Mayo Regional Hospital

Mayo Regional Hospital in Dover-Foxcroft, Maine, was one of two critical access hospitals serving Piscataquis County. As a 25-bed nonprofit facility, Mayo provided comprehensive primary and specialty care, including emergency, surgical, maternity, and behavioral health services, to a vast rural population across the county and surrounding areas. Its role was vital in ensuring accessible healthcare in one of Maine’s most remote regions.

How We Helped Mayo Regional Hospital Navigate Complex Community Governance and Secure Its Future

The Challenge

Mayo faced a crisis of sustainability. Financial pressures—worsened by nationwide trends impacting small hospitals—had reached a breaking point. The most viable path forward was to join Northern Light Health, a larger and more resource-rich system.
But unlike most hospitals, Mayo wasn’t privately owned. It was governed by Hospital Administrative District 4 (HAD 4), a unique entity composed of 13 municipalities, each of which had a say in approving the merger. That meant gaining buy-in from rural towns, some deeply skeptical, each with its own decision-making process.
This was not just a branding or messaging challenge—it was a trust challenge. Every step needed to be transparent, tailored, and built on relationships.

Objective

• Educate the public with clear, honest data about Mayo’s financial condition and broader rural health challenges.
• Engage each of the 13 towns on their own terms, respecting local governance structures and communication preferences
• Ensure elected officials and residents alike had access to timely, accurate, and relevant information
• Reinforce a message of transparency: “nothing to hide”

The Strategy

Our campaign strategy was built on transparency, empathy, and relentless communication.
We started by building a central message: keeping high-quality care close to home. From there, we developed a multi-pronged plan that combined public education, community engagement, and legislative advocacy.

A core component was customized communication for each of the 13 towns within HAD 4. This meant tailoring data, language, and event outreach to resonate with each town’s concerns and communication styles. Some communities preferred open forums; others required printed materials, personal outreach, or participation in town council meetings. We met them where they were—literally and figuratively.
We held public forums, facilitated one-on-one meetings, and created a trusted website and social media presence to provide updates, correct misinformation, and maintain a consistent voice throughout a sometimes-tense process.

We also worked closely with local elected officials, equipping them with facts, talking points, and support so they could confidently speak to their constituents. Notably, the campaign emphasized that this was not just a hospital decision but a community decision.