Nonprofit hospitals and health systems may have a public relations problem. The organizations’ tax-exempt status is a benefit but comes with responsibility: providing tangible value to their communities. Yet often hospital and health systems struggle to communicate the true impact of community contributions.

As healthcare costs become a central issue in upcoming elections, the industry is facing increased scrutiny. A May 4 op-ed in the Washington Post illustrates the tension. In it, the author accused nonprofit hospitals of not fully meeting community benefit requirements and advocated taxing them. American Hospital Association President and CEO Rick Pollack’s forceful response includes myriad rebuttals but underscores a larger issue: hospitals are not effectively telling their story – locally or nationally.

The need for such public response shows healthcare organizations are missing opportunities to proactively showcase the value they bring to communities. Stakeholders like patients, elected officials, partner organizations, referring providers, donors and regulatory authorities don’t automatically understand what nonprofit hospitals contribute. Without clear communication, questions about tax-exempt status will persist.

To build trust and defend their nonprofit status, organizations must strategically integrate data with authentic human experience to craft a cohesive narrative that defines impact, demonstrates long-term commitment to community health and underscores their essential role in sustaining the future success of their regions.

What does that look like?

Table Stakes. Hospitals and health systems are called to leverage the data already being produced to show impact like publicizing community health needs assessments (CHNA) and benefit reports, engaging openly with internal and external audiences on long-range strategic plans, and proactively addressing regulatory reporting requirements, such as timely 990 filings.

Shine a Light. Sharing stories about community partnerships, demonstrating leadership in local health initiatives and showcasing how the health system gives back to the community in meaningful ways are essential steps in making the case for the unique benefits nonprofits provide. And that case must be made consistently, especially in an era where inflation, job loss and the cost of living are top of mind for just about everyone.

An Ounce of Preparation. When questions arise about why your organization doesn’t pay taxes, it is critical to have clear answers prepared in advance. This is not a new topic and one that’s only growing in interest. That’s why a partner who understands how to effectively communicate your community impact is so important. An experienced partner can help craft the narrative and guide outreach efforts so the public, elected officials and media have a full picture of how your hospital’s tax exemption translates into real, measurable benefits for the community.

Use Your Tools. Activate your organization’s marketing and communications tools and strategies to elevate your narrative.

• Develop clear, consistent message frameworks that articulate your organization’s narrative, goals, values and future state.
• Customize outreach for different audiences (employees, patients, elected and community leaders, donors) to meet them where they are.
• Use local media, town halls and digital platforms to inform the public.
• Leverage multiple channels. Use photos, videos and social media, and include community benefit highlights in newsletters, blogs, donor communications, annual reports and recruitment materials that reinforce your healthcare organization’s mission-driven impact.
• Repurpose and extend your visibility beyond an initial outreach. Provide updates, spotlight beneficiary stories and partner with local organizations to amplify reach across their channels and networks.           

In today’s climate, simply doing good is not good enough; you must show the good you do. By collaborating with experts who know how to highlight your contributions and navigate public opinion, nonprofit hospitals can secure the community support so critical when your tax exemption is at risk.

Like politics, all healthcare is local, and when national organizations call for taxing nonprofit hospitals, you want your local officials and consumers to offer full-throated support – not my hospital. The stakes are high, and the conversation is ongoing. Hospitals must tell their story with clarity and conviction because the public’s perception, and ultimately, its support, depends on it.

Contact Lovell Communications for help telling your organization’s story.

Health care deal-making is poised for a rebound in 2026 after a slower year for hospital and private equity M&A. Greater clarity around regulations and mounting financial pressures are setting the stage for an active transaction environment.

But success isn’t guaranteed. Strategic communications can make or break a deal. Exploring a transaction—whether for growth or survival—is never business as usual. In health care, even the hint of change can be disruptive. Today’s deals face heightened scrutiny from regulators, policymakers and local communities as oversight expands and federal control fluctuates.

For organizations considering changes in ownership, governance or structure, anticipating stakeholder response and potential barriers is essential. Controlling the narrative and building alignment can mean the difference between success and failure.

Strategic Communications Imperatives for Deal Success

Transparency Builds Trust Early

• Communicate early—often before deal specifics are finalized—about your “why” and the vision behind the change (e.g., industry pressures, inflation, reimbursement changes, partnership strength, regional growth.)
• Remember: Some announced deals fall through. When that happens, consequences can be significant, including operational setbacks and negative brand impact. Plan for this reality.

Tailor Messaging for Audiences

• Internal audiences like employees and physicians crave clarity: What does this mean for roles, culture, patient care and job security?
• External stakeholders—community leaders, regulators, media—need clear context on local health care access, continuity of services and expected public benefits.

Develop Playbooks Beyond Operations and Finance

• Pre- and post-close communication playbooks guide success in alignment and acceptance. Include milestones for exploration, due diligence, agreement, potential deal collapse, deal close and day-one integration.
• Address patient access continuity, technology alignment, team onboarding and unified branding.

Prioritize Two-Way, Ongoing Dialogue

• One-off announcements won’t suffice. Sustained, interactive channels—town halls, Q&A sessions, feedback loops—help detect concerns and reinforce alignment.

Embed Culture Alignment Early and Post-Integration

• More than 70% of failed mergers cite culture clash as a top reason.
• Conduct early assessments, surface friction points during diligence and communicate with empathy. Leaders should model transparency and openness from agreement through post-close.

The Bottom Line

In a high-stakes environment where scrutiny is intense and change is disruptive, strategic communication isn’t optional—it’s essential. Organizations that plan early, communicate clearly and engage stakeholders proactively will be best positioned to turn opportunity into success.

Connect with Lovell Communications CEO Amanda Maynord and partner with our transaction support team to ensure your next deal is communicated with clarity and confidence.

This week, states across the country are submitting applications for the Rural Health Transformation Program. After months of collaboration with rural providers and community partners, they now await CMS’s funding decisions—expected by year’s end—when the real work begins.

Successful implementation of the Rural Health Transformation Program requires a diverse coalition of support and expertise. Aligning goals, ensuring sustainability and delivering measurable improvements in access and experience for rural residents must be at the heart of every initiative.

However, without a clearly articulated vision shared across all stakeholders—state agencies, hospital associations, rural providers, larger health systems, non-rural partners supporting rural communities and vendors—even the most well-intentioned plans risk falling apart. This could jeopardize not only the potential to maximize current funding but also opportunities for future allocations.

For states, coordinating agencies and providers, here are a few strategic communications considerations to ensure long-term success and sustainability of your plans.

Establish a Unified Vision

As part of its scoring matrix, CMS is evaluating states in part on their ability to effectively engage stakeholders and leverage community resources to bring their vision to life.

• Messaging Frameworks: Develop clear, consistent messaging that articulates your program’s goals, values and expected outcomes.

• Stakeholder Alignment: Ensure all parties—from state agencies to rural providers—understand and support the shared vision.

Engage Stakeholders

While the Rural Health Transformation Program is directed at states, the responsibility for implementation and impact spans a wide and complex network. Rural providers, often at the front lines, typically lack the in-house communications infrastructure needed to fully execute and communicate new programs—especially those with demanding requirements around outreach, reporting and demonstrating return on investment.

• Tailored Communications: Customize outreach for different audiences (e.g., rural hospitals, community leaders, vendors) to meet them where they are.

• Feedback Loops: Create channels for ongoing input and dialogue to build buy-in and adapt strategies as needed.

Build Public Awareness and Trust

The communication needs of a state or provider are uniquely shaped by the communities they serve and deserve strategies tailored to the distinct and diverse populations within them.

• Community Outreach: Use local media, town halls and digital platforms to inform rural residents about changes, benefits and success stories.

• Transparency: Communicate progress, challenges and successes to maintain credibility and public support.

Support Change Management

Change is a constant in health care, and when it’s communicated poorly, it can lead to unintended disruptions—threatening organizational culture, trust, and even long-term stability.

• Internal Communications: Help manage immediate and ongoing transitions by clearly explaining new processes, roles and expectations.
• Training Materials: Develop toolkits, FAQs and guides to support implementation and reduce confusion.

Coordinate Across Systems

Initiating, fostering and strengthening collaboration at the local and regional levels is an expectation and a requirement of the program—and it simply can’t happen without thoughtful communication strategies and consistent, well-timed outreach.

• Cross-Sector Collaboration: Facilitate communication between rural and non-rural providers, vendors and policy leaders to ensure integrated efforts.
• Crisis Communication Planning: Prepare for potential disruptions with proactive strategies to maintain continuity and confidence.

With strategic communication at the core, states can turn vision into action—building healthier, more resilient rural communities. Connect with Lovell Communications CEO Amanda Maynord  to help your organization communicate its plan for successful rural health transformation.

In early July, the U.S. Department of Health and Human Services changed the way individuals with certain immigration status can access federal public benefits, including many critical health care programs.

HHS indicated a policy shift that now restricts taxpayer-funded services to U.S. citizens and prevents access by those with Unsatisfactory Immigration Status (UIS). The impact of this decision is far-reaching for families, communities and organizations that provide fundamental services.

Many important programs may be affected, including:

• Certified Community Behavioral Health Clinics
• Community Mental Health Services Block Grants
• Health Center Programs (Community Health Centers/FQHCs)
• Health Workforce Programs, including grants, loans, scholarships and loan repayment
• Services administered by the Substance Abuse and Mental Health Services Administration
• Title X Family Planning

These changes stand to impact mission. Every health care and social services organization that receives federal funding or state support consisting of pass-through federal funding faces adjusting its service delivery. For example, assessing patients or participants for immigration status where previously that was not required.

Not only is it the antithesis of what drives hospitals, Community Health Centers, other medical providers and human services organizations to fulfill their service missions, logistically it presents compliance concerns and creates an environment of unease among key stakeholders including staff, clients, donors, board members and communities. Proactive, transparent engagement is the key to maintaining healthy operations and weathering these changes without losing the confidence of vital stakeholders.

If you are an organization facing the impacts of this decision:

Understand the impact on your organization and align your position. It’s vitally important to seek the council of trusted advisors, legal and other operational experts on your internal or advisory teams to understand the impact. What’s true today may change tomorrow.

Remember silence is not an option. While we are early in the information gathering process, that should not deter you from sharing information with internal teams and advocates, educating stakeholders and building ongoing support. Wait and see is never a winning strategy.

Communicate changes early and often. Carefully planned and sequenced communication builds trust and understanding; prevents rumors and misinformation; helps stakeholders understand reasoning; fosters engagement and two-way feedback; engenders faith and trust in leadership; and mitigates risk. Authenticity is critical.

Be clear about what you know and don’t know regarding the current environment. While the list of programs and services affected by the change is long, it is not yet fully clear how changes will be implemented.

Prioritize internal teams. This announcement was not a surprise given the administration’s focus on reducing immigration overall, but staff will have many questions. It’s critical to consider their education, morale and engagement.

Be the voice of truth and compassion. Clients, customers, patients and enrollees may be afraid or discontinue program participation altogether. Many immigrant community members are already self-selecting out of programs, even if they remain eligible.

Connect with Lovell Communications CEO Amanda Maynord and Health Management Associates expert Warren Brodine to help your organization align operational goals and develop critical communications strategy.

President Donald Trump’s “One Big Beautiful Bill” took shape as the House passed the sweeping tax-and-spend act in the early hours of May 22. If it passes the Senate, its impact could fundamentally restructure the health care system.

In the crosshairs – Medicaid.

If successful, the legislation will enact work requirements, limit provider taxes, adjust eligibility requirements and reduce funding in general. It’s estimated nearly 8 million people could lose coverage and that number could grow over time.

For our nation’s providers, the worry is palpable – and visible.

Hospitals and health systems are already walking a tight rope, balancing the needs of their communities and keeping the doors open as costs rise, labor expenses dominate, Medicare and Medicaid rates stagnate, the population gets older with more chronic diseases, tariffs threaten to increase supply, drug and medical device costs, and policy changes flip-flop almost daily.

This balancing act is especially tenuous for rural and safety net hospitals in communities that are often more reliant on government-funded insurance.

It’s overwhelmingly chaotic. Even decisive leaders can feel momentarily paralyzed. But hear this: Now is not the time to sideline communications efforts. A strong advocacy, engagement or change management initiative can mean the difference between alignment with your stakeholders built on transparency and trust and barriers to your ability to continue to meet your mission and serve your communities.

Be the local source.

No matter what, ramp up communication, education and transparency. In the face of increasing uncertainty, communicating with your stakeholders – internal and external – is essential to ensure buy-in, maintain support and calm fears. At this particular moment, providers have a prime opportunity to gain an audience with local and federal elected leaders to advocate on their behalf. Leadership and teams at every level of the organization can leverage the attention Washington is giving to the health care industry to turn the spotlight. But first: Do you know what your message is and how to deliver it?

Set the stage.

Delivering uncertain or evolving news is never easy, but sharing information can help set the stage for decisions to come that may impact your organization and your community. Most health care organizations will experience a change in the coming weeks and months, if not already, that will impact finances, services lines, workforce or operations. Messaging that reinforces your mission and positions you as a transparent, trusted leader lays the groundwork for whatever difficult or potentially upsetting or complex news or decisions you may have to share in the future.

Invest in the right strategy for you.

Whether you’re a hospital, payer, physician practice, IT company, rev cycle management team or anything in between, all sectors of health care are facing pressures following a turbulent few months in Washington. How your organization responds is not one-size-fits all and can’t be found in an off-the-shelf playbook. Investing in a communications strategy that includes messaging, custom outreach channels and stakeholder identification and that aligns with your mission, operations and community needs will pay dividends to help you achieve long-term goals during short-term unease.   

Let’s Connect

When regulations impacting the health care industry undergo considerable change, so do your internal and external communications needs. Contact us to develop your communications strategy or for help distilling complex information to inform your key stakeholders.

Amanda Maynord, CEO, Lovell Communications