Gouverneur Hospital 1

Gouverneur Hospital 1 Logo

Organizational Structure

The St. Lawrence Health System (SLHS) was formed in 2013 to improve health, elevate the standard of care, enhance the patient experience, and gain efficiencies through collaboration.

SLHS is the parent organization for two not-for-profit hospitals, a captive medical practice, and a foundation:

  • Canton-Potsdam Hospital (CPH), a 94-bed general, acute-care community hospital
  • Gouverneur Hospital (GH), a 25-bed critical access hospital
  • Canton-Potsdam Medical Practice (CPMP)
  • Canton-Potsdam Hospital Foundation

GH Services

  • Primary care clinics (Antwerp, DeKalb, and Edwards)
  • Acute, inpatient care
  • Acute, inpatient chemical dependency care
  • Outpatient chemical dependency clinic
  • Ambulatory surgery
  • Behavioral health
  • Hospitalist program
  • Emergency services
  • Swing bed program
  • Sleep therapy, respiratory therapy, echocardiography
  • Telemedicine
  • Physical rehabilitation
  • Speech and occupational therapies
  • A host site for cardiology, OB/GYN, orthopedic surgery, ophthalmology, primary care, and pain clinics

Medical Staff

Our diverse, talented, and growing medical staff includes specialists in: allergy and immunology, addiction medicine, anesthesiology, behavioral health, cardiology, dermatology, diagnostic imaging, emergency medicine, endocrinology, family practice, gastroenterology, general surgery, infectious diseases, inpatient care, internal medicine,  neurology, medical and radiation oncology, obstetrics and gynecology, ophthalmology, optometry, oral surgery, orthopedic surgery and sports medicine, otolaryngology, pain management, pathology, physiatry, pediatrics, podiatry, psychiatry, pulmonology, rheumatology, trauma surgery, urogynecology, and urology. 

Tertiary Referrals

Syracuse          (107 miles southwest of Gouverneur)

Burlington       (150 miles east of Gouverneur)


Guided by strategic, medical staff, and master facilities plans, SLHS hospitals have achieved incredible success when so many other small and rural hospitals struggle to survive.  Resulting, consistent financial surpluses have funded a series of new construction and renovation projects designed to accommodate our growth in providers and patients and to upgrade existing facilities.