(Opinion) New Hampshire’s rural health transformation moment

NH’s G0-NORTH program represents a rare alignment of leadership and opportunity

HEALTH CARE

By: Brennan Ward 

In many small towns, local hospitals and clinics are more than places of care; they are foundational institutions that anchor communities, support local economies and provide stable employment. Yet these providers operate under constant pressure, balancing geographic isolation, limited workforce capacity and aging infrastructure with tight financial margins.

When rural health care systems are strained, the impact extends far beyond patient care, affecting workforce participation, economic stability and the long-term vitality of entire communities, a reality that underscores the need for a more deliberate and coordinated approach to rural health investment.

That is why the recent announcement of New Hampshire’s Rural Health Transformation Program (RHTP), now operating as the Governor’s Office of New Opportunities & Rural Transformational Health (GO-NORTH), marks such an important moment. This initiative is not just about funding; it is an opportunity to rethink how rural health care is supported and sustained across the state.

Early indications suggest the effort in New Hampshire is off to a great start, driven in large part by the leadership of the program’s new director, Donnalee Lozeau. With experience spanning health care delivery, public policy and community-based systems, Lozeau brings both credibility and practical insight into the role.

Her background demonstrates an understanding of the challenges rural providers face and the importance of collaboration and patient-centered care. At a moment when systems are complex and resources are stretched, steady leadership matters.

The need for this investment is unmistakable. Rural providers across New Hampshire continue to wrestle with staffing shortages, rising costs and reimbursement models that rarely reflect the realities of delivering care in small or geographically isolated communities. In many cases, even modest disruptions can have outsized effects. RHTP funding provides short-term breathing room, but more importantly, it creates an opening to build long-term resilience.

Investments that simply preserve the status quo will not deliver lasting results. The most effective approaches strengthen core services, improve organizational capacity, and support thoughtful planning that allows providers to adapt to changing conditions.

Access remains the foundation of any successful rural health strategy. Care is delivered through an interconnected system that relies on coordination across multiple services, each playing a role in supporting patients and communities. When one part of that system falters, the effects ripple outward. RHTP investments should reinforce this continuum so rural residents can receive coordinated care close to home.

Technology can help close some of these gaps, but only when applied realistically. Telehealth and remote monitoring have already reduced travel burdens and expanded access in certain areas, particularly behavioral health.

At the same time, many rural organizations lack the staff and infrastructure to manage complex technology systems. Any digital investment must be affordable, scalable and paired with training for both providers and patients, strengthening, not replacing, the trusted relationships that define rural care.

Workforce challenges remain equally pressing. Recruiting clinicians to rural areas is difficult, and retention can be even harder. Models that support team-based care, allow providers to work at the top of their license, and integrate community health workers, pharmacists and patient navigators have shown promise elsewhere in New England. These approaches ease burnout, improve coordination and allow clinicians to focus on patient care.

Regional collaboration also plays an important role. Rural providers that share services, coordinate referrals or partner across county or state lines are often better positioned to manage financial and operational pressures. New Hampshire’s tradition of cooperation should be reinforced through RHTP investments that reduce duplication and expand access to specialty care.

Ultimately, success should be measured by patient impact, prioritizing better health outcomes, listening to patients about the barriers they face and judging progress, not by dollars spent but by healthier people and stronger communities.

If implemented thoughtfully, in partnership with local providers and communities, New Hampshire’s GO-NORTH program has the potential to strengthen access, stability and resilience well beyond the program’s life.

Brennan Ward has nearly two decades of experience in public affairs and strategic communications, shaped by work in Washington, D.C., with deep roots in New Hampshire’s North Country. He can be reached at BWard@novuspublicaffairs.com.