide rate is no longer among the highest in the state, and SPARC continues to meet community needs.
After working in both rural and urban healthcare, I can truly say I prefer the rural environment. I can make a positive impact that reverberates through the lives of those around me. We trained in the same facilities as our urban peers and are equally qualified, yet often viewed as less. Many drive past our hospitals to work in larger facilities, but I’ve been there, done that, and I’m proud of my decision more than three decades ago to remain rural.
Our relationship with the Indiana State Office of Rural Health benefits us greatly. They share grant information, coordinate programs, provide knowledge and expertise we cannot find elsewhere, and more. It’s a true partnership.
Vice President, Education and Special Projects – Kansas Hospital Association;
Executive Director – Healthworks
Exemplary leadership and commitment to improving health outcomes across Kansas define Jennifer Findley. As a driving force behind Healthworks, a nonprofit foundation established by the Kansas Hospital Association (KHA) in 1969, she has united diverse partners, secured critical funding, and developed solutions to meet the ever-changing needs of Kansas hospitals and the communities they serve.
In my roles at KHA and Healthworks, I support all hospitals in Kansas, including 83 Critical Access Hospitals (CAH) and three Rural Emergency Hospitals, with the goal of achieving optimal health for Kansans. I also serve on the Rural Emergency Hospital Technical Assistance Advisory Council and in a support role for the Kansas Rural Health Association. I’m energized by efforts that help communities stay healthy, strong, and vibrant.
One of the most rewarding accomplishments has been my involvement in developing and advancing the Primary Health Center (PHC) model, which laid the foundation for the national Rural Emergency Hospital (REH) program. In 2012, I worked with the KHA team, policymakers, stakeholders, and communities to create a sustainable option for rural areas to provide preventive care, chronic disease management, emergency services, and coordinated referrals. In 2020, Congress passed the REH model, closely mirroring the PHC concept, and Kansas became the first state to pass legislation establishing it. Today, Kansas has three REHs providing vital access to care—a milestone that reflects years of dedication to sustaining rural health.
In partnership with the United Methodist Health Ministry Fund and the Kansas Health Foundation, KHA and Healthworks are hosting community conversations across rural Kansas to explore what healthcare services matter most to residents. These conversations focus on preserving access to essential services and helping our rural communities thrive.
Since the inception of CAHs, Healthworks has partnered closely with the State Office to administer the Flex and SHIP grants – a partnership known as the Kansas Rural Hospitals Optimizing Performance (KRHOP). Together, we provide technical support, funding, and networking to all 83 CAHs and other rural providers. Over the last 15 years, a major focus of these programs has been increasing voluntary participation in the Medicare Beneficiary Quality Improvement Project (MBQIP), with reporting levels growing from just 8% in 2009 to nearly 100% today. We are incredibly proud of the growth in participation in Kansas that we have helped achieve.
Ohio County Healthcare (OCH) has been selected as Kentucky’s Community Star for its exceptional commitment to rural health, nationally recognized patient care, and forward-thinking innovation. Based in western Kentucky, this Critical Access Hospital (CAH) is a lifeline for the region, offering hospital, primary care, and specialty services close to home.
OCH is a community-based health system committed to delivering “Outstanding Care Here” at every location, every encounter, every time. For many in western Kentucky, we are the first -and often only- source of comprehensive care. Services span primary care, specialty care, behavioral health, surgical services, and community events. Our Mobile Access Clinic brings walk-in services, vaccines, screenings, and health education directly to underserved areas.
One of our most rewarding accomplishments was receiving the CMS 5-Star Patient Experience Rating in 2024, an honor achieved by fewer than 10% of hospitals nationwide and even more rarely by rural facilities. This recognition reflects the exceptional communication, responsiveness, and compassion our team delivers daily. Equally meaningful was the opening of our new surgical wing in 2023, which expanded services and introduced robotic surgery, further affirming our commitment to bringing advanced care to a rural setting.
In response to our Community Needs Health Assessment, OCH introduced NeuroStar TMS Therapy, a non-invasive, FDA-approved treatment for major depressive disorder. This service, rarely available in rural areas, offers hope to patients unresponsive to medication. We also launched Joint Camp, a prehabilitation program for orthopedic patients.
OCH partnered with the Kentucky Cancer Program, AARP, and the Ohio County Chamber of Commerce to host the Spring Shop & Screen event. This collaboration provided hundreds of residents with free screenings, health education, and wellness resources, while strengthening community ties, increasing screening rates, and showcasing the power of partnership in rural health.
OCH embodies the Power of Rural by proving that outstanding care is not limited by geography. Our team doesn’t just work here – they live, volunteer, and raise their families here. We prove daily that rural health care can be innovative, compassionate, and community-driven.
We actively collaborate with the Kentucky Office of Rural Health (KORH), whose support has been instrumental in advancing our initiatives. Over the past year, KORH guided our Rural Health Clinic expansion and relocation, supported Community Health Worker programs, and provided Flex and SHIP funding for infrastructure and data reporting improvements. Their partnership empowers us to grow strategically and continue delivering high-quality care.
In a region defined by its rural nature and limited healthcare resources, Amite Rural Health Clinic stands as a beacon of accessible, comprehensive care. Through proactive community engagement, the clinic delivers vital services—screenings, health education, and preventive care—to residents who might otherwise go without.
Amite Rural Health Clinic (ARHC), a division of Hood Memorial Hospital, provides accessible, affordable, and high-quality healthcare for residents of Tangipahoa Parish and surrounding rural communities. Our mission is not only to treat illness but to serve with empathy and a hometown approach that reflects the values of the people we care for. Being located just one block from Hood Memorial Hospital allows us to coordinate care seamlessly for patients who may require additional hospital services.
One of our most rewarding accomplishments has been hosting two free health fairs each year, providing hundreds of residents with screenings such as blood pressure and cholesterol checks. Many patients discovered undiagnosed conditions and received timely interventions that likely prevented serious health complications. Seeing community members return to thank our providers for “catching something early” reinforces the importance of our work and the difference it makes in rural lives.
Recognizing that many rural residents delay care due to work schedules or transportation limitations, ARHC implemented an “after 4 p.m. walk-in only” model for primary care. This reduced appointment bottlenecks, increased patient volume, and gave working families easier access to care without missing work. This approach has been well-received, resulting in improved patient satisfaction and earlier intervention for minor illnesses before they become more serious.
ARHC has partnered with local colleges and universities for our Community Health Fairs, combining academic resources with local healthcare expertise. Together, we provide free screenings and educational presentations while also giving health students hands-on community experience. This benefits the community by expanding access to preventive services and health education while fostering the next generation of healthcare professionals committed to serving rural populations.
We embody the “Power of Rural” by ensuring that quality healthcare is available, accessible, and personal—right here in the community where our patients live, work, and raise their families. We know our patients by name, understand their challenges, and adapt our services to meet their needs.
ARHC has benefited from the Louisiana State Office of Rural Health’s resources, technical assistance, and educational opportunities. Their support has strengthened our ability to provide top-tier care while navigating the unique challenges of serving a rural population.
Program and Communication Specialist
Kari Granz brings people together—community members, organizations, and healthcare providers—to take on the biggest health challenges facing rural families. Through her leadership, she has strengthened partnerships, elevated rural voices, and turned local needs into innovative programs that make care more accessible across Michigan’s Thumb region.
At Thumb Community Health Partnership (TCHP), my work centers on building cross-sector partnerships and designing community-based solutions that address behavioral health, chronic disease, workforce development, and social determinants of health. I also oversee region-wide outreach campaigns to increase awareness and reduce stigma around behavioral health and other public health priorities. I support local Health Insurance Navigators, ensuring rural residents can access and enroll in coverage. At the heart of this work is a commitment to ensuring rural voices are heard, valued, and reflected in the systems that shape their health.
I love working directly with students at schools and watching them discover new paths in healthcare through our youth career awareness programming. Over eight weeks, students grow in confidence and curiosity—and their excitement about the future energizes me. Knowing we help shape the next generation of the rural healthcare workforce is incredibly meaningful.
One of the most impactful programs we’ve implemented is the Man Therapy campaign, designed to address men’s mental health in rural areas where stigma can be strong. Using humor, relatability, and direct messaging, the campaign reframes mental health like any other issue a man might face in his garage or workshop. We promoted it through billboards, radio, print materials, and events. At first, I was unsure how it would be received, but community feedback was overwhelmingly positive. The true impact became clear when, two years after launch, a gentleman shared that he sought help after seeing our billboard. That moment was powerful—it affirmed that our innovative outreach wasn’t just clever messaging; it was saving lives.
Through our Employer-Led Collaborative (ELC), I’ve partnered with academic institutions to align educational programs with workforce needs. These partnerships better prepare students for health and human services careers while supporting local employers in recruitment and retention. One exciting outcome is the FERN Program—Flint Educates Rural Nurses—developed by the University of Michigan–Flint. In a region often considered a college desert, access to advanced degrees is a major barrier. FERN creates a pathway for rural healthcare workers to earn their BSN without leaving their jobs or communities.
It means community – organizations coming together to meet the needs of a region. Our communities may be small, but when we share knowledge, passion, and resources, we create something much bigger than ourselves. It’s about resilience, creativity, and the belief that where you live should never limit what you can achieve.
Jeff Metz and Sam Jones are exceptional leaders in rural health whose work at Egle Nursing and Rehab Center has made a lasting impact on their community. Nestled in the mountains of Western Maryland, Egle is a family-oriented facility that provides high-quality, personalized care to older adults in one of the state’s most rural regions. Jeff and Sam are hands-on leaders invested in their residents, staff, and the broader healthcare system. As active supporters of LifeSpan Network, they regularly travel to Annapolis to advocate on behalf of rural providers and older Marylanders, meeting with legislators and participating in policy discussions to ensure rural voices are heard. Their combination of heart and strategy has built a strong, resilient, and compassionate care environment that stands as a model for others.
Egle is a locally owned skilled nursing facility with 66 beds and a 16-bed memory care assisted living unit serving Western Maryland and nearby communities in Pennsylvania and West Virginia. With 145 dedicated healthcare workers, Egle is the largest employer in George’s Creek Valley and the only medical presence in the area. Beyond care delivery, the organization supports the community as donors to local events and sponsors of youth activities. We are humbled to enjoy an exceptional reputation, maintaining a full census and waiting list for admission. Egle consistently ranks in the top ten of all facilities in Maryland on the state’s Pay for Performance Quality Model—a reflection of our team’s commitment and compassion.
Simply serving our family, friends, and neighbors for more than 30 years has been immensely rewarding. Knowing most of the people we serve makes it especially meaningful to see their lives improved through the care we provide.
Sam and I grew up in the community we now serve. My first introduction to health care was on Egle’s maintenance team, and I was hooked; over time, I became an administrator and co-owner. Sam has devoted her entire adult life to health care, first as an RN with Western Maryland Health System and for the past seven years as Egle’s Director of Nursing. Healthcare has been our life’s calling.
There is nothing like being born and raising your family in rural America – a place where folks are genuine and time moves at a slower pace. If everyone could experience rural America at least once, they would be sold.
Community Engagement Manager
South Carolina Department of Public Health – Pee Dee Region
Kingstree, South Carolina
Regina Nesmith-Dimery was selected as South Carolina’s Star for her decades of service and unwavering commitment to improving the lives of rural communities in the Pee Dee Region. Over her 30+ year career, she has spearheaded grassroots initiatives, led multi-county coalitions, expanded access to fresh food, and advanced maternal and child health advocacy. Regina embodies the spirit of South Carolina—resilient, compassionate, and deeply rooted in community.
As Community Engagement Manager at the South Carolina Department of Health (SC DPH), I work to advance policy, systems, and environmental changes by building strong partnerships with schools, healthcare providers, businesses, faith-based organizations, and other community stakeholders. I help facilitate community-driven planning, mobilize local assets, and guide coalitions to implement evidence-based strategies that improve overall wellness. At the heart of this work is a commitment to amplifying rural voices and reducing disparities so every resident can thrive.
During the pandemic, I helped a new food pantry expand services and become a vital community resource hub addressing food insecurity. Through partnerships, the pantry grew to offer not only food but also diapers, formula, clothing, and other essential resources.
The Williamsburg County Community Coalition sought to address prediabetes, which disproportionately affects local seniors. With support from the SC DPH’s Division of Diabetes and Heart Disease Management, they secured a grant to implement the National Diabetes Prevention Program (NDPP) while also tackling the social determinants of health. We supported this effort by providing much-needed technical assistance throughout the community engagement process.
Lane, South Carolina, has long faced challenges with walkability and mobility. In 2023, the town partnered with Wholespire, SC DPH, SCORH, and other state partners through the Walkability Institute in Spartanburg, SC. Local officials and stakeholders received training to address mobility barriers, focusing on including people with disabilities in the planning process. As a result of this collaboration, the town formed a community walkability committee and action plan, secured a grant from Wholespire, and was awarded more than $1 million in Transportation Alternatives Program (TAP) funding to create walking and bicycle paths. This collaboration shows how local, regional, and state partners can come together to create safer, more accessible communities for all residents.
The South Carolina Office of Rural Health (SCORH) has been a vital change agent in advancing training, strategic planning, and sustainable solutions for rural communities. For me, SCORH has been more than a partner—it has been a mentor and catalyst in my journey to impact rural health.
With over 25 years of experience in healthcare and non-profit administration, Lauren Faison-Clark is a trailblazer who is redefining what it means to serve communities through innovation, compassion, and resilience. A recognized expert in telehealth and telemedicine, Lauren is frequently invited to speak at conferences, including many Rural Health Summits. She is dedicated to building community partnerships to enhance healthcare delivery, and her expertise covers a wide range of critical topics. Her inspiring efforts continue to build a culture of excellence in rural health communities.
I currently serve as the Chief Executive Officer of Doctors’ Memorial Hospital in Perry, Florida. I officially began this role in October 2023 after serving as Interim CEO since June 2023. Previously, I spent a decade as the Service Line Administrator for Regional Development, Population Health, and Telemedicine at Tallahassee Memorial Healthcare, where I developed a Regional Health Network to improve access and outcomes in rural areas.
Despite major hurricanes and the closure of our county’s largest employer, our team showed extraordinary resilience and unity. We have leaned into innovation and collaboration to move forward. By strategically leveraging grant funding, we’ve catalyzed growth across several key areas—most notably in emergency care services. In 2024, we enhanced our Emergency Room environment and launched the DMH Emergency Services group by hiring our own providers. These efforts have elevated the quality of care and played a vital role in rebuilding trust within our community. We also responded to a critical community need by opening an on-site urgent care center, which quickly became a successful and valued resource. Our team continues to drive improvement initiatives that increase patient volume and enhance care quality.
Rural health is personal. It is vital. It makes a huge difference to the community and those served. The staff who work in rural health are resilient. They wear many hats, rely on deep trust in their team, and lack a bench of other resources to turn to. Working alongside them is some of the most important work I have done in my life.
Strength, resilience and community. People pull together in a time of need and often put aside their own needs to assist others. Rural health care is personal – staff care for their neighbors, friends, and families.
They provide great support through the Flex Program, which allows rural programs to network, share and learn from each other.
