The MHA Board of Trustees met this week in Helena for a focused two-day strategic planning meeting. I want to share a brief update on the work we accomplished together and where I believe it positions us for the year ahead.

We began our time with a deep dive into the “three-legged stool” of the MHA family—MHA, the Montana Health Research and Education Foundation (MHREF), and MHA Ventures. With the help of former MHA CEO Dick Brown and our leadership team, we clarified how each of these organizations supports our mission and how we can better leverage their unique strengths. This alignment work is essential as we prepare for new initiatives in 2026.

I also walked the Board through the results of a recent SWOT analysis conducted with the Association’s leadership team, and asked them to react to and build upon our initial work. The conversation that followed was candid and productive. Board members reinforced many of the strengths identified by staff, highlighted key threats we must stay ahead of, and pointed out several opportunities that deserve greater attention. That discussion naturally led to a broader conversation about our vision. The Board reviewed several draft options and began shaping what a modern, forward-looking vision for MHA should be. We’ll share that in the weeks ahead.

Member value and engagement were also central themes. Staff shared the results of a board pulse survey and outlined a more intentional engagement strategy for 2026, including recommendations for a membership-wide survey to help us measure and focus our engagement activities. Board members underscored the importance of strengthening relationships across our membership and ensuring we are consistently evaluating how well we are serving you.

We were fortunate to be joined by U.S. Representative Troy Downing and Montana DPHHS Director Charlie Brereton. Both shared valuable insights and updates on work in their respective federal and state environments. Director Brereton spent a considerable amount of time discussing the state’s application for the $50 billion Rural Health Transformation Program, including the desire to tap the MHA as strategic partner in this work. Given our high rurality, Montana is projected to receive more than its equal share of those funds compared to many other states.

Their perspectives helped frame the policy and regulatory challenges our hospitals are navigating, as well as the opportunities for partnership and advocacy in the coming year.

The MHA Advocacy Team shared a comprehensive outlook for the coming legislative cycle, including anticipated legislative dynamics, emerging issues, and areas where member voices will be critical.

The Board also spent time reviewing its own governance structure and the role of MHA’s special councils. Trustees provided thoughtful guidance on where these groups are adding value and where adjustments may be needed to better support member priorities.

Finally, we began to synthesize all input into draft goals for 2026. These will be refined and brought forward for adoption at our January Board meeting, but several themes are already clear: harnessing the Rural Health Transformation Program for all members; elevating our advocacy activities, and ensuring the continued unity and engagement of the membership.

This was my first strategic planning retreat with the board. I want to recognize and express my appreciation for the commitment, candor, and leadership of our Board members. Their guidance is instrumental in shaping the direction of our Association, and I look forward to sharing more as this work moves forward.