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Continuing the Work While I’m Away As I take a scheduled week of vacation, I want to recognize the strength and stability of STHCS. The ability to step away with confidence reflects the depth of our leadership structure, the professionalism of our staff, and the strength of our organizational systems. Thank you to Rob, Todd, and Mickey for attending the State EMS Council meeting in Saratoga during this time. I am confident they represented STHCS and our community well and look forward to sharing any meaningful updates they bring back. I appreciate the continued engagement and support from our Board of Directors and community partners as we continue representing and advancing the interests of our region at both the local and state levels.

Positioning STHCS for Long-Term Sustainability As we continue through the first quarter of 2026, I want to recognize the important work underway to position STHCS for long-term sustainability and growth. In addition to strengthening our EMS workforce and advancing Pathways to Care, our team has been actively preparing for alignment with New York State’s 1115 Medicaid Waiver. This statewide initiative emphasizes stronger care coordination, reduced health disparities, and expanded community-based services. The level of planning, documentation, and partnership development required is significant. Much of this work happens behind the scenes, and I want to sincerely acknowledge the staff and partners who are leading these efforts while continuing to meet the daily demands of rural service delivery. Because of your diligence and collaboration, STHCS is well positioned to meet evolving expectations and continue strengthening services across our region. Facility Improvements and Construction Update We’re pleased to share that construction has officially begun on our renovation project. The first phase is underway with the installation of soundproofing improvements as we begin transforming this space. This renovation will create a dedicated area for workforce development programming and expanded community use. Our goal is to strengthen local training opportunities, support our partners, and provide a functional, welcoming environment that serves the broader community. This project reflects our continued commitment to investing in infrastructure that supports long-term growth, collaboration, and access to services across the region.

Pathways to Care: Strengthening Care Coordination This week, I want to share the vision behind Pathways to Care, our grant-funded pilot program at Southern Tier Health Care System in partnership with TransAm. Pathways to Care represents a shift in how we think about care delivery in our rural communities. Rather than waiting for patients to present in crisis, we are proactively meeting them where they are — in their homes — between primary care visits. Our EMTs and Paramedics are uniquely positioned to identify both medical and non-medical drivers of health, close gaps in care, and strengthen communication with primary care providers. This model is designed to extend the reach of primary care, reduce avoidable emergency department utilization, and address the social and environmental factors that too often impact outcomes. During this pilot phase, we are intentionally starting small — enrolling 20 patients within a 10-mile radius of Olean — with a focus on individuals who are high utilizers of the emergency department. This allows us to build the model thoughtfully, measure impact, and refine our approach before scaling. Pathways to Care reflects our broader commitment to innovation, collaboration, and creating a more coordinated system of care across Cattaraugus County and beyond. As we gather data and demonstrate outcomes, we will explore opportunities to expand this model to reach more patients and further strengthen the health of our community. Rural Workforce: Challenges and Strategic Focus As we expand initiatives like Pathways to Care and maintain essential services such as SAFE and EMS, our ability to recruit and retain qualified EMTs, Paramedics, and specialized staff remains critical. Rural service delivery presents unique challenges, particularly when covering large geographic areas with limited personnel and meeting 24/7 coverage expectations. We are actively strengthening our recruitment pipeline, building training partnerships, and focusing on retention strategies that support professional growth and long-term engagement. Workforce stability is foundational to sustaining innovation and ensuring continued access to high-quality care in our region.

Obstetrics Simulation This week, we conducted a pilot Obstetrics Simulation Training to test the curriculum prior to a broader regional rollout. The session combined focused education with hands-on skills practice using our high-fidelity birthing mannequin, allowing crews to train in realistic, high-stress obstetric emergency scenarios. Skills practiced included normal delivery, prolapsed cord, nuchal cord, breech delivery, and shoulder dystocia management. Our region is considered a maternity care desert, with limited access to obstetric services and extended transport times. As a result, EMS providers are often the first—and at times the only—point of care during obstetric emergencies. Preparing crews to confidently manage these high-risk situations is essential to improving outcomes for both mothers and infants. We are grateful to the participants who took part in this pilot and shared thoughtful feedback. Their input will inform final refinements as we move toward expanding this training and strengthening obstetric readiness across the region. Pathways to Care Program Launch This week marked the official launch of our Pathways to Care program, with our first group of patients successfully enrolled and seen. Initial visits went well, and we served three multi-visit patients (MVPs)—individuals who are frequent users of emergency services and benefit most from coordinated, community-based support. This launch represents a meaningful step forward in strengthening care coordination and addressing unmet needs in our community. As the program moves from initial implementation into early operations, we will continue to build on this momentum and refine the model to best support patients and providers alike.

Renovation Kickoff This week, we held our first coordination meeting with our renovation team to formally kick off the next phase of our facility improvements. The meeting included our electrical, plumbing, framing, and other key contractors, along with Tammy, our architect, to review plans, timelines, and next steps. This initial meeting was an important step in aligning everyone involved, confirming scope, and setting expectations as we move into active renovation work. We appreciate the collaboration and shared commitment to keeping the project moving forward efficiently and thoughtfully. We will continue to provide updates as the renovation progresses. Keeping Families Safe Last week, we were proud to participate in a free community ice skating event in partnership with the City of Olean Fire Department. Operation Warm Hearts generously supported the free skating and admission, allowing families from across our community to enjoy the event. During the event, we distributed winter hats and carbon monoxide safety kits made possible through the support of Golisano Children’s Hospital and National Grid, helping families stay safe and warm throughout the winter months. We were also pleased to have Mayor Amy Sherburne join us in support of this important community safety effort. We continue to have carbon monoxide safety kits and gun locks available. If an agency is interested, or if they are aware of a family who may benefit, please have them reach out to me directly.

Advancing Pathways to Care Over the last several weeks, Pathways to Care has continued to advance through provider training, relationship-building, and program readiness activities. Training sessions have been held with participating providers to review workflows, referral pathways, and care coordination expectations. At the same time, we have continued to establish and strengthen referral contacts across the region. With these foundational pieces in place, we are preparing to formally kick off the pilot phase of the program. Financial Stewardship & Year-End Readiness I want to recognize Colleen Ross for her strong work closing out the year and ensuring we are well prepared for our annual audit with Ed Bysiek. Her attention to detail, consistency, and follow-through continue to strengthen our financial operations and overall readiness. I also want to acknowledge the solid financial controls in place, including quarterly reviews conducted by our independent accountant, Ashley Peterson. These ongoing reviews support accuracy, transparency, and accountability throughout the year and contribute to a smooth and efficient year-end process.

Building the Future Healthcare Workforce I want to recognize Rob Pritchard, STHCS Director of Program Development, and the EMS providers who stepped up over the past week to deliver BLS, ACLS, and PALS training to 34 St. Bonaventure University Physician Assistant students. Their leadership, expertise, and flexibility made it possible to deliver high-impact, hands-on training that directly supports clinical readiness and patient safety. This effort highlights the strength of our EMS system and the essential role STHCS plays in developing a well-prepared healthcare workforce. By investing in interdisciplinary education, we are building capacity, strengthening partnerships, and improving care across our region. Thank you to everyone who made this training possible. Upcoming Meeting: Intensive Crisis Stabilization Center (ISC) We have scheduled a meeting on January 20 at 2:00 PM with BestSelf Behavioral Healthto review the launch of the BestResponse Intensive Crisis Stabilization Center (ISC) and its role in serving the Southern Tier counties. During this meeting, BestSelf will provide an overview of how the ISC will operate, the services that will be offered, and how individuals experiencing behavioral health and substance use crises will access care. Time will be dedicated to questions and discussion, with a focus on coordination with EMS, hospitals, and community partners. If you or a member of your staff are interested in learning more about the ISC, asking operational questions, or understanding how this resource may affect your work, you are encouraged to participate in the January 20 meeting. Please reach out to me at dkahm@sthcs.org if you would like to attend.

Remembering Carol Mahoney It is with a very heavy heart that I share the news of the passing of longtime STHCS Board member, Carol Mahoney. Carol devoted more than three decades of her life to HomeCare & Hospice and Total Senior Care. She was known for her incredible work ethic, steady leadership, and deep commitment to doing what was right for patients, families, and staff. Her work helped shape these organizations in meaningful ways that will be felt for years to come. Beyond her professional life, Carol was a devoted wife and mother — and I know her favorite role of all was being “grandma” to Lincoln and Lydia. The same compassion and integrity she brought to her work carried through every part of her life. On behalf of all of us, we extend our heartfelt condolences to Carol’s family and loved ones during this difficult time. We will share details about memorial arrangements as they become available. Click here to view Carol's obituary.

A Message from the CEO: Building What Our Communities Need Over the past year, Southern Tier Health Care System has continued to grow into the kind of organization our rural communities truly need — responsive, collaborative, and focused on solving real problems. 2025 challenged us to think differently about workforce, access, and what it means to keep care close to home. We invested in training infrastructure, expanded career pathways, strengthened EMS systems, and advanced programs like Pathways to Care — all with one goal in mind: making sure people in our region can get the right help, at the right time, in the right place. This report highlights that work. It also looks ahead to 2026, where our focus will be on expanding our training capacity, including the Lower Level renovation and deepening our role in connecting residents to both medical and social supports. I am deeply grateful to our Board of Directors, staff, and partners whose commitment makes this progress possible. Together, we are building a stronger, more sustainable healthcare system for our region and the people who call it home... Donna

Holiday Wishes As we close out the year, there’s real appreciation for the time spent with family, friends, and loved ones, and for the work we continue to do together in support of our communities. The New Year offers an opportunity to reflect on where we’ve been and to focus on where we’re headed. Thank you for the partnership, dedication, and commitment you bring to this work every day. Your efforts matter and make a meaningful difference. Wishing you a happy, healthy New Year, and looking ahead to continued progress and shared success in 2026.

Jones Memorial Hospital Earns National Recognition I want to recognize Jones Memorial Hospital for being named a 5-Star Honoree on Forbes’ first-ever Top Hospitals list for 2026. Being included among the top hospitals in the nation is a meaningful achievement and reflects the consistent leadership, clinical excellence, and patient-centered care demonstrated by the Jones Memorial team. This recognition is especially significant for Rural New York, where hospitals often face greater challenges related to access, workforce, and resources. Jones Memorial continues to show that rural hospitals can deliver high-quality, advanced care while remaining deeply rooted in the communities they serve. It also speaks to the trust patients and families place in receiving care close to home. Congratulations to the entire Jones Memorial team on this well-deserved national recognition... Learn more here: https://www.forbes.com/lists/top-hospitals/ . Advancing Surgical Care in Rural New York This week I attended Olean General Hospital’s “Meet the Robot” event, which marked the introduction of the da Vinci Xi Surgical System to our region. This is an important milestone for OGH and for access to advanced surgical care in Rural New York. Bringing this level of technology to a rural hospital reflects OGH’s commitment to keeping high-quality, complex care local. The event included a live demonstration and a panel discussion highlighting how robotic-assisted surgery can improve precision and patient outcomes, support surgical recruitment, and reduce the need for patients to travel outside the region for care. Investments like this are critical for Rural New York, where access to advanced services depends on strong leadership, workforce development, and innovation. I appreciate the opportunity to attend and commend Olean General Hospital and its clinical leadership for taking this important step forward for rural healthcare.

State EMS Council Meeting – Rural Health Transformation Update This week, I attended the State EMS Council meeting in Troy, New York, along with other EMS leadership from our area. These meetings are always a valuable opportunity to hear updates directly from the Division of State EMS and to connect with EMS partners from across the state. The discussions help ensure we stay aligned with statewide priorities and continue strengthening our work to support EMS providers and improve patient care throughout our region. During this meeting Dr. Heslin, First Deputy Commissioner and Chief Medical Officer for the New York State Department of Health, provided an update on New York State’s application for the Rural Health Transformation Program. A few key takeaways: Rural Community Health Partnership: Encourages hospitals and community agencies to work together to design locally driven projects that reflect each community’s needs. Primary Care Initiative: Focuses on advancing rural primary care practices, with strong integration of technology and AI to support efficiency and high-quality care. Workforce Pipeline: Prioritizes recruitment and retention—from high school through direct support roles. Includes tuition support, expanding educational infrastructure, and more remote teaching and training options. EMS input helped shape this component. Technology & Cybersecurity: Supports telehealth/e-consults, remote training, and enhanced cybersecurity for rural health organizations. This work aligns well with the direction we’re already moving. Our Step Into Health and Pathways to a Healthier You initiatives position STHCS to be an active partner in advancing these statewide priorities and strengthening access to care across our region.