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INSIDE Masonic Care Community: 121 years of charity. Page 2. The List: PhysicalTherapy Providers. Page 6.

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April 11, 2014

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Masonic Care Community: 121 years of charity UTICA — The Masonic fraternity, the oldest and largest fraternal organization in the world, focuses on community service and charitable work as its principal activities. In the United States, Masonic organizations spend more than $2 million every day on charitable services. In the Mohawk Valley, the Masons established the Masonic Home in May 1893, fulfilling a dream first expressed in the ante-bellum period. The founders of the Masonic Home chose a site on Bleecker Street in Utica, which now comprises 400 JOURNAL STAFF acres. The New York State Masonic Community wanted to build a home to care for the indigent Mason, his wife, widow, and orphan. They chose Utica, because it was in the center of the state. The Masonic Care Community of New York is owned by the Trustees of the Masonic Hall and Asylum Fund, a New York corporation established in1864. In

NORMAN POLTENSON

April of this year, the trustees will celebrate 150 years of service. “The first structure erected in 1893 housed everything and everyone, providing the basic needs of food, shelter, clothing, and education,â€? says Kathy Contino-Turner, director of communications and marketing at the Masonic Care Community. “As the need grew, so grew the structures on campus. The Booth Memorial Children’s Building was first in 1898, followed by the Knights Templar in 1916 for girls, and a two-story brick structure for young children in 1923 ‌ The Scottish Rite building ‌ originally housed the older boys in 1924 and Wiley Hall in 1928 was constructed as the boys’ dormitory.â€? What started as a haven for a few has morphed today into a complex that houses more than 500 elders. “In the 1970s, the trustees made a decision to focus on care for the elderly and to open our community to both Masons and non-Masons,â€? notes Robert J. Raffle, the executive director of Masonic Care Community. “We changed the corporate name in 1992 from the Masonic Home to the Masonic Care Community of New York. If you tour our campus, you will find independent living in Acacia Village; senior care, which includes long-term care, adult residential care, and home care; short-term rehabilitation; and child care. Our skilled-nursing facility houses 320 beds, of which 10 percent is dedicated to short-term rehabilitation ther-

apy ‌ Acacia Village has 135 apartments ‌ Our child-care center caters to children from the age of six weeks to 5 years and is open both to staff and to the community.â€? Masonic Care Community is a major contributor to the local economy, with an operating budget of $50 million and 900 employees. In addition to the campus in Utica, which encompasses more than a million square feet, the Trustees own property in Woodgate and Tappan New York and in New York City. According to the Trustees of the Masonic Hall and Asylum Fund’s 2011 990-form, the corporation has net assets in excess of $250 million. The Masonic Care Community is the original charity of the New York State Masonic Fraternity, and its operation continues to see challenges. According to Raffle, “Today, 70 percent of our reimbursements come through Medicare and Medicaid. New York state has signaled that it can’t sustain the growing cost of Medicaid, and the federal government continues to put pressure on Medicare reimbursements. Coupling the declining reimbursements with the fact that the Oneida County community is aging rapidly puts added pressure on us to adapt. “We continue to be challenged to do more with less,â€? notes Raffle,â€? which is largely due to the continued strain on our state and federal reimbursement structure. We have become more creative and adaptive in our approach to problems and have reached

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ARTICLE 28 SITES

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Robert J. Raffle, the executive director of the Masonic Care Community, leads a large health-care organization located on 400 acres in eastern Oneida County. out to our community partners to form new relationships. We need to be able to adapt, and the only way to do that successfully is to anticipate the trends and changes [in our industry]. We can never sacrifice quality, so we need to be one step ahead. That’s why the executive team is always looking three to five years into the future to plan our course. One example of looking ahead was the decision to enter the home-care field in 2004 by buying a local home-care agency. Our executive team focuses on developing strategic initiatives to take full advantage of opportunities to expand and strengthen our Masonic Care Community.â€? Raffle attributes Masonic Care’s growth over the years to its employees. “In our industry, there is a lot of turnover each year,â€? states Raffle. “We work hard to identify employees committed to quality and who care about their work. We have a complex interview process, but the result is a passionate ‌ [workforce] that’s dedicated to caring for our residents. As a result, we have a much lower turnover rate than the average and a strong recognition of our quality and family culture.â€? Raffle was born in Ilion and graduated from SUNYIT in 1996 with a degree in health-services administration. He worked in Tennessee, Georgia, and North Carolina garnering experience with a for-profit, health-care group. Raffle returned to the Mohawk Valley in 2002 where he was the administrator at a nursing home in Rome. The Ilion native joined the Masonic Care Community in 2004 as the assistant executive director and assumed the duties of the executive director in 2012. He lives in Ilion with his wife Amy and three children. “Our residents and staff live charity every day,â€? avers Raffle. “Our seniors in the Health Pavilion participate in numerous activities and raise thousands of dollars. To name a few: residents of Acacia Village hold an annual “Souper Bowlâ€? to raise funds for the Child Care Center. The Resident Council holds bake sales, garage sales, and basket raffles throughout the year. The Masonic Care Community will hold its second annual fundraiser — ‘The Mighty Run’ — on the campus in September ‌ The campus itself plays host to a number of local, nonprofit organizations. In 2013, various charities utilized our campus to hold fundraisers that generated more than $500,000. That’s a pretty impressive record ‌ We live charity every day.â€? q Contact Poltenson at npoltenson@cnybj.com

April 11, 2014


Five Star Urgent Care continues expansion with Camillus office CAMILLUS — Five Star Urgent Care’s expansion push continues with its latest office addition in the town of Camillus. On March 28, the provider of walk-in, urgent-care services announced the opening of a location at 3504 W. Genesee St. in the Fairmount area of Camillus. It’s the second office in the Syracuse area for Five Star. The health-care proJOURNAL STAFF vider first entered the Syracuse market last May when it opened a new facility on Route 11 in Cicero. It also operates locations in Ithaca, Big Flats, and Jamestown. “In looking at the Cicero location, I further looked deeper into Syracuse to see what needs there would be for urgent-care centers and determined that the area should support two more centers, thus coming to Camillus,” says Dr. John Radford, founder and majority owner of Five Star Urgent Care. Radford has physician partners in the

ERIC REINHARDT

venture, he says, but declined to disclose how much each person owns. Five Star also has plans to open offices in DeWitt and Corning, according to its website. Radford is an emergency physician from Buffalo. Through his work in emergency departments, he’s seen an increase over the past five to 10 years in the need for urgent-care facilities, he says. He was a partner in a large group in Buffalo that owned several urgent-care centers and decided a few years ago “to branch out” on his own. Radford worked with Tampa, Fla.–based National UC Realty, a realtor that “specializes in finding prime sites that will maximize revenue” for new urgent-care facilities, according to its website. National UC Realty is a division of Columbus, Ohio–based Zelnik Realty Group, Inc. The company helps medical clinics with site location, examining population demographics and traffic counts. Five Star leases its space from the DeWitt–based Widewaters Group, Radford says. CBD Construction, part of the Syracuse–based CBD Cos., handled the build-out work on the Camillus clinic, he adds.

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Five Star Urgent Care technicians enter patient information into their system.

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The cost to open a single clinic ranges from $850,000 to $1 million, depending on the center, Radford says. To finance the opening in Big Flats, he used a loan from M&T Bank, which had the support of the U.S. Small Business Administration. “Once they saw the center was doing well, they backed us on our other sites,” he says. A management and billing company in Ellicottville, N.Y. in Erie County serves as the headquarters for Five Star Urgent

Care. The billing company sends bills and accepts patient payments. The management company hires staff members, develops new sites, and handles managerial functions for the clinics, Radford says. Five Star employs a total of 63 people, a majority of whom are full-time workers. The figure includes seven people working at the management and billing company. “Like an emergency department … we See FIVE STAR, page 10

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Al Cleinman focuses on optometrists’ vision ONEONTA — Alan H. Cleinman can’t help it; he is a serial entrepreneur. At age five, he held a yard sale at his home in Gilbertsville in Otsego County and sold his mother’s jewelry. (She later recovered the items.) At age 13, he hawked popcorn from a wagon at the local speedway. By the time he was 16, Cleinman worked as a salesman for Brillen International Optical, selling imported eyeglass frames over the phone to optometrists. He soon found himself the national sales manager, with six employees reporting to him. At JOURNAL STAFF age 18, the boy from Gilbertsville went off for four months to try his hand as a carnival barker, before returning to the world of optometry. Cleinman launched his first company — Co-Optics of America — when he was 23. “I had just read ‘How to Borrow Your Way to a Fortune,’ ” says Cleinman. “The book recommended walking into multiple banks on the same day to ask for a loan. I … [visited] three, and two gave me $5,000 loans. The $10,000 let me create a buying group for eye frames and lenses, so that small optometrists could compete with the large retailers whose volume purchases warranted a discount. Co-Optics charged a one-time membership fee and took a percent of the purchase price.” Co-Optics pioneered a new field when it made its first sale. On Dec. 1, 1979, the firm was able to get 15 of 19 optometrists attending a sales pitch in Tampa to sign up on the spot. “Membership grew very quickly,” remembers Cleinman. “By 1984, the company was strapped for capital and had a negative net-worth of $600,000. I brought

NORMAN POLTENSON

in investors, led by Chemical Venture Partners (now Chase Capital), which initially committed $1.3 million.” Co-Optics subsequently received multiple venturecapital investments to fuel its growth. Between 1985 and 1989, Cleinman created four new businesses within Co-Optics. “I launched Sight magazine, a quarterly, glossy publication with a circulation of over 1 million subscribers. The magazine was mailed to our members’ patients in advance of their next appointment. Co-Optics also created a lab, and the company offered managed services to HMOs (health-maintenance organizations). The fourth business was a computerized patient recall that mailed reminders to our members’ patients.” When Cleinman left Co-Optics in 1989, the company had 50 employees, between the Oneonta site and an acquired business located in Seattle. His next venture was starting Cleinman Performance Partners, Inc. (CPP), an Oneonta–based consultancy specializing in the business of optometry. How would the company stand out from the crowd? “Unlike most consultants, who take a narrow focus on an industry, CPP was designed to offer a wide array of services to just one industry,” states Cleinman. “We provide services to [industry] leaders and to organizations through six business units: ‘Solutions’ offers custom consulting in areas such as planning, organizational development, agreements, succession, and divestiture strategies; the ‘Network’ offers sharing of best practices and benchmarking; the ‘University’ is focused on education through training workshops and staff events; ‘Resources’ is the publishing arm, which includes white papers, webinars, data-mining, and research; ‘Services’ renders support services, such as IT, facilities design, real-estate development, accounting, and merchandising; and the ‘Connections’

unit handles supplyside, marketing support.” Today, CPP is North America’s largest, general-business consultancy specializing in the vision-care industry, according to Cleinman Cleinman. The company currently has a staff of 20 and another 15 professional consultants in its national network. CPP is currently looking to fill another five positions. The company operates from an 8,000square-foot building in downtown Oneonta, which is owned by Cleinman. The Business Journal estimates annual revenue at more than $3 million. “CPP is very segmented in its marketing,” continues Cleinman “We don’t handle start-ups, and we don’t consult with classic chains. We focus on those private optometry practices that generate more than $1 million a year [in revenue]. In the U.S., there are currently about 40,000 retail optical doors, with about 20 percent in our target market. Half of all practices are still independent, which gives us a large domestic market. The demand for optometric services is also growing as more Americans age and as they require more eye care. In addition, the international market is exploding as developing countries like India and China develop a middle class. With 300 clients, we have barely scratched the surface of this market.” CPP’s leadership team includes Cleinman as the company president, Pamela Sparaco as the vice president of finance and administration, Kathleen Avery as the senior director of client development, and Ginamarie Wells in the role of senior director of client services. Cleinman has spent more than four de-

cades in the optometry industry and has branded his name recognition not only nationally but also internationally. “When I started this business back in 1989, my telephone began ringing as soon as I let it be known that I was leaving Co-Optics. The press had already recognized my innovations in business development. I have written and continue to write extensively and blog regularly on subjects of interest to our industry, including addressing controversial topics. After 42 years in the industry, I don’t believe we have any [real] competition. Yes, like the construction business where anyone with a hammer and pickup truck can call himself a contractor, optometry has many who call themselves consultants. Most come into the industry as optometrists. CPP is comprised of business people with a diversity of backgrounds and experience.” According to Cleinman, CPP is a knowledge business. “We’re a clean business, one that can operate virtually anywhere. We employ unique people from diverse backgrounds. The economic future of our area is tied to attracting similar types of knowledge businesses, businesses that can provide opportunity outside the norm. CPP has accumulated a vast storehouse of knowledge and continually seeks to monetize its asset. I’m a numbers guy. If you look at the numbers long enough, they’ll start talking to you.” Cleinman, 57, doesn’t need to borrow his way to a great fortune. The numbers are speaking to him. As the founder of more than 25 enterprises and the creator of scores of products and services, he is always focused on creative ideas that will help his clients see their businesses more clearly. That’s what serial entrepreneurs do. q Contact Poltenson at npoltenson@cnybj.com

Upstate Medical teams up with Ecuadoran drug company on clinical research SYRACUSE — The State University of New York (SUNY) Upstate Medical University on March 28 announced it is working with a company in Ecuador to establish clinical-research projects with universities and research institutes in that country. Upstate Medical’s Center for Global Health and Translational Science (CGHATS) on March 6 signed a five-year memorandum of understanding (MOU) with Enfarma, the Ecuadorian state JOURNAL STAFF pharmaceutical company.

ERIC REINHARDT

Page 4 • HealthCare Provider

The MOU positions both organizations to establish research and translationalscience projects, Upstate Medical said in a news release. As part of the understanding, Upstate Medical will aid in the creation of a research center in Ecuador where researchers could conduct clinical trials for vaccines and diagnostics, especially for dengue and other “neglected” infectious diseases, Anna Stewart Ibarra, research scientist and Latin America research coordinator at CGHATS, said in the release. “Our CGHATS researchers are currently conducting studies in Ecuador and this memorandum of understanding formalizes our collaborations and paves the way for future scientific and educational initiatives,” Stewart Ibarra explained. Those efforts include Stewart Ibarra’s field study involving dengue-transmission dynamics and mosquito-control interventions to help stop the spread of dengue.

Dengue is a “life-threatening,” mosquito-borne, viral disease that is one of the “fastest spreading” tropical diseases globally, and highly prevalent in Ecuador, Upstate Medical said. It is now emerging as a threat in Florida, along the Texas border, and on Long Island. Experts don’t see person-toperson contact as a way to directly spread the virus. The CGHATS is one of the research centers conducting investigations to develop a dengue vaccine, according to Upstate Medical. Enfarma’s goal is to make vaccines and other pharmaceuticals more accessible to Ecuadorians, Stewart Ibarra stated.

“One of our common goals is to study the efficacy of orphan drugs, or those that are not a priority of the larger pharmaceutical companies, and to bring these drugs to market in a more timely fashion,” she said. CGHATS says it is a consortium for the global-health activities at Upstate Medical University, providing opportunities for collaboration and partnerships with other resources and groups in Central New York and around the globe. Described as a “multidisciplinary, applied research center,” staff members are involved in center-based and field-research projects in several countries around the world, including Ecuador, Kenya, and Thailand, according to Upstate Medical. Contact Reinhardt at ereinhardt@cnybj.com

April 11, 2014


Report identifies CNY’s healthiest and unhealthiest counties Tompkins County and Chemung County are the healthiest and unhealthiest counties, respectively, in Central New York, according to a recent national report. Tompkins County is also one of the healthiest counties statewide, ranking second out of the 62 New York counties, according to the fifth edition of “County Health Rankings.” It’s a report compiled by researchers at the Robert Wood Johnson Foundation and the University of Wisconsin Population journal staff Health Institute. Of the other 15 Central New York counties, Tioga and Madison also place among the healthiest. Tompkins’ Southern Tier counterpart, Chemung County, is among the unhealthiest counties in the state, ranking at number 60 out of 62 New York counties. Most of the remaining Central New York counties fall in the middle of the health rankings among Empire State counties. The report compares the health of counties within a state based on 29 factors, including smoking, unemployment, access to

nicole collins

healthy foods, and physical inactivity. This year’s report also features six new measurements — housing, transportation, food environment, mental health, injury-related deaths, and exercise opportunities. The counties then receive two rankings based on a weighted summary of the measurements, health outcomes, and health factors. “Health outcomes represent how healthy a county is while health factors represent what influences the health of the county,” the report says. Jefferson County, the fastest growing county in New York state, ranks 31 for health outcomes, but comes in lower for health factors, ranking No. 52. Fellow North Country county, St. Lawrence, is among the unhealthy counties, as it ranks number 55 for health outcomes and number 56 for health factors. Livingston County in Western New York and downstate Nassau County rank first in health outcomes and health factors, respectively. Bronx County, also downstate, is the unhealthiest county in the state based on the rankings. It comes in last (No. 62) for both health outcomes and factors. As a whole, New York state is the 15th healthiest state in the nation, as determined by a different report, “America’s Health Ranking,” a long running annual assessment of the nation’s health on a state-bystate basis. q Contact Collins at ncollins@cnybj.com

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St. Joseph’s implants first miniature cardiac monitor SYRACUSE — St. Joseph’s Hospital Health Center recently announced that it is the first facility in Syracuse to implant the Medtronic Reveal LINQ Insertable Cardiac Monitor (ICM) System in a patient. It’s the smallest implantable cardiac-

monitoring device available on the market, St. Joseph’s contended in a news release. Ali Almudamgha, M.D., medical director of St. Joseph’s electrophysiology lab, implanted the first device on March 4. “With the release of the Reveal LINQ monitor, it will now be substantially easier and less traumatic for patients to undergo long term cardiac monitoring,” he said in the release. The Reveal LINQ ICM is about onethird the size of an AAA battery, mak-

ing it more than 80 by Journal percent smaller than staff other ICMs, the hospital said. While significantly smaller, the device is part of a powerful system that allows physicians to continuously and wirelessly monitor a patient’s heart for up to three years, with 20 percent more data memory than its larger predecessor, Reveal XT. In addition to its continuous and wireless monitoring capabilities, the system

IOSWEGO AM

provides remote monitoring through the “Carelink Network,” through which physicians can request notifications to alert them if their patients have had heart attacks or other cardiac problems. Placed just beneath the skin through a small incision of less than 1 cm in the upper left side of the chest, the device is often nearly invisible to the naked eye once inserted, the news release stated. The device is placed using a minimally invasive insertion procedure. q

I am leading a team of highly-trained physicians, nurses and other clinicians who are ready to quickly treat the community’s unexpected injuries and illnesses. I am saving lives in our emergency department.

HEALTH

Jerry Emmons, MD Emergency Department Medical Director, Oswego Hospital

April 11, 2014

www.oswegohealth.org

HealthCare Provider • Page 5


THE LIST

PHYSICAL-THERAPY PROVIDERS Ranked by No. of Licensed PTs Rank

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. . . . 16. 17. . 19. . . 22. . . . 26.

Name Address Phone/Website

PTs PTAs

Employees CNY Locations

Upstate Medical University PT 750 E. Adams St. Syracuse, NY 13210 (315) 464-6543/upstate.edu/pmr/ Sports Physical Therapy of NY, P.C. 6319 Fly Road, Suite 3 East Syracuse, NY 13057 (315) 410-6200/sptny.com UHS 10-42 Mitchell Ave. Binghamton, NY 13903 (607) 762-2176/uhs.net Arnot Health Physical Therapy & Rehabilitation1 600 Roe Ave. Elmira, NY 14905 (607) 737-4100/arnothealth.org Faxton St. Luke's Healthcare Regional Rehabilitation Center 1676 Sunset Ave. Utica, NY 13502 (315) 624-5400/faxtonstlukes.com

74 17

177 6

60 3

150 2

50 25

145 8

38 7

83 7

33 12

54 3

St. Joseph's Hospital Health Center Physical Medicine and Rehabilitation 301 Prospect Ave. Syracuse, NY 13203 (315) 448-5430/sjhsyr.org Crouse Physical Therapy 736 Irving Ave. Syracuse, NY 13210 (315) 470-7574/crouse.org Fitness Forum Physical Therapy 231 Walton St. Syracuse, NY 13202 (315) 477-0888/fitness-forum.com Cayuga Medical Center Physical Therapy 310 Taughannock Blvd. Ithaca, NY 14850 (607) 252-3500/cayugamed.org Canton-Potsdam Hospital 50 Leroy St. Potsdam, NY 13676 (315) 265-3300/cphospital.org St. Elizabeth Medical Center PT 2209 Genesee St. Utica, NY 13501 (315) 798-8160/stemc.org The Centers at St. Camillus 813 Fay Road Syracuse, NY 13219 (315) 488-2951/st-camillus.org Lourdes Rehabilitation Services 169 Riverside Drive Binghamton, NY 13905 (607) 798-5255/lourdes.com St. Camillus Home Care Agency PT 813 Fay Road Syracuse, NY 13219 (315) 488-2831/st-camillus.org Liberty Resources POST 1045 James St. Syracuse, NY 13203 (315) 425-1004/liberty-resources.org Onondaga Physical Therapy 4651 Nixon Park Drive Syracuse, NY 13215 (315) 492-0592/onondagapt.com Sitrin Medical Rehabilitation Center 2050 Tilden Ave. New Hartford, NY 13413 (315) 797-8000/sitrin.com COAST Physical Therapy 37 W. Garden St., Suite 103 Auburn, NY 13021 (315) 253-3291/coastpt.com Carey & Daley Physical Therapy, PC 8390 Oswego Road Liverpool, NY 13090 (315) 652-4323/careyanddaleypt.com Oneida Healthcare Rehabilitation 221 Broad St. Oneida, NY 13421 (315) 363-8711/oneidahealthcare.org Oswego Health Physical Therapy 140 W. Sixth St. Oswego, NY 13126 (315) 349-5558/oswegohealth.org Physical Therapy Plus 207 Pine St. Syracuse, NY 13210 (315) 476-3176/ptpluscny.com Lewis County General Hospital PT 7785 North State St. Lowville, NY 13367 (315) 376-5225/lcgh.net Menorah Park Hodes Way Syracuse, NY 13214 (315) 446-9111/menorahparkcny.com Chestnut Commons Physical and Occupational Therapy 107 E. Chestnut St. Rome, NY 13440 (315) 337-7952/romehospital.org Hamilton Orthopaedic Surgery & Sports Medicine 85 College St. Hamilton, NY 13346 (315) 824-1252/hamiltonorthopedic.com

24 10

44 3

22 6

33 4

20 12

70 10

18 3

25 3

17 12

42 3

16 0

22 2

15 11

675 1

15 7

23 4

15 1

Page 6 â&#x20AC;˘ HealthCare Provider

Research by Nicole Collins ncollins@cnybj.com (315) 579-3911 Twitter: @cnybjresearch

Year Estab.

Areas of Specialization

Top Local Executives

sports performance, stroke, lymphedema, general orthopedics, pediatrics, spine, hands, brain injury, spinal cord injury, aquatics, cancer, pulmonary, cardiac rehab, pilates evidence-based physical therapy and rehabilitation for all ages and orthopedic conditions, athletic training and sports medicine, balance and pregnancy care, throwing and sports performance programs inpatient rehabilitation, outpatient orthopedic, postsurgical rehabilitation, vestibular rehabilitation, neurological rehabilitation, certified hand therapists, lymphedema services, pediatric therapy services occupational therapy, pediatric physical and neurological therapy, hand management, speech and swallowing therapy, aquatic therapy, sports medicine, rehabilitation care for upper/lower extremities and spine

Lori Holmes, Director of Physical Medicine and Rehabilitation Therapy

1965

Lynn Steenberg, President & CEO Alanna Pokorski, SVP Aimee Alexander, SVP

2005

Matthew J. Salanger, CEO

1981

Robert K. Lambert, M.D., President & CEO

1888

orthopedics, aquatics, wound care, lymphedema, amputations, stroke and other neurological disorders, spinal disorders, athletic injuries, balance and vestibular disorders, critical care interventions, cardiopulmonary impairments, neonatal and pediatrics, neck and low back pain musculoskeletal orthopedics, aquatic therapy, vestibular rehabilitation, lymphedema program, neuro-surgical & non-surgical spine, sports rehabilitation

Diane Jackson, Director of Rehabilitation Services

1957

Kathryn H. Ruscitto, President and CEO Megan Hickey, Director

1869

balance, spinal, sports, concussion evaluation, orthopedic, and neurological rehabilitation, hand therapy, post-therapy fitness program, temporomandibular joint therapy, wheelchair assessments, job matching evaluations orthopedic rehabilitation, aquatic therapy, pre- and postsurgical rehabilitation, spine/back rehabilitation, balance and fall prevention, ergonomic assessments, hand therapy, functional-capacity evaluations aquatic therapy, ergonomic assessment, orthotic prescription, hand therapy, pediatric physical therapy, spine rehabilitation, sports medicine, women's health, vestibular and balance disorders musculoskeletal orthopedic, vestibular rehab, lymphedema, FCEs, comprehensive neurological program, speech therapy, incontinence, fibromyalgia, and headaches

Mike Dupuis, Vice President Frank Cogliandro, Director of Physical Rehabilitation Services

1930

James H. Smith, President & CEO

1989

Brian Lee, Director of Physical Therapy

1965

David Acker, President & CEO

1922

outpatient services include certified athletic trainer, McKenzie therapists, functional-capacity evaluation

Jan Simpson, Director of Rehabilitation Services

1866

inpatient and outpatient general, orthopedic and braininjury rehabilitation, electro-orthotics, vestibular rehabilitation, falls-risk management, exercise and wellness programs early intervention, balance and vestibular, back pain, neuro/movement disorders, general orthopedic including spine & shoulder, post-op total joint-replacement therapy

Aileen Balitz, CEO Michael Zingaro, VP Finance

1969

Michael Hurley, Director

1925

16 1

general, orthopedic, and brain-injury rehabilitation, falls risk management, home-safety assessments

Aileen Balitz, President Heather Kemmis, VP of Home Care Erika Swenton, Rehabilitation Manager

1983

15 0

250 1

early intervention, preschool and school-aged special education, physical therapy, occupational therapy, speech therapy

John M. Torrens, President

2010

9 0

13 4

aquatic therapy, spine care, orthopedic rehabilitation, balance and gait

Lauris Rigdon, Owner

2003

8 6

14 1

Christa L. Serafin, President & CEO

1951

8 2

15 1

7 3

15 4

physical therapy, aquatic therapy, pediatric therapy, adaptive sports, concussion management, sports rehabilitation, post-surgical rehabilitation, vestibular rehabilitation, joint replacement therapy orthopedic physical therapy, manual therapy, sports medicine, spine, pediatrics, dizziness and vertigo, certified athletic trainer, strength and conditioning specialist, osteoporosis, aquatic therapy, geriatrics, and House Call PT aquatic therapy, ergonomics, pelvic balancing, McKenzie protocols, Myofascial release, pediatric

7 3

17 1

7 2

Next HCP List: Radiological Testing Facilities Out June 13

NOTES 1. Company did not respond. Information is from the 2013 submission.

ABOUT THE LIST Information was provided by representatives of listed organizations and their websites. Other groups may have been eligible but did not respond to our requests for information. While The Business Journal strives to print accurate information, it is not possible to independently verify all data submitted. We reserve the right to edit entries or delete categories for space considerations.

Chad Pens, Owner & CEO Maria Shepherd, CFO Heather Amodei, VP Administration Michael Giltner, VP Public Relations Paula Carey, Owner Linda Daley, Owner Linda DenDanto, Practice Manager

1991

physical therapy, FMS-balance disorders, occupational therapy, speech pathology, aquatic-therapy pool

Frans Seigers, Director Cheryl Simmons, Assistant Director

1999

17 4

post-operation orthopedics, neck, back, knee, sport rehab, neurological disorders, balance, occupational and speech therapy

Jason Pratt, Director of Rehabilitation Services

1881

6 6

21 4

back, neck, athletic injuries, post-surgical, worker's-comp injuries, balance programs

Kevin Nellis, Owner Craig Peterson, Owner Jim Rosier, Executive Director

1993

Central New York includes Broome, Cayuga, Chemung, Chenango, Cortland, Herkimer, Jefferson, Lewis, Madison, Oneida, Onondaga, Oswego, Seneca, St. Lawrence, Tioga, and Tompkins counties.

6 3

18 1

pediatric bladder program (using biofeedback), urinary incontinence/pelvic pain, wound care, balance center/ vestibular rehab, neck center, Myofascial release

Eric R. Burch, CEO

1931

Need a copy of a list?

6 2

12 1

geriatric specialty and CEEAA certification, an occupational Mary Ellen Bloodgood, CEO therapist on staff that specializes in low vision Jeff Scheer, President, Menorah Park Board of Directors

1912

Electronic versions of all our lists, with additional fields of information and survey contacts, are available for purchase at our website, cnybj.com/ListsResearch.aspx

6 0

10 1

Manon Gouse, Director of Rehabilitation Services Rena Hughes, Asst. Director Of Rehabilitation Services

1996

5 0

8 1

orthopedic, sports, post-surgical, neurologic, and pediatric physical therapy, McKenzie credentialed therapists for spine and other mechanical diagnoses, occupational therapists for hand and upper extremity injury rehabilitation sport injuries, post-operative rehab. for joint replacement and sports related surgeries, McKenzie-certified therapists for treatment of acute spine pain, routine physical therapy and FCEs

Ivan Gowan, Owner Michael Zahn, Owner Raymond M.D. Meeks, Owner Richard LaFrance, Director of PT

1987

1983

What constitutes the CNY Region?

Want to be on the list? If your company would like to be considered for next yearâ&#x20AC;&#x2122;s list, or another list, please email ncollins@cnybj.com

April 11, 2014


Attorneys discuss antitrust issues in Utica hospitalsâ&#x20AC;&#x2122; affiliationWith Wellness: You Donâ&#x20AC;&#x2122;t Have to be a Big VNSNY Choice coming to CNY, Mohawk Valley counties UTICA â&#x20AC;&#x201D; The recently consummated affiliation agreement between Faxton St. Lukeâ&#x20AC;&#x2122;s Healthcare (FSLH) and St. Elizabeth Medical Center A New YorkinCityâ&#x20AC;&#x201C;based (SEMC) Utica was â&#x20AC;&#x153;all not-for-profit home healthabout the patient, quality of care organization has care, [and] reduced costs.â&#x20AC;?

received state approval Thatâ&#x20AC;&#x2122;s according to Dale Worrall, an attorto expand Medicaid ney with Harrisits Beach PLLC. Both Worrall and his colleague, attorney managed long-term care Justin Runke, helped the hospitals plan toERIC 24 counties out-in the strategic-planning prosideREINHARDT of the citycess â&#x20AC;&#x201D; and includthen served as transaction counsel, ing JOURNAL severalSTAFF in the Syracuse working with the faand Utica areas. cilitiesâ&#x20AC;&#x2122; internal general counsels.

The Visiting Nurse NewtoYork â&#x20AC;&#x153;We worked withService them inoforder facilitate getting the deal says. They (VNSNY) is moving ondone,â&#x20AC;? plansRunke to spread its served as antitrust counsel as well, Worrall VNSNY Choice Medicaid Managed Long included plenty of docuTermadded. CareTheir planwork to Herkimer, Madison, ment drafting, according to Runke. Oneida, and Onondaga counties. Thatâ&#x20AC;&#x2122;s That work culminated in the March 6 after formal the state approved the market expanannouncement that FSLH and SEMC sion in September. have affiliated as the Mohawk Valley Health managed System (MVHS). It The will serve as the longparent term care plan tarorganization of both hospitals, theisinstitutions said in a news release. geted at seniors and A new board ofindividuals directors comprised of 18 with chronmembers, with anicequal number of members JOURNAL STAFF illnesses and disabilfrom the FSLH and SEMC willlive govities whoboards, cannot ern MVHS. Scott Perra, president and CEO independently home, but do want to of MVHS, atwill oversee the not management moveteam intofor a nursing home. Itâ&#x20AC;&#x2122;s a voluntary the system. option for Medicaid-eligible beneficiaries that Antitrust provides nurse-care managers who issues Before thehomes hospitals reached their destinavisit membersâ&#x20AC;&#x2122; and coordinate the tion of aservices completed, formal affiliation agreehealth-care they receive. ment,ofthey had toChoiceâ&#x20AC;&#x2122;s navigate expansion considerable News VNSNY regulatory hurdles. When two of the primary follows New York Gov. Andrew Cuomo achospitals in a given market combine, regulacepting from a organization Medicaid torsrecommendations worry that the merged Redesign Team in February. The redesign would have the ability to dominate the marlifted ket a moratorium on thetheextension of and increase prices, Harris Beach existing Medicaid attorneys say. managed-care plans, acan outcome was â&#x20AC;&#x153;not at president allâ&#x20AC;? the purcordingSuch to Christopher Palmieri, pose of this affiliation, says Worrall. of VNSNY Choice Health Plans, who also wasstate to create efficienacted asâ&#x20AC;&#x153;The an purpose adviser of to itthe during its Medicaid redesign. VNSNY has been open

RICK SELTZER

cies to lower costs, to improve the quality of rounding this affiliation care for patients in that market,â&#x20AC;? he adds. agreement, according Wellness is a state of mind and walk with iPod buds stuck in our ears as identify to a Sony Walkman. But the results compa Still, the attorneys had to work with and to Worrall. body. Itâ&#x20AC;&#x2122;s an individual opposed decisio remain the same. the hospitals to assure the Federal Trade In the context of So, when But when it comes to getting companies sults.â&#x20AC;? Commission (FTC) and the office of New thing. health-care reform, it comes to York to implement a wellness program into their York Attorney General Eric Schneiderman employee Runke called this affiliparticipation, Runke corporate culture, it all comes down to get- ker in that market dominance wasnâ&#x20AC;&#x2122;t the primary letâ&#x20AC;&#x2122;s ation agreement â&#x20AC;&#x153;a big not get lured County, into the presence in Oneida Herkimer tomotivation, the option growing its service areadeal.â&#x20AC;? ting them to practice what you preach. And cent o theyofsay. misconception that wellCounty, and Onondaga County, and what weâ&#x20AC;&#x2122;ll I found to be effective is utilizing the benefit since before that office moratorium Schneidermanâ&#x20AC;&#x2122;s on Dec.was 11 lifted, anThe ongoing changes organization feltertha looknationâ&#x20AC;&#x2122;s at whether we in needlarge an officeoldinKISSâ&#x20AC;&#x153;Our he adds. a settlement with the Utica hospi- ness of 5 system with a slight modification nounced in the healthonly works years, â&#x20AC;&#x201D; Keep It Simple Sells. tals, resolving thatintheir proposedournumbers, careMadison system seem â&#x20AC;&#x153;to County,â&#x20AC;? he says. â&#x20AC;&#x153;A lot of our â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;ve beenconcerns interested expanding and therefore is we should be offering ou This is not to suggest that a good insur- employ affiliation would adversely competition consolidation in based.â&#x20AC;? work force is field service area since aboutaffect 2003,â&#x20AC;? he says. â&#x20AC;&#x153;Itfavor more fitting for a sprawlance agent doesnâ&#x20AC;&#x2122;t know thatcare having throug a and ca in the health-carethat market in the Uticaâ&#x20AC;&#x201C;Rome care,â&#x20AC;? heChoice says. has hired its own nurse was something weâ&#x20AC;&#x2122;ve been working onhealth VNSNY coordinated solid health and wellness plan in place will nesses Fortune company region. Andcare with the passage500 of New managers in York City. It could for the entire year. We started our processing â&#x20AC;&#x153;The benefit his/her client. But long-term sometimes the care The overhead cost of operating two hospi- than the Affordable Act, managed isCare for ainsmall model upstate busiNew York, or totals apply for market expansion in the early followit that independently is â&#x20AC;&#x153;significantâ&#x20AC;? in a service or Obamacare, in 2010, litany of objections from the employers â&#x20AC;&#x201D; practic ness with 25 to 100 emcould turn to subcontractors if they seem part areaof the2012.â&#x20AC;? size of Uticaâ&#x20AC;&#x201C;Rome, Runke says. the itanti-trust enforcebeyond â&#x20AC;&#x153;Thereâ&#x20AC;&#x2122;s nothing I canthe do about health-care across state,â&#x20AC;? Palmie Worrall VNSNY Choice isnâ&#x20AC;&#x2122;t the only Medicaid like a good fit, Palmieri says. â&#x20AC;&#x153;To cut, consolidate that infrastructure, pull ployees. ment agencies â&#x20AC;&#x153;got incosts going up,â&#x20AC;? â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s too expensive,â&#x20AC;? â&#x20AC;&#x153;We years a managed long-term care plan that will â&#x20AC;&#x153;Those managers says. â&#x20AC;&#x153;[This] expansion wao out some of the duplication in services, you beterested in healthcare care again,â&#x20AC;? Runkehave added.a direct donâ&#x20AC;&#x2122;t have the facilities for exercise,â&#x20AC;? â&#x20AC;&#x153;My dous can actually downNew the costs He believes the affiliation of Faxton St. growing intodrive Central Yorkand andcreate its sur- Wellness relationship with the patients today,â&#x20AC;? he with th employees wonâ&#x20AC;&#x2122;t want to do itâ&#x20AC;? â&#x20AC;&#x201D; can be today is for all employers and all one step toward becom financial stabilization in that market Lukeâ&#x20AC;&#x2122;s Healthcare St. arenâ&#x20AC;&#x2122;t Elizabeth Medical plains overwhelming. rounding areas. Fidelis Care, to a ensure Catholicof says. â&#x20AC;&#x153;When and there opportunitheir employees. Even back inthose the 1980s that theplan consumers, theRego patients, have a â&#x20AC;&#x153;lesson to bethe learned.â&#x20AC;? John Basten of The Mid-State Group in â&#x20AC;&#x153;When when was consulting health based in Park in access the NewCenter ties,represents weâ&#x20AC;&#x2122;re happy to Ibuild infrastructure ing a statewide health to high quality health care,â&#x20AC;? he adds. â&#x20AC;&#x153;If youâ&#x20AC;&#x2122;re willing to work with the enforceLynchburg, Va. says employers are frustrat- the â&#x20AC;&#x2DC;u with small businesses, York City borough of Queens, announced in ourselves.â&#x20AC;? Both attorneys have worked with the hos- ment agencies, andsome if youâ&#x20AC;&#x2122;re willing toa welldem- ed with the ever-increasing cost of health compa of them had plan and serving all 62 August it was expanding its FidelisRunke Care atonstrate The managed long-term care pitals for â&#x20AC;&#x153;about a year-and-a-half,â&#x20AC;? theMedicaid true intent what youâ&#x20AC;&#x2122;re trying premiums, and thus turn to brokers for buyerâ&#x20AC;&#x2122; ness ofprogram in place, Home managed long-term care program into plan does not have any members in Central says, noting that the work focused on both to achieve and convince what person often include delivering and didnâ&#x20AC;&#x2122;tthem even that realize it. solutions, which counties in the state.â&#x20AC;? VIEWPOINT 11 counties and around Central New York.youâ&#x20AC;&#x2122;re New York orthe the Mohawk Valley at the mothe facilitiesâ&#x20AC;&#x2122;inplanning and the transaction. doing is in interest of the When break timepatients, came, â&#x20AC;&#x153;wellnessâ&#x20AC;? by implementing disincentives â&#x20AC;&#x153;When Numerous plansofhave applied toin-theis inment. It could sign up interested members Any time a merger this nature, which the interest ofthe driving down health-care and benefit-design changes in an effort to we find employees of one volves consolidating type of organization, costs, of assuring accesswould to quality state for expansion,this Palmieri says. VNSNYparticular today but will likely make a push at thechange end behavior. Itâ&#x20AC;&#x2122;s a concept that Basten tion,â&#x20AC;? h small business take ahealth walk state and federal will havetoconcerns, careofin2012 the block. communities where the patients have th says Choice wants toofficials offer its plan all eligiblearound or beginning of 2013, according todoesnâ&#x20AC;&#x2122;t work. the Walking together during Worrall says. live,Palmieri. [then]hours theyâ&#x20AC;&#x2122;rewas willing work this with comyou,â&#x20AC;? â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s only through education that you canrevenue who ar builtto into have estimates of premium New York residents eventually, he contin-business The transaction was very â&#x20AC;&#x153;transparentâ&#x20AC;? panyâ&#x20AC;&#x2122;s Runkeculture. says. The only difference between q guide employers to better understand the unders ues. VNSNY Choice doesnâ&#x20AC;&#x2122;t know how many 2013, but says top-line revenue is estimat in the marketplace, says Runke, noting the then and now is today we would count the risks and obstacles they are facing,â&#x20AC;? he ex- end, itâ&#x20AC;&#x2122; â&#x20AC;&#x153;Our organization that indicating we shouldContact members it will up, and itâ&#x20AC;&#x2122;s not clear to be about $1.8 billion in 2013. hospitals issued a pressfelt release Reinhardt at sign plains. â&#x20AC;&#x153;Essentially, step one is to help them Whe steps with a pedometer clipped to our The managed long-term care plan h be our coordinated care through how many competitors it will facebelt in the upthatoffering they were talking and thinking about the ereinhardt@cnybj.com added managed long-term care across the state,â&#x20AC;? state market. It has nearly 14,000 managed existing operations in New York Cityâ&#x20AC;&#x2122;s transaction. thingsf st Palmieri says. â&#x20AC;&#x153;[This] expansion was â&#x20AC;&#x153;That prompted the FTC to actually pickone long-term care beneficiaries in New York boroughs and previously received Basten approval to grow into Nassau, Suffolk, a up the phone becoming and call almost immediately,â&#x20AC;? step toward a statewide health City, Palmieri says. that ba Runke recalls. plan and serving all 62 counties in the Rough estimates show the plan will re- Westchester counties. â&#x20AC;&#x153;Em As the process unfolded, Runke and More recent state decisions haveincreas given state.â&#x20AC;? ceive about $18,500 per member per year Worrall spoke with the hospitals to learn ing for in Medicaid revenue. Those payments will approval to expand into Herkimer, Madiso about the purposes and the reason for the hewell say MV/CNY expansion vary by hundreds of dollars in different Oneida, and Onondaga counties, as affiliation agreement. which other counties. They include Dutche VNSNY Choice has opened a Uticaâ&#x20AC;&#x201C;area state rating regions, however. They wanted to impress upon the hospifunds office at 2presenting Ellinwood Drive Hartford â&#x20AC;&#x153;Around the first of the year is when Orange, Putnam, Rockland, Sulliva tals that their caseintoNew the regulaeffects Fulto and employees to start building weâ&#x20AC;&#x2122;ll have a formalized business plan based Ulster, Albany, Columbia, Delaware, torshired wouldthree be key. the em relationships with centers, nursing â&#x20AC;&#x153;We just have to senior make sure that the enupon what weâ&#x20AC;&#x2122;ve projected and budgeted,â&#x20AC;? Greene, Montgomery, Otsego, Renssela defined forcement agencies, the FTC and thecould [attor-be- Palmieri says. â&#x20AC;&#x153;The challenge we have right Schenectady, Saratoga, Schoharie,our Warr organizations, and hospitals that cli ney generalâ&#x20AC;&#x2122;s] office, understand the benefits come part of its network. Palmieri expects now is, because there has not been a man- Washington, and Monroe counties.factors this proposed transaction, and thatâ&#x20AC;&#x2122;s what essent VNSNY Choice has hired seven peo toof hire more employees in Central New aged long-term care delivery system for we did,â&#x20AC;? Worrall says. an effe in Fishkill in Dutchess County to spearhe York and the Mohawk Valley in the future, this type of long-term care in the past, itâ&#x20AC;&#x2122;s Those attending the January meeting of getting its efforts in the Hudson Valley counties although exactState timelines and staffing levels going to be tricky to get the rates right.â&#x20AC;? the New York Bar Association in New employ are not set.discussed the antitrust issues surVNSNY Choice has 1,470 total employ- leased a 3,000-square-foot office there. York City ment w

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INFUSACARE

April 11, 2014

Palmieri is no stranger to the Moha Gett Valley. Heâ&#x20AC;&#x2122;s a Uticaâ&#x20AC;&#x201C;area native who helpp ness build Faxton St. Lukeâ&#x20AC;&#x2122;s Healthcareâ&#x20AC;&#x2122;s Sen jump-s Network Health managed long-term heal proces care plan in the late 1990s, he says.ceived

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Lewis County General Hospital to affiliate with St. Josephâ&#x20AC;&#x2122;s in Syracuse LOWVILLE â&#x20AC;&#x201D; Lewis County General Hospital (LCGH) in Lowville on March 20 announced plans to affiliate with St. Josephâ&#x20AC;&#x2122;s Hospital Health Center in Syracuse. The LCGH board of managers on March 20 voted to authorize the hospital to enter â&#x20AC;&#x153;exclusiveâ&#x20AC;? negotiations to develop a â&#x20AC;&#x153;beneficial collaborative arrangement between both facilities,â&#x20AC;? LCGH said in a news release. The board decision follows more than a year of LCGH consideration of options JOURNAL STAFF for affiliating with a larger regional system to â&#x20AC;&#x153;strengthenâ&#x20AC;? local services and secure clinical support for specialized services, the hospital said. St. Josephâ&#x20AC;&#x2122;s had submitted a proposal for LCGH to consider, the Lowville hospital

ERIC REINHARDT

said. The goal of the affiliation that LCGH is pursuing is to â&#x20AC;&#x153;basically stabilize and maintainâ&#x20AC;? and ensure the viability of health-care services in Lewis County, says Eric Burch, CEO, Lewis County General Hospital. He spoke with HealthCare Provider on April 7. â&#x20AC;&#x153;Our board and medical staff and administrative team have come to the conclusion that we are not going to make it alone â&#x20AC;Ś We really need to partner up with somebody,â&#x20AC;? says Burch. When asked if Watertownâ&#x20AC;&#x2122;s Samaritan Medical Center, which is geographically closer to Lewis County, had submitted a proposal, Burch replied, â&#x20AC;&#x153;Yes we received proposals from all of the facilities that were close to us.â&#x20AC;? LCGH liked the â&#x20AC;&#x153;breadth of servicesâ&#x20AC;? that St. Josephâ&#x20AC;&#x2122;s Hospital Health Center could provide, including access to a familypractice residency program, which could help Burch recruit doctors to staff the facilityâ&#x20AC;&#x2122;s primary-care clinics and keep it â&#x20AC;&#x153;viable.â&#x20AC;? Lewis County General Hospital has

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to home, and possibly even expand the services we can offer here, while establishing a seamless connection with the specialized services of a major medical center. If we can accomplish that, thatâ&#x20AC;&#x2122;s good medicine, and we support it,â&#x20AC;? Williams said. The intention is to help â&#x20AC;&#x153;bring about positive health-care changesâ&#x20AC;? in rural upstate New York, Mark Murphy, senior vice president for system development and ambulatory-care leadership for St. Josephâ&#x20AC;&#x2122;s Hospital Health Center, said in the LCGH news release. â&#x20AC;&#x153;Through this affiliation, we will provide management expertise that will allow the healthcare professionals in Lewis County to do what they do best â&#x20AC;Ś deliver high quality care to their patients,â&#x20AC;? Murphy said. Leadership teams from both organizations will work to form a joint strategic plan and finalize the definitive affiliation and required regulatory-approval process, which is expected to take at least six months, LCGH said. LCGH is a 214-bed facility that generated more than $55 million in revenue during 2012, with operating costs exceeding $61 million that same year, according to CNYBJ Research and the 2014 Book of Lists. q

ser ved Lewis County since 1931. The hospital employs more than 600 people. Besides its main campus in Lowville, LCGH also operates five clinics throughout the county, the facility said in its news release. LCGH wants to explore â&#x20AC;&#x153;a wide range of topicsâ&#x20AC;? with St. Josephâ&#x20AC;&#x2122;s, Michael Young, president of the LCGH board of directors, said in the news release. â&#x20AC;&#x153;Our objective is to improve upon the already excellent healthcare we offer inside Lewis Countyâ&#x20AC;&#x2122;s service area and explore a relationship that will help us meet Lewis Countyâ&#x20AC;&#x2122;s healthcare needs far into the future. Weâ&#x20AC;&#x2122;ll be approaching discussions with St. Josephâ&#x20AC;&#x2122;s Hospital with open minds,â&#x20AC;? Young said. Young also went on to â&#x20AC;&#x153;stressâ&#x20AC;? that certain objectives were â&#x20AC;&#x153;likely to be critical.â&#x20AC;? â&#x20AC;&#x153;We want to preserve existing patterns of healthcare in the community. We want to become a more sustainable driver of the local economy. We want to retain our employees, our name, autonomous governance and our county-owned status. And the Board is confident that with St. Josephâ&#x20AC;&#x2122;s Hospital, we can make these things happen,â&#x20AC;? Young said. The LCGH physicians had been consulted before the board made a decision to proceed, Dr. Catherine Williams, the hospitalâ&#x20AC;&#x2122;s medical director said. â&#x20AC;&#x153;Ultimately, we want to keep care close

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April 11, 2014


HEALTH-CARE PEOPLE-ON-THE-MOVE

NEWS

BASSETT HEALTH CARE Subashini Daniel, M.D. has joined the Bassett Heart Care Institute as a cardiothoracic surgeon and will provide care at Bassett Medical Center. Prior to joining the Bassett Healthcare Network, Daniel she was a clinical assistant professor of cardiothoracic surgery at Stanford University, practicing primarily at its outreach site in Monterey County, Calif. Daniel has held faculty positions as an assistant professor at Stanford University; University of California, San Francisco; and University of California, San Francisco–Fresno. She earned her undergraduate and medical degrees at the University of Washington and completed her general surgery residency at the University of Vermont. Daniel’s fellowship training includes a research fellowship in surgical critical care at the University of Hawaii, as well as a fellowship in minimally invasive thoracic surgery at the Swedish Cancer Institute in Seattle, Wash. She went on to complete a fellowship in cardiac surgery at the University of California, San Francisco, and was recruited to its faculty upon graduation.

FAXTON ST. LUKE’S HEALTHCARE Lyndsey Bauer, Ph.D., has joined Faxton St. Luke’s Healthcare’s (FSLH) Adirondack Community Physicians (ACP) Neuro Sciences Group as a neuropsychologist. Prior to joining ACP, she was employed by Upstate Medical University in Syracuse as a neuropsychologist. Bauer reBauer ceived her bachelor’s degree in psychology from Bates College in Lewiston, Maine, and her master’s and doctorate degrees in clinical psychology from the University at Albany. Kari L. Moorhead joined FSLH’s ACP Moorhead Washington Mills Medical Office as a physician assistant. She previously worked as a physician assistant in family practice at Slocum-Dickson Medical Group in New Hartford, Independent Physicians Urgent Care in Utica, and Bassett Healthcare Urgent Care in Herkimer. Moorhead received her bachelor’s degree in psychology from Niagara University in Niagara Falls, and her master’s degree in physician-assistant studies from the Medical University of South Carolina in Charleston. Viktor I. Petrovets joined FSLH’s ACP Washington Mills Medical Office as a family nurse practitioner. He previously

April 11, 2014

worked as a nurse practitioner for the Syracuse Community Health Center, and the Regional Primary Care Network at the Utica Community Health Center, and also as a registered nurse for the Telemetry Care Unit at FSLH. Petrovets received his associate degree from Mohawk Valley Community College and his bachelor’s and master’s degrees from SUNYIT Utica/ Rome in Marcy.

MASONIC CARE COMMUNITY Victoria Cataldo has joined the Masonic Care Community (MCC) as director of development. She is a graduate of SUNY Cortland and received her master’s degree in health-care administraCataldo tion from D’youville College in Buffalo. Cataldo was the assistant director of development major gifts at SUNYIT. Tara Zgoda has been named administrator of the MCC Health Pavilion. She previously served Zgoda as administrator of the Rome Hospital’s Residential Health Care Facility. Zgoda graduated from Mohawk Valley Community College with an associate degree. She received her bachelor’s degree at SUNYIT in health-services management. Wendy Sue Maikranz Knox is the new director of the MCC’s adult residential home, Wiley Hall. She is a registered nurse who brings 35 years experience to MCC. Knox is a graduate of Mohawk Valley Community College and previously worked for the Herkimer Area Resource Center. Debra Morgan has been named director of Acacia Home Care Services, a service of MCC. She has worked in public-health nursing as well as in a hospital setting.

ONEIDA HEALTHCARE Oneida Healthcare has announced the addition of Stephen Dubin, M.D. to the hospital’s Surgery Department. He received his bachelor’s degree in science and his medical degree from University Dubin of Pennsylvania. Dubin completed postgraduate training in general surgery at the Cleveland Clinic and in otolaryngology at SUNY Buffalo School of Medicine and Biomedical Sciences. He is board-certified in head & neck surgery by the American Academy of Otolaryngology.

PRESWICK GLEN The Preswick Glen independent-living

community has appointed Kyle Leisner as its new programming and events director. He has worked most of his career for retail corporations, most recently as the human resources manager at Kohl’s. Leisner holds an associate degree in liberal arts, and a bachelor’s degree in business administration, and is taking master’s courses in Cyber Security.

RURAL/METRO MEDICAL SERVICES Rural/Metro Medical Services announced the following staff promotions and appointments in its Central New York operation. Ian Walsh has been promoted to assistant shift commander. He Walsh began his career at Rural/Metro in 2008 as an EMT-Basic, advancing through the ranks to become an EMTintermediate, and eventually a paramedic in 2012. Walsh is a graduate of the SUNY Upstate Paramedic Doster Program and also holds a bachelor’s degree in linguistics and classical languages from Syracuse University. Christopher Doster has been promoted to assistant shift commander. He began his career at Rural/Metro Apples in 2010 as an EMTbasic, advancing to become a paramedic in 2012. Doster is a graduate of the SUNY Upstate Paramedic Program and also holds a bachelor’s degree in biomedical engineering from Syracuse University. Morgan Alton Apples has been promoted to EMT-intern. He has served with Rural/ Metro since 2013 as a vehicle inventory supply technician. Apples completed his EMT-basic program at Rural/Metro in 2013. Elaine Morgan has been promoted to EMT-intern. She has served with Rural/ Metro since 2013 as a vehicle inventory supply technician. In addition to New York State EMT certification, Morgan holds National Registry EMT status. Morgan completed her EMT-basic program in Colorado.

SLOCUMDICKSON MEDICAL GROUP Thomas A. Blando, D.C. is now providing chiropractic services at SlocumDickson Medical Group as part of the

pain management department. He has had a chiropractic practice in Utica for more than 30 years. Blando specializes in disorders of the musculoskeletal system and nervous system. He received Blando his doctor of chiropractic degree from Texas Chiropractic College in Pasadena, Texas. Blando is certified for evaluation and interpretation of nerve conduction velocity testing with diagnostic spinal ultrasound, Daly as well as, certified for manipulation under anesthesia. In addition to his medical experience, he has served as an adjunct instructor of biology, pathophysiology, nutrition and environmental science at Herkimer County Community College. Jay M. Daly, M.D. joined Slocum-Dickson Medical Group PLLC on April 1 in the specialty of radiology. He is board-certified in radiology and internal medicine. Daly completed his fellowship in abdominal imaging at the University of Massachusetts Medical Center in Worcester, Mass. He completed his residency in diagnostic radiology at the University of Connecticut Health Center in Farmington, Conn. and an internal medicine internship at St. Vincent Hospital in Worcester. Daly received his medical degree from the University of Massachusetts in Worcester. He joins the Group with more than 20 years experience as a radiologist. Daly’s past responsibilities have included; president of the medical staff and chief of radiology at Bridgton Hospital in Maine. He also served as an instructor of diagnostic radiology at the University of Massachusetts Medical Center.

ST. JOSEPH’S HOSPITAL HEALTH CENTER The following individuals have joined St. Joseph’s Hospital Health Center’s active medical staff. With the specialty of surgery (urology) Gary D. Bozeman, M.D. and Elizabeth Duffy W. Bozeman, M.D.; critical care intensivist, David W. Kelley, D.O.; and in family medicine James A. Loomis, M.D. and Austin Tsai, M.D. Julianne Duffy has been appointed director of clinical operations at St. Joseph’s Physicians. Most recently, she served as in a leadership role as SJLinked’s director of Ambulatory EMR Implementation. Duffy worked as a physician assistant in emergency medicine for Crouse Hospital, Continued on page 10

HealthCare Provider • Page 9


Corona will lead Upstate MIND, a “focused innovation center” SYRACUSE — Upstate Medical University announced it has developed a “focused innovation center,” dubbed Upstate MIND, that it contends will “transform innovative ideas into useful, tangible ways to improve the human condition and the delivery of health care.” Robert Corona, D.O., M.B.A., will lead Upstate MIND, which stands for medical innovation and novel discovery, in the new position of vice president for innovation and business developby Journal ment, according to an staff Upstate Medical news release. Corona, who will continue to serve as professor and chair of Upstate’s Pathology Department, is an “experienced neuro-

pathologist and a leader in bioinformatics and the application of technology in medicine,” the release stated. In his new position, he will report to Rosemary Rochford, Ph.D., vice president for research at Upstate Medical University. Corona says that Upstate MIND is open to anyone who has a good idea and who is looking for collaboration with people who have complementary skill sets. “All ideas are on the table as long as they add value to the practice of medicine,” Corona said in the release. “We are looking for new and creative ways to improve health care practices, whether it is through the discovery of new therapies, devices, or products; to make the patient experience more satisfying; or to improve patient access. If the idea is of value, we will support the innovator in every way possible to bring their idea to the bedside or to market.” Corona contends he is using targeted strategies to ensure the success of Upstate MIND. One of his approaches is to house Upstate MIND at the Biotechnology Accelerator Center (BAC). “The BAC provides a stimulating environment where innovation is part of

the culture,” Corona said. “At the BAC, our innovators will ‘collide and cloister’ with trailblazers in the fields of science, medicine, engineering, business, product development, and licensing. It is here where they will have their questions answered. The BAC also provides us space for those entrepreneurs who are ready to nurture an idea or a new company.” Corona is also collaborating with other organizations in the areas of research and development, patenting, and licensing, according to Upstate Medical. Partners include the New York State Science & Technology Law Center at Syracuse University’s College of Law and the Herman Miller Healthcare in Grand Rapids, Mich. Sponsored research in digital imaging is already in progress with General Electric/Omnyx. And, Corona is currently in talks with Foundation Medicine, a molecular diagnostics company in Boston; Welch Allyn; and Thermo Fisher Scientific, among other prospective partners, Upstate Medical said. “The initial emphasis of Upstate MIND is to develop expertise in next-generation gene sequencing with the goal of collaborating with oncologists for personalized oncology

treatments involving patients at our Upstate Cancer Center,” Corona said, “and we hope to expand to other disease states.” Upstate MIND will house a moleculardiagnostics reference Corona laboratory as molecular diagnostics and bioinformatics will play leading roles in the development of new therapies, Corona contends. “Molecular diagnostics involves analyzing the building blocks of tumors as an example… or picking out pieces of the puzzle in a tumor. [The bioinformatics] “puts the puzzle together,” he said. “The future of medicine is likely going to be driven by the analysis of genetic blueprints of disease, their protein products and personalizing therapies as a result of the analysis.” Lastly, Corona said he wants Upstate MIND to design “novel education … models for teaching and training future physicians and scientists to become innovators and pioneers in the field of health care.” q

Health-Care People-on-the-Move as well as a physician assistant in general surgery for St. Joseph’s Hospital. She was an adjunct instructor in the Department of Physician Assistant Studies at Le Moyne College. A graduate of Le Moyne College, Duffy earned a bachelor’s degree in biology and a master’s degree in physician assistant studies. She is licensed in New York State, and certified by the National Commission on Certification of Physician Assistants. St. Joseph’s Hospital Health Center has appointed Tracy T. Frank director of financial services. She brings more than 25 years of financial-services experience in both the public and Frank private sectors. Most recently, Frank served as chief financial officer for Manlius Pebble Hill School in DeWitt, where she also served as interim head of the school for 15 months after the sudden loss of the

NEWS

(continued)

school’s longtime head. Frank’s healthcare financial experience includes positions at St. Luke’s Memorial Hospital Center, as well as MedBest Medical Management, Inc. This marks a return to St. Joseph’s for Frank, as she served as director of financial services in the 1990s. A graduate of Clarkson University, she holds a bachelor’s degree in accounting and is a CPA.

summit dental arts Summit Dental Arts announced that Carolyn Riley, D.D.S. and Ryan Olbrys, D.D.S. became partners on Jan. 1. Summit Dental Arts is a team of six dentists, supported by a staff of about 30 hygienists, assistants, and office personnel, providing a full-range of dental services. It has offices in Binghamton and Endicott.

upstate medical university Paul Aridgides, M.D., has joined Upstate

Medical University as assistant professor of radiation oncology, seeing patients at Upstate University Hospital and Oswego County Radiation Oncology. He earned his medical degree at Upstate Aridgides Medical University. Following an internship at St. Vincent’s Hospital in New York, Aridgides completed residency training in the field of radiation oncology at Upstate, where he served as chief resident. He recently completed a pediatric radiation oncology fellowship program at St. Jude Children’s Research Hospital. He is published in the areas of lung cancer and Hodgkin’s lymphoma. Mary Knepper has joined the Foundation for Upstate Medical University as director of the College of Health Professions and College of Nursing Alumni Associations. She was grants manager at St. Joseph’s Hospital Health

Center for 12 years. Andrea Intartaglia Berg, M.D., has joined Upstate Medical’s Department of Medicine as an assistant professor, specializing in geriatric medicine. She received her medical degree from George Washington University School of Medicine and completed her medical internship and residency at Yale New Haven Hospital’s Primary Care program. Intartaglia then completed the Harvard Fellowship in Geriatric Medicine and served as an attending primary care provider at the Newton Wellesley Hospital in Massachusetts. Ann Markle has been named director of nursing for Adult Inpatient Services at Upstate Medical’s Downtown Campus. Since joining Upstate Medical in 1991, she has held both staff and leadership positions within nursing and case management. Prior to taking on these additional responsibilities, she served as the director for the Inpatient Surgical Services. Markle is board-certified in case management by the American Nurses Credentialing Center. q

FIVE STAR: Doctors at Five Star’s Cicero and Ithaca locations also provide service in Camillus Continued from page 3

have folks cross-train. If somebody were sick at one location, even from as far away as Jamestown, we bring somebody in to work at another location,” he says. Doctors, physician assistants, and nurse practitioners comprise between 20 percent and 25 percent of Five Star’s employee count. Nurses make up 50 percent of the staff, and the remaining employees

Page 10 • HealthCare Provider

include X-ray technicians and front-end staff. The Camillus office has 10 employees. Doctors at Five Star’s Cicero and Ithaca locations also provide service in Camillus. Five Star provides medical exams and treats all non-life threatening ailments, including bronchitis, sprains, and fractures. It can also apply stitches to minor open wounds.

Urgent-care clinics provide a “convenience” for patients, Radford says. “We don’t see ourselves as a substitute for primary-care providers,” he adds. Patients can seek treatment for stitches or broken bones in an urgent-care center for “a fraction of the cost.” Five Star accepts most insurance plans and Medicare. For patients without insurance coverage, basic costs begin at $110. 

“If they get procedures … that bill goes from $110 up to $175,” he says. Five Star Urgent Care operates on a walk-in basis and doesn’t require an appointment. The Fairmount location operates seven days a week from 8 a.m. to 8 p.m. daily. q Contact Reinhardt at ereinhardt@cnybj.com

April 11, 2014


St. Joseph’s U.S. Attorney’s Office Escalates Health-Care Oversight in Upstate NY executive chef The U.S. Attorney’s Office for the Northern District of New York has recently hired a new assistant U.S. attorney (AUSA) dedicated to pursuing recoveries of health-care overpayments and fraudulent claims [by health-care providers]. In a 30,000-square-mile upstate region, encompassing areas from Binghamton to Plattsburgh and from Albany to Syracuse, the AUSA will now supplement — not supplant — the enforcement activities of the New York Office of the Medicaid Inspector General, HHS Office

of Inspector General, and the Medicaid Fraud Control Units. The primary weapon in the AUSA’s arsenal is the federal False Claims Act (FCA). Liability under the FCA can be staggering on health-care providers. Three times the amount of overpayment can be recovered. Moreover, during the pendency of an investigation, the AUSA could seek to suspend all or part of a health-care provider’s Medicare or Medicaid payments. At minimum, the AUSA’s involvement in the health-care sector is likely to spark an increase in whistleblower activity. Under the FCA, individuals who report noncompliant activity to the government may receive a share of a recovery. This new AUSA activity underscores the need for health-care providers and suppliers to have active and effective compliance programs. Compliance pro-

grams must include, among other things, routine self-audits, sound whistleblower protections and internal reporting policies, and procedures to promptly investigate and self-report overpayments when identified. q

nominated for prestigious culinary award

MATTHEW A. YOUNG VIEWPOINT

Young is a businesslaw attorney with Bond Schoeneck & King, PLLC who counsels for-profit and not-forprofit organizations in business, corporate, regulatory, and transactional matters. He especially focuses on health law and ethics. This article was drawn from a Bond, Schoeneck & King electronic publication, entitled “Health Law Alert.”

Adverse Events in Nursing Facilities Outpace Hospitals The U.S. Health & Human Services Office of Inspector General (OIG) recently reported that 32 percent of Medicare beneficiaries who went to skilled-nursing facilities (SNFs) — and spent an average of 15.5 days in an SNF in August 2011 — experienced an adverse event or other harm. The report was entitled, “Adverse Events in Skilled Nursing Facilities: National Incidence Among Medicare Beneficiaries,” and issued this February. OIG has previously reported deficiencies in hospitals, with 27 percent of patients in acuteVIEWPOINT care hospitals experiencing adverse events, yet this is the first national study of the much higher SNF rate, which is cause for great concern. The Center for Medicare Advocacy thanks the OIG for bringing attention to the poor care that is preventable but experienced by far too many nursing-home residents. Physician reviewers working with OIG found that 59 percent of the adverse events and incidents of harm, including

TOBY S. EDELMAN

April 11, 2014

falls, pressure ulcers, and medication errors, were preventable. The inspector general calculated that 1,538 residents died, 10,742 residents experienced harm, and Medicare paid $208 million for hospitalizations of nursing-home residents, just in the month of August 2011. The inspector general found that many adverse events and harm incidents were caused by staff’s failures to monitor residents or provide prompt care, underscoring, once again, that staffing levels in SNFs are grossly inadequate. More registered nurses and more nursing staff in general are needed to provide residents with the care they need to function at the highest possible level. The Centers for Medicare & Medicaid Services (CMS), which administers the Medicare program, responded to the report by saying that it would incorporate recommendations in new rules for Quality Assessment and Performance Improvement (QAPI) regulations. By focusing solely on QAPI, CMS has ignored the need for stronger enforcement of existing federal standards of care. Much of the harm identified by the inspector general — residents’ falls, pressure sores, inadequately monitored medications leading to hospitalizations — is the result of skilled-nursing facili-

ties’ failure to provide care to residents that federal law mandates and has mandated since 1990. CMS needs to step up and fulfill its role as a regulatory agency to ensure, in the words of the 1987 Nursing Home Reform Law, that the requirements governing care of residents, and enforcement of those requirements, are ‘adequate to protect the health, safety, welfare, and rights of residents and to promote the effective and efficient use of public moneys.’ ” The inspector general’s report confirms what the Center for Medicare Advocacy and other advocates for residents have contended for many years — that enforcement of federal standards of care has not been adequate to protect residents from preventable harm and death. q Toby S. Edelman is a senior policy attorney at the Center for Medicare Advocacy, Inc. The center (www.medicareadvocacy. org) was established in 1986 and says it is a national nonprofit, nonpartisan organization that provides education, advocacy, and legal assistance to help older people and those with disabilities obtain access to Medicare and necessary health care. This viewpoint article is drawn from a news release the Center for Medicare Advocacy issued.

SYRACUSE — Chef Jeffrey Mitchell, executive chef of culinary and nutritional services at St. Joseph’s Hospital Health Center, is one of only four chefs nominated to earn the national Dr. L.J. Minor Chef Professionalism Award from the American Culinary Federation (ACF), the hospital announced recently. The award honors culinarians who help elevate the status of chefs and cooks in the U.S. It’s presented to the chef who exemplifies the highest standard of BY JOURNAL professionalism through STAFF certification, continuing education and training, culinary competitions, and community involvement, the hospital said in a news release. An active member of the ACF, Mitchell has demonstrated his commitment to those criteria through his role as certification chair chef of the local ACF chapter, regular participation in regional and national ACF conferences, and achievement of honors and awards such as the National Achievement of Excellence, ACF Chapter Chef of the Year and Professionalism Award, St. Joseph’s said. Mitchell Mitchell is a leader in culinary innovation at St. Joseph’s, where he played a major role in both opening Butternut Café and Bakery and implementing a hotel-style room-service model that allows patients to make meal orders at their convenience, the hospital said. These developments have increased patient satisfaction by providing them with high-quality food and addressing their specific dietary and scheduling needs. q

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