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G.M. Crisalli & Associates, Inc.: Celebrating 35 Years of Excellence in Construction Contracting

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By Elizabeth Landry

When Gary Crisalli first began his own general contracting business in Syracuse in 1989, he was working out of a two-bedroom apartment in Solvay. After the first year and for the next seven years, he and his team operated the business out of a residential home they had renovated to meet their business needs before finally settling into their long-term and current location on Hiawatha Boulevard West. From humble beginnings, Crisalli took on projects in almost every industry, growing the business’s portfolio and demonstrating its commitment to excellence while meeting the needs of a diverse array of clients.

Today, G.M. Crisalli & Associates, Inc. (GMCA) is one of the top general contractors in Central NY, having completed approximately 1,700 projects over the course of the business. With a team of about forty people, the organization works on projects across the entire Northeastern United States, from Wisconsin to Maine to Maryland.

As the company celebrates its 35-year anniversary this year, this important milestone serves as a time to reflect on the growth and accomplishments over the years and to look ahead to the many projects still to come. Between Crisalli, President and Owner, and Rocco Paone, Associate, who joined the company in 1991, the team at GMCA has over one hundred combined years of experience in construction contracting and has achieved much success by focusing on meeting the needs of clients for every project, every time. 

Diverse Clients and Industries

Working as a mason when he was just sixteen, and through his college years, Crisalli worked with a large engineering firm, an architectural firm and a construction contracting company before venturing out on his own. Obtaining such valuable field and office experience in his teens and early twenties allowed GMCA to take on any job in many different industries from the first day of business.

“I’ve been telling people since the day we went into business that we build everything except roads and bridges,” said Crisalli. “Due to a past client that Rocco had worked with, GMCA obtained a contract on a very large construction site in our first year. The Solvay cogeneration power plant in Solvay. We were contracted to do a small job at first. The contract exponentially grew as we performed our base contract.  We were asked to work in many areas of the plant. We ended up being there for three years doing anything they wanted us to do, from asbestos abatement to assisting with the walk-down and commissioning of the boilers. That project was a blessing to our company, but it was also a project we knew we could perform well. From day one we did anything that was requested of our company by our client.  The company philosophy is to acquire the knowledge, expertise, and experience to meet any of our client’s construction needs. That 

philosophy got us in the door and has retained our relationships in many different industries.”

The team at GMCA has completed projects for clients in both the public and private sectors, in industries including education, military, commercial, industrial, medical, retail and grocery, as well as building restaurants and places of worship. Having completed numerous original-build and renovation projects for such a diverse range of clients, Crisalli has a long list of favorite jobs the team has worked on over the years, starting with brick removal and replacement for Onondaga County at the Civic Center in 1991. That same year, the team built the first neuro angiogram room at Upstate Medical Center, which led to numerous build and renovation projects for the health center in the following decades. In 1996, GMCA built the flagship Franklin Covey store in New York City across from the Rockefeller Center. In the early-to-mid 2000s, the company assisted with the building and construction management of the Clarence Jordan Vision Center for Mercy Works in Syracuse, the Island Health & Fitness Center in Ithaca, the Abundant Life Discipleship Training Center and the FedEx distribution center, both in East Syracuse, various five-story college housing projects, and Athletic clubs.  One of the most unique projects GMCA has completed is building the penguin exhibit at the Rosamond Gifford Zoo.

Perhaps the most stand-out project in Crisalli’s list of favorites is the Blodgett Dream Center, a sprawling, one-of-a-kind library located within one of the most impoverished schools in the Syracuse City School District. “Many different artisans worked on this project,” Crisalli explained. “It has a spaceship with twenty-nine computers, a Renaissance-themed area with beautiful arches, a prehistoric-themed space with dinosaurs, a Roman Amphitheater where James Earl Jones read to the Blodgett children on the opening day of the library, and a beautiful Egyptian-themed tiled wall entrance and greeting area. 

Adapting to Change

To continue meeting the diverse range of client needs over the years, the GMCA team has been able to adapt to many different settings and requirements. For Paone, working with such a wide range of clients has been one of the most enjoyable aspects of the business.

“Probably what’s been most exciting for me is meeting so many good customers and diverse clients over the years,” said Paone. “We’ve worked with so many different types of clients and we always strive to adapt to their individual wants and needs. We’ve done a tremendous amount of work in medical institutions and hospitals, which have many layers of requirements, as compared to a client who’s planning a building that’s coming out of the ground. Having the ability to adapt to our clients’ needs and re-educating ourselves for every different project has been so important.”

Alongside diverse client needs, GMCA has been successful in adapting to changes within the industries themselves, related to software, technology, communications and more. Crisalli explained how general societal changes have a large impact on contracting, procurement, and managing projects across industries.

“The construction industry has changed a lot over the years,” Crisalli explained. “Everything moves faster now because of the advancements in communications. Society has changed overall as far as how we communicate with each other from purchasing, procurement of subcontractors, materials, regulations, building systems, construction equipment and processes, just about every aspect of building for our clients.   It has been interesting keeping up with all the changes. The different changes over the years have, in turn, altered the way we approach building in many different ways and areas of the industry.  It’s all a little different than when we started out.  The building process must adapt to our client’s needs. It’s more important to plan and schedule all these items immediately following contract procurement.  Our team obtains all the knowledge necessary to plan out the entire building: pre-construction, construction, and turnover phases in the preconstruction phase of the project, prior to putting a shovel in the ground. This practice has led us in making the construction process efficient and successful.”

“The company’s greatest single asset are the people who meet, adapt, and succeed in navigating the changes to our industry. We are very successful because of our staff of smart, knowledgeable, service-oriented people.” Crisalli continued.

Of course, to keep up with all the moving parts within the contracting space as well as the diverse needs of clients, GMCA’s team needs to remain highly knowledgeable and adaptable.  This makes all the difference with clients and ongoing success. Due to a general shortage of skilled trades, this need can sometimes be challenging, but according to Crisalli, GMCA has been successful in this area because of its focus on ongoing training and education, as well as a unique company culture that combats the stress that often comes along with working in construction.

“Over the years, the training processes that we use have changed completely. Now, we train our team on software as well as procedure, making sure everyone has the skills they need to successfully execute jobs. Not only do we train our employees on our own software programs, but we also train them on our clients’ various software programs to help us assimilate into different markets. Although we make sure the team has the knowledge and training to succeed on every site, the construction industry culture can sometimes be stressful. Many of our employees have been with us for over 10 years, and they appreciate that we try to alleviate stress through working as a team and humor. We have a small company atmosphere that works. Someone is always willing to help when another person’s workload suddenly increases.   I really think that helps,” said Crisalli.

Charitable Giving in the Community

Another important aspect of the company culture at GMCA is a great sense of pride in supporting the causes of several organizations and charities throughout many communities. The company facilitated a golf tournament to support Mercy Works’ at The Clarence Jordan Vision Center last year, raising approximately $50,000. Crisalli is a past president of the Baldwin Fund, and GMCA continues to support this charity.  The company has also supported the Fellowship of Christian Athletes (FCA) every year, as well as local organizations such as In My Father’s Kitchen and Francis House.

One charitable organization that’s especially meaningful to Crisalli is Marvelous Ways International in Lakeland, Florida. GMCA supports a golf tournament for this organization each year, which was founded by a couple from Central New York, Mark and Christin Haywood. Marvelous Ways International uses different developmental programs, teams of trained individuals and innovative technology to help monitor and improve outcomes for impoverished youth in Nicaragua, Costa Rica, and Honduras. “This organization helps kids who don’t have many great options in life to succeed. They give these children and teens a hope for the future by monitoring and guiding them through these youthful years and assisting each individual allowing them to choose a path for a successful life. It’s working out well and really making a difference in the life story of many who had few options for success. I am proud we can volunteer our time and resources to help make a positive difference in the lives of others,” said Crisalli.

Looking to the Future

Having worked with an impressive list of diverse clients for 35 years and always leaning into re-evaluation of the business, learning and constructive change along the way, GMCA is moving into the future with a goal of continued progress, growth, and adaptability.

“We always try to take a snapshot of what our economy is doing – what’s hot and what’s not,” said Paone. “We’ll continue to adapt our business corresponding with changes in the economy. Everyone knows the buzzword in Syracuse – Micron – and we’re certainly keeping our eye on that industry so we can adapt our business to service that industry successfully.”

Although change is always certain, especially in the construction contracting marketplace, one thing that will continue to remain constant for GMCA is its centralized mission of focusing on client needs above all else.

 

“Having been in business for 35 years is a real blessing. During that time, we’ve instilled in our team a sense of slow but steady growth, and conveyed the importance of covering our bases so we can ensure the best possible outcomes for our clients,” said Crisalli. “In our industry, it really comes down to this: if you please your clients, you’ll always succeed.”

Manufacturing Trends – Embracing Innovation & Efficiency

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

Manufacturing continues to experience a transformative period driven by the rapid adoption of advanced technologies and a focus on sustainability. As we look toward 2025, several key trends are shaping the future of manufacturing. From smart manufacturing and automation to sustainability initiatives, space optimization, and labor efficiency, the industry’s evolution reflects a careful balance between cutting-edge technology and practical, responsible solutions.

Smart Manufacturing, Industry 4.0, and Automation

Smart manufacturing is a central pillar of Industry 4.0, and it continues to gain momentum. This approach leverages interconnected machines, Internet of Things (IoT) devices, artificial intelligence (AI), and data analytics to create highly efficient, autonomous production environments. The integration of digital twins, predictive maintenance, and real-time monitoring allows manufacturers to optimize performance, reduce downtime, and improve product quality. As a result, more manufacturers are moving from reactive to proactive production models, minimizing inefficiencies and maximizing output. Automation isn’t a new concept in manufacturing, but the level of sophistication and accessibility is increasing dramatically. Today’s factories are more reliant on advanced robotics and AI-driven systems to handle tasks that were previously completed by human workers. Collaborative robots, or “cobots,” work alongside humans to enhance productivity, allowing for faster and safer operations. This automation enables companies to scale operations while maintaining flexibility, which is especially important in industries where customization and shorter product lifecycles are becoming the norm.

Sustainability Initiatives

Sustainability has become a strategic priority for manufacturers worldwide, driven by both regulatory pressures and consumer demand. As we head into 2025, manufacturers are even more focused on reducing their environmental footprint through energy-efficient processes, the use of renewable materials, and waste minimization strategies. Closed-loop manufacturing, where waste products are reintroduced into the production cycle, is becoming more prevalent, contributing to a circular economy. Manufacturers are also investing in carbon-neutral operations, including on-site renewable energy sources like solar and wind power.

Space Optimization

As real estate costs rise around the region and the demand for agile production grows, manufacturers are turning to innovative strategies for space optimization. The goal is to maximize productivity within existing or limited physical footprints. One approach involves modular factory designs, where production units can be easily reconfigured or relocated as needs change. These flexible layouts help manufacturers adapt quickly to shifts in production demand or product variety without requiring large-scale infrastructure changes. Additionally, digital technologies such as 3D modeling and simulation tools are being used to optimize the arrangement of machinery, storage, and workflows within a facility. By visualizing and analyzing spatial layouts in virtual environments, manufacturers can ensure efficient material flow, minimize wasted space, and reduce bottlenecks. Smart storage systems, like automated retrieval systems and vertical stacking, allow for higher-density storage without compromising accessibility, further enhancing space utilization. By effectively optimizing space, manufacturers can reduce operating costs, improve energy efficiency, and increase overall production capacity without needing to invest in larger physical plants.

Labor Optimization and Workforce Transformation

The role of human labor in manufacturing is also evolving. While automation reduces the need for manual, repetitive tasks, the workforce is being redefined to focus on high-skill, high-value jobs such as machine programming, maintenance, and data analysis. Manufacturers are prioritizing labor optimization by investing in workforce upskilling programs and creating flexible work environments that allow for a blend of remote and on-site work. The rise of augmented reality (AR) tools is also helping workers perform complex tasks with real-time guidance, improving accuracy and reducing training time.

As we approach 2025, manufacturing trends reflect a confluence of advanced technologies, sustainability concerns, and efficiency improvements. Smart manufacturing, automation, and space optimization are enabling manufacturers to achieve unprecedented levels of productivity, while sustainability and labor optimization ensure the industry adapts to modern economic, environmental, and social challenges. By embracing these trends, manufacturers are not only future-proofing their operations but also contributing to a more resilient and responsible global economy.

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 a small or mid-size manufacturer 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.

The Cost of Hiring

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By Susan Crossett, CEO, CPS Recruitment

Understanding the costs of hiring will help companies determine which recruiting model works best for them.  To make that determination, let’s review the variety of options available and each of their benefits.

Often companies begin with internal recruiting.  Filling open jobs from within, using employee referrals, internal advertising, and posting of jobs has several advantages.  It is cost effective, provides employees with a potential career path, boosts morale and provides a built-in knowledge base.  The downside is the candidate pool is more limited, less diverse and may create gaps in the organization.

External recruiting can mean using a variety of different methods depending on the type of role an employer is seeking to fill.  A company with a strong brand may attract enough candidates without needing to use any third-party intermediary.  They may maintain a database of good quality candidates that have interviewed for a different role, for future opportunities.  Staying connected with alumni who departed in good standing is another way to optimize your candidate database.  A robust candidate database helps to minimize hard costs associated with recruiting talent.

In a highly competitive labor market various other tools are available to assist in the recruiting process.   A company can start with a simple online classified website, such as Craigslist, a low-cost option that allows employers to choose the location and industry sector to post their ad.  Social media jobsites allow for job advertisements and candidate database searching or sourcing, think LinkedIn.

Job Boards are internet-based talent acquisition technologies that aggregate either local, national, or international job offerings.  Typically, employers pay up front to advertise the job offering for a set period of time.  Job aggregators pull jobs from other sites and use a pay per click pricing model when a candidate applies for a job. 

The methods above are relatively low out of pocket costs for talent acquisition.  Depending on the type of role, these tools work very well to find candidates.  If an employer is seeking to fill a senior executive position, a retained search provided by an executive search firm may be the right approach.  A retained search fee is paid up front and usually is paid if a hire was made or not.

Another method for recruitment is using the services of a staffing firm for direct hire, also known as permanent placement.  In this method the fee is only paid once a hire has been made and is typically a percentage of the annual salary for the first year.  It does not include commissions or bonus plans as part of the fee.  According to a recent survey by Staffing Industry Analysts (SIA), the median fee was 25% for a direct hire placement.

Staffing firms also provide temporary or contingent workers to assist employers, for a ramp up, a special project, long-term contracts or to determine if the employee is a good fit for the role.  The fee is determined by the overhead costs associated with the role and the mark-up by the staffing firm.

Depending on the role an employer is seeking to fill may well determine which method is used for sourcing a candidate.  If the role is customer interfacing or revenue generating, then a more targeted approach with the support of a staffing supplier may be appropriate.  If the company does not have a human resources team that includes recruiters establishing a strong relationship with an outside firm that understands the company culture and the types of skills needed for that company, may be the best available option for talent acquisition.

Prioritizing costs vs. efficiency vs. quality will help determine which method best suits your hiring needs.

The Cost of Hiring

Understanding the cost of hiring helps companies decide which recruiting approach works best for them. Let’s explore the key options and their benefits.

Internal Recruiting

Many companies start by filling open roles from within. Internal recruiting uses employee referrals, job postings, and promotions. This method offers several advantages:

  • Cost-effective – No external fees involved.
  • Career growth – Helps employees see a path forward.
  • Boosts morale – Employees feel valued and motivated.
  • Built-in knowledge – Candidates already understand the business.

However, the talent pool is limited, reducing diversity, and potentially creating skill gaps if employees move within the organization.

Some companies, especially those with strong brands, can attract candidates without needing third-party services. They may also keep databases of past candidates or maintain relationships with former employees to rehire them when the opportunity arises. Building a strong candidate database lowers recruiting costs in the long run.

External Recruiting

External recruiting opens new ways to find talent.

Online Recruiting Tools

In competitive markets, companies may rely on online tools to reach candidates:

  • Classified Sites – Platforms like Craigslist offer low-cost, location-specific postings.
  • Social media – Sites like LinkedIn allow companies to post jobs and search candidate databases.
  • Job Boards & Aggregators – These platforms, like Indeed, charge upfront or per-click fees, making them scalable options for local, national, or global recruiting.

Executive Search Firms

For senior roles, companies often use retained search firms, which charge a fee upfront regardless of if a hire is made. This is ideal for businesses seeking top-tier leadership but willing to invest more in the process.

Staffing Firms

Staffing firms offer two main services:

  1. Direct Hire (Permanent Placement) – The fee, typically 25% of the new hire’s first-year salary, is only charged once a successful hire is made.
  2. Temporary/Contingent Workers – Useful for project-based work, seasonal surges, or contract roles. Fees reflect both the staffing firm’s overhead and mark-up.

Matching the Method to the Role

The best recruiting method often depends on the role:

  • Customer-facing or revenue-generating roles may require a targeted approach with the help of staffing partners.
  • Companies without dedicated recruiters may benefit from working with staffing firms that understand their culture and talent needs.

Balancing Cost, Efficiency, and Quality

Ultimately, prioritizing costs, efficiency, and quality will guide businesses toward the recruiting model that best fits their hiring goals.

For more information on the cost of hiring and the best option for your firm/company, you may contact Susan Crossett, CEO, CPS Recruitment at 315-883-5470, SCrossett@CPSRecruiter.com or visit online at www.CPSRecruiter.com. 

Nuclear Energy

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By Earl Hall, Executive Director, Syracuse Builder Exchange

In 2019, the Climate Leadership and Community Protection Act (CLCPA) was passed by the New York State Assembly and the New York State Senate, then signed into law by former Governor Andrew Cuomo.  This legislation requires New York State to reduce greenhouse gas emissions by 40% in 2030, and 85% by 2050 from 1990 levels.  In addition, the CLCPA requires establishing a 100% clean electrical grid by 2040.

Recently there has been a renewed interest in nuclear energy to supplement other clean and renewable technologies such as wind, solar and batteries. Elected officials and others engaged in the New York energy industry have realized it is impractical to reach the above noted requirements within the CLCPA without nuclear energy.  

With increased demand from large manufacturers, industrial owners, future data centers associated with Aritificial Intelligence (AI) and other rate payers, nuclear energy is required to support those important industries and technologies that require clean, reliable, on-demand power 24/7/365.  Micron alone will require 400 megawatts for each of the five potential semiconductor manufacturing facilities in Clay, NY.  To put that into perspective, it would take 12,000 acres of solar panels to produce 100 megawatts of power.

Nuclear energy has proven to be the most effective and efficient energy source to assist in replacing fossil fuels.  The positive characteristics of nuclear energy include:

  • Renewable
  • Low-carbon emissions and footprint (four times less than solar)
  • Safe and reliable
  • Small land footprint
  • Clean and efficient

Oswego, New York is home to the largest producer of nuclear energy in New York State.  The four nuclear reactors along Lake Ontario (one in Wayne County, three in Oswego) produce 20% of the electricity in the state of New York.  The Oswego County community has embraced the nuclear industry over the past 40 years, enjoying the benefits of excellent paying jobs and associated economic development.

The nuclear industry supports nearly half a million jobs in the United States and contributes an estimated $60 billion to the U.S. gross domestic product each year.  Nuclear plants can employ up to 700 workers with salaries that are 30% higher than the local average. They also contribute billions of dollars annually to local economies through federal and state tax revenues.

Nuclear energy technology has transformed industry over the past few decades, with today’s nuclear power plants being smaller, safer, and more efficient than their predecessors from the 1980s.  Nuclear energy will ensure affordable, safe, secure, and

reliable access to electricity services for New York State’s residential and business consumers, at fair and reasonable rates, while protecting the natural environment.

Advanced nuclear development has led to innovative technologies and efficiencies associated with various Small Modular Reactors (SMR).  SMR technologies and capabilities provide different reactors for different solutions.  There are grid scale reactors, industrial scale reactors, high temperature gas reactors and micro-reactors which may be deployed in the future to solve unique challenges in society.  

Nuclear remains the largest source of clean energy in the United States. It generates nearly 800 billion kilowatt hours of electricity each year and produces more than half of the nation’s emissions-free electricity. This avoids more than 470 million electric tons of carbon each year, which is the equivalent of removing 100 million cars off the road.

To achieve New York’s goals as a leader in economic development, including hosting future data centers and supporting the nation’s most robust semi-conductor manufacturing industry, the Public Service Commission and elected officials in the State of New York must include nuclear energy as an additional clean, renewable energy solution.  Now is the time to adopt new, advanced nuclear development technologies to meet immediate and future energy consumption demands of the State of New York, and to comply with the overly aggressive requirements within the 2019 CLCPA.

Sources:             

  • United States Energy Department
  • NYS Public Service Commission
  • NYSERDA Future Energy Economy Summit
  • NYS Blueprint for Consideration of Advanced Nuclear Energy

The Weather Looks Rough Out There: What To Expect From Insurance Markets

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By: Pierre Morrisseau, CEO, OneGroup

It may go without saying, but 2024 continues to be one for the record books when it comes to severe weather events. Even as some of this year’s events have eclipsed past weather events for loss of property and life, it is the cumulative effect of so many events nationwide that is rapidly changing the insurance landscape. The collective cost of losses is resulting in a sea change in both personal and commercial insurance pricing. And as we have seen, these losses are not confined to “traditional” high-risk areas of the country.

As an insurance and risk expert, it seems appropriate and timely to share how we see natural disasters affecting insurance markets going forward. After all, insurance is, for most businesses and individuals, a major cost and an essential component of any business’s operations.

Consider the impact of just two recent storms alone: Moody’s RMS has estimated that the insured losses from Hurricane Helene may exceed $11 billion. Fitch Ratings has estimated that Hurricane Milton will far surpass Helene with insured losses of up to $50 billion. CoreLogic, an insurance industry analytics firm, indicates that there are now around seven million properties at risk of a storm surge from a Category 5 hurricane with a total property value of $11.6 trillion. The NOAA National Centers for Environmental Information (NCEI) recorded 28 separate $1 billion disasters in 2023. Yet despite the increasing occurrences of weather-related losses, Aon research found that only 31% of the roughly $380 billion in economic losses tallied in 2023 were covered by insurance. These numbers are staggering—and worrisome. It is critical that commercial property owners plan for and adapt to survive this “new normal.”

Yet all news is not bad news. For example, reinsurance—the insurance that insurance carriers purchase for themselves to help transfer risk—is likely to see rates lowered in 2025. This will be welcome news as reinsurance rates are a major driver of increased premiums from our carriers. According to analysis by Aon, global reinsurers are seeing strong profits, largely due to carriers shouldering most of the cost of recent insurance claims. While not necessarily good for the carriers themselves, a strong reinsurance market works to stabilize the insurance industry that is providing essential protections to businesses and individuals.

We expect reinsurance pricing to continue to moderate through 2024 and 2025, resulting in greater flexibility with carriers and lower end-costs to insurance buyers. We also anticipate reductions for best-performing risk categories and short-tail risks such as property, health and auto. Still, we believe that reinsurers must do a better job of sharing the cost of risk with their carriers.

To further reduce costs to business insurance buyers, part of the solution involves all entities working closely together to manage risk. First, clients and their insurance agents must collaborate to accurately identify and put in place risk management plans to present to carriers. Agents must work harder to present a positive, well-designed action plan to carrier underwriters. For their part, carriers must step out of their traditional comfort zones to allow for more innovation and modernization. Carriers, in turn, must provide reinsurers better insight into clients’ risk to remove friction costs and provide a clear picture of the original risk.

Finally, as I had mentioned in earlier articles, the entire insurance industry needs to focus heavily on curtailing social inflation. PartnerRe, a leading global reinsurer, defines social inflation as the increase in insurance losses caused by higher jury awards, more liberal treatment of claims and increased use of social media that foments an anti-insurance industry sentiment.

We are encouraged to see progress in each of these areas and are confident, barring any additional major catastrophes, that businesses and individuals will begin seeing much needed relief as we approach a new year.

 

Nursing Workforce Shortages

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By Kathryn Ruscitto

I was recently asked to moderate a panel in NYC sponsored by the Mother Cabrini Health Foundation, on the shortage in the nursing workforce.

Leaders from a variety of settings discussed the challenges facing nursing and the opportunities to improve recruitment and retention.

The Center for Workforce Studies specifically detailed options to address recruitment ranging from scholarships, and tuition assistance to nursing residencies, and mentors. Among retentions strategies were nursing councils within programs like Magnet and Pathways to Excellence.

Clearly the demand for nurses is increasing and the challenges facing nurses are also increasing.

The issue that struck me the most listening to this panel was the dramatic increase in workplace violence. Many public facing employees in our society have seen an increase in violence, health professionals are seeing that same increase. There are no easy answers, but there are many research projects that have looked at the issues and have detailed violence prevention programs and interventions. Public Health Services have identified the same process model to be used across all violence prevention in areas from domestic violence to health care.

Fig. 1: 10 Essential Public Health Services

Currently the focus in most health settings is on training for assessing and managing risks, leading to reporting and assigning resources for the most at risk patients. One of the clearest messages from the panel was on leaders placing a priority on training, and reporting.

It is also not just nurses facing these challenges, but all those who are part of the health care team. Violence prevention training must be part of all onboarding and communications across the team must be ongoing.

Resolving conflict avoids violence and is a skill to learn for all aspects of life. Take any training offered and look for resources on conflict resolution, violence prevention, and policies. Syracuse University offers unique training through PARCC, the Program for the Advancement of Colloboration and Conflict Resolution. https://www.maxwell.syr.edu/research/program-for-the-advancement-research-on-conflict-collaboration

Health professionals need our advocacy and support in bringing attention to these challenges. While we all must focus on first preventing violence, when it occurs action needs to be taken to protect health professionals in all settings.

 

Resources:

Center for Workforce Studies

https://www.chwsny.org/

NIH

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9536186/

Journal of Emergency Nursing

https://www.jenonline.org/article/S0099-1767(23)00059-4/fulltext

Syracuse Community Health: Evolving and Expanding Under New Leadership

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By Elizabeth Landry

Syracuse Community Health entered a new chapter this year, with Ofrona Reid, MD, MBA, MS taking the helm as Interim President and CEO this past January. Reid was previously the Chief Medical Officer at Oneida Health, having re-located to Oneida from the Bronx, where he grew up. His experiences in his youth have contributed to his sense of passion for leading Syracuse Community Health, a vital health care organization in Central New York that serves those who are uninsured, disadvantaged or who face other obstacles to receiving quality healthcare. In the city of Syracuse, the patient population facing challenges to having its healthcare needs met is large: the city’s 13202 zip code ranks as the poorest in the state and ranks 26th nationally.

“Growing up in the same type of community with similar struggles, barriers and exposures gave me a sense of what’s needed in the greater Syracuse community, as well as the desire to really make a change,” Reid said. “My ultimate passion and vision are to design and deliver a high-quality care model that focuses on providing health equity to patients who unfortunately are vulnerable and under-served in our community.”

Expanding Access to High-Quality Care

Along with his executive team, including Jessica Yoxall, Chief Operating Officer and John Milligan, Chief Financial Officer, Reid has laid plans for several initiatives aimed at increasing access to quality healthcare for the impoverished communities in Central New York. Included in these plans, SCH will be expanding the Quick Care center to increase walk-in access for patients. According to Reid, these walk-in services are critical to the goals of the organization.

“If we have a patient coming into Quick Care for foot pain, for example, we can screen them for other underlying conditions like high blood pressure or diabetes, and then tunnel them to a primary care provider for further care. This process allows us to identify and help close health care disparities in the community,” Reid explained.


Along with the expansion of the Quick Care offerings, SCH will also be adding more dental care for its patients, specifically at the East location. Yoxall explained how these additional dental services are aimed at resolving some of the health care disparities in the area related to location and lack of transportation.

“One of the things we look at when we determine need of new services is the social determinants of health for our patients, such as difficulty obtaining transportation to appointments,” explained Yoxall. “If we have a high volume of patients that live on the East side or perhaps the West side we consider what the specific services are that we can incorporate into those locations to help overcome these barriers. For instance, one of the things we’re working on right now is expanding our dental practice by incorporating access to our dental services at our East location. We’re currently working with the NYS Department of Health to put in three dental operatories for both a dentist and a dental hygienist, where we can offer full-service dental care including panoramic x-rays for our patients. This is just one of the many important ways that we continue to provide high-quality services and promote health equity right here in our community.”

Fostering Connections in the Community

Another strategy the team at SCH continues to explore to provide needed health services to impoverished CNY communities is forging deeper connections with other resources in the area. By identifying ways the health center can partner with other community-based organizations and agencies, the team at SCH is making large strides in advocating for patient needs, especially when patients themselves may not be aware of the resources available to them.

“One of the things Dr. Reid has

 been a huge proponent of over the last two and a half years is connecting the needs of patients in the community with related services that are available. Onondaga County is a very resource-rich community in terms of services, but connecting patients with those services can often be challenging. To bridge this gap, we’ve been working with the

 Onondaga County Health Department, outside agencies and other offices and sharing our story about what we’re doing for patients and what their needs are so we can better connect them with the care that they truly need,” said Yoxall.

SCH’s partnership and collaboration with other community-based organizations is taking shape in several different areas of health care. To help address food insecurity, SCH is working with the CNY Food Bank to distribute 200 boxes of fresh produce each month, available to anyone in the community. A collaboration with Food Access Healthy Neighborhoods Now, or FAHNN, as well as the Mary Nelson Program, will also help SCH alleviate the food desert in Central New York. Additionally, SCH will be partnering with Brady Market to offer a café space in the new building at 930 South Salina Street, offering fresh, healthy food options for patients and staff alike.

The team at SCH also has plans to partner with Catholic Charities, the Rescue Mission and Dr. David Lehmann from Upstate Hospital to help provide quality health care to the sheltered and unsheltered homeless population in Syracuse.

“Dr. Lehmann makes house calls to the homeless and he reached out to me to help identify additional ways the homeless population can receive continued health care,” stated Reid. “We’ve developed a pathway where Dr. Lehmann sees them and can refer them to our Quick Care locations where we can do an initial blood screening, tests and vaccines before they even see a primary care provider. The goal is to get them in to a primary care provider for follow up, which includes dental care and behavioral health. We’re going to work with Catholic Charities and the Rescue Mission to accomplish this goal and provide needed services right on the spot.”

Recruitment, Teamwork and Company Culture

According to Reid, one of the most important requirements for achieving the goals laid out in 2024 and beyond is a strong, supportive leadership team. “Without my staff and clinical teams, there’s no way I’d be able to go after my vision for the organization,” Reid said.

Certainly, this emphasis on teamwork also resonates with the executive leadership team at SCH. “What I enjoy most about working at Syracuse Community Health is our team,” said Yoxall. “Everyone at SCH has a shared vision to provide high-quality care to improve health outcomes for the patients we serve. The employees at SCH are constantly going above and beyond to meet the needs of our patients and organization.”

To continue building on the company culture and attracting top talent from the community, the team at SCH has needed to reach out to local educational institutions to get the word out about all that the health center has to offer. According to Yoxall, many in the community may not understand that students who rotate through SCH will be able to learn about podiatry, eye care, family medicine, pediatrics and more.

“Dr. Reid and I have been doing a lot of outreach in the community and connecting with local community colleges as well as Henninger High School to help explain the type of work that we do. Many people who live in the city of Syracuse may not have even heard of the health center, or they’ve heard of it and thought of it only as a free clinic. As a result, when they see a job posting from SCH they may not understand the scope and the extent of the services we provide here. We’ve been working and partnering with both the nursing program and medical assistant program at Onondaga Community College, sharing our story about everything we’ve accomplished, the services that we provide and the amazing experience we can provide to students,” stated Yoxall.

Continued Focus on Patients’ Needs First

With the team aligned on strategies for making material improvements in healthcare access in the community, the coming years will certainly be full of change and growth at SCH. Alongside new Quick Care locations, planned building expansions include a new clinic on the Onondaga Community College campus and enhancements to the original SCH location at 819 South Salina Street. These developments will further improve patient experience as demonstrated by the brand-new, state-of-the-art location at 930 South Salina Street that recently opened in December of 2023.

As exemplified by the beautiful new building, SCH continues to expand and offer more and more state-of-the-art services for patients in settings that are truly reflective of the high-quality care the organization offers. For Milligan, the new building demonstrates how patients’ needs will always be at the very center of the mission at SCH.

“We are so proud of our new 930 building,” Milligan said. “It was specifically designed to enhance the patient’s experience. The natural lighting, open spaces and easy transitions between care areas really improve the patient flow and experience.”

Whether at the new building, the Quick Care centers, in Syracuse elementary schools or in the streets of the community, the team at SCH will continue to focus on achieving healthcare equity for all.

“I really feel that if we’re going to close the healthcare gap, we can’t sit back and wait,” explained Reid. “We’re going to make the necessary moves to close the gap and bring high-quality healthcare to those who need it the most. We’re going to continue to advocate for our patients and help them overcome barriers to the excellent health care that they deserve.”

Impact of Megaprojects

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Earl R. Hall, Executive Director

Considering the multi-year, $2.5 billion Route 81 project, and the highly anticipated start of Micron’s 20-year, $100 billion semi-conductor chip fabrication project in Clay, the media and elected officials have used the word “megaprojects”.   These unusual megaprojects garner great interest and typically lead to questions about the impact of these projects on society.  As a result, people have asked me about how such megaprojects impact the construction industry in central New York.

To begin with, it is important to understand that the construction ecosystem, although resilient, is fragile.  The tripartite balance that exists between project owners, contractors and labor has never experienced projects of this magnitude happening at once, so forecasting the impact on the industry may be difficult.  Making assumptions is what a good actuary does to assist in predicting the future, so I will make assumptions to provide better context.

Assumption #1 – Labor

The lack of labor continues to plague the industry, which in some cases may result in a contractor’s inability to complete a project on time.  Failure to complete projects on time may contractually lead to liquidated damages.  Delivering labor to Micron will certainly be a challenge as the regional industry today does not have such capacity; however, one can assume much of the labor for Micron will be imported from other regions of the United States.  As a result, I do anticipate the project will have the labor force necessary to achieve project delivery requirements, but certainly there will be labor challenges.  Moreover, regional contractors serving traditional clients, such as hospitals, universities, industrial and institutional facilities may not be materially impacted to the extent of not having available labor.

Assumption #2 – Project Schedules

Project owners’ delivery schedules are becoming increasingly aggressive, both in the public and private sectors.  Often the contractor’s ability to achieve the schedule is dependent upon a wide variety of items but having adequate labor and timely delivery of construction material, such as concrete, is essential to achieving schedule goals.  Although much of the labor on the megaprojects may come from out of state, one should assume meeting project owners’ future aggressive schedules may be more challenging due to the potential labor pressures associated with megaprojects.

Assumption #3 – Wage Growth

Anticipating future regional wage growth is paramount for construction contractors and project owners alike.  How will the megaprojects impact future wage growth?  Over the past two years, construction industry employees have enjoyed advantageous conditions leading to above average wage growth.  I expect this environment to continue, with wage adjustments far exceeding inflation.  Additionally, many employers are rewarding their best employees with additional compensation, benefits and other incentives to remain with their employer.

Forecasting future regional wage growth will be difficult as it remains unknown the incentives required to attract labor to Micron’s project.  While Micron’s 20-year project has a Project Labor Agreement which contains the unions’ wages and fringe benefit schedules, I anticipate such wage schedules will be the “minimum wage” requirement for this project.

“What does this all mean?”

The most asked question is, “How will these megaprojects impact other project owners?”  This question is most difficult to answer; however, one can assume:

  • Continued exceptional craftsmanship from labor.
  • Continued exceptional project management, execution and delivery from construction industry employers.
  • Renewed focus on the tripartite relationships.
  • Increased cost of labor and associated increased cost of construction project budgets.
  • Less compressed project delivery schedules.
  • Billions of dollars in new construction spending for new projects surrounding and supporting these megaprojects.
  • Continued labor shortages.
  • Enhanced Career and Technical Education programs in public schools.
  • Increased construction in the housing market.
  • A revitalization of the central New York region.

These two megaprojects, along with additional capital investments from both the public and private sectors, will directly fuel the incredible economic development central New York will experience over the next decade.  It will be essential that the construction industry, and society in general, take advantage of these opportunities and overcome any of the barriers associated with change. 

Empowering Central New York: The Crucial Role of Manufacturing

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

Central New York is a region rich in history, culture, and natural beauty. Amidst the picturesque landscapes and vibrant communities, manufacturing stands as a cornerstone of the local economy, driving growth, innovation, and opportunity. As we explore the unique regional economic landscape, one quickly sees that manufacturing plays a pivotal role in shaping our prosperity. And, with the arrival of Micron Technology and its supply chain, the influence of manufacturing will only continue to grow.

Central New York’s manufacturing sector serves as a vital source of employment, providing jobs that sustain numerous families and communities. From the production of aerospace and defense components to advanced medical devices and beyond, manufacturers in Central New York offer a diverse array of career opportunities. These jobs not only offer stability and some of the most competitive wages in the area, but they also foster a sense of pride in contributing to the region’s economic vitality. Manufacturing also fuels a culture of innovation and technological advancement within the region. Central New York boasts a rich ecosystem of research institutions that collaborate closely with manufacturers in a multitude of industries to drive innovation forward. Whether it’s developing cutting-edge materials, refining manufacturing processes, or pioneering new technologies, Central New York’s manufacturers are at the forefront of innovation, propelling the region into the future.

Manufacturing also serves as a magnet for investment and talent, bolstering Central New York’s economic development efforts. The region’s strategic location, robust infrastructure, and skilled workforce make it an attractive destination for businesses looking to establish or expand their operations. From multinational corporations to homegrown startups, manufacturers in Central New York benefit from a supportive business environment that fosters growth and prosperity. Importantly, manufacturing plays a crucial role in driving exports and enhancing Central New York’s competitiveness in the global marketplace. The region’s manufacturers produce a wide range of goods, from precision machinery to specialty foods, that are in demand both domestically and internationally. By exporting goods to markets around the world, Central New York’s manufacturers not only generate revenue but also raise the profile of the region as a hub of innovation and quality craftsmanship.

Additionally, manufacturing contributes to Central New York’s resilience and self-sufficiency, particularly in times of crisis. The COVID-19 pandemic underscored the importance of localized supply chains and the need for regions to be self-reliant. Central New York’s manufacturing sector rose to the challenge, pivoting production to meet the urgent needs of healthcare providers, essential workers, and the community at large. This agility and adaptability demonstrate the inherent strength of Central New York’s manufacturing base and its ability to weather adversity. Manufacturing continues to play a vital role in developing the skilled workforce that the region needs to thrive in the 21st century economy. Through partnerships with educational institutions, apprenticeship programs, and workforce development initiatives, manufacturers in Central New York are investing in the next generation of talent. By equipping individuals with the technical skills and knowledge needed to succeed in modern manufacturing settings, Central New York is ensuring that its workforce remains competitive and resilient.

As most of us locals already know, manufacturing is not just an industry in Central New York; it is a driving force behind the region’s prosperity and resilience. From creating jobs and fostering innovation to driving exports and empowering communities, manufacturing touches every aspect of life in Central New York. As the region looks to the future, including the exciting arrival of Micron Technology, continued investments in manufacturing will be essential to building an even more vibrant and sustainable economy that benefits all of us. By harnessing the power of manufacturing, Central New York can unlock new opportunities, spur innovation, and chart a course towards an even brighter tomorrow.

TDO is a consulting and training organization based in Liverpool, New York. Our mission is to grow the local economy by helping Central New York 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 a small or mid-size manufacturer and would like to talk further, TDO’s team is fully certified to help. Reach out today to learn more and schedule a free consultation.

Do You Know Why You Buy The Insurance You Buy?

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This is a very valid question given that very often when we speak with executives, they question what insurance coverage they have—and why they need it at all. We often buy insurance simply because that is what we have done in the past. In other cases, it may be because someone such as a lender or customer is requiring it. It’s important to understand that insurance is meant to finance risk. As such, it is a valuable exercise to consider the risks you want to mitigate with insurance and make sure you are purchasing the coverage that will help you a achieve that goal.

A simple example: Property Insurance is often purchased to replace the building, and Business Interruption Insurance to pay for lost profits while the building is being rebuilt after a disaster occurs. However, for most companies, the real goal is to retain their clients that might leave if they cannot be provided with services or products while facilities are being rebuilt. Therefore, a more focused approach is to work out a plan to continue providing your services or products during your rebuilding process, and purchase Extra Expense coverage to cover the extra expenses incurred to implement this plan.

Business leaders must also consider the ramifications of expanding litigation and legal system abuse. Unfortunately, this increases the chances of being sued even if you are not at fault.  Defending these cases can be expensive. Insurance is a strategy to pay for the cost of defense as well as any damages for which you may be liable.

Flood is another example of risk that is changing so we may need to alter our normal response to planning for flood as well as how we think about purchasing this coverage. Flood is typically only purchased in high-hazard flood zones like low areas near rivers and lakes. The world today is dominated by short periods of extreme rainfall that creates run-off and short-term flooding in areas that normally do not flood. Many more people are at risk that were never at risk before.  Questions to ask:  Are you in the path of rainwater run-off? Do you have methods of reducing the impact of flood? Should you purchase the Flood Insurance coverage?

Many businesses rely on controlled environments that, if they fail, can create loss. Some examples include cleanrooms that can take months to recertify if the environmental controls systems fail; or crop/food/livestock storage areas in which the food or animal could perish if the environmental controls systems fail. The leading risk for environmental control systems failure is human or computer error. Both are excluded from standard business interruption insurance. An insurance solution is to seek coverage that is customized to include these causes of loss, thereby protecting those specific risks.

Most liability insurance is based upon providing coverage when you cause property damage or bodily injury. But what if you cause financial harm only? That is where coverage such as Professional Liability and Directors and Officers coverage can be an important consideration.

Insurance names are not always what they appear. The name General Liability Insurance would suggest it covers General Liability. That is not the case. Many things are specifically excluded in this policy. It is important to understand if these exclusions are relevant to you and your business. For example, imagine a business that owned a truck that was used solely on its property. Owners often believe they do not need to purchase Automobile Liability coverage because their vehicle is not being registered and used on public roads. Many GL policies exclude the liability associated with vehicles that are meant to be driven on public roads. So, if an employee were to accidentally run over someone on the property, the loss could be excluded on the GL policy.

According to FEMA, 40 percent of businesses never reopen after disasters and another 25 percent fail within one year. The U.S. Small Business Administration found that over 90% of companies fail within two years of being hit by a disaster. These are truly alarming statistics that imply that companies can do better at risk management planning.

No matter how knowledgeable and experienced your insurance broker is they cannot provide you with the most effective risk management solutions without working closely with you to understand the specific risks associated with your business, your plans to mitigate that risk and your priorities in financing the risk either directly or with insurance.