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

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By Elizabeth Landry

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

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

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

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

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

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

MILESTONE CAMPAIGNS AND EVENTS

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

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

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

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

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

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

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

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

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

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

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

GROWTH AND CHANGE OVER FIVE DECADES

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

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

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

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

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

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

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

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

SUPPORTING THE COMMUNITY

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

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

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

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

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

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

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

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

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

WORKING TOGETHER FOR SUCCESS

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

Preparing for the Next Phase of Growth

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

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

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

Moving Beyond Projects to Performance

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

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

Turning Opportunity into Capacity

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

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

Building the Workforce That Modern Manufacturing Requires

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

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

A Regional Advantage

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

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

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

Preparing Professional Services Firms for the Age of AI

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By K.C. Roberts

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

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

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

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

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

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

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

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

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

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

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

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

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

AI Generated, Edited by K.C. Roberts

Techno Stress in Our Environments

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

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

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

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

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

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

Personal habits

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

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

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

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

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

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

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

Resources

Mind–body and mindfulness

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

Leading a New Era of Health Data Innovation and Statewide Impact with Elizabeth Amato

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By Molly English-Bowers

Before she became the President and CEO of HealtheConnections, Elizabeth Amato was young teacher in Charlotte, N.C., discovering that her true calling lay beyond the classroom. She felt pulled back to her time working in women’s health in an ambulatory care setting — a decision that would launch the next 20 years of her health IT career.

“I realized pretty quickly that I was drawn to healthcare, which was perfect considering the timing of the emergence of the electronic health records and health information exchange industries” Amato said. “I came into this field at the right time.”

Today, she leads HealtheConnections, a nonprofit organization providing health information exchange (HIE) services and expertise to more than 4,600 health and care offices and the 16+ million patients they serve. Amato, 45, is a Rochester native with deep roots in the area. She attended St. John Fisher University in Rochester for her undergraduate degrees of Education and Psychology before earning a graduate degree in Health Administration from Roberts Wesleyan University.

Amato is a respected leader in the health IT space. She has an extensive background in HIE, health data, government relations, policy and compliance, with focused expertise on program development and design, advocacy, research, and source funding.

Her healthcare journey began in 2006 at an OB/GYN office, where she worked as assistant administrator. “I started this phase of my career when electronic medical records first became attainable for doctors’ offices,” Amato said. “I found it very interesting, and at the same time I could see the potential for how it could help doctors’ offices operate more efficiently.”

Step by step she accumulated knowledge in the field: She worked for three and a half years as Director of Health Information Technology at Innovative Solutions, in West Henrietta, then spent nearly nine years at the New York eHealth Collaborative in New York City and Albany, eventually rising to Vice President of Programs & Service Management. There, she was able to drive statewide programs that helped establish and grow New York’s HIE networks and help set statewide policy, naturally positioning her to step into her role today running a successful HIE.

Leading the Way in HIE

Amato started at HealtheConnections in January 2022 as Vice President of HIE Services and Operations. In January 2024, she rose to Senior Vice President and Chief Operating Officer. As CEO, she is leading the organization into its next chapter by prioritizing innovation, adaptability, and long-term planning.

HealtheConnections is one of six HIEs in New York that comprise the Statewide Health Information Network for New York (SHIN-NY). “As a network, we work with 85 to 90 percent of doctor’s offices, nursing homes, and home-care practices and 100 percent of hospitals,” she said.

Most patients aren’t aware of HealtheConnections and what it does. Its primary role is to provide a patient’s health data to their care teams, including primary care doctors, emergency departments, nursing homes and care managers. The medical community can access records when they need them, quickly and securely, because they’re all stored in HealtheConnections’ system.

Does your physician need to see recent bloodwork? They use HealtheConnections to access it. Does patient information need to be transferred to a specialist? HealtheConnections makes that happen electronically. Does a county Health Department need to understand the demographics of residents with diabetes? HealtheConnections is the source.

“Years ago, if you had to see a specialist, a patient would have to call and request their records and maybe pick them up or have them faxed,” Amato explained. “For the past 15 years, our organization and others like us have focused on making that easy using technology, so that it’s happening in the background and your records are available when and where your doctor needs them.”

Similarly, HealtheConnections works with municipal public health departments to organize and understand information about their local populations. “We do a lot of supportive work for public health departments and agencies,” Amato said. “It’s in our DNA going back to the beginning – making the data we have useful and available to local health departments so they can understand the healthcare status and needs of their communities.”

Overall, it’s about focusing on healthcare outcomes. “It’s not just how many surgeries were done, but were the outcomes better?” Amato said. “Are patients staying out of the hospital, are they staying healthy, are they getting the home care they need? Are patients actually getting better? We can measure that because we have the data.”

All this sharing of data relies upon robust, modern technological infrastructure. “Just this week (late October 2025) we launched a platform we’ve been working on for several years,”Amato said. This project has been in the works for several years, so it didn’t begin under Amato’s leadership, but she has confidently stepped in to support its completion. 

“I’m proud of the work that this team has accomplished, and that in my first year as CEO we are able to bring this major project over the finish line and launch it,” Amato said. “It uses the latest technology offerings in the healthcare data industry, and it’s what we call “cloud-native”. It’s not dependent on legacy types of hardware and infrastructure. We’re using scalable and adaptable tools that are unique in our space. That’s going to allow us to be highly responsive to data requests from our participants, be able to offer better analyses, and much more.”

“Based on the way it’s built, we’re never locked in to what’s available in 2025,” she continued. “We can keep iterating, which is going to help us stay resilient and relevant as an organization and it’s going to help us better serve our participants and our partners in getting them the data they need.”

She knows that the organization will be responsive to meet the next wave of health challenges. “As populations grow and change, the core mission of what we do is even more important,” Amato said. “The demands on healthcare aren’t new since COVID, but COVID highlighted some cracks in healthcare systems. Doing more with less and seizing the opportunity to be helpful—having useful information medical professionals need—that’s where we really shine.”

Preparing for What’s Next

HealtheConnections continues to support patient-centric, value-based care, as well as develop the resources that enable better outcomes, efficiency, and affordability. Amato’s team is prioritizing the strategies and initiatives that support those goals not only locally, but statewide.

“Organizations like ours are starting to play a more active role in one specific area where we might be one of the only service providers for a certain type of HIE service, or we might be one of two that are providing a certain service,” Amato explained. “That’s another area of our growth strategy—continuing to stand out as one of the statewide partners, certainly, but also how we directly serve our participants within our regions through new, better, faster, smarter tools and services.”

That statewide collaboration is boosting HealtheConnections’ current growth. “We’re very proud of the fact that in 2025 we were awarded two contracts to play bigger roles as part of this statewide network, and we hope there’s more of that to come,” Amato said.

At one time, there were a dozen HIEs in New York; consolidations and mergers reduced that number to the current six. Amato believes it is currently more important than ever for HIEs to operate resourcefully and add value to a variety of stakeholders.

“HealtheConnections and our statewide partners are very focused on making sure we’re efficient and that we’re doing the best we can in reducing duplication and overlap. That’s the efficiency goal that the state’s working on.”

Privacy is always a concern with health information, but New Yorkers needn’t worry. “New York State is very good at this,” Amato said. “It was one of the earliest adopters of health information exchanges, so there’s a long history of thorough, diligent policymaking to ensure patient confidentiality and provider comfort level while supporting the state’s needs. It’s very appropriately and tightly controlled, which is important for people to know.”

Workplace Culture

Taking on a new, executive role in any organization can be daunting, but Amato’s three years at HeC before assuming the role of President and CEO have eased the transition for her and her workforce. “We do a lot with our staff in terms of having open forums to provide them with information about what we think is coming next in the industry,” she said. “We try to help them understand how the work we do fits into the regional, statewide and national landscape.”

She fosters an open workspace that allows her staff to feel comfortable sharing their ideas. “My role is two-fold—it’s providing information, and then being open to feedback and input from our staff, the incredibly smart people who work with us—all ideas are welcome.’”

Her leadership style is aimed toward HealtheConnections being an employer of choice. “We hope to be able to attract and retain top talent, which is something we’re very proud of,” she said. “We’ve added 6-8 staff members in 2025 and have a few more openings in early 2026. We’re 55 in total. I’m lucky to be surrounded by excellent coworkers with deep expertise.”

Employees at HealtheConnections work in such titles as technical/programmer, customer service, data quality, public health, and compliance and policy. “That’s very important,” Amato said of the latter, “and we put a lot of effort and emphasis on that. Without it, we can’t operate.”

Amato is especially honed-in on organizational resiliency and adaptability. “That’s been the biggest focus of my leadership thus far because this is a time of great change, not just for HIEs but for all businesses, and certainly those in the healthcare space. My job is making sure we’ve got a mindset that is focused on adapting and adjusting where possible. And we will be better off for it.”

“Even before my time here, innovation, continuous improvement, and close collaboration with participants, partners, and peers have been the hallmarks of HealtheConnections’ success. Things are changing every day, and the best way we can prepare for the future is being an organization that keeps those at the forefront,” she emphasized. “That’s been one of my key priorities this year and it’s going to continue. My commitment is to preserve the values that have brought us here, while bringing new ideas and a forward-looking perspective to ensure our organization and partners continue to thrive.”   More information can be found online at healtheconnections.org.

How to Present Your Company Effectively in a Trade (Custom) Magazine

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By K.C. Roberts

In an increasingly crowded marketplace, visibility alone is no longer enough. How your company is presented—particularly in a trusted trade (custom) magazine—can significantly influence perception, credibility, and ultimately, buying decisions. Trade (custom) publications offer a unique opportunity to tell your story in a context that decision-makers already value. To maximize that opportunity, your presentation must be strategic, authentic, and audience focused.

Understand the Magazine’s Purpose and Audience

The first step in effective presentation is alignment. Trade (custom) magazines are designed to serve a specific industry or professional audience, often combining editorial insight with sponsored or branded content. Before crafting your message, understand who the readers are, what challenges they face, and what type of information they expect. A message that resonates with hospital administrators will differ greatly from one aimed at manufacturing executives or professional service providers. Tailoring your content to the readership signals relevance and respect for their time.

Position Your Company as a Solution, Not a Sales Pitch

One of the most common mistakes companies make in trade publications is treating the article as an advertisement. Readers of trade magazines are seeking insight, not overt promotion. Effective content positions your company as a knowledgeable partner that understands industry pain points and offers practical solutions. Discuss trends, challenges, or innovations, and demonstrate how your expertise addresses them—without excessive self-promotion. Subtlety builds credibility; credibility builds trust.

Tell a Compelling Story

Storytelling is a powerful differentiator. Rather than listing services or capabilities, frame your company’s message around real-world impact. Case studies, client success stories, or examples of problem-solving help bring your value proposition to life. When possible, quantify results to reinforce authenticity. A well-told story not only engages the reader but also makes your company memorable long after the magazine is set aside.

Highlight Leadership and Expertise

Trade (custom) magazines are an ideal platform to showcase thought leadership. Featuring insights from company executives, physicians, engineers, or subject-matter experts humanizes your brand and reinforces authority. By sharing informed perspectives on industry developments or best practices, your company becomes part of the broader professional conversation rather than an outsider attempting to interrupt it.

Maintain Editorial Quality and Professional Tone

Presentation extends beyond what you say to how you say it. Content must be well-written, concise, and professionally edited. Avoid jargon overload, unsupported claims, or exaggerated language. Strong headlines, clear subheadings, and logical structure improve readability and encourage engagement. Visual elements—such as professional photography, charts, or infographics—should support the narrative rather than distract from it.

Integrate Brand Identity Consistently

While subtlety is important, brand consistency still matters. Ensure that logos, color palettes, messaging, and tone align with your broader marketing efforts. Readers should easily recognize your company’s identity and values without feeling overwhelmed. A consistent brand presence reinforces recognition and trust across multiple touchpoints.

Measure Impact and Refine Your Approach

Finally, treat your presence in a trade (custom) magazine as part of an ongoing strategy. Track engagement, inquiries, and downstream opportunities generated by the publication. Feedback from readers, sales teams, or partners can provide valuable insight into what resonates. Use that data to refine future content and strengthen your positioning over time.

When executed thoughtfully, a trade (custom) magazine is more than a placement—it is a platform for credibility, influence, and long-term brand building. By focusing on relevance, storytelling, and value, your company can present itself not just as a participant in the industry, but as a trusted leader within it.

AI Generated, Edited by K.C. Roberts

TDO’s Vision for 2026: A Stronger, Smarter Central New York

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

As Central New York stands on the edge of historic investment and transformation, TDO is sharpening its focus on what comes next. As the region’s Manufacturing Extension Partnership (MEP) center and a nonprofit consulting and training organization based in Liverpool, TDO exists to grow the local economy by helping manufacturers and technology companies drive operational excellence and cultural transformation.

By 2026, our vision is clear: Central New York will be recognized as a premier destination for modern manufacturing and technology-driven businesses—a place where companies of all sizes can compete globally, innovate continuously, and provide high-quality, family-sustaining careers.

Adapting to Rapid Change
Manufacturers in our region are navigating a perfect storm of change: shifting supply chains, digitalization, cybersecurity threats, workforce shortages, and evolving customer expectations. TDO is adapting alongside them in three key ways:

• From projects to long-term partnerships
Rather than “one-and-done” engagements, we’re deepening our role as long-term performance partners—walking alongside companies as they implement Lean, Six Sigma, quality management systems, and strategic plans that stick over time.

• Embedding digital and data into everything
Lean and continuous improvement remain foundational, but by 2026 our standard toolkit increasingly incorporates data analytics, Industry 4.0 concepts, and technology roadmapping to help companies connect their shop floor to real-time decision-making.

• Matching pace with policy and investment
Major public and private investments in advanced manufacturing and infrastructure are reshaping Central New York. As NYSTAR’s designated regional Technology Development Center and part of the NY MEP network, TDO is aligning its services with these investments so local firms can win contracts, scale capacity, and plug into new supply chains.

Strategies for Seizing New Opportunities
To help Central New York companies to lead, not just survive, TDO is pursuing several strategic priorities through 2026:

• Scaling Operational Excellence
We’ll expand training and hands-on coaching in Lean, Lean Six Sigma, and problem-solving to more companies and more people—from front-line operators to senior leaders. By standardizing methods such as Training Within Industry (TWI) and focusing on daily management systems, we help organizations lock in gains in quality, delivery, cost, and safety.

• Accelerating Innovation and Commercialization
TDO is strengthening its support for new product development, market intelligence, and commercialization to help companies bring ideas to market faster and with less risk. For researchers, entrepreneurs, and established manufacturers, we’ll continue to support technology transfer and the journey from start-up to mature organization.

• Connecting Companies to Growth Resources
Finding the time and funding to pursue big initiatives is often the biggest barrier. TDO helps companies navigate grants and funding programs that support product innovation, cybersecurity, workforce development, capital investment, export growth, and more—so they can act on opportunities instead of parking them on a wish list.

• Building Stronger Regional Networks
No single organization can drive transformation alone. By collaborating with economic development partners, education and training providers, industry associations, and peer MEP centers, TDO is helping create a collaborative ecosystem that shares best practices, attracts new employers, and strengthens local supply chains.

Preparing Workforce, Infrastructure, and Leadership for the Future
The future we’re aiming for requires more than technology—it requires people, systems, and leaders ready to use it well.

• Workforce: Skills for the Jobs of Tomorrow
By 2026, TDO aims to equip thousands of Central New York workers with the skills needed for advanced manufacturing and technology-enabled roles. That includes:

o Customized in-house training that builds practical skills in problem solving, standard work, quality, and safety.
o Upskilling programs that help experienced workers transition into higher-tech roles and leadership positions.
o Entry-level pathways that connect new talent to local manufacturers through basic manufacturing skills, culture of continuous improvement, and career awareness.

• Infrastructure: Systems That Can Scale
Implementing robust quality management systems to meet demanding customer and regulatory requirements.

o Designing efficient plant layouts, material flows, and visual management systems that support growth.
o Integrating digital tools, data collection, and basic automation in a thoughtful, ROI-driven way so that even small and mid-sized manufacturers can benefit from Industry 4.0.

• Leadership: Guiding Transformation, Not Just Managing Operations

TDO’s leadership development efforts focus on turning supervisors, managers, and executives into coaches and change leaders. Through strategy deployment, leadership coaching, and culture-building work, we help leaders:
o Translate regional opportunities into clear company strategies.
o Engage employees at every level in continuous improvement.
o Sustain transformations so today’s gains don’t become tomorrow’s slide back to “the way we’ve always done it.”

Looking Ahead
TDO’s impact is already measurable—its support generated hundreds of millions of dollars in economic impacts in supporting jobs, investment, cost savings, and profitable growth across Central New York. Our 2026 vision builds on that momentum. By helping manufacturers and technology companies train, develop, and optimize their people and processes, TDO is committed to ensuring that Central New York doesn’t just respond to change—it leads it. Together with our regional partners and the companies we serve, we’re building a future where Central New York is known not only for its history, but for its modern, resilient, and innovative manufacturing 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 an SMM and would like to talk further, TDO’s team is experienced and fully certified to help. Reach out today to learn more and schedule a free consultation.

Why Writing a Column on Your Expertise Enhances Your Credibility

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By K.C. Roberts

In an increasingly crowded and competitive marketplace, credibility is one of the most valuable assets a professional or organization can possess. Buyers, partners, and stakeholders want to work with people they trust—those who demonstrate knowledge, consistency, and authority in their field. One of the most effective yet underutilized ways to build that trust is by writing a regular column focused on your area of expertise.

A well-crafted column does more than share information. It positions you as a thought leader, reinforces your professional reputation, and creates sustained visibility with your target audience. Over time, it becomes a powerful credibility-building tool that supports both personal and organizational goals.

Demonstrating Expertise Through Consistency

Anyone can claim to be an expert. Writing a column proves it. When you consistently explain complex topics clearly, offer practical insights, and address real-world challenges, readers begin to associate your name with competence and reliability. A recurring column allows you to showcase depth of knowledge over time, not just in a single article or presentation.

Consistency is critical. Publishing regularly—monthly, quarterly, or even weekly—signals commitment to your discipline and your audience. It shows that you are actively engaged in your field, staying informed, and thinking critically about trends and developments. That ongoing presence reinforces the perception that you are not only knowledgeable, but current and relevant.

Building Trust Through Education, Not Promotion

Credibility grows when your content is educational rather than self-promotional. A column that focuses on helping readers understand issues, make better decisions, or avoid common pitfalls positions you as a trusted advisor instead of a salesperson. Readers are far more likely to respect—and remember—professionals who share value freely.

Over time, this approach creates a strong trust foundation. When readers later need products, services, or guidance related to your expertise, they naturally gravitate toward the person who has been consistently helping them think smarter and act more confidently.

Humanizing Your Brand and Perspective

Writing a column also allows you to communicate your perspective, values, and approach in a way that corporate messaging often cannot. Your voice, examples, and point of view humanize your expertise. Readers gain insight not just into what you know, but how you think.

This personal dimension is particularly important in professional services and B2B environments, where decisions are often influenced by relationships and perceived alignment. A column helps readers feel they “know” you, even before a direct interaction occurs, which lowers barriers to engagement and collaboration.

Reinforcing Authority in Your Market

A published column—especially in a respected trade publication, business journal, or industry platform—provides third-party validation. Being given space to share your insights signals that an editor or publisher considers your perspective worth hearing. That external endorsement enhances your authority in ways self-published marketing materials cannot.

This authority often extends beyond the page. Columnists are more likely to be invited to speak at events, participate in panels, contribute to broader discussions, or serve as expert sources for media. Each of these opportunities further compounds credibility and visibility.

Creating Long-Term Value from a Single Effort

Unlike transient marketing tactics, a column creates lasting assets. Articles can be shared with prospects, included in proposals, repurposed for digital content, or referenced in conversations. Over time, your body of work becomes a portfolio of expertise that speaks on your behalf—even when you are not in the room.

Importantly, credibility built through writing is cumulative. Each column strengthens the impact of the last, creating a steady upward trajectory of trust and recognition.

Conclusion

Writing a column on your area of expertise is not simply a content exercise; it is a strategic investment in credibility. By consistently educating, informing, and engaging your audience, you establish authority, build trust, and differentiate yourself in a meaningful way. In a marketplace where credibility drives decisions, a thoughtful, well-executed column can become one of your most powerful professional tools.

AI Generated, Edited by K.C. Roberts

Scaffold Law Reform Efforts

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Earl R. Hall, Executive Director, Syracuse Builders Exchange

For the past 35 years, construction industry Association executives, myself included, and others have attempted to work with politicians in Albany to reform the antiquated New York State “Scaffold Law” (Labor Law 240), which imposes an absolute liability standard on gravity related injuries to workers – even when the worker is at fault.  Generally, these cases are settled out of court between the plaintiff’s attorney and the very few insurance carriers which choose to take on this extraordinary risk exposure in New York.  This unique and strict absolute liability standard does not exist in any of the other 49 states, where such gravity related injury claims and lawsuits are subject to a comparative negligence standard.  The construction industry’s proposed reform does not take away one’s ability to sue if injured, rather the industry has for decades asked Albany politicians to amend the state’s outdated Labor Law, which was enacted in 1885, to eliminate the absolute liability standard and replace it with a comparative negligence standard.

Earlier this year, Unites States Congressman John Faso (Southern Tier and Hudson Valley) and Congressman Nick Langworthy (Western NY) introduced legislation attempting to remedy the “Scaffold Law” on any project (including those in the state of New York) which receives federal funding via H.R. 3548 (Langworthy), legislation which would preempt the NYS “Scaffold Law” on federally funded projects.

The bill would require a contributory negligence standard to be used to assess fault for injury accidents occurring on federally funded or subsidized projects. All 49 other states use contributory negligence as the legal standard; only New York state utilizes strict or absolute liability on property owners and contractors.

New York’s “Scaffold Law” does not improve worker safety. All federal data prove that rates of fatality and injury on construction sites in New York are no better, and often worse, than in other states.  Additionally, many insurance carriers have chosen not to underwrite general liability insurance in New York state for contractors due to Labor Law 240, and the associated high-risk exposure.

The congressional bill would include all federal grants, tax credits, and subsidies. This preemption would be particularly beneficial in reducing insurance and other costs for transportation infrastructure, affordable housing, technology projects, and environmental improvement projects, while opening up the insurance market with more insurance companies reentering the New York construction market.

It is estimated that Labor Law 240 “Scaffold Law”, dating from 1885, increases costs of all building projects in the state by a minimum of between 5-10%. Federal preemption would finally force Albany politicians to change the law for all other projects such as hospitals, schools, municipalities, roads, bridges, and all other private and public construction. Without federal action, nothing will happen in Albany to initiate reform of this expensive, unique, and antiquated law.

Enactment of H.R. 3548 would help lower building construction costs in New York state and help make New York more affordable.  Many New York state construction industry Associations, and others engaged in the industry – including taxpayers, are supporting the inclusion of H.R. 3548 in the base text of the pending Surface Transportation Bill in the United States Congress. This bi-partisan legislation is slated for reenactment in the spring of 2026 but is being drafted now.

As New York State’s largest and oldest construction industry Association, representing industrial, commercial, educational and institutional construction contractors, suppliers and manufacturers’ representatives, the Syracuse Builders Exchange is requesting our approximately 1,100 members, and other construction industry stakeholders, to contact your member of congress to request that Chairman Sam Graves (R-MO) and Ranking Member Rick Larsen (D-WA) of the Transportation and Infrastructure Committee include H.R. 3548 in the base text of the Surface Transportation bill.

To lean more about this legislative initiative and how to provide support for “Scaffold Law” reform, please visit www.buildmorenewyork.com .