The original article was published on Sunday, April 27, 2025, by the Daily Gazette, written by Ann Friedman.

For Julie Fenton, executive director of clinical operations in nursing at St.Mary’s Hospital, ensuring there are professional growth opportunities for the nursing staff is top of mind.

Fenton, a former respiratory therapist turned nurse, said experiencing an evolving career firsthand has made her a better leader at the Amsterdam-based hospital.

“Long ago, I was in and out of the hospital as pediatric patient, and I bonded with my respiratory therapist, so I went to respiratory school,but I wasn’t ready for the real world at 19,” Fenton said. “I decided to go back to school for nursing and I thought I would go into pediatrics butduring nursing school I realized it broke my heart to take care of kids.”

While struggling to find out what type of nursing she wanted to do, Fenton said it took multiple different professional experiences for her to find her true calling.

“I found a love for Intensive Care Unit (ICU) nursing, which I did not expect,” she said. “I also ended up in the hospital at 37 and it was then that I realized how much the nurses who took care of me impacted myrecovery. From that moment on, it was clear that my why was to lead the next generation of nurses and give them the same opportunities.”

Getting them there
St. Mary’s Hospital offers a mentorship nurse residency program to ensure new nurses are able to develop the necessary skills to move forward in their careers.

“New nurses are mentored by different nurses on different teams, andwe continue that throughout their first year of training,” Fenton said.“Also, our leadership is visible here – I attend rounds so I can connect with our nurses and know what their goals are now and five years from now. My job is to get them there.”

Emma Pierce, a registered nurse at St. Mary’s Cancer Medicine Center,first started at the hospital last July as a graduate nurse.

“I was paired with a senior nurse who showed me the day-to-day operations and helped push me out of my comfort zone,” Pierce said of the mentorship program. “It made me a stronger nurse.”

Though Pierce thought she would go into women’s health, her experiences at St. Mary’s led her down a different path.

“I found that I had a passion of taking care of oncology patients,” she said. “Being there for them and their families is one of the greatest joys of my life.”

When a nursing position opened at St. Mary’s Cancer Medicine Center,Pierce was made aware by hospital staff and encouraged to discover what the job entailed.“I was able to shadow someone there and see the day-to-day life in that role,” Pierce said. “Instead of having me navigate it myself, they showed me what was available, and they wanted me to explore it. It meant a lotto me to have someone walk me through the process.”

One big family
According to Pierce, working with the team at St. Mary’s Hospital is like working alongside family.

“In healthcare, you all become family because you all want the same thing – what’s best for the patient,” she said. “When you have such a strong team who works together for the same goal, it’s a great thing.”

Fenton said it’s been incredibly rewarding to see nurses like Pierce develop professionally.

“We want our nurses to find the right career path and giving them the opportunity to walk in another nurse’s shoes is very valuable,” she said.“It’s been a pleasure to see Emma shine and see the work she’s doing and the impact she’s having. It’s one of the greatest rewards as a leader.”

Moving forward, Fenton said she hopes to continue to develop opportunities for the hospital’s more than 350 registered nurses and nearly 115 licensed practical nurses.

“I hope my legacy is one of servant leadership and that I inspire positive change and serve the community well,” she said. “It’s what I’ll dedicate my time to until I leave here.”

AMSTERDAM, N.Y., April 30, 2025—St. Mary’s Healthcare joined organizations across the United States in “raising the flag for life” to acknowledge the lifesaving gifts of organ, eye and tissue donors—and encourage others to become donors, too.

The flag raising ceremonies marked National Donate Life Month, held in April to focus attention on the need for and importance of organ donation. More than 100,000 people are on the national

waiting list for organ transplants, and another person is added every eight minutes. Seventeen die each day, still waiting.

A single organ donor can save up to eight lives and, through tissue donation, can enhance the lives of up to 75 more individuals.

“Organ donors are unsung heroes who give the gift of life to people they will never meet. Their donation is an act of profound generosity and impact,” said Stacey Warner, resuscitation quality management specialist at St. Mary’s Healthcare, and the hospital’s liaison with the Center for Donation & Transplant.

In addition to the flag raising, St. Mary’s and other participating healthcare organizations acknowledge organ donors with an honor walk at the time of donation. St. Mary’s team members line the hallway and bow their heads in respect as the donor is wheeled to the operating suite.

Warner suggested another way to recognize donors’ contributions. “One of the best ways to honor organ donors is to follow their example,” she said. “We encourage you not only to register as an organ donor but also to let your loved ones know so they can honor your wishes when the time comes.”

New Yorkers ages 16 and older can register at donatelifenys.org/register.

About St. Mary’s Healthcare, Amsterdam: St. Mary’s Healthcare has been providing high-quality, compassionate healthcare to the people of Montgomery and Fulton counties since 1903. At St. Mary’s Hospital, the Rao Outpatient Pavilion and other locations, the local, independent healthcare system offers the comprehensive, critical services its community needs and deserves. For more information: (518) 842-1900, www.smha.org or www.facebook.com/smha.org.

Contact:

Kristin Mosher
Director, Marketing and Communications
St. Mary’s Healthcare, Amsterdam
(518) 770-7505
kristin.mosher@nysmha.org

AMSTERDAM, N.Y., April 23, 2025—In the 27 months since Jeff Methven took the helm as president and CEO of St. Mary’s Healthcare, the independent community hospital has been on a steady path of improvement—and patients, providers and the Capital region are taking notice.

Methven was honored earlier this month with the Top Workplaces 2025 Leadership Award for large employers. He is the first president and CEO of a Capital Region acute care hospital to earn this distinction in the 14 years since the Times Union launched the Top Workplace recognition program.

In addition, St. Mary’s was recognized as a Top Workplace 2025—another first for a Capital Region acute care provider.

Methven is quick to praise the team at St. Mary’s. They, in turn, say the credit belongs to him.

“We chose Jeff because of his reputation as a transformational leader, and he is delivering beyond our highest expectations,” said Michael Pepe, chair of the St. Mary’s Board of Directors that selected Methven after a nationwide search for president and CEO.

Pepe acknowledged Methven’s operational and administrative experience, strategic vision and commitment to St. Mary’s core values. “What sets Jeff apart,” Pepe added, “is his ability to inspire and motivate others to give their all. That’s making a difference for St. Mary’s and our community.”

Last year alone, St. Mary’s recruited 27 healthcare providers and 308 new associates. Perhaps even more telling, nearly 160 former team members “came home” to St. Mary’s because of the positive work culture.

The community is also returning to their local hospital. Under Methven’s leadership, St. Mary’s is serving more patients, delivering more babies, introducing new services and making significant investments in programs, facilities, technology and people.

As executive director of human resources and chief people officer at St. Mary’s, Lisa Mazzoccone sees the impact of these changes firsthand. “Despite a very competitive recruiting environment, more and more people want to join or come back to St. Mary’s,” she said.

“We expect even more interest once people learn that we’re the only Top Workplace hospital in the region—and our president and CEO is the ‘top’ leader,” Mazzoccone added.

Methven has spent his entire career in healthcare, developing programs that help ensure access to quality care, emphasize the patient experience and encourage collaboration and workforce development. Before joining St. Mary’s, he served as executive vice president at Saratoga Hospital in Saratoga Springs. A graduate of Le Moyne College in Syracuse, Methven has an Executive Master of Business Administration degree from the William E. Simon Graduate School of Business Administration at the University of Rochester.

***

About St. Mary’s Healthcare, Amsterdam: St. Mary’s Healthcare has been providing high-quality, compassionate healthcare to the people of Montgomery and Fulton counties since 1903. At St. Mary’s Hospital, the Rao Outpatient Pavilion and other locations, the local, independent healthcare system offers the comprehensive, critical services its community needs and deserves. For more information: (518) 842-1900, www.smha.org or www.facebook.com/smha.org.

Contact:
Kristin Mosher
Director, Marketing and Communications
St. Mary’s Healthcare, Amsterdam
(518) 770-7505
kristin.mosher@nysmha.org 

Q: What should I expect when my Doctor tells me I have a torn rotator cuff?

A: When the rotator cuff tears away from the bone it can’t heal itself, and most patients experience pain and weakness with use of the shoulder. An MRI scan is typically necessary to diagnose a rotator cuff tear. The shape and size of the tear, how long the tear has resisted healing, and the symptoms and age of the patient will most times determine whether a tear needs to
be fixed.

Some tears are not fixable and treatment may include physical therapy, home exercises and injections of steroid to manage the pain. The majority of tears that are repairable can be fixed using minimally invasive techniques using a fiberoptic scope and suture anchors. Suture anchors are placed into the bone to tie the tendon back to where it belongs. Sometimes a larger open incision will be required for more complex tears.

The recovery time for rotator cuff surgery is typically at least 3 months and will involve use of a sling, home exercises, and formal physical therapy. Maximum improvement can sometimes take up to a year. The most common risks of surgery are stiffness and re-tear, which is why following your doctor’s and therapist’s instructions are critical to success.

Nobody wants to have surgery if they can avoid it, but symptoms should not be ignored. The longer a tear is present the harder it is to fix, and sometimes patients will end up requiring much bigger surgery to solve the problem, including a shoulder replacement.

To learn more about Mohawk Valley Orthopedic Associates, a service of Fulton Montgomery Medical P.C., click here.

AMSTERDAM, N.Y., April 15, 2025—St. Mary’s Healthcare has been named a 2025 Times Union Top Workplace—the first acute care hospital in the Capital Region to earn the distinction since the Times Union launched the recognition program 14 years ago.

The annual Top Workplaces list is based solely on employee feedback, via a confidential survey on work-related measures such as feeling respected and supported, enabled to grow, and empowered to execute. The survey is conducted by Energage, a workplace culture research firm.

Jeff Methven, president and CEO of St. Mary’s Healthcare, gave credit to his team for the impressive results. “This Top Workplace designation belongs to everyone at St. Mary’s and validates our collective efforts to build a supportive work environment at our independent community hospital,” he said.

“Those who completed the survey affirmed our positive workplace culture and conveyed our continued commitment to the path forward,” Methven added. “Together, we will make our Top Workplace even better.”

In recent years, despite the challenging healthcare environment, St. Mary’s has made strategic investments in compensation, benefits, recognition programs, and professional and career development. The local community hospital also emphasizes transparency and communication and has increased employee involvement in decision-making.

“Culture is something you nurture and improve on every day,” said Lisa Mazzoccone, executive director of human resources and chief people officer at St. Mary’s. “It’s a challenge, but once you create that culture, everyone comes together, working for a larger cause.”

“That’s what we’re building at St. Mary’s,” Mazzoccone added, “and that’s why so many people want to be part of what’s happening here.”

***

About St. Mary’s Healthcare, Amsterdam: St. Mary’s Healthcare has been providing high-quality, compassionate healthcare to the people of Montgomery and Fulton counties since 1903. At St. Mary’s Hospital, the Rao Outpatient Pavilion and other locations, the local, independent healthcare system offers the comprehensive, critical services its community needs and deserves. For more information: (518) 842-1900, www.smha.org or www.facebook.com/smha.org.

About Energage: Making the world a better place to work together.^TM Energage is a purpose-driven company that helps organizations turn employee feedback into useful business intelligence and credible employer recognition through Top Workplaces. Built on 18 years of culture research and the results from 27 million employees surveyed across more than 70,000 organizations,  Energage delivers the most accurate competitive benchmark available. With access to a unique combination of patented analytic tools and expert guidance, Energage customers lead the competition with an engaged workforce and an opportunity to gain recognition for their people-first approach to culture. For more information or to nominate your organization, visit energage.com or topworkplaces.com.

Contact:

Kristin Mosher

Director, Marketing and Communications

St. Mary’s Healthcare, Amsterdam

(518) 770-7505

kristin.mosher@nysmha.org

AMSTERDAM, N.Y., March 26, 2025—St. Mary’s Healthcare is accepting applications for grants from its Carondelet Community Fund, which provides modest awards to help local nonprofits advance new initiatives or strengthen existing programs.

Grants are reserved for nonprofit organizations in St. Mary’s service area. Because these are microgrants, requests may not exceed $10,000. The deadline to apply is April 25.

To apply: Organizations should submit a letter of application that includes the following:

• Brief description of the history and scope of the applicant’s services.
• Brief statement of the problem or need addressed.
• Description of applicant’s expertise in addressing the need.
• Geographic area and population served by the applicant.
• Brief narrative or summary of the project, including objectives and anticipated results.
• Financial statement including IRS 990 and proposed budget for the requested grant.
• Proposed program start and completion dates.
• List of partners.

Letters should be no more than five pages, double-spaced. They should be submitted

Via mail to: Carondelet Community Fund
℅ Margaret Brodie
Vice President of Mission Advancement and Patient Experience
St. Mary’s Healthcare
427 Guy Park Ave.
Amsterdam, NY 12010

Or, via email to: brodiem@nysmha.org

The Carondelet Community Fund was established in 1996 to honor St. Mary’s founders, the Sisters of St. Joseph of Carondelet, by continuing their tradition of service to the “dear neighbor.” The fund also reflects St. Mary’s commitment to partnering with other community organization to improve the health and well-being of people throughout the Fulton-Montgomery region.

Requests will be evaluated by the Carondelet Community Fund Committee, and recommendations will be forwarded to the St. Mary’s Healthcare Board of Trustees for review and approval. Decisions will be announced after May 31.

For questions or more information about the application process, contact Margaret Brodie at (518) 841-7135 or brodiem@nysmha.org.

***

About St. Mary’s Healthcare, Amsterdam: St. Mary’s Healthcare has been providing high-quality, compassionate healthcare to the people of Montgomery and Fulton counties since 1903. At St. Mary’s Hospital, the Rao Outpatient Pavilion and other locations, the local, independent healthcare system offers the comprehensive, critical services its community needs and deserves. For more information: (518) 842-1900, www.smha.org or www.facebook.com/smha.org.

Contact:
Kristin Mosher
Director, Marketing and Communications
St. Mary’s Healthcare, Amsterdam
(518) 770-7505
kristin.mosher@nysmha.org

Q: What are the most effective ways to treat seasonal allergies?

A: Environmental allergies are a significant health issue affecting the quality of life of millions of Americans. The prevalence of allergic rhinitis has risen considerably over the course of the last several decades. In addition to the usual symptoms of runny nose, sneezing, and watery eyes, poorly controlled allergies can be associated with other issues including sinusitis, ear infections, asthma and sleep disturbance. Unfortunately, the Capital Region has been shown to be one of the most challenging places in the country to live in for allergy sufferers.

The usual approach to a patient with suspected allergies includes a physical exam and allergy skin testing in most cases, although blood testing is also an option. Treatment includes something as simple as an oral antihistamine, or a nasal spray, or a combination of nasal sprays. Allergy shots are another option. We also do our best to optimize one’s environment at home to try and minimize exposure to the offending allergens.

Sometimes, there is a structural issue within the nose that makes one’s nasal symptoms worse, or compromises delivery of a nasal spray. For such patients, surgery can help improve control of one’s allergy symptoms.

For Gilli Hachey, Executive Director of the Foundation of St. Mary’s Healthcare, her job title can’t possibly tell the full story.

You see, her job goes far beyond overseeing fundraising efforts. It’s about forging meaningful connections and empowering the community to shape the future of their local hospital. It’s about
bridging the gap between donors and patients. And, it’s about ensuring that every donation, partnership, and event has a lasting impact on both the hospital’s growth and the care it provides.

Talk to her colleagues and they’ll tell you, Gilli does all this and more — all with a keen understanding of the hospital’s needs and an unwavering passion for its mission.

Born and raised in Johnstown, Gilli has a Master of Business Administration degree. The original plan was that she’d use that degree to go off to the big city and get a job in the entertainment industry. Then life took a turn. A childhood friend, with whom she’d stayed close with over the years, got in a car accident and sustained severe injuries. For Gilli, this tragedy sparked a profound shift in how she saw the meaning and purpose of her life. She took a job at Liberty ARC in Amsterdam, a non-profit that offers programs for those with developmental and intellectual disabilities. As their stewardship and development manager, she was provided the chance to help grow an organization that was doing important work, while giving back to her community.

“I realized the many ways I’ve been so fortunate, including where I’d grown up,” Gilli says. “I had decided to anchor myself here in this region, to do what I could to make this a better place for all of us.”

When the position opened at St. Mary’s to be Executive Director of the Foundation, Gilli saw it as a chance to do even more. “After six months on the job, I couldn’t be happier with the decision I made,” she says. “The leadership team here is supportive and engaged, which is so important as we work to build a culture that values and promotes philanthropy. The commitment this organization has made to remain a community hospital, focused on quality care, is real and deep.”

What’s most meaningful to Gilli is knowing that the work she’s doing to create strong partnerships, based on trust and mutually shared goals, is for the benefit of the hospital and the communities that rely on this hospital. There are so many needs the Foundation works to fulfill, from capital infrastructure to technology, from the expansion of programs and services to financial assistance for patients and hospital associates.

The hospital’s two signature fundraising events, the Gala in August and the Golf Classic in October, also provide the opportunity to raise money and enjoy time with hospital supporters.
Historically, these events have raised money to help support Urgent Care services and career development for hospital associates.

“These events celebrate the spirit of giving,” Gilli says, “while they strengthen the connection between our hospital and the people we serve.” They also reinforce for Gilli how thankful she feels to have the help of the generous, caring people of Fulton and Montgomery counties.

“We can’t do all that we do without the help of our community,” she says. “How lucky we are.”

She’s made it a goal to have more and more people in Fulton and Montgomery counties feel lucky to have St. Mary’s.

“We’re an independent hospital, completely dedicated to providing excellent care close to where our patients live and work. I think that’s a pretty big deal, and I’m so proud to be on this
team.”

To support St. Mary’s Healthcare, please visit www.smha.org/foundation.

This article was originally published by the Daily Gazette, written by Ashley Onyon February 19, 2025. 

There are always new opportunities and room for improvement in health care, according to Meredith Borak, executive director of quality and performance excellence and chief nursing executive at St. Mary’s Healthcare.

“Quality improvement is continuous quality improvement,” Borak said. “And even the ‘A’ hospitals have an opportunity for improvement, because health care is ever-changing. Rules and
regulations are ever-changing, and so we have to always be up to date and always looking at every process in the organization to see where we could do better.”

The vision of St. Mary’s President and CEO Jeff Methven to put the health care organization on the map as a premiere hospital providing compassionate, quality care in a community setting attracted Borak to the role roughly eight months ago, she said.

To her, joining the team felt like coming home, even though it’s hundreds of miles from where shegrew up on the south side of Chicago and where she spent much of her health care career
working in Illinois. She first moved to the region for an opportunity at Saratoga Hospital in 2021.

“I just absolutely love it here. It’s been an amazing experience with a great group of people,”Borak said of St. Mary’s. “Everybody here truly cares about this community, because it’s where they get care, it’s where their families get care, it’s where their neighbors get care. And so it’s special to them, and they’re 100% invested in making sure that that care is of high quality and safe.”

Infection prevention, risk management, patient safety accreditation, quality performance and managing complaints fall under the scope of Borak’s department. St. Mary’s has already “tweaked” a number of processes across various departments since she joined the organization.

“I know it sounds cheesy, but every day I feel successful here because every single day I come to work the engagement around quality improvement and creating a culture of safety is so evident, and the willingness to always want to collaborate with me and my department just is just such an amazing feeling,” Borak said.

In the fall St. Mary’s increased its Centers for Medicare & Medicaid Services (CMS) compliance with regulations for managing and treating sepsis to 100% in a single month. Compliance had been at roughly 50% in some previous months. The improvement followed the creation of a “more robust” process to review such cases and determine whether patients met treatment requirements. Borak said staff engagement is a “testament to patient outcomes.”

A new infection preventionist’s initial focuses have included hand hygiene, which is the leading way to stop the spread of infection, Borak said.

Enhancing communication between providers across disciplines to inform care plans is also an ongoing priority to strengthen patient experiences.

Inpatient falls are a current focus. Borak said monthly discussions at quality meetings have resulted in the introduction of a new way to identify patients at risk of falls through signage
outside of rooms. The measure ensures that staff can quickly assess at-risk patients while moving through hallways where situational awareness is vital. It’s a change from common practices of posting alerts in patient rooms or on their doors.

Improvement efforts extend beyond just clinical departments. Facilities management teams are closely monitoring open work orders to ensure they are addressed in a timely manner to prevent related delays to the delivery of care. Food services and nutrition audits of the delivery of trays from the kitchen to rooms within the 10-minute goal also support the patient experience.

“Quality performance excellence can impact every part of this organization,” Borak said. “The way that I look at quality differently than other hospitals is that they’re very focused on just the clinical piece of quality. Here at St. Mary’s our quality committee that meets monthly actually has representation from every discipline in this organization, because each one of us actually plays a part in the qualitative care that we’re delivering.”

Amid those initiatives Borak said that, moving forward, participation by St. Mary’s in the Leapfrog Hospital Survey and Safety Grade is a “big priority.” The organization will receive its first grade this spring through the voluntary program, which is used to inform and empower patients selecting care.

“We want our patients to know that when they come here it’s going to be safe care,” Borak said. “This is just a really great program that shows a hospital’s investment in providing safe care. It really looks at not only those clinical outcomes related to patient safety but it also looks at system structures that that organization has invested in to ensure that they’re delivering safe patient care.”

Although she is passionate about her profession and concentration, Borak said health care wasn’t her first career choice. She initially studied mortuary science, but about a year in found it wasn’t what she wanted to do with her life and instead joined the U.S. Army. She served as a medic on active duty for roughly five years in health clinics, ambulance support battalions and field hospitals in South Korea, Egypt, Louisiana and Alaska.

During that time Borak met her husband, who suggested she study nursing when she got out of the military based on the care she provided to patients.

“I went into nursing school and I never looked back,” Borak said. “It was the best decision I ever made.”

As her career progressed, Borak had an opportunity at an academic medical center in Illinois to work with a physician researching resuscitation performance to improve the delivery of care to
patients requiring such interventions. Her role was to transition the research to clinical practice.

That experience inspired her to move from her front-line role in nursing into quality and performance. She obtained a variety of certifications related to the discipline and a doctorate of
nursing with a focus on outcomes performance management from Loyola University Chicago.

“I think a light bulb went off,” Borak said. “If I could do this with resuscitation, what else could I do it with? And so that’s really what sparked my interest in moving to the quality department so that I could work on quality improvement initiatives more globally throughout an organization.”

Continuing education is important to Borak in staying current with evidence-based practices and supporting her expertise. She’s now pursuing a fellowship in the American College of Healthcare
Executives.

Although she misses being at the bedside as a nurse, Borak said she still interacts with patients regularly while walking through units and discussing workflows and opportunities with health
care providers. She even goes into patients’ rooms to answer call lights when she sees them, rather than sending other staff.

“There’s nothing better than having that special relationship with your patients and providing that one-on-one care, and having those conversations,” Borak said. “I never let go of that, and while I’m not in scrubs and I’m not taking patient-care assignments every day, the way that I could do this job well is that I never lost touch, or I never lost sight of that. And I’m out there in the trenches almost every day.”