She’s taking over the position of CEO at Community Memorial Hospital in Hamilton. Among her goals: continue to expand the hospital’s footprint, services
By Jolene Cleaver
At a time when many rural hospitals are cutting services or closing altogether, Community Memorial Hospital is doing the opposite. It’s growing. And its next CEO is stepping in as that growth continues.
Kathryn Willbarger will take over as chief executive officer May 26, bringing more than two decades of experience in hospital operations, finance and strategic growth. She arrives as Community Memorial continues to expand beyond its Hamilton base into a broader regional provider.
“I’m honored to join Community Memorial Hospital and serve the Hamilton community,” Willbarger said. “I look forward to working alongside the dedicated team to expand access to care, strengthen services and build on the hospital’s strong foundation to meet the evolving needs of the community.”
Willbarger most recently served as chief operating officer at Cheshire Medical Center in Keene, New Hampshire, where she oversaw day-to-day operations for a $340 million health system.
Her work focused on improving patient access, expanding clinical capacity, enhancing patient experience and strengthening performance.
She also led financial improvements through operational efficiencies and strategic growth initiatives and served as interim CEO during a leadership transition.
After 26 years with the organization, she said the timing felt right.
In an early April interview, Willbarger said she and her husband, John Willbarger, a retired from the United States Marine Corps, had already started house hunting and spending time in the community. That early effort, she said, reflects how she approaches leadership.
She called the opportunity, “beyond exciting.”
“We are so pleased to welcome Kate to Community Memorial,” board chair Ellen Percy Kraly said in a statement. “Her proven success and collaborative and generous spirit will bring so much to our organization and our communities.”
The hospital she is stepping into has been changing.
Community Memorial has expanded its footprint over the years, adding primary and specialty care locations in Hamilton, Cazenovia, Morrisville, Munnsville, Sherrill, New Hartford, Utica and Waterville.
That reach matters in a region where patients often travel for care. Bringing services closer to home can mean shorter drives, quicker appointments and better follow-up.
It also reflects a broader shift. Rural hospitals are no longer just single-campus facilities. Increasingly, they are networks.
Community Memorial has leaned into that model.
While many rural hospitals face staffing shortages, rising costs and reimbursement pressure, the organization has continued to add services and locations. Leadership has focused on improving outcomes through education, prevention and access, particularly on the outpatient side.
That approach depends on seeing patients earlier and more often, not just when they need inpatient care.
Willbarger’s background fits that direction.
She holds a master’s degree in healthcare delivery science from Dartmouth College and a bachelor’s degree in accounting from Assumption College. Her experience spans both operations and finance, a combination that has become essential for hospitals trying to grow while managing tight margins.
As she prepares to step into the role, she said maintaining momentum is a priority.
“Stepping into the role, I want to make sure that we continue to expand on all the good things that are happening at Community Memorial. … Always putting the people first,” she said.
That applies to both patients and staff.
“You’ve got to take care of the people,” she said, pointing to the need for continued investment in recruiting and workforce development.
Like hospitals across the country, Community Memorial is competing for workers. In rural areas, that challenge can be even more pronounced, with fewer candidates and more limitations on growth.
Willbarger acknowledged that reality. She said staffing can be difficult without financial growth but added that the organization should aim to be a top choice not only for patients, but as a place to work.
That connection between workplace culture and patient care has become harder to ignore across the industry.
“Strategic growth is going to continue to be a focus. … make sure we meet patients where they are at,” she said.
That includes evaluating where services are located and where to invest in facilities. It also means continuing to build out specialty care.
“Making sure we are providing care for orthopedics, cardiology and other specialities,” she said.
For patients, that can mean getting care sooner and closer to home, without the added burden of travel.
Even with a clear direction, Willbarger said her first step will be listening.
She plans to spend time with staff, patients and community members as she transitions into the role. She will also work closely with outgoing CEO Jeff Coakley, who announced his retirement in fall 2025 and remained in place during a national search led by WittKiefer, a national executive search and leadership advisory firm.
Willbarger said she plans to continue work on cost transparency and focus on integrating with staff while learning the organization.
The transition has already started to take shape outside the hospital.
She said her husband has been meeting people in the community, including time spent at McDonald’s talking with local residents.
For Community Memorial, the direction is already clear.
The hospital has been steadily expanding, building a network of care across Central New York and the Mohawk Valley while many similar organizations are scaling back.
Willbarger said the focus now is to keep that going.
“…Making sure we are continuing to provide high quality care,” she added.