AK, CO, DE, ID, MN, MS, NE, NM, NY, VA, WA, WV
AK, CO, DE, ID, MN, MS, NE, NM, NY, VA, WA, WV
Community Paramedic
Ketchikan Fire Department Mobile Integrated Healthcare
Ketchikan, Alaska
Benjamin Watson has been instrumental in developing and growing the City of Ketchikan’s Mobile Integrated Healthcare (MIH) Program. His dedication has increased access to healthcare for underserved residents and given hope to the community.
I manage the day-to-day operations of the Ketchikan Fire Department’s MIH Program, which serves underserved populations, such as older adults, homebound, uninsured, and unhoused. We act as a gap-fill service, working alongside existing organizations rather than duplicating efforts. By partnering with first responders and primary care providers, we’ve improved patient outcomes, reduced hospital readmissions, and decreased emergency service use. We’ve reduced call volume from enrolled “High Utilizer” patients by over 80% and reduced the number of “High Utilizer” patients by over half. Beyond patient care, our MIH team provides free naloxone distribution and training, teaches classes to high school students interested in healthcare or public service, conducts outreach with people experiencing homelessness, and secures funding for lifesaving equipment.
The small daily reminders of the important work we do mean the most to me. Driving by a bus stop where a patient no longer sits in pain after entering assisted living, seeing someone in recovery working at a job we helped them get, bumping into a patient who once couldn’t remember her own name but now smiles from ear to ear—these moments aren’t always quantifiable, but they give me purpose.
One of our most significant barriers was the inability to contact or locate unhoused patients. In partnership with the Salvation Army and Public Health, we host a weekly clinic where patients can find us without an appointment or healthcare coverage. We’ve enrolled 127 patients, many experiencing homelessness or substance use disorders. The clinic helps prevent ER visits by catching concerns early, reducing call volume and costs.
When I was 14, I was diagnosed with non-Hodgkin’s B-cell lymphoma. Throughout my youth, I worked in the nonprofit sector and founded a pediatric cancer nonprofit of my own—The Benji Watson Cancer Foundation. In 2019, I worked in Ketchikan as a seasonal guide and loved every second of it. After some time in Florida, I knew I wanted to return.
The community I have gotten to know is resilient, resourceful, and comes together in times of need. Witnessing the response to Ketchikan’s landslide last year solidified my belief that this close-knit rural community can perform miracles when we work together.
We worked closely with the Office of Rural Health when securing the grants that funded our program and still collaborate today. Without their guidance, we wouldn’t be able to do the work that we do.
Community Relations, Development, Emergency Preparedness, State Rep
Southeast Colorado Hospital and Long-Term Care Center
Springfield, Colorado
Steve Sanchez is Colorado’s Community Star because of his consistent commitment to rural healthcare systems and his dedicated service to his community. With more than seven years in the medical profession, following 32 successful years in educational leadership and college teaching, Steve brings a wealth of knowledge and experience to his work.
I work at the not-for-profit Southeast Colorado Hospital District and Long-Term Care Center (SECHD), serving as community relations director, development director, emergency preparedness director, and state and federal liaison. My role is one of service, and I am actively involved at both the state and local levels, including testifying on the Senate and House floors of the Capitol on hospital-related issues.
I believe in listening and responding to meet the needs of our service area. We continually brainstorm strategies for improved services, focusing on ways to reduce isolation and help new parents and caregivers feel supported. We understand that resources must be inclusive and welcoming to people of different backgrounds, cultures, languages, and needs. At SECHD, we have a passion for serving all and specialize in caring for the aged, low-income, underserved, underrepresented, and diverse populations of Southeast Colorado. As a small rural hospital, we provide a wide range of services and do everything possible to meet the medical needs of our community — and the work pays off in better health.
SECHD has recently partnered with the Colorado Department of Public Health and Environment and others to develop diabetes classes, outreach specialty clinics, and a Cardio-Pulmonary Rehabilitation program for our high-needs population. These services improve access to care and diagnostic testing for older residents, often of lower economic means, in a four-county area with high chronic disease rates. To reduce travel burdens, we bring in outreach providers whenever possible. We have also started a Senior Life Solutions behavioral health program to support the growing needs of our elderly population.
The ‘Power of Rural’ holds deep meaning to me. I grew up and was educated in Buena Vista, Colorado, and received a top-notch rural education that gave me a strong foundation to serve others. The Power of Rural is true and dear to our hospital and me.
Our Colorado Rural Health Organizations are like family to our small rural nonprofit hospital. I have nothing but praise and gratitude for the work that the National and State entities do to benefit rural medicine and practice.
Meir Gelley is Delaware’s Community Star because of his remarkable dedication to creating services for the aging population and his impact on rural areas of Kent and Sussex County. A humble and effective leader, his tireless efforts in promoting rural healthcare access and wellness initiatives for older adults are inspiring. Whether taking a risk on a start-up service new to rural Delaware or daring to launch a new program to reach home-bound, high-need older adults, Meir embodies the spirit and drive of entrepreneurial innovation.
As CEO and Developer of Milford Wellness Village (MWV), I bring 34 years of experience managing healthcare facilities. My company, Nationwide Healthcare Services, is a progressive management company of skilled nursing and rehabilitation centers, with seven facilities and one Program of All-Inclusive Care for the Elderly (PACE) organization. Nationwide has earned recognition for Person-Centered Care and as a Best Employer. Its mission is to help older adults live happy, healthy, purposeful lives in a safe, clean, and pleasant environment. Extending this expertise beyond nursing facilities into the broader community became a driving force to serve rural Delaware.
MWV was born from the concept of “Wellness Villages,” which systematically transform unused hospital campuses into mixed-use facilities that continue to provide community benefit. This model sits at the intersection of neighborhood planning and community health, where services such as primary care, workforce development, and programs addressing social determinants of health improve well-being while fostering economic growth.
The empty hospital campus in Milford was refurbished into a community service hub, preventing the expansive downtown building and grounds from becoming a symbol of neglect. Since 2020, the space has been nearly occupied with an array of senior-focused services, including a skilled nursing facility, aquatic therapy, PACE, an FQHC site, behavioral health, and more. On-site organizations employ more than 600 individuals. The goal is to reinvent the future of community, particularly for residents aging in place in rural Delaware.
MWV’s success stems from strong partnerships. Collaboration with La Red Health Center has provided medical home placements, behavioral health, and dental care for high-need older adults. Work with Delaware State University is expanding the rural workforce with enhanced geriatric knowledge. Day-to-day partnerships with community-based organizations, from senior centers to transportation and housing providers, ensure programs meet essential needs across southern Delaware. By working with key stakeholders and communities, we build needed services that are non-duplicative and add enormous value.
To me, that phrase captures the essence of close-knit, hard-working relationships that address the greater good. It is symbolic of strength, community, and determination.
Clinical Associate Professor
Dr. Weaver has more than 40 years of experience as a Nurse Practitioner, with clinical work spanning rural, urban, and correctional health care. She brings her passion for patient care to academia, grounding students in the “real world” and encouraging them to engage with rural issues and projects. Dr. Weaver also serves as President of the Idaho Rural Health Association (IRHA), where she is an outspoken advocate for the health of rural Idahoans.
I’m serving my second term as President of the IRHA and have been a board member since 2018. In both my role as a nursing faculty member and as an IRHA leader, my focus has been to give a voice to rural communities – their challenges as well as their triumphs. To amplify those voices more broadly, a colleague and I created a podcast highlighting rural people and places. Our goal is to bring rural into your home, vehicle, and life – especially if you haven’t had the chance to experience it yourself.
As a faculty member, I encourage nurse practitioner students to complete rotations in rural areas and to partner with communities on opportunities for problem-solving and change. I teach them that the best way to experience rural communities is to go there, talk with people, and listen with an open heart and mind. Helping students understand the uniqueness of rural areas – and the joys of wide-open spaces – fills my heart. I’ve learned that passion for rural health begins with those who live it, and it becomes contagious if one simply gives it a chance.
When I first arrived in my community, I experienced the suspicion that comes with being the new person in town. On my very first day in the clinic, the community matriarch came in as my last patient. When I asked how I could help, she replied, “I am here to check you out.” I pulled up a chair, and we sat in that exam room and just chatted for nearly an hour. At the end of the visit, I walked her out with her arm in mine, and she stated, “We’re gonna keep you.” I look forward to going to work every day – not many people can say that. I believe it’s the rural mindset that I appreciate the most. The biggest lesson I’ve learned is that trust must be earned. One cannot simply arrive in a rural community and expect it.
The “Power of Rural” lies in the hardworking people who put food on the table for this country. If rural people in rural places could come together with one voice, I believe rural people could change not only this country but the world.
Rick Ash has spent more than 30 years dedicated to strengthening Minnesota’s rural health system. He has served as CEO at multiple critical access hospitals, guiding organizations through major shifts in state and national health reform, the challenges of a global pandemic, and advances in care delivery technology. Keeping care local has always been a priority throughout Rick’s service to rural communities. He is an active community member, serves on many advisory committees, and is a long-time board member with the Minnesota Rural Health Association, working to ensure health policy issues have rural solutions.
Since 2015, I have served as President and CEO of United Hospital District (UHD), an independent Critical Access Hospital dedicated to advancing rural health care. We believe healthcare is a community endeavor—shaped by listening to our patients, engaging community members in planning, and investing in services that reflect their priorities. UHD is the only 24/7 Emergency Department within 20 miles and the only facility within 50 miles offering obstetric care. To strengthen care close to home, we have expanded surgical and specialty services, introduced robot-assisted surgery, grown telehealth programs, and modernized facilities. These efforts ensure essential care remains local for families.
I am a founding member of the Headwaters High Value Network (HHVN), a network of 17 independent rural hospitals across Minnesota. Together, we’re building a model that strengthens quality, improves patient outcomes, reduces costs, and helps ensure the long-term viability of rural hospitals. By sharing best practices, developing shared services, increasing purchasing power, lowering costs, and expanding access, we’re tackling challenges that can be overwhelming for small hospitals working alone.
UHD is a Level IV Trauma Center and a certified Acute Stroke Ready Hospital. Through our partnership with Allina Health Minneapolis Heart Institute, we provide TeleStroke services that connect patients with a stroke neurologist in real time, working directly alongside our care team. This immediate access to specialized expertise ensures UHD patients receive high-quality stroke care without losing critical time.
I grew up on a dairy farm and have spent my entire life in rural communities. My passion has always been ensuring that rural communities have the same high-quality health care as any urban center. I know that every decision, every provider recruited, and every service added has a direct and tangible impact on neighbors, friends, and families I know personally.
The “Power of Rural” is the resilience, creativity, and deep-rooted commitment that rural communities bring to every challenge. It’s about turning geographic distance into an advantage—where our closeness as a community becomes our strength in providing care that is both high-tech and deeply personal.
The Mississippi Access Group Network – Health Center Controlled Network (MAGnet-HCCN) fosters collaboration among Mississippi’s community health centers. Consisting of five centers, its mission is to strengthen access, quality, and efficiency while reducing health disparities. The network helps members act collectively as a statewide system of comprehensive primary care providers committed to high-quality care and effective coordination.
MAGnet-HCCN envisions a healthier Mississippi where integrated health systems empower rural and underserved communities to thrive. We leverage health information technology to streamline care delivery and data management, promote evidence-based practices, and build sustainable programs tailored to local community needs. Each partner health center identifies priorities such as diabetes, obesity, or hypertension, recruits participants, and delivers interventions aligned with community schedules and capacity. To overcome barriers like transportation, food access, and literacy, centers provide rides, mobile units, education, and fresh produce. Community engagement drives this model, with outreach, wellness events, and feedback forums ensuring programs reflect local voices and values.
A rewarding accomplishment has been forging partnerships that expand resources for communities. For example, one partner health center revitalized a community walking track, now a hub for exercise and connection. Equally meaningful has been helping health centers achieve sustainability beyond grant funding through capacity-building and guidance on diverse funding strategies – empowering them to sustain and grow initiatives long after programs end.
In response to the rising burden of chronic disease in rural Mississippi, MAGnet-HCCN launched the Community Health Program—an innovative, multi-site initiative addressing both clinical conditions and social drivers of health. Instead of a one-size-fits-all model, the program empowered ten health centers to set priorities, recruit participants, and implement culturally responsive interventions. Each center tracked health indicators, and the results were compelling: improvements in blood pressure, cardiovascular risk, glucose levels, and diabetes control, with more than 75% of participants achieving weight loss. This community-led approach improved outcomes and strengthened local engagement and ownership.
We see rural health not as a barrier, but as a catalyst for community-centered solutions. We celebrate collaboration and local leadership by engaging residents through health events, feedback forums, and preventive education, ensuring our work reflects the strengths and values of the communities we serve.
For more than 30 years, Lori Minert has dedicated her career to Pender Community Hospital (PCH) and the community she calls home. In addition to a passion for rural health advocacy and volunteer work with the Pender Rescue Department, she also helped launch Thriftique, a local thrift store that has given back more than $500,000 to the community. In a town of just 1,000 people—on the edge of the Omaha Nation Reservation in a county with one of the highest poverty rates in Nebraska—Lori’s impact is felt every day.
I currently serve as the Director of Rural Health Clinics (RHCs) and am part of PCH’s senior leadership team, overseeing hospital, clinic, pharmacy, child development, and assisted living operations. With four RHCs—two operating five days a week—we’ve significantly reduced the need for patients to travel long distances for care.
Personally, I volunteer as an EMT and a firefighter, serve on Pender’s Beautification Committee, and remain active in my church. As an organization, we engage with the community in many ways—handing out free popcorn at local ball games, organizing drive-thru vaccine clinics in surrounding towns, or walking in local parades. These efforts reflect our mission to support health and well-being both inside and outside clinic walls.
One of the most rewarding accomplishments has been consistently receiving positive employee satisfaction feedback. I care deeply about the work we do and the people who make it all happen. Another highlight was receiving the Outstanding Rural Health Achievement Award from the Nebraska Rural Health Association – an incredible honor that reflects the dedication and teamwork that go into making a difference every day.
I grew up in a rural community, went to college in the city, and returned to rural Nebraska to raise my family. When I became a volunteer EMT, I discovered my love for health care and helping people. I’m passionate about ensuring rural communities have high-quality and compassionate health care.
The “Power of Rural” is deeply personal—it’s about the values I see in rural life, like hard work, kindness, and a genuine sense of belonging. It’s where people come together because they care about each other’s success and well-being, creating a foundation for hope and progress that inspires beyond rural borders.
Our clinic was among the first RHCs in Nebraska, and we’ve relied heavily on the State Office’s resources and guidance. Our partnership with them has been crucial in expanding our clinics and supporting the growth of rural health services across the state.
Chief Executive Officer
Albuquerque Health Care for the Homeless, Inc.
Albuquerque, New Mexico
Jennifer Metzler is New Mexico’s Community Star for her remarkable dedication and impact on the homeless community. As CEO of Albuquerque Health Care for the Homeless (AHCH), she has led the development of innovative programs, including Medical Respite, which provides essential healthcare services and resources to underserved and unhoused individuals. Jennifer’s compassion, vision, and commitment to service inspire her team and community alike, embodying the true spirit of this recognition.
AHCH is the only health center serving exclusively people experiencing homelessness in Albuquerque and Bernalillo County. As a Health Care for the Homeless (330-h) special population provider, we face barriers to care and circumstances that mirror many of the challenges in rural health. Our approach is proactive and agile: we take services beyond the clinic to the streets, shelters, and other places people live; we help people navigate systems not designed for their circumstances; we collaborate extensively to extend our impact; and we advance strong policy and grassroots advocacy to address the structural issues that create and perpetuate homelessness.
I go to work every day knowing I work with extraordinary people who set aside hubris and work together for what matters. It is a joy to see teams from all disciplines deliver care in unconventional settings—in the streets, shelters, and open spaces—in innovative ways that achieve measurable impact. Seeing someone we first met “sleeping rough” become housed, remain housed, have a medical home, access benefits, and connect to the community in meaningful ways is remarkably rewarding.
We recently launched a Medical Respite Collaborative to provide post-hospital care for people without homes who need continued recovery. After years of planning with four local partners—through needs assessments, model development, and process agreements—we opened a new site supported by a Medicaid pilot through New Mexico’s 1115 waiver. Everyone served in the program receives housing resources or vouchers to ensure they exit to stable housing, not back to the streets.
We’ve had a strong partnership with our State Office for decades. They understand the state’s needs, are fiercely committed to the cause, and have been accessible, trusted mentors. We’re fortunate to have their support.
Richard Merchant leads efforts across northern and central New York to strengthen the healthcare workforce. Through his work directing Area Health Education Centers (AHECs), he enhances care in rural communities through health career exploration, continuing education, clinical training, and partnerships that address community needs. Richard’s deep commitment to ensuring access to care in rural New York makes him a true Community Star.
Health WorkForce New York is a nonprofit workforce development organization that operates three AHECs and provides digital tools and services for healthcare stakeholders. As past President of the New York State Association for Rural Health, I ensure our work remains focused on rural workforce and access challenges. Trained in Medical Anthropology, I lead our organization in developing practices that prioritize understanding rural communities before introducing workforce solutions. We work toward a stronger rural healthcare system by reducing barriers to training, graduation, and mentorship for individuals from rural and underserved populations. In partnership with local stakeholders, we co-design assessments, support services, and career-readiness tools delivered through accessible digital platforms. This approach embeds community priorities into pipeline and challenges assumptions about who belongs in the healthcare workforce.
During the height of COVID-19 in 2021, a local nursing home faced a critical staffing shortage. Within three days, we launched a community engagement campaign with a digital portal for donations and volunteer applications. In just one week, applications rose 600% and essential services were restored, ensuring residents received the care they needed.
A unique program is the Rural Immersion Program, where small cohorts of medical or health professions students spend a week immersed in a rural community. Students engage with the hospital, EMS, public health, schools, and local organizations, then present findings back to residents and key leaders. Many leave with a new interest in practicing in a rural community. The program has grown from a pilot in Star Lake to numerous sites across the state.
In 2020, I convened colleagues across the state to create the Health Workforce Collaborative, a digital platform connecting educators, employers, students, and workforce stakeholders to resources, data, and opportunities. Supported by over a dozen philanthropic organizations, it has since engaged hundreds of institutions and thousands of students and workers, significantly strengthening New York’s healthcare pipeline.
I was born and raised in a rural community and have worked most of my career in one. As I age, I feel increasingly compelled to care for those in my community and other communities like it. I have and will always stand at the ready to create innovative solutions to ensure that our community members have access to the care they need.
Nick Chuquín leads Riverside Shore Memorial Hospital (RSMH), where his leadership has strengthened healthcare delivery across Virginia’s Eastern Shore. Through innovative service expansion and a deep commitment to community well-being, he has improved access to care for rural residents. Nick is a steadfast advocate for rural health statewide—lending his voice to key policy discussions and championing initiatives that uplift underserved populations across the Commonwealth. His vision, dedication, and tireless service make him a true Community Star.
Without our hospital, patients would struggle to get the care they need close to home. The next closest hospital and specialists are over 90 minutes away and across a 19-mile-long bridge with a $20 toll. Riverside has increased the number of providers on the Eastern Shore, built a state-of-the-art hospital, and is planning a Family Medicine Rural Residency to address recruiting challenges in primary care.
While many community hospitals have closed their labor and delivery units, Riverside committed to maintaining this essential service. After losing a partner who provided pediatric nursery coverage, I worked to ensure obstetric services remained in our community. Today, we employ four OB/GYNs and a midwife, a neonatologist, and a pediatrician to provide nursery coverage. We’re also recruiting outpatient pediatricians to further strengthen care for families.
In 2023, we partnered with the Virginia Institute for Spaceflight and Autonomy, Drone Up, and the Accomack Northampton Planning District Commission to launch a drone delivery project. This initiative enabled delivery of medications and supplies to patients within two miles of the hospital and up to 16 miles away on Tangier Island, in the middle of Chesapeake Bay. Drones also returned with patient lab samples, reducing wait times for test results from more than a week to just a few hours.
RSMH and ESVA Housing Mission launched the Healthy Homes Initiative, a collaboration to improve living conditions for low-income residents in Accomack and Northampton counties. The program helps residents remain safely in their homes, reduces fall risks and other health concerns, increases access to wellness services, and lowers hospital visits. Just one year in, the partnership has already supported many projects, like building ramps at patients’ homes, that improve the quality of life for residents.
I grew up in a rural community and saw how limited access to care can impact families. Rural health is uniquely challenging – you wear many hats, build deep relationships, and learn to be resourceful. This work motivates me because I know I can make a real difference in the lives of the people in my community.
Elise Cutter is a visionary leader who has strengthened Island Health through innovation, workforce development, and community engagement. She has built a values-based culture rooted in pride and purpose, while continuing to invest in clinical excellence and infrastructure despite the challenges common to rural hospitals. Under her leadership, the hospital has relocated and modernized the helipad, secured the emergency department, implemented advanced technology, and launched a groundbreaking partnership with the Anacortes Family Center and the City of Anacortes that ensures healthcare access for those most vulnerable in the community. Elise’s collaborative spirit and commitment to rural health make her a true Star in Washington.
I am the CEO of Island Health, an independent rural public hospital district in Anacortes, Washington. I have served as CEO for four years and have worked at the organization for over 20 years. Together with our leadership team and Board, I review patient feedback, and community needs to guide how we serve the community.
Island Health recently implemented the latest da Vinci surgical robot to expand access to advanced care and support staff recruitment. Funding came through a combination of congressionally directed funds and our Island Health Foundation. Staff trained together to launch the program, which now offers robotic surgery in general, urologic, and gynecologic cases—ensuring patients can receive state-of-the-art surgical care close to home.
We set out to strengthen provider recruitment and retention to expand access to care. By overhauling our recruitment process, enhancing onboarding, refreshing our brand/website, and showcasing staff testimonials, we highlighted why our community is an ideal place to live and practice. Over the past three years, we’ve welcomed more than 30 new physicians and expanded services across multiple departments.
Through the Community Paramedicine Program (CPP), Island Health social workers, providers, and staff partner with community paramedics to check on patients at home—assisting more than 100 patients last year with complex medical issues and other needs. We also partner with the Anacortes Family Center (AFC), which supports families experiencing homelessness – by offering weekly primary care visits. This access helps families address health concerns early, receive preventive care, and build relationships with providers. Additionally, over the past year, we’ve worked closely with our State Office of Rural Health on our possible transition to Critical Access Hospital (CAH) status. They’ve been instrumental in guiding us through the process and supportive of our petition to federal legislators to make this change.
When my husband and I relocated to Anacortes, I joined Island Health as a Financial Analyst and was hooked. I was immediately struck by the organization’s clear purpose to serve the healthcare needs of our rural community. This is what drives me. This is what I fight for each day.
With a mission that extends beyond traditional hospital care, Roane General Hospital (RGH) focuses on prevention, wellness, and addressing the social determinants of health. Its programs, including the innovative Prescription for Your Health Initiative, are helping reshape healthcare delivery in a region facing some of the toughest health challenges in the nation.
RGH is a mission-focused, independent Critical Access Hospital serving Roane County and surrounding rural communities. Guided by the Community Health Needs Assessment, RGH strategically engages the community to address identified needs. Initiatives include free medical transport, access to specialists, and creating a community health and education center. RGH also supports student rotations across multiple disciplines, exposing future healthcare providers to rural practice and promoting workforce sustainability.
In 2020, the hospital board expanded its mission to emphasize improving community health while also planning a major renovation that added a larger fitness center, therapy space, pool, walking trail, and healthy café. Together, these updates gave rise to Prescription for Your Health (P4YH)—an innovative, medically driven, no-cost program designed to shift care in a socioeconomically challenged community from managing chronic disease to promoting health and wellness, and to help break the cycle of generational illness.
The program is open to any patient interested in improving their health, as well as community members referred by their primary care provider (PCP). Each participant begins with their PCP, who offers medical oversight and helps develop a personal care plan with goals, preventive screenings, and wellness checks. Health coaches and fitness trainers then support participants with health education, individualized fitness plans, and ongoing motivation. Participants also receive free access to the fitness center and group classes.
A grant-funded Food is Medicine component was added later, providing year-round access to healthy foods. RGH partners with West Virginia University’s (WVU) School of Public Health to scientifically validate program data to ensure credible and scalable outcomes. The results speak for themselves: participants reduced hemoglobin A1C by 8.2%, lost a combined 165 pounds, and saw measurable improvements in key biometrics.
RGH takes pride in being one of the few independent healthcare facilities in West Virginia. A highlight is the P4YH Program, which shapes life outcomes and strengthens the resilience of the community.
Much of RGH’s success comes from collaboration. Its partnership with WVU brings specialty services such as oncology, pulmonology, stroke care, and neurosurgery close to home.
