Renaissance Groups: Celebrating 30 Years of Community-Centered Innovation

By Elizabeth Landry

Sandy Paben has always been drawn to work that helps improve the condition of people in high-needs communities, although that work has taken different shapes and forms over the years. When she came to Syracuse to attend LeMoyne College in the late 1970s, she participated in a program called Projects in the Community, which involved doing volunteer work in Syracuse’s inner-city neighborhoods. Paben eventually went on to teach at Lincoln Middle School, then served as Vice Principal and Prinicpal at several schools in Upstate New York, becoming involved in teacher and staff training focusing on technology in the classroom. In 1994, Paben created Renaissance Groups, an endeavor that allowed her to delve deeper into her true passion of helping people in high-needs communities.

“You’re going to find me in tougher neighborhoods and places where people need a lot of help. Looking back, I’ve realized I was always attracted to working in high-needs communities, but if you had asked me at the time when I started Renaissance Groups, I probably couldn’t have articulated that. This work really has such a huge social worker bent. It’s all about helping people become self-sufficient and independent and helping the world become a better place, even if it doesn’t seem like it has anything to do with that on the surface,” Paben explained.

Since those early days when Paben was finding her true calling and cultivating the company, Renaissance Groups has evolved and grown into the successful change-making force it is today, under her leadership as CEO. Celebrating its 30th anniversary this year, Renaissance Groups is a NYS Certified Woman Owned Enterprise with offices in Rochester, Syracuse, Buffalo, Albany, New York City and Stockton, California.

The company operates projects in all corners of the country, specializing in three main areas: compliance services, public housing services and educational services. In the construction compliance arena, Renaissance Groups assists clients with tracking minority and women labor utilization, minority and women business enterprise utilization and Section 3 utilization. The company’s public housing clients receive support relating to Section 3 compliance, family self-sufficiency and other ROSS (Resident Opportunity and Self Sufficiency) service coordination, in addition to many other programmatic needs. Stemming from Paben’s roots in teacher and staff training,

 Renaissance Group’s services in the educational realm involve 1:1 computer programs, curriculum and other resources that directly benefit both teachers and students alike.

Elevating Communities Through Affordable Housing

Although Paben began her journey with Renaissance Groups in the education and staff training fields, she has come to be incredibly passionate about the company’s work in affordable housing. By focusing on community development through compliance and oversight of projects that are building affordable housing and improving neighborhoods, Renaissance Groups is able to make a tangible, positive impact in high-needs communities. The company partners with housing authorities, developers, and contractors in many locations in order to carry out compliance management, working to track spending and labor requirements that come along with funding sources. Affordable housing projects over the past three decades have been completed in Florida, up the East Coast to Boston, throughout New York State and even in California.

For Paben, the drive behind this work is the immediate human impact these projects have within the community. “Affordable housing is my absolute passion because it helps folks who are usually incredibly rent burdened. We encounter folks who are one step away from being homeless. The opportunity to be able to work on projects that I know are going to give people safe, comfortable housing – it really is my passion,” Paben said.

When Renaissance Groups takes on a new affordable housing project, the local community is bolstered in many ways. It’s not only the local residents in need of affordable housing that are positively impacted, but also the local contractors who come from a diverse background, many of whom are women or minorities, that receive new opportunities that expand their professional horizons. Additionally, the local laborers who work on the construction site are often paid a prevailing wage that directly benefits their financial well-being.

Recalling moments when she has experienced the direct results of Renaissance Groups’ affordable housing projects, Paben further illustrated the human impact of the company’s work. “I can remember, 25 years ago a single mom who was able to move out of an extremely unfit, deplorable apartment into a beautiful, brand-new apartment, and it still makes me cry to talk about it. This work also allows us to help people of color and women to get opportunities to bid on these jobs, and it’s absolutely life-changing for them. Recently at a conference, I ran into a former client who we helped to start a janitorial business and is getting real jobs now. He said to me, ‘This would never have happened if it weren’t for you. You actually spend time with us,’ and that’s such a big deal for me. I’ve been so blessed that I’m able to make a difference in people’s lives,” stated Paben.

Opportunities to Advance Through Green Jobs

One of the most exciting and innovative projects underway at Renaissance Groups is the recent opening of a Green Economy Lab in Stockton, California in conjunction with the Housing Authority County of San Joaquin. Utilizing a 20,000-square-foot building purchased by the Housing Authority County of San Joaquin, Renaissance Groups is offering a 5-tier training program to help people get access to knowledge and skills needed to attain green economy jobs.

Paben explained the purpose of the training facility as well as the benefits to those who participate in the program. “It’s a place where folks who don’t have an invitation to the party can get involved,” she said. “Right now, we have a 5-tier program to get access to training. For example, if someone doesn’t have a high school diploma, we’ll help them get one. We offer a customer service class. We have an EV charging station installation and maintenance class. We have an EV car mechanic boot camp in which we offer an associate’s degree needed to become an EV car mechanic. Our goal is to get these folks ahead of the curve in this industry and it’s very exciting to get them trained on how to install an EV charging station, for example, because that’s really in its infancy right now.”

Going hand-in-hand with the innovation of the Green Economy Lab, Paben highlighted that the Renaissance Groups team regularly asks for feedback from high-needs communities to find out what they need in order to take advantage of the new opportunities at their doorstep. As part of a 2019 Jobs Plus grant for the Housing Authority in the County of San Joaquin, residents identified three needs they needed help with: transportation, training, and childcare. The grant wrapped up in August of 2023 and through the support offered to the residents that addressed their needs, the average income went up 44%.

Paben explained that this feedback from the community is what kick-started a new wave of strategy to help communities participate in cutting-edge technology and become more self-sufficient. “We started to tackle these needs one-by-one. The training piece is what led to the Green Economy Lab. We’re also really focusing on the transportation piece. By the end of next year, every single public housing site in the area will have a car share service. Even though it’s based in public housing, anyone in the community can rent a car for $4 an hour or $35 for 24 hours. This service, in addition to a van carpool we’re considering, is a huge benefit to the community because the public transportation system isn’t practical for these folks. How are you supposed to get a job if you don’t have reliable transportation? I would say these projects are what really make us innovative, because we’re helping them get what they need so they’re in a position to be at the cutting edge of technology coming down the pike,” Paben emphasized.

Keeping an Open Mind in an Ever-Changing Future

With 30 years of experience under her belt, Paben has learned that a good business plan includes the understanding that new innovations and compliance requirements can change things quickly. “Even though it’s uncommon in the world of business, I’ve never really had a master plan for Renaissance Groups,” said Paben. “In the compliance world, things can change really quickly. In terms of what the future looks and sounds like, I’m following my instincts in terms of what’s coming next. If you had told me five years ago that we’d be opening up a Green Economy Lab, I would have thought you were crazy.”

One plan Paben does have for the future is to hopefully take what the company has learned through its projects in California and implement similar projects in high-needs communities throughout Upstate New York. “I’m a Syracuse girl at heart. If I can figure out a way to bring some of this back to Syracuse and collaborate with people who are forward thinking, that would be monumental,” she said.

No matter what the future holds for Renaissance Groups, however, Paben is committed to remaining true to the goal of helping the people who are at the heart of every project. According to Paben, the way to continue doing just that is by keeping an open mind and being flexible when new challenges and opportunities arise.

“I want people to stop for a minute and think about what’s possible,” Paben said. “There are so many ways to change the world. We just have to think outside the box and be innovative, and really think about how we can use the infrastructure funding that’s out there to change people’s lives. If it’s important, you figure out a way.”

State of Construction Industry

Earl R Hall, Executive Director – Syracuse Builders Exchange

By most measures, 2023 was a strong year for construction industry employers throughout upstate New York.  Measuring growth can be subjective, however, the increase in membership at the Syracuse Builders Exchange is one standard metric which is objective.  Membership increased to 970 at the end of 2023, with 42 new member employers joining during the year.  Today, the Syracuse Builders Exchange remains the largest construction industry Association in the state of New York.

Another metric used to measure growth is the total number of building projects for bid compared to 2022.  Building projects for bid increased 3.6% from 5,064 in 2022 to 5,244 in 2023.  The increase was driven by continued public investment in the medical, secondary and higher education markets, coupled with strong private capital investments in the industrial, multi-family residential, and commercial markets. 

Central New York is poised to continue sustained construction growth into 2024 with many regional project owners beginning work on such projects as:

  • Onondaga County STEAM School
  • MICRON
  • Turning Stone Expansion
  • Onondaga County Aquarium
  • Syracuse Inner Harbor Development

The continued optimism associated with regional economic development, coupled with increased construction bidding opportunities, is somewhat tampered by a potential recession, lack of adequate skilled labor, increased material costs and aggressive project schedules.  The construction industry is not immune from periodic challenges, but contractors have proven to be resilient over the past century as they continue to deliver finished projects to owners.

Labor will continue to be the most concerning matter going into 2024 as the lack of skilled craftsmen and craftswomen may impact contractors’ abilities to bid additional work and/or to complete tight schedules on time.  Although the building trades’ unions and non-signatory employers have been aggressively attempting to recruit, train, and retain construction workers, such efforts have not produced a labor pool large enough to accommodate the current projects scheduled to being in 2024.  There remains much optimism the abundance of work will attract skilled craftspeople from other geographies throughout the United States.

Labor wages continue to increase at rates upstate New York has rarely seen.  Wage increases vary by trade but have averaged close to 4% per year in the past two years, and in some cases higher.  Such wage increases have been driven by high inflation, huge demand for skilled labor and significant increased costs associated with food, gas, and clothing.   Labor costs and the availability of skilled labor will continue to be of concern throughout the year.

The anticipated economic development to hit central New York will be led by the construction industry.  Although many leaders in the secondary and higher education arenas are focused on careers inside these yet to be built new buildings and facilities, those project owners need to first build those facilities.  Most suburban school districts are a decade behind in developing career and technical education programs, in particular construction career pathways.  And while regional BOCES programs remain vital to the construction industry, those student seats are limited.  The need for a four-year construction curriculum is essential in developing the next generation skilled workforce contractors and project owners desperately needed.  The only way to meet the incredible economic development opportunities that await central New York is to have the skilled work force to build those projects.

 

These issues are not unique to upstate New York as such is prevailing throughout the country.  Although such headwinds are anticipated to continue in the short term, contractors and project owners alike remain resilient and will explore developing alternative methods to deliver a finished project. 

Navigating an Uncertain Economy: Forecasting Manufacturing Needs

By: Jim D’Agostino

Manufacturers are no strangers to economic uncertainties. Whether facing global financial crises, recessions, trade disruptions, or unexpected events like pandemics, the ability to accurately forecast manufacturing needs becomes even more critical during turbulent economic times. In this quarter’s column, we’ll explore the best strategies to forecast manufacturing needs effectively in an uncertain economy.

Data-Driven Decision-Making: In uncertain economic times, relying on data-driven decision-making is paramount. Manufacturers should invest in advanced analytics and data collection tools to gather real-time data on production, inventory levels, customer orders, and market trends. By leveraging this data, businesses can make informed decisions about production schedules, inventory management, and resource allocation, thereby minimizing risks associated with economic fluctuations.

Scenario Planning, Contingency Planning, and Risk Mitigation: Scenario and contingency planning involves creating multiple hypothetical scenarios based on different economic outcomes. Manufacturers should develop a range of scenarios, from optimistic to pessimistic, to understand the potential impacts of economic changes on their operations, and then they should identify potential risks, assess their impact on production, and develop strategies to mitigate these risks. This proactive approach allows companies to adjust their production strategies swiftly and efficiently in response to different economic scenarios, ensuring resilience in the face of uncertainty. These plans may include workforce adjustments, temporary production slowdowns, or alternative sourcing strategies.

Supply Chain Diversification: Manufacturers often rely on global supply chains, which can be vulnerable during uncertain economic times due to disruptions in transportation, logistics, or raw material availability. Diversifying supply chains by sourcing materials from multiple suppliers or considering localized sourcing options can help mitigate risks associated with supply chain disruptions. This strategy ensures a more reliable flow of materials, reducing the impact of economic uncertainties on manufacturing operations.

Collaboration and Communication: Effective communication and collaboration between various departments within a manufacturing company are crucial during uncertain economic times. Cross-functional teams should regularly share insights and updates regarding market conditions, customer demands, and supply chain disruptions. This collaborative approach helps identify potential bottlenecks and allows for quick adjustments to production plans and inventory levels.

Demand Forecasting and Predictive Analytics: To forecast manufacturing needs accurately in an uncertain economy, manufacturers should invest in demand forecasting tools and predictive analytics. These technologies use historical data, market trends, and customer behavior analysis to predict future demand more accurately. Implementing predictive analytics can help businesses adjust production schedules, optimize inventory levels, and align their resources with expected market fluctuations. Manufacturers should not view their forecasting strategies as static; instead, they should continuously monitor economic indicators, market trends, and customer behavior. By staying vigilant and adaptable, companies can respond swiftly to changing economic conditions and adjust their production plans accordingly. This ongoing monitoring allows for more accurate forecasting in the face of uncertainty.

Lean Manufacturing and Inventory Management: Lean manufacturing principles focus on minimizing waste and optimizing resource utilization. During uncertain economic periods, it’s essential to adopt lean practices to enhance flexibility and reduce costs. Efficient inventory management is a critical component of lean manufacturing, as it ensures that materials are readily available while minimizing excess inventory that can become a financial burden during economic downturns.

Customer-Centric Approach: A customer-centric approach is vital for manufacturers looking to successfully navigate uncertain economic waters. Close communication with customers and a deep understanding of their evolving needs can help manufacturers tailor their production efforts to meet changing demands. This customer-focused strategy not only enhances customer satisfaction but also improves forecasting accuracy.

In uncertain economic environments, forecasting manufacturing needs is a challenging yet essential task. By adopting data-driven decision-making, scenario planning, collaboration, demand forecasting, supply chain diversification, lean manufacturing principles, continuous monitoring, contingency planning, and a customer-centric approach, manufacturers can position themselves to thrive amidst economic uncertainty. These strategies allow manufacturers to adapt, mitigate risks, and make informed decisions, ultimately ensuring their resilience and success in turbulent economic times.

If you are a small or mid-size manufacturer and would like to further the discussion, TDO’s team is fully certified to help. Reach out today to learn more and schedule a free consultation!

Happy New Year—In Your Companies!

Pierre Morrisseau

While 2024 will present many of the usual business challenges and, I’m sure, some novel ones, I believe there is much to be excited about and new opportunities for growth and success.

In my last installment I shared interesting viewpoints on how incorporating happiness in our careers and workplaces has a major positive impact on employee attraction, retention, and performance. I also shared what I learned about how the brain can be rewired through repetitive reinforcement to achieve a positive mindset.

As we head into a new year, I want to share what we’ve learned from implementing changes in our own workplace to increase happiness, and ultimately, results.

We started the process with a focus on helping leadership understand and embrace the psychology and goals of promoting the power of happiness in our workplace. They needed to know that the science supported what we were about to embark upon. After all, it would be a major challenge to have our leadership adopt the behavior of being always positive and continually sharing that positivity and enthusiasm with their teams if they themselves had negative views of what we were trying to achieve. Of course, it all had to start with senior-most leaders.

I can share that it was a clear challenge amidst all the negativity, division and bad news that seems to be pervasive in our society. However, by forcing myself to stop and find the good in each situation and finding what author and happiness expert Shawn Achor calls the Third Path. By always looking for the Third Path, our leadership team was able to avoid either/or, this or that, or worse, or else situations that paralyze employees and submarine true collaboration.

I am pleased to see as our leaders evolve, there is far more positivity in our workplace, more collaboration, and increased empathy for each other which has led to far greater desire to help one another—all of which has had a clear impact on the happiness factor in our workplace.

Since implementing (changing our attitudes may be a better way of saying it) our initiative, we have seen a marked improvement in turnover, better candidates being attracted to our company, and, while a bit early to attribute increased sales results to increased happiness, we are experiencing healthy growth above our norm. Certainly, in our minds, happier employees tend to make our clients happier. Data analysis throughout 2024 will provide a clearer picture and I look forward to sharing our findings.

Here is what our roadmap for changing attitudes and creating an environment of trust and happiness looks like:

  • Pause: find the good in every situation and individual;
  • Use clear, direct, open, honest communication and active listening;
  • Invite participation (proactive inquiry) encourage feedback;
  • Value input and adopt suggestions;
  • Encourage risk-taking and making mistakes as positive learning experiences (what Achor calls Falling Forward);
  • Engage only in productive disagreement;
  • Nurture a learning, growth, mentoring/coaching environment.

While this might seem a forbidding list of actions, it turns out the psychological science is correct: when you begin with one behavior—seeing the positives everywhere around us—we naturally progress to the next step in the process.

I have a strong belief in creating happiness in the workplace and I’m driven to achieve a happiness culture. The opportunities and rewards are simply too great. The potential of people working together in harmony is very powerful. Together we are able to achieve amazing things. We are well on our way. And for that I am happy!

As always, I am most interested in learning about what others are doing to reduce risk and solve business challenges. I would love to hear your thoughts.

 

Corporate Transparency Act

by Benjamin Goldberg

On January 1, 2024, a new federal law, the Corporate Transparency Act (“CTA”), will go into effect. The main purpose of the CTA is to crack down on the proliferation of shell companies used as shields in money laundering, tax avoidance, and similar activities. However, the new reporting requirements will also compel most businesses created by filing documents with the Secretary of State to provide the information outlined in the CTA. Any business entity that must report to FinCEN is called a “reporting company” in the language of the CTA.  The information will have to be reported to the Financial Crime Enforcement Network (“FinCEN”), which is part of the Department of Treasury.

There are three main parts to the new reporting requirements: beneficial ownership information (“BOI”), company applicants, and information about the reporting company itself.

Reporting companies must submit the information of everyone possessing beneficial ownership. A beneficial owner is defined in the CTA as an “individual who, directly or indirectly, through any contract, arrangement, understanding, relationship or otherwise, exercises substantial control over the entity, or owns or controls 25 percent or more of the ownership interests of the entity or receives substantial economic benefits from the assets of the entity.[1]” While owning or controlling over 25 percent of the business entity is fairly straightforward, the definition of “substantial control” is less obvious. Within the CTA, the definition of substantial control is expansive. It includes, but is not limited to, any senior officers of the company, persons having authority over the appointment or removal of any senior officer or a majority of board members, persons who direct or have substantial influence over important decisions made by the entity or have control over an intermediary entity that exercises substantial control over a reporting company. Since the definition of a beneficial owner is expansive, careful consideration will have to be given to make sure everyone who meets the definition of a beneficial owner has their BOI entered into the FinCEN site.

A “company applicant” is the individual who files the application with the Secretary of State and, in addition, the person who directs or controls the filing if more than one individual is involved. However, at least at this point in time, there can only be two company applicants. The company applicants might not be anyone who works for or controls the reporting company in question. The company applicant could, for instance, be the lawyer and paralegal hired to help bring the entity into existence. The company applicant information will only have to be submitted once.

The reporting company will need to disclose its 1) legal name, 2) DBA names, 3) business address, 4) state of formation, and 5) Taxpayer Identification Number.

The beneficial owners of the reporting company will have to disclose their 1) legal name, 2) date of birth, 3) residential address, 4) unique number from an acceptable document such as a U.S. passport, state ID, or driver’s license, and 5) an image of that document.

The company applicants will need to disclose the same information as the beneficial owners with one potential difference: if the company applicant is registering the company in the course of the applicant’s business, such as lawyers, paralegals, or others, then the business address of the law firm will be substituted for the residential address. Also, the company applicant information will be required only for business entities that are formed on or after Jan. 1, 2024. The BOI will be required of all entities that are reporting companies regardless of their date of formation.

Businesses already in existence on Jan. 1, 2024, will have one year to file an initial report. For Businesses formed on or after Jan. 1, 2024, and before Jan. 1, 2025, an initial report must be provided to FinCEN within ninety days of formation. On and after Jan. 1, 2025, businesses will have to submit the required information within thirty days of formation. Another thing to note is that changes in beneficial ownership will need to be filed. Any changes in ownership or changes in organizational structure will require subsequent filings to keep the BOI up-to-date.

Certain businesses are exempt from the reporting requirement, but most of these businesses are those in heavily regulated areas of finance. Otherwise, the important exemption to note is the “large operating company.” To qualify as such, a company needs 1) more than 20 full-time employees, 2) more than 5 million dollars in gross receipts/sales in the US, and 3) a commercial, physical street address in the US. All three of these elements must be met. For example, a business that operates online with no commercial, physical street address will not qualify for the exemption even if it has more than 20 employees and over 5 million dollars in gross receipts or sales. The other exemptions will be listed at the end of this post.

While this legislation has mostly flown under the radar and might come as a surprise to many business owners, there is still time to prepare the necessary information. CCBLaw is here to help answer any questions and assist your business to ensure compliance with the CTA.

In the meantime, to avoid potential civil and criminal penalties, entities that will qualify as reporting companies should make determinations as to who will be considered a beneficial owner under the CTA and gather the necessary information to submit to the FinCEN portal once it is active. Importantly, reporting companies will also want to consider who will have the responsibility of updating any changes in BOI to FinCEN because, as addressed above, as beneficial ownership changes, BOI is required to be updated within 30 days of any such change.

More links:

FinCEN website

Small Entity Compliance Guide

FinCEN contact page

Benjamin Goldberg is an associate at CCB Law.  He can be reached at 315-477-6214 or bgoldberg@ccblaw.com.

[1]31 C.F.R. § 1010.380(d)

Artificial Intelligence   

By: Kathryn Ruscitto

We are planning a Heritage trip and have spent hours doing research.  My daughter pulled up Chat GPT, gave it a few directions and in 30 seconds it listed an itinerary, things to visit, and lots of other info for consideration. 

In a moment it became clear to me how Artificial Intelligence can augment my work. I still had to decide who, what, where, and when, but AI took the data that exists, boiled it down and gave me options to start with. It saved time, and while not perfect, gave me info I had not looked at prior.

Can AI do the same thing in health care? From chronic illness , to assisting in the development of new devices and drugs, can AI supplement clinicians work flow? Can it review charts and data, predict at risk patients, and match patients to treatments?

The current use of AI in some phone processes, has proven to be a barrier when a question did not fit the algorithms.

In time, those early designs will be improved. For AI to work in health care, it needs to be integrated into clinician workflows, not added as yet another step.

The debate about AI replacing human decisions is concerning and deserves consideration. But more likely it will free the workforce from analytical tasks and move to higher level thinking.  In addition, other concerns relate to the bias of the data.  But the advancement of AI will likely be similar to the integration of computers, smart phones and laptops into our daily lives.  They didn’t replace humans, but a human without a smart phone or laptop does not have the advantages in easily accessing info and education. If AI can improve care for patients, by adding to the analytical knowledge of clinicians in an era of accelerated information and inventions, it will advance care.

I looked for some examples where AI is integrated in health care and found  specialists are using AI in nephrology and cancer treatments. “Penny” at UPenn is helping clinicians with complex patients between visits, “The technology has the potential to improve patient health by guiding them through complex medication schedules, keeping clinicians routinely updated about a patient’s condition, and enabling clinicians to step in at early signs of trouble.”

https://www.aamc.org/news/how-ai-helping-doctors-communicate-patients

Additionally there are  many  applications already in use for detecting disease through programs that analyze bacteria, and other disease criteria to lead to diagnosis and treatment in radiology, pathology and cancer treatments.

For clinicians to be comfortable with machine learning, or language learning that reads patient records and integrates info to recommend treatment, they will want a clear understanding of the quality of the ap’s learning. Also, it’s track record in making accurate diagnosis, and their ability to integrate their own clinical  history and knowledge. The AMA cautions clinicians about bias and inaccuracy in todays AI algorithms, but notes it will continue to improve and tomorrows physicians will see a reduction in paperwork burden and back room operations from chart reviews to billing. https://www.ama-assn.org/practice-management/digital/why-generative-ai-chatgpt-cannot-replace-physicians

In the past 100 years we have moved from an agrarian society, to an industrial society, to an age of information. We have now entered what is being called the age of knowledge, or the creative age.  Understanding AI’s  potential is our best advantage to adapting it in applications for health care.

Resources 

https://www.jnj.com/innovation/artificial-intelligence-in-healthcare?&utm_source=goog

AI Won’t Replace Humans

https://hbr.org/2023/08/ai-wont-replace-humans-but-humans-with-ai-will-replace-humans-without-ai

The Current State of AI in Healthcare:

https://healthtechmagazine.net/article/2022/12/ai-healthcare-2023-ml-nlp-more-perfcon

 

Kathryn Ruscitto, Advisor can be reached at linkedin.com/ln/kathrynruscitto or at krusct@gmail.com

 

Syracuse Community Health: Providing High-Quality Care for All


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By: Elizabeth Landry

When Mark Hall was a child living in Mulberry Square housing along with his parents and several siblings, his family often came to the nearby Syracuse Community Health Center at 819 South Salina Street in Syracuse for their medical needs. He remembers coming to the center for dental services, pediatrics and related care. In March 2018, Hall returned to the health center he used to visit as a child, but this time he took on the role of interim President and CEO, roles which he eventually took over full time in 2019.

“My commitment to the health center and my relationship with the health center go back to when I was a child. It didn’t take much for me to decide that I wanted to come back to Syracuse Community Health. Ever since I was a child, the health center has been part of my life and part of my family, and that’s when my passion for its mission began. I know first-hand what the health center means to families who might not otherwise have access to health care,” said Hall.

Today, the health center in the heart of Syracuse is known as Syracuse Community Health, and Hall has been leading an initiative to expand, improve and revitalize the center’s buildings that are spread throughout Onondaga County. The health center’s locations include the original building at 819 South Salina Street, additional buildings on East Fayette Street and Oswego Street, care centers within several schools in Syracuse and a brand-new building opening soon at 930 South Salina Street, which is kitty-corner to the original building. Through each of these locations, Syracuse Community Health serves as a “one-stop shop” for patients, providing everything from primary care, pediatrics, dentistry, OB/gyn,

 podiatry and eye care/eye wear to women’s health, radiology, lab, urgent care, psychiatric and addiction services, pharmacy and care management services.

Serving Patients as a Federally Qualified Health Center

Originating in the 1960s as the Neighborhood Health Center, Syracuse Community Health has evolved over many decades to continue to meet the needs of patients in the central New York community. In 1978, the health

 center was designated as a Federally Qualified Health Center, or FQHC, a status that remains at the center of its functions today.

FQHCs are different from other health care centers because they receive federal funding in order to meet the needs of under-served populations in economically depressed areas.

“The intention of the FQHC legislation was to address many of the problems that were brought to the surface during the 1960s. There was a lot of social unrest within the black community specifically, intertwined with violence and a lot of unemployment.

“These issues were spread throughout the country, and they also affected Syracuse. FQHCs were born out of the desire to address many of these social and economic issues,” Hall explained.

It’s important to note that Syracuse Community Health, like all other FQHCs, is not a free clinic. Syracuse Community Health has an obligation to provide services for any patient who seeks health care within its facilities, and there is a sliding fee scale for all patients based on income. However, care could be provided for free if a patient has no or very low income. Additionally, although Syracuse Community Health traditionally treats an inner-city patient population that is low-income, under-insured and under-employed, the health center also has a segment of more commercial patients who receive Medicaid.

Since Syracuse Community Health receives patients from many walks of life within central New York, it will not turn any patient away, Hall emphasized how the health center has become an important pillar within the community.

“We serve all of Onondaga County, and anybody can come to Syracuse Community Health. There’s a common misconception that poverty only exists in the city, but we have the same problem in the suburbs and rural areas. Poverty is not limited to a race of people or a segment of people, but rather it’s a problem that our country must deal with. The mission of the health center has always been to ensure that everyone has access to care as we address the many social determinants of health, from lack of food and unemployment to transportation, childcare needs and even violence,” said Hall.

Revitalizing Through State-of-the-Art Design

A major way the leadership at Syracuse Community Health is continuing to fulfill the mission of the organization is by revitalizing and modernizing the health center’s buildings, including the brand-new construction located at 930 South Salina Street. Deemed the “930 Project,” the new $25 million site includes 56,000 square feet and will open to patients in September. Located within convenient walking distance to the original building, Hall emphasized how this new location offers ample space for patient exam rooms, provides an open, inviting atmosphere and maintains a more seamless patient experience.
“When I came on board at Syracuse Community Health, a renovation of the original building at 819 South Salina Street was being planned, but I changed that immediately,” he said. “New construction was the best decision simply based on the flexibility of designing a new layout.

“We’re able to see more patients in the new building, which has 38,000 square feet of patient-seen space versus the original building, which has 78,000 square feet. Additionally, if we were to renovate the original building, it would have caused a lot of problems. If you’re renovating existing space and having patients come in daily, parts of the building would be sealed off and wayfinding could change daily and sometimes hourly, making it difficult for patients.”

Along with a layout that makes the best use of the space, the new building features a state-of-the-art design that focuses on energy efficiency. Forty geo-thermal wells that run 200 feet beneath the parking lot will be used to heat and cool the premises year-round. The building is also net-zero-ready, with accommodations for future installation of solar panels that would produce a net-zero carbon footprint.

More than anything else, however, the construction of the new building is aimed at providing a calming, healing atmosphere for the patients who come through the doors. Numerous windows and sky lights flood the space with natural light and artwork by local artists will hang on the walls, creating a beautiful, aesthetic experience for patients that Hall likens to that of a spa.

“We’re really excited about the design – it’s a very inviting space,” Hall said. “There’s so much natural light coming to all four sides of the building. This will create a healing atmosphere within the health center, and the crown jewel will be our women’s mammography center. It’s an absolutely beautiful space that literally looks like a spa. There has been much talk within the healthcare industry on healthcare equity and social determinants of health. At Syracuse Community Health, we’re really taking the steps to make health care available to patients who would not normally have the economic means to take advantage of a high-end spa. The space in the women’s mammography center does exactly that, and we’re really proud of how it all turned out. When considering the design for the new building, we really wanted to drive home the point that people who come to the health center are deserving of quality health care within a quality setting.”

Planning for the Future with New Leadership

Looking beyond the new building and into the future for Syracuse Community Health, additional changes will be coming to further enhance the ability of the health center to serve more patients.

Plans to begin a family medicine residency program in July 2024 will allow the organization to become a teaching health center. With many practitioners choosing to specialize in specific areas of medicine, a high demand for primary care providers has developed. The planned “4-4-4” residency program will bring a new group of four primary care practitioners to Syracuse Community Health each year over a period of three years, opening the health center up to many learning opportunities and resources that will benefit both the providers and the patients.

Perhaps the most significant change coming to Syracuse Community Health in the near-term, however, is new leadership to continue the mission of the health center. Over the next few months, Mark Hall will be passing the baton to Keith Cuttler, who will be taking over as Interim President and CEO of Syracuse Community Health. With more than 34 years of experience in health care, Cuttler came to Syracuse Community Health two years ago as both the Chief Operating Officer and the Chief Business Development Officer. He took over these roles after serving as the President and CEO of the East Hill Medical Center in Auburn for several years, a health care center that also shares the designation of being an FQHC.

One of the main reasons Cuttler decided to come to Syracuse Community Health is because of the exciting new construction taking place. “The new building is a bright, extremely well-laid-out, open-concept, state-of-the-art medical center. One of my frustrations with the health care system that I’ve witnessed over my three-plus decades involved is that those who are of a lower socio-economic class than others are often relegated to less than desirable environments and medical equipment. To me, this project is a tremendous opportunity to shake that off and provide our population with access to a new, clean facility that offers updated equipment and the same great staff in a beautiful facility that has light pouring into it. I think folks who start receiving care in this facility are going to be blown away when they walk in. Many, I would imagine, are going to quietly feel that they don’t deserve this, but in fact, they absolutely do. Taking over the build of this project from Mark has been one of the most fulfilling projects of my entire career,” he said.

As he steps into this new role, Cuttler also plans to advance the efforts that Hall has begun to expand the reach of Syracuse Community Health beyond its immediate urban site and out into suburban and even rural areas, where patients are also in need of affordable, accessible, quality healthcare.

“FQHCs like Syracuse Community Health have a first and foremost mission to provide access to the under-served populations in their communities, but they aren’t limited to treating only that population. We have patients that come from other counties to see us,” Cuttler said.

“I think we’re really going to shed a new light on what Syracuse Community Health is and what it’s becoming, and that is a state-of-the-art health center for everyone, not just the adjacent communities that we will always be committed to serving.

“We’re looking forward to providing anyone who comes to Syracuse Community Health with outstanding care in a really great environment for many years to come.”

New York State’s Empire State DevelopmentConducting MWBE Disparity Study

By: Earl Hall, Executive Director, Syracuse Builders Exchange

New York State’s Empire State Development (ESD) is conducting a Disparity Study (study) to determine whether there is disparity between the use of minority and women-owned businesses (MWBE) and the availability of those firms throughout upstate New York (state).  Through the collection of qualit ative or anecdotal data, the Study seeks to determine if there is evidence of discrimination in the various geographic regions of upstate New York in which the State is the construction project owner.

In addition, the Study will look to determine the effects of race, ethnicity, and gender on businesses’ ability to do business with the State, acquire capital or bonding and win contracts or subcontracts in the markets in which the State does business. The Study will determine if there are barriers preventing diverse businesses from working with the State or the State’s prime vendors and identify how processes could be more accessible and inclusive for all businesses.

ESD conducted a similar Study in 2015, which was released in 2016. ESD’s 2015 Request for Proposal stated in part that its purpose was, “increasing participation of MWBEs on State’s contracts” among others, although the Study did not identify any New York State procurement discrimination during the 5-year period examined. Consistent with the 2015 RFP, some construction industry leaders concluded the Study assumed discrimination, and did not attempt to evaluate whether:

• Discrimination connected with any specific contract/subcontractor award had occurred;

• The actions of any agency, state employee or contractor were discriminatory;

• Lenders, sureties or insurers engaged in discrimination.


The 2016 Study concluded that a disparity in fact existed throughout upstate New York, which may lead one to conclude that the State had been discriminatory in their contract awards on public projects. The Study also concluded that 53.05% of available prime construction contractors, and 53.48% of available subcontractors, were certified MWBE employers. As a result, the State subsequently adopted a 30% MWBE goal on public work projects throughout upstate New York.

Today, ESD is conducting another Study for the construction industry. During my September 2023 interview with Brian Ansari & Associates, Inc., regarding ESD’s new Study, I challenged the interviewer to consider the questionable outcomes of the 2016 Study and those factors used by the 2015 vendor to reach those conclusions.

Additionally, I shared with the interviewer my opinion on the uniform 30% MWBE goals throughout upstate New York, as such a disparity throughout the region is not possible. While one may argue a 30% disparity exists in Monroe County and/or Onondaga County, the same disparity percentage may not exist in Lewis County or St. Lawrence County. To determine whether a disparity exists, such needs to be studied individually by region for the reason above.

MWBE capacity varies by region, and while the Syracuse Builders Exchange continues our efforts to build MWBE capacity in the central New York region via our Construction Company Growth Accelerator program, MWBE Showcase, and new mentorship program, there still remains challenges with the availability of certified contractors to bid and self-perform on public work projects.

Discrimination of any form has no place in society and is strongly opposed by industry leaders and others engaged in the construction industry. Fair, ethical, responsible and competitive bidding on private and public projects is vital to upholding the integrity of the bidding process and the contract awards thereof.

Upstate New York construction industry associations, industry leaders, contractors and elected officials should work collaboratively to address any disparities that may exist in particular regions of New York and develop solutions to address such disparities. Simply applying a uniform percentage for public projects is doing a disservice to all legitimate contractors.

I am excited to see the results of the 2023 Study and remain hopeful the disparities identified in the 2016 Study have decreased significantly or have been eliminated. While I am not optimistic elected officials will see the benefits of performing individual disparity studies in regions of New York, I remain optimistic that efforts to eliminate disparities in all industries will continue until such time none exist.

 

Structured Routines for Operational Excellence and Daily Continuous Improvement

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

In an era of rapid technological advancement, the manufacturing industry is undergoing a transformation that is changing the way businesses operate. One of the key drivers of this transformation is automation. Manufacturers who invest in automation are not only staying competitive but also reaping numerous benefits that can have a profound impact on their bottom line and long-term success. In addition to enhanced productivity and efficiency, there are a number of compelling reasons why manufacturers should embrace automation as an essential component of their operations.

Skilled Workforce Augmentation: Contrary to the misconception that automation eliminates jobs, it can enhance the roles of human workers. Automation can take over repetitive and physically demanding tasks, freeing up employees to focus on more valuable and creative aspects of their jobs, such as problem-solving, innovation, and process optimization. This augmentation of the workforce can lead to higher job satisfaction and a more skilled and adaptable workforce. Also, with the ongoing workforce shortage, automation can help to fill critical resource gaps.

Cost Reduction: While the initial investment in automation technology may seem substantial, the long-term savings are significant. Automation leads to productivity improvements, optimized resource usage, minimized material waste, and lower energy consumption, all of which contribute to impactful cost reductions over time. Also, as we have discussed in recent articles, there are lucrative sources of funding for capital equipment.

Global Competitiveness: In an increasingly globalized marketplace, staying competitive is a constant challenge. Manufacturers that invest in automation are better positioned to compete on a global scale. Automated processes can sometimes operate 24/7, providing the capacity to meet international demand and scale production as needed. This scalability is a crucial advantage when competing with companies from around the world.

Flexibility and Adaptability: Modern automation systems are highly flexible and adaptable to changing production needs. Unlike fixed assembly lines that require extensive reconfiguration to accommodate new products or processes, automated systems can be reprogrammed or reconfigured relatively easily. This flexibility allows manufacturers to respond quickly to market shifts and customer demands, enabling them to stay relevant and competitive in a dynamic business environment.

Data-Driven Insights: Automation generates a wealth of data about production processes, product quality, and equipment performance. This data can be captured for real-time monitoring and analysis. Manufacturers can use this information to identify bottlenecks, optimize processes, and make data-driven decisions to improve overall efficiency and productivity. Furthermore, predictive maintenance can be employed to prevent equipment breakdowns, reducing downtime and associated costs.

Improved Quality Control: Quality control is paramount in manufacturing. Automation can contribute significantly to achieving consistent product quality. Automated systems are programmed to adhere to strict quality standards, ensuring that each product meets the required specifications. By reducing human errors and variability, manufacturers can minimize defects and the associated costs of rework or recalls.

Enhanced Safety: Safety is critical, and automation can be used to handle tasks that are dangerous or pose health risks to employees. By automating such tasks, manufacturers can create a safer work environment, reduce workplace accidents, and minimize workers’ compensation claims.

Environmental Benefits: Automation can contribute to a more sustainable manufacturing industry. By optimizing resource use, minimizing waste, and reducing energy consumption, automated processes have a smaller environmental footprint compared to traditional manufacturing methods. This not only benefits the planet but also aligns with the growing demand for eco-friendly products and practices among consumers.

Manufacturers who invest in automation can unlock a plethora of benefits that can transform their operations. From increased productivity and quality control to cost savings and environmental sustainability, the advantages of automation are compelling. Embracing automation is not a matter of if, but when, for manufacturers looking to thrive in the ever-evolving landscape of modern manufacturing. Those who hesitate risk falling behind in an industry that is moving forward at an unprecedented pace.

If you are a small or mid-size manufacturer and would like to further the discussion, TDO’s team is fully certified to help. Reach out today to learn more and schedule a free consultation.

The Best Practices of Financial Planning …And Why They Aren’t as Complex as You Think They Are.

By: Jason D. Nickerson, CFP®, EA, President & Chief Operating Officer, John G. Ullman & Associates

We have all heard of the KISS acronym; “Keep It Simple Smarty Pants!” as Ted Lasso so eloquently put it.  You see, the world only continues to grow more complex, and managing our personal finances is no exception;  however, at the root, there are many basic foundations we can apply that stand the test of time.  This is not to suggest that all things in our planning are simple, but if you remember some simple core concepts, you can do pretty well. We all have heard the Financial Talking Heads talk about things like “save more, spend less,” “create a budget,” “invest,” blah, blah, blah.  They all seem to say the same thing.  These might hit a little differently: 
 
• Use debt as an asset, but smartly:  If you have a good credit score, it may be in part because you have already done this.  Do not be afraid to use debt as an asset.  My favorite example is buying a home.  You can certainly go overboard and make yourself house poor;  however, before you make it your goal to pay off your house, ask why that is your goal.  Using debt to finance your home allows you to leverage free cash flow and other assets for investments to hopefully, over time, outperform the interest you are paying the bank.  Other financial professionals can be anti-debt.  I say use it smartly; it is okay.
 
• Start saving early: We have all probably seen or heard this and have even seen it illustrated.  If you start saving today for the next ten years and then stopped, you will have the same or more 30 years from now as if you started saving 10 years from now and saved the same amount for the next 20 years after that.  Compound earnings are one of the most powerful financial forces in the universe.
 
• Invest with a purpose, and it is usually not to maximize returns: The investing world has only become more accessible to the everyday person.  And it seems that we are all chasing the big win.  I implore you to have a different approach.  When you hear of everyone’s big wins, notice what you are not hearing about are their big losses.  So please, invest with a purpose in mind.  This means having a plan and your plan should not be maximizing returns.  You should be investing for adequate returns to support the achievement of a goal.  If you constantly aim for the highest return, you will likely take more risk than you should and likely end up with some big losses along the way, some that you may never be able to recover from. 
 
• Save more than you think: I am telling you that you need to save more for your future than you think you do.  This is pretty common advice, but people are living longer, and they want flexibility earlier in life.  Saving earlier will allow for that flexibility.
 
• Live for today, plan for tomorrow: A mentor taught me this early in my career and it has stuck with me.  We can get overly consumed with saving for a future that may never come.  Make sure you enjoy today, while still adequately planning for tomorrow.  It is all about balance.
 
Coming from someone who makes a living helping people in this area, it would seem I am writing myself out of a job.  That is not the case.  These are just some basics that everyone can use to get started and fall back on when things get more complex.  When the moment is right, seek help from a qualified professional, but that doesn’t mean you still can’t… 
Keep It Simple Smarty Pants!