AL, CT, HI, IL, FL, IN, KS, KY, LA, MD, MI, SC
AL, CT, HI, IL, FL, IN, KS, KY, LA, MD, MI, SC
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.
