ND, NH, OK, OR, PA, RI, SD, TN, TX, UT, VT, WI
ND, NH, OK, OR, PA, RI, SD, TN, TX, UT, VT, WI
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.
