AZ, GA, IA, MA, ME, MO, MT, NC, NJ, NV, OH
AZ, GA, IA, MA, ME, MO, MT, NC, NJ, NV, OH
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.
