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Scott A. Berlucchi, FACHE, NHA: A Passionate, Purpose-Driven Leader Building Strong Healthcare Systems

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Almost 20 years ago, in 2007, Scott Berlucchi, FACHE, NHA signed a two-year contract to be the President and CEO of Auburn Community Hospital (ACH). He didn’t intend to stay in Auburn for very long, and certainly didn’t think he would relocate his family from Pennsylvania to Central New York – however, almost two decades and a successful career later, that’s exactly what happened. Today, Berlucchi leads the same hospital in the same capacity, although much has changed over those twenty years: he helped lead a financial and operational turnaround that brought ACH out of bankruptcy and has grown it into a bustling, multi-specialty healthcare hub.

Originally from Pennsylvania, Berlucchi developed the passion and skills for leading small, rural hospitals before he arrived at ACH. Serving as the President and CEO of a few different healthcare systems in Pennsylvania between 1995 and 2007, such as Elk Regional Health System and Lancaster General Susquehanna Division, Berlucchi developed a keen understanding of the importance of local access to quality, specialized care in a small hospital setting. One of the first projects he undertook at ACH was rebuilding and enhancing OBGYN and Women’s Health, which was on the verge of being eliminated.

“In Lancaster, I learned at the feet of some brilliant people who built one of the only women and baby hospitals in Pennsylvania. They were so ahead of the curve with their comprehensive dedication to women and maternal health,” Berlucchi said. In just one example of many, he developed and executed a plan that brought OBGYN and Women’s Health at ACH from the verge of nonexistence into a thriving and growing specialty within the hospital system.

In 2010, the Becker Report named ACH a top ten hospital turnaround, and in 2019 Berlucchi was featured on a list of the top 60 rural CEOs by the same publication. Helping to reinvigorate struggling hospitals is a passion and a skillset Berlucchi has embraced over the decades, he said.

“I’m not a doctor, but I can help heal broken hospitals and health systems. I’m able to take particularly small, rural hospitals that are struggling in any way, shape, or form, and strategically transform them into healthcare systems that meet the needs of the communities they serve,” Berlucchi explained.

Building Blocks of Success

Looking back over the transformation of ACH since he took the helm, Berlucchi highlighted several accomplishments that were achieved along the way. The recent opening of the hospital’s Cancer Center, the Auburn Cardiovascular Institute and the Women’s Imaging facility are all exciting specialty additions to ACH that were made possible by several years of hard work and strategy. ACH’s Leapfrog score, a safety grade given to hospitals across the nation, has improved from a D to a B, almost attaining an A rating, which reflects strong enhancements made over time. In addition, ACH’s nursing home, Finger Lakes Center for Living, recently received a five-star rating from Care Compare.

“These are just ratings,” Berlucchi said, “but the work that goes into them is all about patient safety and quality of care.”

The work to achieve these milestones is structured in a strategic way, Berlucchi explained. He and his team always have a three-year plan that guides their operations, which is updated each year. The one-year operating plans are then broken down into 90-day increments, in which accomplishments and successes are reported and analyzed. Berlucchi emphasized the role his team plays in making sure the work gets completed with quality and efficiency.

“I’m very, very proud of my management team, the board, the medical staff, and the workforce. In all of those regards we have very dedicated professionals, physicians, allied health, maintenance workers, and office staff. Our community of workers are extremely dedicated to ACH and to the Auburn community. I’ve learned you can build buildings, recruit doctors, and start programs, but it won’t work unless you have a dedicated workforce to make it all happen,” Berlucchi explained.

During COVID and in the years since the pandemic, he said, there have been many challenges facing the healthcare sector that ACH has had to navigate alongside other hospitals and health care facilities. Rising demands for medical care mean that many hospitals have been operating at or over capacity, leading to strain and stress on existing systems and infrastructure.

“In my 40-year career, the post-COVID years have been some of the most challenging,” Berlucchi said. “It just changed the landscape of traditional healthcare. We’re being asked to see about 30% more patients with the existing infrastructure, and therein lies the need for creativity and innovation because we don’t necessarily have more dollars to make things happen. The Cancer Center we recently opened is already at capacity. We’re only five months into our Cath Lab being opened and it’s tripled and quadrupled our volume estimates. Thankfully, we have a great group of doctors, nurses and personnel that rise to the occasion and meet the needs of the community.”

Growing and Innovating into the Future

In addition to meeting the needs of the wider community in Auburn, the needs of the 65-plus population are quickly increasing. Many of the added services and facilities ACH now offers have an eye toward the present and future needs of this specific, growing population.

“I see a tremendous growth opportunity in meeting the needs of the aging population, particularly around chronic illness and disease. We’re a full-service hospital, but our older community members are accessing cardiology-related services in particular,” said Berlucchi, highlighting a growing need for cancer services, orthopedics, neurology, and services related to movement disorders within this population, as well.

Alongside other small, rural hospitals, ACH is also innovating and growing to meet increasing patient needs by partnering with larger, academic medical centers. Berlucchi shared that ACH partners with several nearby health centers to enhance its service offerings. ACH partners with SUNY Upstate for several service lines including cancer care, intensive care, and critical care; with the University of Rochester for neurology and cardiology; and with Rochester Regional Health for anesthesia.

“No man is an island, and no small hospital is an island. It’s good to build those clinical affiliations, and sometimes those affiliations can mature into joint ventures along service lines,” Berlucchi said.

Finally, recruiting top talent for ACH is a major priority for Berlucchi as he and the team continue to strive to meet the community’s needs.

“You always have to be trying to recruit the best and the brightest to your community,” he stated. “At the end of the day, medical professionals rely on one another. It’s always a multidisciplinary approach. It’s very important for physicians that your colleagues are as strong as you are for the best patient care. Recruitment and retention of a quality workforce is critical to our core mission.”

Purpose-Led Community Leadership

Reflecting on almost four decades of leadership at small, rural hospitals and health centers, Berlucchi highlighted the men and women who shared their own experience and made it possible for him to bring success to hospitals in Pennsylvania and now ACH.

“I’m very proud of the role of mentoring in my career, particularly the men and women who mentored me and have made me the person that I am. My family, of course, and my faith, first and foremost, but there are a lot of men and women and professionals who have helped shape me along the way,” said Berlucchi.

Now, as he continues through a phase of his career where he has decades of experience under his own belt, Berlucchi enjoys passing on the knowledge he’s gained with young professionals who will take over the reins in years to come.

“I’m trying to pave the road forward now, where I get young professionals or middle-aged professionals who are new at ACH or in a new role, and I try very hard to mentor the next generation. My thought process is that once upon a time, somebody was kind enough to show me the ropes, and in turn I became a better professional to serve the community. At this stage of the game, I feel a duty and a responsibility to coach, train, and mentor the next generation of healthcare leaders. All the trials and tribulations and the experiences I’ve had cannot be learned in a book. I think all professionals owe that to their profession, to not hold onto knowledge, but to release it for others to pick up,” he said.

However, Berlucchi is not yet ready to leave his work behind and for a very simple reason: he loves it too much. Roughly quoting a phrase from the Pennsylvania Dutch, he said, “If you’re fortunate enough in life to wake up one day and know what your purpose and your passion are, and if you’re lucky enough to find work that is synonymous with your purpose and your passion, then you’ll never work another day in your life.

“I’m just very blessed to understand what my passion is and what my purpose is, and very lucky to be afforded an opportunity to have a leadership role in a healthcare organization,” Berlucchi continued. “I’ll be providing healthcare leadership in some way, shape or form for a very long time because I love what I do, and it doesn’t feel like work.”

And although he never intended to stay in Auburn for longer than two years, let alone two decades, his love for the community and for ACH also keeps him going.

“I guess I’m right for Auburn and Auburn’s right for me,” he said. “Look at all the wonderful things we’re doing together. ACH has been here for 150 years, and I’m sure it’ll be here another 150 years because we’ve built a strong program and a strong legacy, and we’re doing very good work for the community.”

2026 Mid-Year Report to the Upstate New York Construction Industry

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Earl R. Hall, Executive Director, Syracuse Builders Exchange

Reflecting on mid-year data, including membership utilization, I am pleased to report that the Syracuse Builders Exchange continues to demonstrate exceptional strength, stability, and growth. The Association remains well-positioned to serve the regional construction industry today while preparing for future opportunities.

The Syracuse Builders Exchange is proud to be the largest construction industry association in New York State with approximately 1,100 member firms. For more than 150 years, our mission has remained unchanged—to provide the resources, services, advocacy, and professional relationships that help our members succeed in an increasingly competitive marketplace.

Membership continues to grow as more construction firms recognize the value of belonging to an organization that delivers measurable benefits. New members are joining because they see an association that provides a wide variety of services, is financially sound, professionally managed, and committed to helping their businesses succeed. Our continued membership growth reflects the confidence the construction industry has placed in the Syracuse Builders Exchange and the value our programs provide every day.

The Builders Exchange is financially sound, generating strong operating revenues, maintaining adequate financial reserves, and operating with no debt – all while maintaining the fiscal goals and objectives of a 501c6 not-for-profit trade Association. This conservative financial stewardship ensures that the Syracuse Builders Exchange remains independent, sustainable, and capable of investing in new programs and member services without compromising our financial security.

The Syracuse Builders Exchange Electronic Plan Room is one of the Association’s most valuable member resources, providing contractors, subcontractors, suppliers, and construction professionals with immediate access to current bidding opportunities throughout the region. Members can easily view project plans, specifications, addenda, and other bidding documents from any location, allowing them to identify and pursue new business opportunities efficiently.

In addition to convenient access to bid information, the Electronic Plan Room offers powerful estimating and digital takeoff tools that help members improve the accuracy and speed of project estimates. These features enable users to measure quantities directly from electronic drawings, streamline estimating workflows, reduce costs, and enhance competitiveness. By combining comprehensive project information with advanced digital tools, the Electronic Plan Room helps members save time, increase productivity, and position their businesses for continued success in today’s competitive construction marketplace.

One of the Builders Exchange’s highest priorities continues to focus on education and safety training. Over the past year, we have expanded our schedule of education, professional development, and safety training classes, providing members with practical knowledge that enhances productivity, strengthens knowledge of regulatory compliance, and improves workplace safety. These programs have become one of the defining benefits of membership and reflect our commitment to helping member firms remain competitive and safe.

Equally important are the opportunities the Builders Exchange provides for members to build lasting and meaningful professional relationships. Throughout the year, the Association has hosted a wide variety of social gatherings, networking events, awards programs, and industry meetings that strengthen connections among contractors, subcontractors, suppliers, design professionals, and project owners. These events foster collaboration, encourage new business opportunities, and reinforce the sense of community that has always distinguished the Syracuse Builders Exchange.

Looking ahead, the Builders Exchange remains focused on innovation and continuous improvement. We will continue investing in education, safety training, technology, networking opportunities, and member services while maintaining the financial discipline that has made the Association one of the strongest and most respected trade organizations in the State.

None of these accomplishments would be possible without the support and engagement of our members, volunteer leadership from the Board of Directors, committee members, and dedicated staff. The Builders Exchange’s membership participation, ideas, and commitment have helped build an organization that serves as the voice of the construction industry throughout Upstate New York.

The future of the Syracuse Builders Exchange is bright. With consistent revenues, no debt, growing membership, expanding educational and safety programs, vibrant networking opportunities, and adequate financial reserves, our association is well prepared to meet the challenges and opportunities long into the future.

Operational Excellence: The Competitive Advantage Hidden in Plain Sight

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By: James A. D’Agostino, CEO, MEP Center Director

Across every industry, executives are facing unprecedented pressure to do more with less. Economic uncertainty, workforce constraints, rising costs, supply chain volatility, and accelerating technological change have become permanent features of the business landscape. While organizations can’t control many of these external forces, they can control how effectively they operate. That’s why operational excellence has become one of the most important strategic priorities for organizations seeking sustainable growth.

Too often, operational excellence is viewed as a collection of improvement projects, cost-cutting initiatives, or manufacturing-focused methodologies. In reality, it’s far more significant. Operational excellence is the deliberate pursuit of creating systems, processes, and cultures that consistently deliver value to customers while enabling employees to perform at their highest potential. Organizations that achieve operational excellence don’t simply become more efficient. They become more resilient, adaptable, and capable of executing strategy in a rapidly changing environment.

One of the most common challenges leaders face is the tendency to focus on symptoms rather than root causes. Missed deadlines, quality issues, employee turnover, customer complaints, and rising costs often appear as isolated problems. In reality, these outcomes are frequently connected to underlying process weaknesses, communication gaps, unclear accountability, or inconsistent leadership practices. High-performing organizations recognize that sustainable improvement comes from strengthening the systems that drive results. Rather than relying on heroic efforts from individuals, they build repeatable processes that create predictable outcomes.

Technology certainly plays a role in operational excellence, but technology alone isn’t the answer. Across Central New York and beyond, organizations are investing heavily in automation, artificial intelligence, data analytics, and digital tools. The greatest returns, however, are realized when technology is implemented within a strong operational framework. Without disciplined processes and engaged employees, even the most sophisticated systems can fail to deliver their promised value.

The human element remains equally important. Organizations that excel operationally invest in developing leaders at every level. They create cultures where employees are empowered to identify problems, suggest improvements, and contribute to organizational success. Continuous improvement isn’t a program; it becomes part of how work gets done every day.

Operational excellence also provides a powerful competitive advantage during periods of growth. As organizations scale, complexity increases. New customers, products, technologies, and employees can strain existing systems. Companies with mature operational practices are better positioned to absorb growth without sacrificing quality, customer satisfaction, or profitability.

For Central New York, this conversation is particularly timely. Significant investments in advanced manufacturing, technology, infrastructure, and economic development are creating new opportunities across the region. Organizations that have built strong operational foundations will be best positioned to capitalize on these opportunities and sustain success over the long term.

At TDO, we’ve seen firsthand that operational excellence isn’t about perfection. It’s about creating an organization that continuously learns, adapts, and improves. Whether through leadership development, process improvement, workforce training, strategic planning, or cultural transformation, the goal remains the same: helping organizations build the capabilities necessary to thrive in an increasingly competitive world.

The organizations that’ll lead tomorrow aren’t necessarily those with the largest budgets or the newest technologies. They’ll be the ones that execute consistently, improve relentlessly, and create cultures where excellence becomes the standard rather than the exception. Operational excellence isn’t simply an operational objective. It’s a business strategy.

TDO is a consulting and training organization based in Liverpool, NY. Our mission is to grow the local economy by helping Central NY manufacturers and technology companies drive operational excellence and cultural transformation to reach their full potential. TDO’s support of the local mission generated $265 million in economic impacts in the last contract period supporting jobs, investments, cost savings, and profitable growth. If you would like to talk further, TDO’s team is experienced and fully certified to help. Reach out today to learn more and schedule a free consultation.

People and Talent: Building a Workforce That Drives Business Performance

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For many organizations, the most difficult business challenge is no longer finding customers, securing capital or adopting new technology. It is finding and keeping the right people.

Talent has become a strategic issue that reaches well beyond the human resources department. Hiring decisions affect productivity. Retention affects institutional knowledge and operating costs. Employee performance directly influences customer service, innovation and profitability. And the evolution of remote and hybrid work has changed what employees expect from their employers—and what employers expect from their workforce.

In this environment, successful organizations are taking a broader view of people and talent. Rather than treating employees simply as a cost of doing business, they are recognizing that a capable, engaged workforce can become one of an organization’s most important competitive advantages.

Hiring: Look Beyond the Resume

Hiring the right person begins with understanding what the organization actually needs.

A common mistake is to define a position primarily by its list of responsibilities. A more effective approach is to identify the business outcomes the person will be expected to achieve. What problems will this individual solve? What skills will be essential six months or one year from now? How will success be measured?

This shift can make the hiring process more precise.

Organizations should evaluate candidates based not only on technical qualifications, but also on adaptability, communication, judgment, collaboration and willingness to learn. In an economy where technology and business practices continue to change rapidly, the ability to learn may be just as valuable as what a candidate already knows.

Culture also matters—but it should not become a vague hiring criterion. Companies should clearly define the behaviors and values that contribute to success within the organization. Candidates should understand those expectations before accepting an offer.

The best hiring process is also a two-way evaluation. Employers are determining whether a candidate is right for the organization, while candidates are deciding whether the organization is right for them. Transparency about responsibilities, compensation, advancement opportunities, workplace expectations and company culture can reduce costly hiring mistakes.

Retention: Give Employees a Reason to Stay

Hiring is only the beginning. The real return on a hiring investment comes from developing and retaining good employees.

Employee turnover can be expensive, but the financial cost tells only part of the story. When an experienced employee leaves, organizations can also lose customer relationships, institutional knowledge, productivity and momentum. Other employees may have to absorb additional responsibilities while a replacement is recruited and trained.

Retention therefore requires more than competitive compensation.

Employees want to know that their work matters and that they have opportunities to grow. They want managers who communicate clearly, recognize good performance and provide meaningful feedback. They also increasingly value flexibility and a reasonable degree of control over how work gets done.

Career development can be particularly powerful. An employee who sees a future within the organization is more likely to remain engaged. Professional development does not necessarily require expensive executive programs or formal degrees. Mentoring, cross-functional assignments, training, expanded responsibilities and exposure to senior leadership can all contribute to employee growth.

Perhaps most importantly, managers need to understand why individual employees stay. The reasons are not always the same. One employee may value advancement, another flexibility, another professional recognition and another the opportunity to work with a strong team.

Retention begins with listening.

Performance: Accountability and Engagement Go Together

Employee performance is another area where organizations need to move beyond traditional annual reviews.

A once-a-year performance discussion is rarely sufficient in a fast-moving business environment. Employees need ongoing communication about priorities, expectations and results. Managers should establish clear objectives and regularly discuss progress, obstacles and opportunities for improvement.

Effective performance management should answer three basic questions:

What is expected? What is being accomplished? What needs to change?

The strongest organizations combine accountability with support. Employees should understand that results matter, but they should also have the resources, training and authority necessary to achieve those results.

Recognition is equally important. Compensation is an important component of employee satisfaction, but people also want to know that their contributions are noticed. A thoughtful acknowledgment from a manager, an opportunity to lead an important project or recognition in front of colleagues can have a meaningful impact.

Technology can also improve performance management. Digital collaboration platforms, project-management systems and analytics can help managers understand workloads, identify bottlenecks and measure progress. But technology should support management—not replace it.

Numbers can tell a manager what happened. Leadership is required to understand why it happened.

Remote and Hybrid Work: Focus on Results

Remote work has permanently changed the conversation about where work gets done.

For some organizations, remote work has expanded the talent pool, reduced geographic limitations and provided employees with greater flexibility. For others, certain functions still depend heavily on face-to-face collaboration, physical facilities or direct customer interaction.

The important question is not whether remote work is universally good or bad. The question is which work arrangement produces the best results for a particular organization, function and employee.

A successful hybrid or remote strategy requires clarity. Employees need to know when they are expected to be available, how communication will occur, which meetings require participation and how performance will be evaluated.

Managers also need to resist the temptation to measure activity instead of outcomes. An employee sitting at a desk for eight hours is not necessarily more productive than someone working remotely. Productivity should be measured by results, quality, responsiveness and achievement of clearly defined objectives.

At the same time, organizations should recognize the potential disadvantages of remote work. Informal communication can decline. New employees may have difficulty learning the organization’s culture. Collaboration can become more transactional, and employees may feel disconnected from colleagues.

Hybrid work therefore requires intentional leadership. Companies need opportunities for employees to collaborate, build relationships, exchange ideas and develop professionally—whether those interactions occur in an office, virtually or through a combination of both.

The Manager Is the Critical Link

Regardless of where employees work, managers remain central to the talent equation.

An organization can offer competitive salaries, sophisticated technology and attractive benefits, but a poor manager can undermine all of them.

Effective managers communicate expectations, provide feedback, address problems quickly and give employees opportunities to succeed. They also recognize that management is not simply about assigning tasks. It is about developing people and aligning individual performance with organizational objectives.

That requires training managers to manage.

Many organizations promote technically talented employees into supervisory positions without providing them with the skills necessary to lead a team. Communication, conflict resolution, coaching, delegation and performance management are disciplines that can be learned and developed.

Investing in managers is therefore an investment in the broader workforce.

People Are the Strategy

Technology will continue to transform the workplace. Artificial intelligence will automate certain tasks and create new ones. Demographic changes will influence the available workforce. Employees will continue to reassess what they expect from their employers.

But one fundamental reality will remain: businesses are built and operated by people.

Organizations that succeed in the years ahead will be those that view talent as a strategic priority rather than an administrative function. They will hire for both current capability and future potential. They will create compelling reasons for good employees to stay. They will establish clear expectations and hold people accountable while giving them the support to succeed. And they will develop workplace models that balance employee flexibility with organizational performance.

The competitive advantage may not always come from having more employees. It may come from having the right people, in the right roles, with the right leadership and the right environment to perform at their best.

In the end, people and talent are not simply an HR issue.

They are a business strategy.

AI Generated, Edited by K.C. Roberts

Affordability in Health Care

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Interesting conversation with a patient last week about their mounting health care debt. Higher premiums, higher deductibles, higher co-pays, more out-of-formulary uncovered meds all adding up to $45,000 in annual out-of-pocket costs. 

Which led me to examine, what are the themes emerging nationally in health care and is anything different in the projections.  The same top issues appeared in all my research, with health care affordability moving to the top of concerns.

Affordability has become the defining health care issue in 2026, more than technology or even access. National polling shows most people now describe health care costs as unaffordable, and about half of adults report difficulty paying their medical bills, even with insurance. 

Families feel squeezed at every point: paying premiums, meeting deductibles, and then facing co‑pays and surprise bills when they actually use care.

These financial pressures directly shape behavior. Patients delay tests, skip follow‑up, or change providers based on what they think they can afford, while health systems under strain shorten visits, reduce staffing, or close services. 

The result is the uneven care seen locally: some days the health system looks seamless; other days, cost and coverage barriers quietly derail care.

Medical debt is widespread and not limited to the uninsured. Tens of millions owe medical debt, and a substantial share of Americans experience “catastrophic” health costs where medical bills consume a large share of income after basic needs.

Managing Your Money states, “Healthcare providers, government programs and debt relief organizations offer various pathways to reduce or eliminate medical debt, but to take advantage of this type of relief, you’ll need to know which options are available and how to navigate them effectively. “ What options do you offer patients to pay for care over time, seek outside relief,  or navigate the programs that can help them? Do patients know who to speak with in your practice?

Insurers , and providers have multiple theories on what’s driving these increases, but the final impact rests with the patient.  This picture looks unsustainable and calls us to look at how to reduce the patient impact. More preventative care without cost, better access using technology, employers creating purchasing of care and drugs? What are your associations advocating for the future?

 

Resources

https://www.commonwealthfund.org/topics

https://unitedstatesofcare.org/pr-2026-predictions/ 

 

The Upstate Foundation Celebrates 50 Years of Mission-Driven Fundraising and Asset Management

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By Elizabeth Landry

Eileen M. Pezzi, MPA, Executive Director of the Upstate Foundation & Vice President for Development at Upstate Medical University

When the Upstate Foundation was established as a 501(c)(3) not for-profit organization in 1976, there was some confusion around its purpose and where support would come from.

“There were a lot of people who said, ‘Why are you going to do this?’ and ‘Who’s going to support you?’” said Eileen M. Pezzi, MPA, who’s served as Executive Director of the Upstate Foundation and Vice President for Development at Upstate Medical University since 1996. “It was people like our former board member, Bill Allyn, who was with Welch Allyn, and John Johnson of the Watertown Daily Times, who advocated very strongly. With their support and along with the other board members at the time, they decided to incorporate, and that’s how we began our existence.”

This year, the Upstate Foundation is celebrating 50 years of receiving and successfully administering gifts and bequests to benefit patient care, education, scientific research, and community health and well-being. The Foundation’s primary focus is to support the mission of Upstate Medical University, but it can also raise money for and make distributions to any qualified not-for-profit organization. Pezzi, the first female vice president at Upstate Medical University and Foundation’s third executive director – but first female – explained that through the many changes and milestones over the years, the Foundation has always focused on growth with the help of the staff, the board of the directors, and the community.

“We continue to focus on growth, and we’ve done some really significant things,” said Pezzi. “In 1985, we had 80 funds. Today, we have over 1,300. I think the growth in all areas at the Foundation has been historic.”

In 2009, the Upstate Golisano Children’s Hospital opened following the Foundation’s $21 million capital campaign, including a naming gift from Rochester billionaire philanthropist Tom Golisano.

MILESTONE CAMPAIGNS AND EVENTS

There are several early milestones Pezzi and executive board members pointed out as major moments of the Foundation’s growth and expansion. In 1979, a small campaign raised money for the Central New York Burn Treatment Center. A few years later, in 1983, the Foundation worked closely with Bristol Myers for a major gift supporting the creation of the Regional Oncology Center. In the mid-1980s, the Foundation started its first multi-year campaign raising money for Upstate’s Pediatric Intensive Care Unit (PICU), which lasted for three years.

Another big moment came in 1984 when the Foundation became a member of the Children’s Miracle Network (CMN). “That was another big early accomplishment. We had to apply, and they gave us a particular demographic area. That means that any CMN retail partner was now our partner. That was momentous for the Foundation,” said Pezzi, crediting former board member Eric Mower and former Foundation executive director Robert Vaccarelli. 

Donald A. Denton, emeritus member of the Upstate Foundation’s board of directors and chair of the board from 1998-2003, explained the process for another major milestone: the establishment of Upstate’s Joslin Diabetes Center in the late 1990s.

“We were given the challenge to raise a million dollars to have the Joslin name at Upstate. Eileen was given the charge for the Foundation and she and her team went right out and accomplished that,” said Denton, who is also retired from Hancock & Estabrook, where he was a managing partner. “A couple of directors were key: David Tye and Dodie Vlassis were the real spear headers on the board, along with Dodie’s husband Dean. The naming of rooms also really caught fire with the Joslin Center, and that type of fundraising spread rapidly.”

One of the most popular events the Upstate Foundation organized was the CNY Region Skins Game, a golf event that took place in 1999, 2000, and 2001. Many major golfers attended, including Arnold Palmer and John Daly.

“We had over 6,000 people attend the event, which I believe is the largest golfing event in Central New York to this day. We had great success, and it was just extremely popular. The Skins Game opened up the community’s recognition of the Foundation, and that has had a lasting impact,” Denton said.

More recently, campaigns and major naming donations facilitated by the Foundation supported the opening of the Upstate Golisano Children’s Hospital in 2009, the Upstate Cancer Center in 2014 and a gift from Sam and Carol Nappi to name the Nappi Wellness Institute in 2023.

“The campaign for the Cancer Center started with a $15 million goal, but Eileen and her team exceeded it by five million and raised $20 million. We had a couple of large naming gifts – George E. and Caryl Lee Johnson named the Radiation and Oncology Department, and the Jim and Juli Boeheim Foundation named the Stairway of Hope. 

The CNY Region Skins Games, hosted by the Upstate Foundation from 1999-2001, featured many notable golfers including Sally Dee, Arnold Palmer and Peter Jacobsen, attracted more than 18,000 spectators, making it the best attended golfing event in Central New York.

It’s a beautiful feature within the building,” shared Paul P. Mello, President and CEO of Solvay Bank, member of the Upstate Foundation’s board of directors since 2003, and board chair from 2010 to 2016.

More than $20 million was also raised for the Upstate Golisano Children’s Hospital, which Pezzi noted as one of the team’s most notable accomplishments. “That was the time when we got to meet Tom Golisano, and he has become an endearing friend. Every time I’ve ever asked him for anything for the kids, he’s said ‘yes’,” Pezzi shared. “He is very special to us.”

GROWTH AND CHANGE OVER FIVE DECADES

Today, the Upstate Foundation is largely self-supporting and manages assets totaling near $325 million – a huge leap from $25 million in assets in 1996. Other numbers demonstrate the massive growth the Foundation has seen over the years: 60-70 funds are opened each year; a staff of five in 1996 has grown to a team of 32 in 2026; about 100 named rooms and places 30 years ago has grown to over 1,100 namings today; in 1986, the Foundation raised more than $1 million for the first time and in 2024, a record-breaking year, $22.5 million was raised.

“From staff growth to programmatic growth, to the dollars that we’ve brought in, it all helps to not just meet our mission, but exceed standards and expectations,” Pezzi stated. 

J. Daniel Pluff, Managing Director, Financial Advisor, and Senior Portfolio Manager – Portfolio Focus at RBC Wealth Management, a division of RBC Capital Markets LLC, serves as assistant treasurer of the executive committee and chair of the investment committee on the Upstate Foundation’s board of directors, positions he has held since 2016. Pluff explained how the success of the Upstate Foundation has compared to other foundations in terms of investments.

“The numbers speak for themselves. For the last one-, three-, and seven-year periods we have ranked in the top 10% of our peer group of all foundations in our size range. That’s significant – for even longer periods, to be ranked in the top quartile is difficult,” said Pluff, adding that annualized returns have consistently been more than distribution, which helps ensure growth out of principal, meaning that funds will last into the future.

“We also work with an outside consultant,” Pluff explained, “who provides us with tremendous amounts of research that we use constantly.”

Alongside immense growth over the years, there have also been changes in the operational side of philanthropy, Pezzi explained. Giving cash or writing a check are no longer the most common ways donors give gifts – donor-advised funds, charitable gift annuities, stock transfers, and online mechanisms like PayPal and MobileCause have all become increasingly common. To keep up with these changes and technological advancements, the Foundation has had to adapt.

“Smart fundraising organizations need really good data people and computer gurus on staff to figure out how you can process all these gifts,” said Pezzi. “In fact, we’re working with Jeff Knass at Arcovo, an AI company, and we’ve hired our first AI employee. Her name is Lily. She helps with our acknowledgment letters while we’re home having dinner and resting until the next day. That’s one of the more notable changes we’ve made recently.”

One thing that hasn’t changed, Pezzi said, is the overwhelming generosity of the Central New York community. “Syracuse is one of the poorest cities in the country. But it’s also one of the most generous, compassionate, and caring cities. That hasn’t changed in 50 years.”

SUPPORTING THE COMMUNITY

Although the mission has expanded, remaining focused on raising funds for Upstate Medical University is also something that hasn’t changed for the Upstate Foundation. “Upstate offers quality patient care, great education, and groundbreaking scientific research. We’ve expanded our mission over the years, but we are in lockstep with everything Upstate Medical University does and we’re very supportive of everything it does,” stated Pezzi.

Expanding the mission of the Upstate Foundation has meant becoming more involved in the wider community in various ways. The needs of the community are largely what led to Upstate Medical University acquiring Community General Hospital in 2011 – an event which spurred the merging of Community General’s foundation with the Upstate Foundation.

The Foundation embraces the vital role it plays in supporting the groundbreaking research of Upstate scientists. Pictured are Eileen Pezzi and Thomas VanderMeer, MD

Eileen Pezzi, center, reviews financial documents with two members of her board’s executive committee, Paul Mello and Daniel Pluff.

Eileen Pezzi, center, praised the level of professionalism and expertise of her board members including Paul Mello, vice chair, and Rita Reicher, chair.

The Upstate Foundation was presented with the President’s Award for Team of the Year in 2010
and 2014.

The Upstate Foundation’s mission is committed to patient care, education, research, and
community health and well-being.

“When Upstate acquired Community General Hospital, it brought a lot of needed services over to the West side of the community. In typical Eileen fashion, she worked collaboratively with their board and with their foundation members to merge their foundation with ours seamlessly,” said Mello, adding that the Upstate Foundation has continued an event Community General was known for, now called the Upstate Towsley Pro- Am Golf Tournament, in honor of Bill Towsley, a former IBEW Local 43 business manager.

In 2014, the Upstate Foundation changed its status to a 501(c)(3) public charity, allowing it to support the wider community in more tangible ways. This was a change that Pezzi described as one of the most significant accomplishments of the Foundation, giving a lot of credit to the board for getting it done. Since then, the Foundation has raised and doled out funds to several community programs including the We Matter, He Matters and She Matters cancer prevention programs; Elmcrest’s three-week respite program for children; and Erin’s Angels, a food insecurity program in several local school districts.

WORKING TOGETHER FOR SUCCESS

Throughout 50 years of growth, change and accomplishments, one theme seems to consistently standout: the service and contribution of the people who make it all happen. The Foundation’s board of directors and staff all come together to support the organization’s mission, starting with the leadership at
the top.

“Eileen has this ability to pull people in the community together, getting us behind the cause and helping people understand how every dollar that’s raised has an impact, no matter how large or small,” said Mello. “It’s a pleasure to be on this board because it’s collaborative and it’s smooth-running, and it starts and ends with Eileen.”

Pluff also offered high praise for the board. “I’ve served on a number of boards. I have never served on a committee where the members are so engaged, so dedicated, and take their responsibilities so seriously,” he said.

Denton highlighted the involvement of people like Dr. Gregory Eastwood, past president of Upstate Medical University and current member of the board, who has served Upstate in various capacities and continues to make a difference.

“Dr. Eastwood is always there to assist in any way he can. He’s just a wonderful man. Dr. Mantosh Dewan, Upstate’s current president, has also been wonderful to work with,” said Denton.

Pezzi also expressed appreciation for the collaboration of Robert Corona, DO, CEO of Upstate University Hospital and Lawerence Chin, MD, Dean of the Norton College of Medicine. “Collaboration has made the last 50 years so successful and is the foundation upon which continued growth and success will be built for decades into the future.”

“I’m so proud of the board, with their level of professionalism and expertise, they’ve been so engaged in supporting everything we’ve done, and that breeds continuity and loyalty. The board has supported me and guided me every step of the way. I’m happy to have played a leadership role, but it’s really our board and dedicated, hard-working staff that have made everything happen.” Eileen M. Pezzi, MPA, Executive Director of the Upstate Foundation & Vice President for Development at Upstate Medical University

The Nappi Wellness Institute opened in 2023 with a naming gift from Sam and Carol Nappi of Jamesville.

CHANGING THE MINDSET OF EDUCATORS: The Importance of a Four-Year Construction Curriculum in Public High Schools

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By: Earl R. Hall, Executive Director, Syracuse Builders Exchange

A four-year construction industry curriculum in public high schools represents a strategic and forward-thinking investment in both students and the broader economy. For students who intend to enter the workforce immediately after graduation, such a program provides a structured pathway to sustainable, well-paying careers with excellent benefits, while addressing critical labor shortages across New York’s construction sector.

The construction industry continues to face a significant skills gap driven by an aging workforce and insufficient numbers of trained young professionals entering the trades. A comprehensive high school curriculum would supplement traditional courses such as math, English, science, social studies, etc.  In addition, by introducing students to construction fundamentals early we can progressively build their competencies over four years. Rather than viewing post-secondary education as the only viable path to success, this approach validates skilled trades as a respected and practical career option.

A well-designed four-year program should be aligned with student development. In the first year, students can explore foundational concepts such as safety protocols, basic tool usage, and an overview of construction careers. This early exposure is critical for helping students assess their interests and aptitudes. The second and third years can then deepen technical knowledge in areas such as carpentry, electrical systems, plumbing, blueprint reading, and construction technology. By the fourth year, students should be engaged in advanced, hands-on projects, internships, or cooperative work experiences with local contractors or trade organizations.

One of the most significant advantages of such a curriculum is its emphasis on experiential learning. Construction is inherently practical, and students benefit from applying theoretical knowledge in real-world scenarios. This hands-on approach not only reinforces technical skills but also cultivates essential soft skills such as teamwork, problem-solving, time management, and communication. These competencies are highly transferable and valued across all sectors of the workforce.

Additionally, integrating industry-recognized certifications into the curriculum enhances employability. Credentials in areas such as OSHA safety standards, equipment operation, or specific trade skills provide students with tangible proof of their capabilities upon graduation. Employers are more likely to hire candidates who can demonstrate both knowledge and certification, reducing onboarding time and training costs.

From an economic perspective, implementing a four-year construction curriculum strengthens local and regional labor markets. Communities benefit from a steady pipeline of skilled workers who are prepared to contribute immediately to infrastructure projects, residential development, and commercial construction. This is particularly important in areas such as central New York, which is experiencing extraordinary growth, which is anticipated for the next 20 years.  Workforce shortages can and often will delay critical projects such as those in the educational, commercial, medical, and industrial sectors, in addition to increasing project costs.

Equally important is the role such programs play in student engagement and retention. Traditional academic pathways do not always resonate with every student. A construction-focused curriculum offers a relevant and tangible learning experience that can re-engage students who might otherwise feel disconnected from school. By providing a clear link between education and career outcomes, schools can improve graduation rates and better serve diverse learning styles.

These programs also promote equity by offering accessible career pathways that do not require significant financial investment in post-secondary education. Students can graduate with marketable skills and no debt, positioning them for immediate income generation and long-term career growth. For many families, this represents a practical and attractive alternative to the rising costs of college.

A four-year construction industry curriculum in public high schools is not merely an educational enhancement, it is a workforce development necessary if central New York is to take advantage of the abundance of extraordinary economic

development opportunities, driven by the private sector. By equipping students with technical expertise, industry credentials, and real-world experience, such programs empower graduates to
transition seamlessly into meaningful employment and contribute important services to central New York. At the same time, they address critical labor shortages, support economic development, and redefine the value of skilled trades in today’s economy.

 

Preparing for the Next Phase of Growth

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By: James A. D’Agostino, CEO, MEP Center Director

Central New York manufacturing is entering a defining period. Across the region, manufacturers are seeing increased demand, new supply chain opportunities, and unprecedented investment flowing into advanced industries. Yet alongside these opportunities comes growing complexity. Workforce shortages, cybersecurity threats, digital transformation, quality expectations, and global competition are all reshaping how manufacturers must operate to remain competitive.

At TDO, we believe the companies that succeed in the remainder of 2026 and beyond won’t simply react to these changes, they’ll deliberately build the capabilities required to thrive in them. Our mission has always been straightforward: help Central New York manufacturers grow by strengthening their people, processes, and strategies. As the region’s Manufacturing Extension Partnership (MEP) center and a nonprofit consulting and training organization, we work hands-on with companies to drive operational excellence and cultural transformation so they can reach their full potential. But as manufacturing evolves, so does the way we support it.

Moving Beyond Projects to Performance

One of the biggest shifts we see is that manufacturers are moving away from isolated improvement projects toward long-term operational performance systems. Lean, Six Sigma, and continuous improvement remain powerful tools, but tools alone aren’t enough. Companies that truly excel build cultures where problem-solving, data-driven decision-making, and employee engagement become part of their daily operations.

That’s why our work increasingly focuses on helping organizations establish sustainable systems including daily management processes, leadership development, and workforce training that ensure improvements stick and continue to compound over time.

Turning Opportunity into Capacity

Central New York is poised to benefit from significant investments in advanced manufacturing, infrastructure, and emerging technology sectors. For many companies, the challenge isn’t whether opportunity exists, it’s whether they’re ready to seize it. Manufacturers must be able to scale production, meet stricter quality requirements, adopt new technologies, and strengthen their supply chain resilience.

TDO works side-by-side with companies to prepare for these moments of growth, whether through process optimization, plant layout improvements, quality system implementation, workforce development, or strategic planning. Our goal is simply to make sure companies are operationally ready when opportunity knocks.

Building the Workforce That Modern Manufacturing Requires

Technology is changing manufacturing, but people remain the most critical factor in success. The manufacturers that thrive in the coming years will be those that invest deeply in their workforce by developing leaders, empowering problem solvers, and building teams capable of adapting to new technologies and new markets.

From front-line training to leadership coaching, we help organizations equip their teams with the skills and mindset needed for continuous improvement and innovation.

A Regional Advantage

Manufacturing has always been a cornerstone of Central New York’s economy. Today, the region has a unique chance to strengthen that legacy by building a modern, resilient manufacturing ecosystem. TDO is proud to play a role in that effort by connecting manufacturers with expertise, resources, and funding opportunities that help turn plans into action.

But ultimately, the future of manufacturing in our region will be shaped by the companies willing to take the next step forward. If your organization is preparing for growth, facing operational challenges, or simply exploring what’s next, now’s the time to start the conversation. The manufacturers who prepare today will be the ones leading tomorrow.

TDO is a consulting and training organization based in Liverpool, NY. Our mission is to grow the local economy by helping Central NY manufacturers and technology companies drive operational excellence and cultural transformation to reach their full potential. TDO’s support of the local mission generated $265 million in economic impacts in the last contract period supporting jobs, investments, cost savings, and profitable growth. If you are an SMM and would like to talk further, TDO’s team is experienced and fully certified to help. Reach out today to learn more and schedule a free consultation!

Preparing Professional Services Firms for the Age of AI

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By K.C. Roberts

Artificial intelligence is no longer a speculative technology reserved for large tech companies—it is rapidly becoming a foundational tool across industries. For professional services firms—law, accounting, consulting, marketing, engineering—the implications are profound. AI is reshaping how work is performed, how value is delivered, and how clients evaluate expertise. Firms that treat AI as a peripheral experiment risk falling behind; those that approach it strategically can enhance efficiency, deepen client relationships, and unlock new revenue streams.

The first step in preparing for AI is shifting mindset. Many firms still view AI as a threat to billable hours or a novelty that can be delegated to IT. In reality, AI is a force multiplier. It automates routine, time-consuming tasks—document review, data analysis, research synthesis—freeing professionals to focus on higher-value advisory work. The firms that succeed will not be those that resist AI to preserve legacy models, but those that redesign their services around it.

A practical starting point is workflow analysis. Firms should conduct a disciplined audit of their core processes to identify where AI can drive measurable gains. In legal practices, this may include contract analysis and due diligence. In accounting, it may involve audit procedures or financial forecasting. In consulting, AI can accelerate market research and scenario modeling. The goal is not wholesale replacement of human expertise, but targeted augmentation—reducing friction in workflows while maintaining professional judgment as the differentiator.

Equally important is data readiness. AI systems are only as effective as the data they are trained on and operate within. Professional services firms often sit on vast amounts of proprietary data—client records, case histories, financial models—but much of it is unstructured or siloed. Preparing for AI requires investing in data governance: organizing, cleaning, securing, and standardizing information so it can be leveraged effectively. Firms that build strong data infrastructure will have a significant competitive advantage, as they can generate insights others cannot.

Talent strategy is another critical dimension. AI does not eliminate the need for skilled professionals; it changes the skill set required. Firms should prioritize AI literacy across all levels—not just technical staff. Partners and senior leaders need to understand AI capabilities and limitations to guide strategy and client conversations. Mid-level professionals should learn how to integrate AI tools into their daily work. Junior staff, often the most adaptable, can become power users and internal champions. Training programs, workshops, and hands-on experimentation should be embedded into the firm’s culture.

At the same time, firms may need to bring in new roles—data scientists, AI specialists, or “legal technologists” and “fintech analysts” depending on the sector. However, hiring alone is insufficient. The real value comes from cross-functional collaboration, where domain experts and technologists work together to design solutions that are both technically sound and commercially relevant.

Client expectations are evolving just as quickly as internal capabilities. Increasingly, clients expect faster turnaround times, data-driven insights, and cost efficiency. AI enables firms to meet these expectations, but it also raises the bar. If one firm can deliver a detailed analysis in hours instead of days, that becomes the new standard. Firms should proactively communicate how they are using AI to enhance service delivery—not as a gimmick, but as a demonstration of innovation and commitment to client outcomes.

Pricing models may also need to evolve. Traditional hourly billing structures can be at odds with AI-driven efficiency. If a task that once took ten hours now takes two, billing purely on time may undervalue the outcome or create client skepticism. Forward-looking firms are exploring value-based pricing, fixed fees, or hybrid models that align compensation with results rather than effort. This transition requires careful planning but can ultimately strengthen client trust and profitability.

Risk management and ethics cannot be overlooked. AI introduces new considerations around data privacy, bias, accuracy, and accountability. Professional services firms operate in environments where trust and compliance are paramount. Firms must establish clear governance frameworks for AI use—defining what tools are approved, how outputs are validated, and who is responsible for oversight. Transparency with clients is essential; they should understand when and how AI is being used in their engagements.

Cybersecurity is another area of concern. Integrating AI tools often involves handling sensitive data, sometimes through third-party platforms. Firms must ensure that their cybersecurity protocols are robust and that any AI vendors meet stringent security and compliance standards. A single breach can undermine years of reputation building.

Leadership plays a decisive role in this transformation. AI adoption cannot be driven solely from the bottom up. It requires clear vision and commitment from firm leadership, including investment in technology, training, and change management. Leaders must articulate why AI matters to the firm’s future and create an environment where experimentation is encouraged, and failures are treated as learning opportunities.

Finally, firms should view AI not just as an efficiency tool, but as a catalyst for innovation. Beyond improving existing services, AI can enable entirely new offerings—predictive analytics, real-time advisory, personalized client insights. These capabilities can differentiate a firm in crowded markets and open new avenues for growth.

In conclusion, preparing for AI is not a one-time initiative; it is an ongoing strategic imperative. Professional services firms must rethink workflows, invest in data and talent, adapt pricing models, and establish strong governance. Those that take a proactive, integrated approach will not only navigate the disruption but emerge stronger—delivering greater value to clients in a rapidly evolving landscape.

AI Generated, Edited by K.C. Roberts

Techno Stress in Our Environments

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Clinicians hear it every day, stressed patients, and stressed staff . The pressures of  changing systems, social media chatter, and a world that seems to be restructuring at every level.

Change is not new. We have lived through transitions in the agricultural era, the industrial era, and age of information and now the age of technology. 

What’s new is the speed at which it’s occurring and the demands on our time. 

How does an individual learn and apply new knowledge when they feel overloaded and stressed  by emerging technology?

Techno stress is a documented result of technology demands on our lives.

What are some current tips for approaches that help us cope.

Personal habits

  • Create “off” windows: set daily periods (for example, meals, evenings, or a fixed 2–3‑hour block) with devices in another room with notifications off.
  • Use “single‑task” blocks: limit email and messaging checks instead of constant monitoring; research on digital overload shows that continuous partial attention drives exhaustion.
  • Practice short, regular reset rituals: brief walks, breathing exercises, or mindful pauses reduce the anxiety from the overload.
  • Agree on response time norms with colleagues, boards, or teams (e.g., “email is for 24‑hour responses, text is for true urgent issues”); consistent expectations reduce the pressure to respond instantly.
  • Push for simple rules about after‑hours communication (no expectation of replies after a set time, delayed send for late night emails); organizational studies show that after hours demands significantly increase burnout.
  • Where you can, simplify toolsets: fewer platforms. This applies to all AI bots.

Ultimately we have to place an individual priority on managing the amount of change, and our work environments must also recognize the importance of boundaries.

We  must learn and find the right framework that works for us.

A young woman on one of my social media feeds was describing  how she focuses on service to others as a way of coping. Clearly understanding that while she cannot slow down the pace of change and demands on her time, she can find a focus that helps her cope.

For me it’s taking time to recognize others who are stressed and ask how I can best support their work.

Peter Drucker said, “The greatest danger in time’s of turbulence is not the turbulence, it is to act with yesterday’s logic.” 

Learn, apply boundaries, take risks with new tools, listen and support those around you. We have before us a unique opportunity to use the accelerated knowledge to better diagnose, treat and prevent. First,  we must ensure we are personally well positioned and then we can turn  to help others.

Resources

Mind–body and mindfulness

  • NCCIH (NIH) – Mind and Body Approaches for Stress and Anxiety: Summaries of the evidence for mindfulness, yoga, relaxation, and related practices, plus patient‑friendly links.[nccih.nih]
  • Harvard Stress & Development Lab – Mindfulness Apps list:  list of reputable apps like Insight Timer, Calm, and Smiling Mind .[sdlab.fas.harvard]
  • Mindful.org – Mindfulness Apps With Mental Health Support: Short reviews of apps such as Sanvello, Rootd, and Unwinding Anxiety that blend CBT and mindfulness.