Page 1

Healthy Workplace

Expanded Services: Franciscan Companies opens CPAP Center. Page 4.

Section B









Vol. XXVI • No. 36






September 7, 2012 • $2.00


Sweet Spot Companies’ Executive Vice President and COO Roy Brunner outside the former Camillus Cutlery location.

Upstate consumer confidence slips again in August BY RICK SELTZER JOURNAL STAFF


esidents of upstate New York reduced their willingness to spend in August, closing an upand-down summer on a low consumerconfidence note. Measurements from the Siena (College) Research Institute (SRI) show Upstate’s overall consumer-confidence index dropped 4.6 points to 66.7. That’s following a July in which confidence moved up 2.1 points and a June in which it fell 5.5 points. August’s 4.6 point slide moved the upstate region away from the SRI index’s break-even point of 75 — the position at


CAMILLUS — A developer based in Skaneateles is setting up surgery for the long-vacant former Camillus Cutlery Co.

which consumers are equally optimistic and pessimistic. Index results below 75 illustrate largely pessimistic consumers, while results above the mark show optimistic ones. Overall upstate consumer confidence dipped as the index’s two components, current confidence and future confidence, also declined. Current upstate consumer confidence slid 4.2 points to 72. Future confidence declined 4.8 points to 63.3. See CONFIDENCE, page 6

Salina Industrial PowerPark may get $31M in cleanup work


Sweet Spot Development to put Camillus Cutlery site under the knife



SALINA — The Salina Industrial PowerPark could be in line for more

than $31 million in environmental-cleanup activities in the coming years as a result of the General Motors bankruptcy. See CLEANUP, page 10

The Salina Industrial PowerPark, a former General Motors manufacturing site that closed down in 1993.

plant at 52-54 Genesee St. in Camillus. Sweet Spot Development, based at 3895 Fennell St. in Skaneateles, wants to transform part of the shuttered knife factory into See CUTLERY, page 9














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2 • The Central New York Business Journal


September 7, 2012

Acquisition to help propel M&T growth in NYC area By Kevin Tampone Journal Staff

News of note for and about Central New York businesses

ScottTech purchases office building in Salina SALINA — ScottTech Integrated Solutions, a DeWitt–based company that designs automation systems, recently bought the 3,600-square-foot, freestanding office building located at 2500 Brewerton Road in the town of Salina. Paul Myles of JF Real Estate, a commercial real-estate brokerage based in Syracuse, represented ScottTech in the purchase. John Sweeney Real Estate represented the seller. In its news release, announcing this transaction, JF Real Estate did not disclose the seller’s name nor provide the sale price. However, the website of Onondaga County Real Property Tax Services lists Gertrude Gifford LLC of Syracuse as the previous owner of the property, which is assessed at $177,500 for 2012. The last time the property was sold was August 2010, when it changed hands for $105,000, according to the website. ScottTech Integrated Solutions describes itself as a company offering a wide selection of state-of-the-art, material-handling and packaging-automation solutions that significantly improve the movement of material through manufacturing operations, warehouses, and distribution centers. The company is currently based at 6847 Ellicott Drive in DeWitt.


  lthough M&T Bank Corp. (NYSE:   MTB) has had commercial   bankers in the New York City area, it has never had a branch presence there. That’s about to change with its acquisition of Paramus, N.J.–based Hudson City Bancorp, Inc. (NASDAQ: HCBK). “We’ve always believed that a strong branch presence is a key component of commercial banking,” M&T Chairman and CEO Robert Wilmers said during a conference call in August on the deal. “And photo courtesy of m&T Bank Hudson City’s branch network should enable us to take our efforts in the greater M&T Bank Chairman and CEO Robert G. New York metropolitan area to a higher Wilmers, left, shakes hands with Hudson City Bancorp Chairman and CEO Ronald level.” The $3.7 billion deal will bring Buffalo– E. Hermance, Jr., right, at the acquisition based M&T $25 billion in deposits and announcement. $28 billion in loans. Most of Hudson City’s 135 branches are in New Jersey, where M&T $1.2 billion in deposits, according to the said it will have the fourth largest deposit latest statistics from the Federal Deposit share following the acquisition’s closing. Insurance Corp. Hudson City has other branches in downThe bank has $80.8 billion in total assets state New York and Connecticut. and more than 780 branches in New York, Buffalo–based M&T is the leading bank Pennsylvania, Maryland, Virginia, West in the Syracuse–area deposit market with Virginia, Delaware, and Washington, D.C. 30 branch offices, more than $2.2 billion in Hudson City’s branch footprint is adjadeposits, and a market share of more than cent to M&T’s and there is little overlap, 21.2 percent. It is number two in the Utica– according to M&T. Hudson City currently Rome market with 13 branches, more than has $43.6 billion in assets. $615 million in deposits, and a market share Hudson City leaders first began examinof about 16.8 percent. ing the bank’s future prospects during the M&T also leads the Binghamton–area recession, Hudson City Chairman and CEO market with a deposit market share of Ronald Hermance said during the conferMackenzie Hughes 67804 Labor Ad than  — CNYence Business Journal: x 6 3million ⁄8"h BWin 2011. 48.7 percent, 16 branches, andLaw more call. The bank7½" lost w$736

Bank leaders knew their customers would want the types of broad services M&T offers and they were prepared to pursue that type of expansion on their own, Hermance added. But the acquisition will bring customers those services faster. Hudson City’s main business currently focuses on deposits and residential mortgage loans, according to M&T. The deal brings M&T significant commercial-lending opportunities with more than 7,500 mid-market customers and 300,000 small businesses in the new markets, M&T Executive Vice President and CFO Rene Jones said during the conference call. He also noted that M&T is funded by deposits in all the markets where it makes commercial loans except the New York City area. The new markets also bring desirable, affluent households as potential new M&T customers, he added. Growing the retail branch presence in Hudson City’s markets will be important even after the acquisition is complete, Jones said. Even though the deal involves minimal branch overlap, M&T expects to generate cost savings of 24 percent, Jones said. Most of that will come from reducing redundant outsourced data processing and servicing agreements. The deal is expected to close in the second quarter of 2013. It must be approved by regulators and shareholders from both banks. q Contact Tampone at

SU wins grant to encourage graduate study SYRACUSE — A new grant will help Syracuse University (SU) provide educational opportunities for first-generation college students and groups traditionally underrepresented in graduate studies. The grant, worth more than $231,000, is from the Department of Education Ronald E. McNair Post Baccalaureate Achievement program. U.S. Sens. Charles Schumer and Kirsten Gillibrand announced the funding Aug. 29. The program awards money to colleges and universities so they can prepare eligible participants for doctoral studies through involvement in research and other scholarly activities. Participants are from disadvantaged backgrounds and have demonstrated strong academic potential, according to the senators. Schools encourage participants to enroll in graduate programs and then track their progress. The program’s goal is to increase the number of students from underrepresented groups who earn doctoral degrees, according to a news release.

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The Central New York Business Journal • 3

September 7, 2012

Russ Miller, Corning Natural Gas, Steuben County

Garrett Guiles, Crosshair Consultants of New York LLC, Broome County

When it comes to responsible shale gas development—

WE’RE TOGETHER. Sandra Davis, business owner & 4th generation farming family, Delaware County

Art Van Tyne, geologist, Allegany County

We live in different cities, come from different backgrounds, and work in different professions, but we’re all New Yorkers. Every day, we’re working hard to create economic opportunities for ourselves, our families and our communities. Shale gas development can help by creating new jobs, generating tax revenue and boosting our economy. All New Yorkers should have the opportunity to realize the potential of responsible shale gas development.



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4 • The Central New York Business Journal

September 7, 2012

Franciscan Companies opens CPAP Center in New York Heart Center BY RICK SELTZER JOURNAL STAFF

SYRACUSE — Franciscan Companies has opened a new continuous positive airway pressure (CPAP) patient-service center in the New York Heart Center, its first location in a cardiology office. Franciscan Companies already operated Syracuse–area CPAP patient-service centers, which offer therapies to treat sleeping disorders like sleep apnea, in pulmonary offices in Syracuse and Clay. But sleeping disorders aren’t just connected to the lungs and respiratory-tract issues addressed by pulmonologists, according to Timothy Scanlon, executive vice president of Franciscan Companies. They are also linked to cardiology, which deals with the heart. “Historically, we’ve been in pulmonary centers,� Scanlon says. “But patients who have sleep apnea often develop other complications as a result of having sleep apnea. They don’t sleep well. They tend to have, as a result of that, some metabolic disorders — hypertension, diabetes, obesity.� The new CPAP center opened Aug. 6. It is open to patients of the New York Heart Center as well as walk-in patients. The center connects patients to respiratory therapists. Those therapists can use a CPAP machine to treat disorders like sleep apnea, which occurs when a sleeper’s breathing stops and restarts. CPAP machines use air pressure to open airways. Franciscan Companies leases about 300

square feet of space from the New York Heart Center in suite 300 at 1000 E. Genesee St. in Syracuse for the CPAP patient-service center. It staffs the patient-service center with three people: two respiratory therapists and an administrator. That’s in line with its other patient-service centers in the area, according to Scanlon. The workers at the new patient-service center are not new hires. Franciscan Companies shifted them from other locations. Placing patient-service centers directly in specialists’ offices creates a streamlined experience for patients, Scanlon says. For instance, New York Heart Center, which has 22 physicians, operates a sleep lab at 1000 E. Genesee St., he says. So the new center gives cardiac patients a single place to visit if they need to progress from meeting with a physician to a sleep study in the sleep lab to treatment with a respiratory therapist. “You bring them in, you diagnose them,� Scanlon says. “[If you can quickly] get them on therapy, hooked up with a respiratory therapist, that’ll be a successful patient. The patient that has to wait, the patient that gets diagnosed and six or seven weeks go by, you really missed the opportunity to get that patient on board.� The New York Heart Center does not have a direct relationship with Franciscan Companies outside of the CPAP patient-service center. Its doctors do admit patients to St. Joseph’s Hospital Health Center in Syracuse, with which

Timothy Curtis, respiratory care manager at Franciscan Health Support, fits a patient with CPAP equipment.





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The Central New York Business Journal • 5

September 7, 2012

O’Brien & Gere moves Southern Tier office to Kirkwood BY TRACI DELORE JOURNAL STAFF

KIRKWOOD — Syracuse–based engineering firm O’Brien & Gere has relocated its Vestal office to a new, larger location in the NYSEG Building in Kirkwood. “We’ve been in Broome County for over 30 years,” says Timothy Barry, senior vice president and industrial business unit leader. About two years ago, the company decided to make improvements to its technology as well as ramp up efforts to attract new emWhile he ployees. As part declined of that process, O’Brien & Gere to provide began seeking out a new Southern specific Tier home to better accommodate revenue growth, he says. figures, Barry The company’s former Vestal locasays O’Brien tion on the Huron Campus was 6,700 & Gere is square feet and having its housed 30 people. “We needed best year room to grow upwards of 50 to ever. 60 percent over the next three to five years,” says Douglas Warneck, vice president. O’Brien & Gere’s new location in the NYSEG

Verizon Wireless boosts high-speed wireless data coverage around Syracuse BY JOURNAL STAFF


early a dozen new locations in the Syracuse area are now covered by a Verizon Wireless high-speed wireless data network, the company announced Sept. 5. Verizon Wireless rolled out its 4G LTE network coverage to sites in Syracuse, Auburn, Chittenango, Cortland, Fabius, Fayetteville, Jordan, Lafayette, and Mandana, as well as two sites in Mexico. The 4G LTE network, which Verizon Wireless first launched in the area in August 2011, provides average downlink data speeds of five to 12 megabits per second and average uplink data speeds of two to five megabits per second. “People everywhere are increasingly relying on their tablets, smartphones and apps to stay organized, connected, and entertained,” Verizon Wireless upstate New York Executive Director of Network Gene Fassett said in a news release. “Our investment here in upstate New York and across the country has kept us ahead of this consumer trend and underscores our belief that 4G LTE delivers the best value to customers by maximizing the performance of their wireless devices.” Verizon Wireless spent more than $158 million on increasing network coverage and capacity in upstate New York in 2011. That brings its total spending on the region’s network to more than $1.4 billion since 2000. The company, which is headquartered in Basking Ridge, N.J., has 94.2 million retail customers and 78,000 employees nationwide. It is a joint venture of Verizon Communications (NYSE, NASDAQ: VZ) and Vodafone (LSE, NASDAQ: VOD). 

Building at 18 Link Drive has more than enough space, with 12,170 square feet, he says. O’Brien & Gere worked with Pioneer Companies of Syracuse to find the new location and moved on July 18. O’Brien & Gere has 25 locations nationwide and retains Pioneer as its realtor, Barry says. CBRE Syracuse was the exclusive leasing agent for the landlord NYSEG, a subsidiary of Iberdrola USA, in this transaction. Barry says the NYSEG Building offers the engineering company a cafeteria, common areas, and an open footprint. Warneck says employees seem to like the new open, collaborative workspace design that moves away from cubicles. “You see all the good effect from that already,” he says. The new office will serve as a “hub” for O’Brien & Gere’s engineering infrastructure experts, Warneck says. The office will then share its expertise across O’Brien & Gere’s network in support of projects. The office’s proximity to Binghamton University should help the company attract some new graduates as employees, Barry notes. In addition, the State University of New York (SUNY) system is a major client of O’Brien & Gere, he adds. Currently, the company has three open positions in the Kirkwood office, Warneck says. “Our challenge is finding good people,” he notes. While he declined to provide specific

revenue figures, Barry says O’Brien & Gere is having its best year ever. “We’re doing very well as a company,” he says. According to the company’s 2011 annual report, it generated revenue of $200 million and employs 900 people across its 25 locations. About 90 percent of O’Brien & Gere’s business is repeat business with existing customers, which includes Fortune 100 and 200 companies such as General Electric as well as major colleges and universities, and local, state, and federal governments. The company is also selectively adding new cli-

ents, Barry says. Energy systems — both traditional and renewable energy — are becoming big business for the company, and that includes both natural gas and shale gas. The Southern Tier is part of the Marcellus Shale naturalgas formation. O’Brien & Gere, headquartered at 333 W. Washington St., Syracuse, is an employeeowned engineering company. Other New York locations include offices in Albany, Rochester, and Buffalo. The company also has offices in Pittsburgh, Pa.; Edison, N.J.; Cincinnati, Ohio; Lexington, Ky.; and Savannah, Ga.  Contact DeLore at

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6 • The Central New York Business Journal

September 7, 2012

CONFIDENCE: Statewide consumer confidence eroded as consumers saw little change in economic indicators


Continued from page 1

Upstate New Yorkers helped drag down confidence in the state as a whole. Statewide, consumer confidence fell by 1.5 points to 73.9. The state’s currentconfidence index slipped 1.9 points to 73.1, and its future confidence deflated by 1.3 points to 74.4. Metropolitan New York City, on the other hand, managed to avoid a drain on consumers’ willingness to spend in August. Overall confidence in the area edged up 0.7 points to 78.4. Its current confidence did not change, holding steady at 74.3, while its future confidence rose 1.2 points to 81. The nation’s consumer confidence fared slightly better than New York State’s confidence, according to polling from the University of Michigan. Its Consumer Sentiment Index showed that overall confidence in the U.S. increased 2 points to 74.3. Current confidence jumped 6 points to 88.7, and future confidence ticked down 0.5 points to 65.1. New York’s statewide consumer confidence eroded as consumers saw little change in economic indicators, according to Douglas Lonnstrom, professor of statistics and finance at Siena College and SRI founding director. “Everything kind of stayed flat,” he says. “Unemployment stayed the same.

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Consumer confidence drops Upstate and statewide

75 70 65 60 55 50 45














Source: Siena Research Institute

The housing market isn’t different. The stock market is drifting. We’re down a point-and-a-half, and I attribute almost all of that to gas prices, particularly Upstate.”

Gas and food prices

More upstate residents reported financial hardships caused by higher prices at the pump in August. SRI found that 70 percent of upstate residents called gasoline prices a problem, up from 59 percent in July. Concern over rising food prices also climbed in the region, but at a slower rate. In August, 71 percent of upstate residents named food prices as a problem, up from 68 percent in July. And 59 percent called both gas and food prices a problem in August, up from 51 percent the month before. Worries about the price of gas, which is a single commodity, tend to fluctuate more rapidly than concern over supermarket costs, Lonnstrom says. “We are flirting with that $4 per gallon of gas figure,” he says. “Food prices don’t move nearly as fast as gas prices. Food is different because there are so many different commodities in your food budget.” Statewide, 60 percent of residents cited gasoline prices as a problem in August, up from 56 percent the previous month. A higher portion, 66 percent, called food prices a burden, although that measurement is down from July, when 68 percent

of state residents described food prices as a problem. The portion citing both gas and food prices as a difficulty was 49 percent in August, up from 47 percent the previous month.

New York buying plans

The state’s consumers expressed increased interest in buying computers, cars, and trucks in August, according to SRI. They cut plans to purchase furniture, homes, and major home improvements. Consumers drove up buying plans for cars and trucks by 0.7 points in August so that 11 percent said they planned to purchase a vehicle. Buying plans for computers clicked up 2.3 points to 17.6 percent. Plans to buy furniture shed 0.1 point to 19.8 percent. Home-buying plans sagged by 0.5 points to 3.7 percent, and consumers scraped back on plans to purchase major home improvements by 2.2 points. In August, 15.2 percent of consumers reported plans to buy major home improvements. SRI made random telephone calls to 803 New York residents over the age of 18 during the month of August to develop its confidence index. A margin of error does not apply to the confidence-index results, according to the institute. Buying plans have a margin of error of plus or minus 3.5 points. q Contact Seltzer at



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Confidence Down

September 7, 2012

The Central New York Business Journal • 7

8 • The Central New York Business Journal

September 7, 2012


Name Address Phone Website

No. of CNY Employees

Total Employees Companywide

Alarm Types Available

% of Business Commercial/ Industrial

% of Business Residential

Services Available

Key Executives

Year Estab.


Time Warner Cable 6005 Fair Lakes Road East Syracuse, NY 13057 (315) 634-6200



burglar, fire, medical, environmental, CCTV systems, access control, home management



next generation IntelligentHome security and home management system, sales, installations, maintenance, inspections, service, monitoring, customer service


Syracuse Time & Alarm Co., Inc. 2201 Burnet Ave. Syracuse, NY 13206 (315) 433-1234



fire alarm, security, access control, closed-circuit television, “man-down,” blue light, sound systems, nurse call systems, school communication systems



full-service design, installation, training, maintenance, and monitoring

John R. Urciuoli, CEO William P. Dibble, President John A. Urciuoli, Vice President



S.T.A.T. Communications 121 Franklin St. Watertown, NY 13601 (315) 782-7770



security and fire alarms, CCTV and IP cameras, access control, telephone and data comm., industrial monitoring, STATNET internet and cellular remote services



security and fire alarms, CCTV and IP cameras, access control, telephone and data comm., industrial monitoring, STATNET internet and cellular remote services, 24/7 answering service

Bruce Morgia, CEO Thomas Dawley, President Travis Morgia



Sentry Alarms 40 Chenango St. Binghamton, NY 13901 (607) 723-2934



fire, burglary, access control, cameras; Honeywell authorized dealer; Silent Knight Farenhyt dealer



installation, monitoring and service of burglary, fire, camera, and access control systems; design through installation; commercial fire inspections; residential burglary, fire and environmental monitoring; control lighting, heat, cameras and security systems remotely from mobile devices

Jean Levenson, President Jeff Treubig, General Manager



Security Plus/CREG Systems Corp. 1039 Water St. Watertown, NY 13601 (315) 788-0000



fire, burglar, environmental



installation, maintenance, customdesigned products

Kris W. Allen, President & CEO



DeTekion Security Systems, Inc. 200 Plaza Drive Vestal, NY 13850 (607) 729-7179



perimeter security technology



U.S. manufacturer and distributor of perimeter-detection systems

James Walsh, CEO


Securitronics Company, Inc. 812 State Fair Blvd. Syracuse, NY 13209 (800) 795-3747



DMP, Ademco



CCTV, access control, intrusion, IP systems, patient wandering, infant abduction

Terry S. Rivet, President & CEO



Doyle Security Systems 24 Corporate Circle East Syracuse, NY 13057 (315) 428-1234



fire, burglary, access, cameras



fully licensed, installation, and service

John Doyle, President & CEO Jim Quirin, CFO Lawrence A. Mullett, General Manager, Syracuse



Ber-National Controls, Inc. 105 Arterial Road Syracuse, NY 13206 (315) 432-1818



GE Security, Honeywell, DSC, Cansec, Door King, Pelco, Vicon, Federal ADP, Magnetic Auto Controls, Aiphone



security systems services, alarm and signal systems, parking-control & revenue systems, card access-control systems, closed-circuit television, mechanical-gate operators & turnsiltes, telephone-entry systems, photo-ID equipment & supplies

Jeffery A. Bernatonch, CEO



Security Integrations, Inc. 160 Dwight Park Circle Syracuse, NY 13209 (315) 451-0462



card access, IP video, digital video recording and analytics, photo ID, parking control



system design, installation, engineering, maintenance

Joseph N. Masciocco, President Jerry E. Mirochnik, CFO John Gleason, VP Ops. Richard Wagner, VP SM Christine Kadish, VP HR


Sentinel Security & General Security Inc. 2522 Genesee St. Utica, NY 13502 (800) 775-5281



security, closed-circuit television, access control, fire alarm, telephone systems, monitoring services



24/7 central station, maintenance programs, installation, and service

John Lupino, Regional Manager



George H. Wright Co., Inc. 143 Wadsworth St. Geneva, NY 14456 (315) 789-2055



residential and commercial burglary and fire



locksmith services, safes, burglary and fire alarm systems, closed-circuit television systems, access control

John G. Wright, President



Titan Security Systems, Inc. 6305 Court Street Road East Syracuse, NY 13057 (315) 445-0457



intrusion & fire detection, closed-circuit TV, access controls



24-hour monitoring, service, maintenance, and inspections

David Chitambar, President Rob Lord, VP Sales



Alarm Services of CNY PO. Box 340 East Syracuse, NY 13057 (315) 463-1255



Bosch, Keri Systems, GE Security, FireLite



installation and service of burglar and fire-alarm systems, camera video and digital, video-surveillance systems, access control, card-key systems, intercom systems, network voice and data

Timothy J. Post, CEO




digital video surveillance, server-based access control, burglary, fire



monitoring, maintenance, online-usage reporting, preventive maintenance, firealarm inspections, UL certifications, training, remove video monitoring, remove access control




ADT Security Systems, Inc.1 109 Pine St. Syracuse, NY 13210 (315) 233-2000

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. 1

ADT could not be ranked because the company did not provide CNY employee information.

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

Kevin McCarthy, Regional Director, 1979 Intelligent Home Management



The Central New York Business Journal • 9

September 7, 2012

CUTLERY: Sweet Spot Development estimates construction costs will tally about $8.8 million Continued from page 1

a mixed-use medical center that would include medical-wellness office space and second-floor apartments. The renovated center will be called Camillus Mills, and tenants could begin moving in during the summer or fall of 2013, if all goes according to plan. “This is the most prominent set of buildings in probably the entire town, certainly in the village,� says Roy Brunner, executive vice president of Sweet Spot Cos. “It makes sense. This is not a speculative venture.� Sweet Spot purchased the former factory, which has been shut down since 2007, for $231,000. It closed on the acquisition at the end of May after agreeing to the deal at a real-estate auction in October 2011. Plans call for renovating the 45,000square-foot former Camillus Cutlery world headquarters building, turning about 5,000 square feet into one- and two-bedroom apartments. The building’s remaining 40,000 square feet would be dedicated to medical-office space. However, Sweet Spot does not expect to salvage nearly 90,000 square feet of factory buildings running along the edge of Nine Mile Creek. Those structures, which were added onto repeatedly over the years, bounce between various floor levels and even dip below the floodplain at one point, Brunner says. So the developer plans to demolish the buildings along the creek, bring the

ground up to a level grade, and replace the structures with parking and green space. Then it will look at building all-new structures along the creek in a potential future phase of construction. That future phase is still not certain to take place, though. For the time being, Sweet Spot is focused on finding tenants and investors for the 45,000-square-foot building and demolishing the facilities along the creek. The developer estimates construction costs will tally about $8.8 million. It plans to finance the work through private investment from the building’s future medical tenants, bank financing, and a $2.5 million Restore New York grant. About $150,000 of the Restore New York grant went to renovate a building across the street from Camillus Mills at 55 Genesee St., which now houses Krabby Kirk’s Saloon, Brunner says. The remainder is reserved for Camillus Mills itself. Sweet Spot is weighing financing offers from different banks and looking for medical tenants who are interested in investing in the project, according to Brunner. The developer has yet to select a construction manager, although it hopes to put out a request for proposals within a few weeks, he adds. Jill E. Fudo, Architect of Auburn is the project’s architect. Argus Engineering, PLLC of Syracuse will handle electrical, mechanical, and plumbing design. TDK Engineering Associates, P.C. of Camillus will evaluate environmental

The developer has yet to select a construction manager, although it hopes to put out a request for proposals within a few weeks and site work. The project site has some environmental issues, Brunner says. It is a brownfield site, so Sweet Spot is filing paperwork with the New York State Department of Environmental Conservation (DEC). It hopes to receive DEC approval for a cleanup plan by the middle of November at the latest, according to Brunner. “Once we get that approval, we will start remediation work here and in the other building,� he says, standing in the 45,000square-foot structure slated for renovation. “There were some heavy metals, distillates, petroleum products, and so forth that came off the manufacturing process.� Environmental remediation will be followed by crews replacing Camillus Mills’ roof. Workers will also put in new windows that match the building’s character, Brunner says. That will create a dry envelope in which interior construction can take place over the winter, he adds. “One of the big advantages here in this

building is that it’s structurally sound,� he says. “It’s all concrete-masonry construction. We’re not going to have any structural work involved, other than [an entrance] bump out with an elevator.� Sweet Spot Development acquired the Camillus Cutlery property at an auction after working toward buying it for several years, Brunner says. Sweet Spot principal Tom Blair started looking at the property in 2009, writing the $2.5 million Restore New York grant application that year, Brunner says. But issues like environmental surveys and easements kept Sweet Spot from reaching a deal to purchase the property, according to Brunner. Finally, in 2011, the factory’s owner, Texas–based Green Leaf Holdings I LLC, opted to put the property up for auction with Higgenbotham Auctioneers International, LTD., Inc. of Florida. Sweet Spot won that auction for $210,000, according to Brunner. Auction fees pushed the total purchase price to $231,000. The Skaneateles developer employs three full-time workers and three parttime workers. Brunner declined to discuss Sweet Spot’s revenue. He also decided not to disclose the name of two medical practices that have agreed to open in Camillus Mills. Brunner says only that they are “well-established, multi-office practices.� q Contact Seltzer at




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Kathryn H. Ruscitto President, St. Joseph’s Hospital Health Center


represented by Dr. Fred Pestello, President


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10 • The Central New York Business Journal

September 7, 2012

CPAP: Franciscan Companies provides services in 14 upstate New York counties and three Pennsylvania counties Continued from page 4

Franciscan Companies is affiliated, according to Scanlon. However, the hospital does not own the cardiology practice. “We’re there solely for the doctors’ and patients’ convenience,” Scanlon says. “The doctor doesn’t have to write an order, fax it

over, and see if someone can handle it. It’s face to face.” St. Joseph’s Hospital Health Center pulmonologists host Franciscan Companies’ other CPAP patient-service centers in the Syracuse area. Those centers are located at 945 E. Genesee St. in Syracuse and 7246 Janus Park Drive in Clay. Franciscan

Companies also operates a standalone CPAP center at 300 Gateway Park Drive in North Syracuse. Franciscan Companies, headquartered in suite 100 at 333 Butternut Drive in DeWitt, provides services in 14 upstate New York counties and three Pennsylvania counties. Its services and products include home

medical equipment, home-care services, wellness programs, and an adult day center. Franciscan Companies employs 204 people and generated $33 million in revenue in 2011. It estimates its revenue will increase by 10 percent in 2012 to $36 million.  Contact Seltzer at

CLEANUP: The cleanup budget will fund both ongoing and future work Continued from page 1

The PowerPark is a former General Motors manufacturing site that shut down in 1993. It was redeveloped as an industrial park in 2006 and is about 60 percent leased. The 810,000-square-foot site is home to 15 businesses, including Bitzer Scroll Inc., a manufacturer of air conditioning and refrigeration compressors; Carpenter Industries, Inc., which performs abrasive blasting, welding and fabrication; and Klein Steel Service, a steel and metals warehouse. The property is now owned by the RACER Trust. The trust was created in March 2011 by the U.S. Bankruptcy Court as part of GM’s bankruptcy, which was filed in 2009. RACER is working with Pyramid Brokerage of DeWitt, which serves as property manager, to attract tenants. The ultimate goal is to find a new owner for the




site. As part of the agreement establishing the trust, cleanup budgets were outlined for many of the properties. The Salina site’s budget totals more than $31.1 million, according to the trust. The property is contaminated with materials including toluene, ethylbenzene, and xylene, among other things. Contaminated areas range throughout the property, according to RACER. The cleanup budget will fund both ongoing and future work, according to the trust. Previous owners of the facility, including GM, undertook cleanup projects in years past that require continuing upkeep. One project involved a paint-thinner spill at an underground storage-tank area, according to RACER. The trust still maintains groundwater-recovery trenches used to remediate that spill. The trust’s mission is to clean up and

“We’re attempting to perpetuate the redevelopment that was started before the bankruptcy,” Rasher says of the Salina site. spark redevelopment at facilities shut down as a result of GM’s reorganization. The site in Salina and one in Detroit are different from all of the trust’s other properties, says Bruce Rasher, RACER’s redevelopment manager. Those properties had already been repurposed and redeveloped to some degree before the GM bankruptcy. “We’re attempting to perpetuate the redevelopment that was started before the

bankruptcy,” Rasher says of the Salina site. “We’re striving to maintain the property as a valuable asset for the community.” When it was formed, the trust owned a total of 44 million square feet of industrial space in 66 buildings. The properties are spread across 14 states, mainly in the Midwest and Northeast. Unlike Salina, most of the sites closed as a direct result of the GM bankruptcy. They include both properties with buildings and other amenities in place and vacant industrial land, Rasher says. The trust owned a total of 89 properties when it formed. It recently reached agreement to sell one of those properties, the former GM Mansfield-Ontario Stamping Plant in Ontario, Ohio, to the Brownfield Communities Development Co.  Contact Tampone at








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The Central New York Business Journal • 11

September 7, 2012

Maximizing Your Investment


e hear so much about maximizing our resources. And, for good reason. Perhaps you have a list of relationships you are reviewing to ensure satisfaction. Great idea, and don’t forget to put your CPA on the list. CPAs are much more than number crunchers or tax-return machines. They can help you when business growth is the objective and when you are ready to sell. Since every business deals with income-tax returns, let’s start with tax consequences. For example, your CPA can help you understand the tax implications of purchasing equipment. A CPA can also assist in identifying cash-flow impacts of a purchase or sale. After the deal is done, ACCOUNTABILITY it is too late for these conversations. Be sure to work with your CPA in the planning stages. No doubt your CPA is preparing incometax filings for you. Perhaps, you have also engaged her to prepare or review payroll or sales tax returns. And maybe she handles your financial statements for those of you whose financing arrangements carry a reporting requirement. While timely filing of tax reports and completion of financial statements are the backbone of the client-CPA relationship, there should be so much more. After all, your CPA is a trusted adviser to you and your business and has a wealth of knowledge to share. I would challenge you to look at the role of your CPA much like that of your family doctor. We all know it is unwise to limit contact with your doctor to those moments when you already have sinusitis, poison ivy, or pneumonia. Annual check-ups and preventive medicine are key whether you are talking about your physician or CPA. So what might you consider discussing with your CPA?


Financial and operational reporting systems

Financial statements are important tools and it is wise to take steps to ensure your statements are useful from both internal and external reporting perspectives. Beyond the traditional balance sheet and income statement, your CPA can assist in determining the key business indicators that drive your business and define metrics

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to help you stay on the pulse of operations. A highly functioning computer system is just the tip of the iceberg. A system will only give you what you ask for, so spend some time with your CPA to determine what information will be useful in a snapshot format. Many organizations refer to this as a “dashboard,” which is just a concise framework to provide reporting of key performance indicators.

electronic screens electronic whiteboards LCD displays DVD players audio CD recorders monitors microphones sound systems portable podiums

on the fritz?

n Screetuck g? s n i l i e c in the

amplifiers headphones

Cost of doing business

s q u e a li n g ?

Interestingly enough, many business owners do not have a clear understanding of the cost of doing business. CPAs are experts in financial analysis and can help you make sense of direct costs, indirect costs, overhead, break points, and profitability trends. Your CPA can evaluate existing cost structures and identify products that carry higher margins and potentially greater profitability or products from which there is no positive contribution to the bottom line.

Compensation structures

Sale of products or services inevitably includes the use of salespeople. Compensation structures may involve a combination of base pay, commission, and bonus. In addition, a clear understanding of employee/ subcontractor relationships is critical. Your CPA can help you and your team understand the ramifications of various compensation models so that everyone benefits.

Succession planning

All, and I do mean all, businesses should have a succession plan in place. One can never predict when opportunity or tragedy will present itself. The best way to prepare for either eventuality and ensure smooth operations in the present is to document systems and procedures, and to establish formal buyout/continuation plans. This combination ensures that both the buyer and seller understand what the transaction includes and how the company will continue to operate (which often affects cash flow to the exiting party). Your CPA should be your sounding board, your business partner, and your trusted adviser. Not just at tax time. Of course, there are costs associated with consultation, but far less than the cost of cleaning up the mess that can result from misinformed decisions. Contact your CPA today to ensure you are taking advantage of all your CPA can offer.  Gail Kinsella is a partner in the accounting firm of Testone, Marshall & Discenza, LLP. Contact Kinsella at


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12 • The Central New York Business Journal

September 7, 2012

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The Central New York Business Journal • 13

September 7, 2012





Volume 26, No. 36 - September 7, 2012 NEWS Editor-in-Chief .......................Adam Rombel Assistant Editor .............Maria J. Carbonaro Staff Writers .......................... Kevin Tampone (Online Editor) ..............................................................Rick Seltzer ............................................................Traci DeLore Columnists .......................Gerald J. Archibald Gail Kinsella Tom Morgan Production Manager ......................Erin Zehr Research Manager................. Nicole Collins SALES Sr. Account Managers ...................................... Bernard B. Bregman Mary LaMacchia Marketing ......................BBB Marketing Inc. CIRCULATION Circulation Management...(315) 579-3927 ADMINISTRATIVE Publisher..........................Norman Poltenson Chief Operating Officer .....Marny Nesher Business Manager ....................Kurt Bramer


What’s Good Is Bad Today

id you read the other day that the Australians are going to ban logos on cigarettes? And no longer will packs of cigarettes there carry any colors. (In Aussieland, they’re called colours.) No color except for drab olive-green. And there will be no images on the packs, either. Except for images of ailing children, rotting teeth, cancerous lungs, and such. Along with gentle warnings: “Even touch this package and you will die!” Understandable, since tobacco certainly causes enormous damage. Mind you, you do have to wonder if your favorite vice is the next target. Think Big Mac in olive-green packaging. Complete with photo of 400-pound blob on one side. And a mirror on the other. All MORGAN Scotch may be labeled, AT LARGE simply “Booze” someday. All Bud, Genny, Michelob, Heineken, Coors, Corona, and Yuengling will come in bottles marked “Beer.” And, they’ll be imprinted with photos of bellies and car crashes. Gambling absolutely destroys families and individuals. People get hooked on casino betting, poker, lottery tickets, and betting on football. To the point of ruination. I know. My father grew addicted to betting on horses. Spent every nickel in the family, plus


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HOW TO REACH US MAIL: Send letters to: Editor, The Central New York Business Journal 269 W. Jefferson St. Syracuse, N.Y. 13202-1230 E-MAIL: PHONE: (315) 472-3104

time in stores, we wrapped sanitary napkins in brown paper. So that nobody could read the logos. Some stores actually hid them under the counter. Women had to mumble, “I would like some … some … you know.” I knew. When I waited on them in my father’s grocery store, I knew. When supplies ran low, I would tell Dad to order more YouKnows. Today, we advertise tampons on TV. And we ban cigarettes from TV and wrap them in olive-green to hide the logos. A guy could get confused and say, “Gimme a pack of … you know.” Just think what wonderful things are now evil to so many: beef, dairy products, oil, wealth, and success. These days, the proud parents whisper, “Well, he works in … ahem … business. Yes, and he actually built it himself. We don’t want that to get around, if you know what I mean. And don’t tell anyone that he eats non-organic food.” As Cole Porter sang, in proper attire: “The world has gone mad today, and good’s bad today, and black’s white today, and day’s night today …” And he wrote that a mere 78 years ago. From in Morgan.  Tom Morgan writes about financial and other subjects from his home near Oneonta, in addition to his radio shows and new TV show. For more information about him, visit his website at

How to avoid political lobbying in your nonprofit “The life you have led doesn’t need to be the only one you have.” —Anna Quindlen


he opportunity to analyze and assess our presidential-election process occurs just once every four years. Thankfully, from my perspective, it is not more frequent. In this election season, it is important for all tax-exempt organizations to be aware and knowledgeable regarding the regulatory restrictions on charitable organizations and political/lobbying activities. Internal Revenue Code section 501(h) NONPROFIT provides regulatory MANAGEMENT guidance in this area and has been the subject of a previous column. As always, tax and legal advisers should be consulted if you have questions in this area. In order to avoid a political-lobbying issue for your tax-exempt organization, I provide the following 15 examples for your consideration. Remember that the IRS considers direct lobbying and grass-roots lobbying as both being subject to the regulatory requirements of section 501(h).


THE CENTRAL NEW YORK BUSINESS JOURNAL (ISSN #1050-3005) is published every week by CNY Business Review, Inc. All contents copyrighted 2012. All rights reserved. No part of this publication may be reproduced without the written consent of the publisher.

all he could borrow. One night, he stopped. Two hours later, he killed himself. And yet, states advertise lottery tickets — with your tax money. They welcome casinos. They try to rescue horse tracks. These are tracks that need rescuing because they have lost customers to casinos. Curious, isn’t it? Back to the smokes. A lot of folks want to ban, absolutely, cigarettes. Yet many of them want to allow, absolutely, marijuana. Which, of course, is a bit of a turnabout. Our culture once worshiped cigarette smoking — in movies and TV shows. At that time the culture detested weed. We have done the same turnabout with other products. Once we proudly displayed cigarettes in the store. Extra-length, flavored, charcoal-filtered. Winston tastes good. Be a Marlboro man, a rough rider on a horse. Meanwhile we hid the condoms under the counter. Now we hide the cigarettes under the counter. And now, we build big displays of condoms. Ribbed, colored — including charcoal. Also extra-length, flavored, glowin-the-dark. A few years back, we sold candy cigarettes to kiddies. And we washed their mouths out if they said the word condom or rubber. Today, we punish them for talking about cigarettes and we hand out condoms to them in school. And while we displayed cigarettes big

Activities that are not considered lobbying

 A visit to Capitol Hill by staff to meet with legislators on issues relevant to the organization’s mission. The topics discussed, however, must not currently be the subject of any legislative proposal.  If invited, testifying before a legislative committee on the merits of the provisions of a pending bill.  Membership newsletters that provide updates related to pending legislation of interest to the organization’s mission, pro-

grams, and services.  A public advertisement that may recommend the enactment of a particular bill and recommending that readers support that bill.  Lobbying an administrative body regarding proposed regulations.

Activities considered to be direct lobbying expenditures

 Testifying before a legislative committee, at a Senator’s request, on the merits of a pending bill.  Contacting members of Congress in an attempt to influence the Senate confirmation of a judicial or executive branch nominee.  Training provided to the exempt organization staff on how to effectively influence members of Congress.  A newsletter to members of the organization which describes recent lobbying efforts and encourages contact with legislators.  A public advertisement that specifically indicates the tax-exempt organization’s support of a referendum that will be voted on by the public.

Activities that the IRS describes as grass-roots lobbying

 A public advertisement, which recommends the enactment of a particular bill and identifies the applicable legislators to be contacted by the readers.  Any payments to a lobbying firm to influence the public regarding pending legislation.  Any time spent by employees of the tax-exempt organization in developing or preparing a non-member mailing list for purposes of a grass-roots lobbying communication.

 An organization newsletter that updates members on the status of pending legislation regarding issues affecting the exempt organization and urging newsletter recipients to “get involved.”  Employee salary costs and out-ofpocket costs associated with the preparation and distribution of a membership newsletter that encourages members to directly contact specific legislators regarding pending legislation. As you can see, there are very subtle nuances to consider when assessing a taxexempt organization’s lobbying activities. As a nonprofit board or management team member, what should you do now? In my view, your number one priority is strategic assessment and positioning. In the briefest of simplistic terms, answer the question — what do we need to do to maintain long-term fiscal viability to support our organizational mission and purpose? Start by assuming a dramatic reduction in current government funding and discuss your organizational strengths and weaknesses in the following areas:  Private-sector fundraising and development  Cost-effective delivery of quality service  Affiliation/merger strategies, similar to every other American industry sector  Recruitment and retention of the best talent available at a competitive rate of compensation The challenges are enormous, but the opportunities are endless.  Gerald J. Archibald, CPA, is a partner in charge of the management advisory services at The Bonadio Group. Contact him at (585) 381-1000, or via email at

14 • The Central New York Business Journal

September 7, 2012

September 11 n Social Media Community Discussion Group from 9 to 10 a.m. at SUNY Center for Professional Development, 6333 Route 298, Suite 102, East Syracuse. The topic will be “HootSuite.” For more information, call (315) 546-2783 or email:

September 11 & 18 SEPTEMBER 25 & OCTOBER 2 n Event Planning Certificate Program from 6 to 9 p.m. at SUNY Oswego Metro Center, 2 Clinton Square, Syracuse. This is a two-part program. Course one offers an overview of event planning and discusses the FLOP Theory, critical-planning logistics, hospitality, negotiations, and contracts. Course two discusses risk management, marketing, financing, merchandising, economic impact, and charitable events. You may take one or both courses. The instructor is Bill Motto, of Motto LaGuardia Events. For more information, call (315) 399-4100 or visit oswego. edu/eventplanning

september 12 n Healthy Workplace Awards Luncheon from 11 a.m. to 2 p.m. at the DoubleTree by Hilton Hotel Syracuse, located near Carrier Circle. This event will honor companies who show exceptional dedication to creating a work environment that encourages healthy living among its employees. Register by visiting www.bizeventz. com

september 13 n CenterState CEO Business After Hours event at The Post-Standard from 5:30 to 7 p.m. at 1 Clinton Square, Syracuse. Contact Lisa Metot with any questions at (315) 470-1870 or email:

September 19 n Inspiring Success, The Women TIES Retreat from 8 a.m. to 5 p.m. at The Lodge at Welch Allyn, Skaneateles. A post-event reception will be held from 5:30 to 6:30 p.m. at Mirbeau Inn & Spa, Skaneateles. Register by visiting www. n National Grid’s Upstate New York Energy Efficiency Conference & Expo from 9 a.m. to 4 p.m. at the Oncenter, 800 S. State St., Syracuse. Business customers, partners, and trade allies are invited to attend. The event will feature more than a dozen educational sessions, a tradeshow with more than 75 exhibitors, and a continental breakfast and buffet luncheon. For more information, visit

SEPTEMBER 19, OCTOBER 17, NOVEMBER 14, DECEMBER 5 n Seminar Series: International Trade for Accounting Professionals from 8:30 a.m. to noon at Mohawk Global Logistics, 123 Air Cargo Road, Hancock Airport, North Syracuse. The cost is $60 per seminar or $180 for four-part series. Register by phone at (212) 719-8383 or (800) 537-3635. The event will be presented by Robert Stein and Jim Trubits of Mohawk Global Trade Advisors. For more information, contact Chuck Miller at

september 20 n CNY ASTD Member Orientation from 7:30 to 9 a.m. at Sandler Training/DB&B Peak Performance Management, 443 N. Franklin St., Suite 100, Syracuse. CNY ASTD will discuss why and how to make the most of membership in CNY ASTD. Complimentary attendance. To reg-

October 30

Business Calendar


ister, visit, call (315) 546-2783, or email:

pand their global sales. For details or to register, visit

n Navigating the Special HR Challenges for Family and Closely Held Businesses beginning with registration at 8 a.m. at 445 Electronics Parkway, Suite 206, Liverpool. The event will feature Kathy Barany, Strategic Management Solutions. Questions to be addressed include: What are some of the common pitfalls that family-owned businesses fall into that bring them out of compliance? How easy is it to be in compliance? NYFBC members are prepaid; nonmember fee is $25. To register, contact NYFBC at (315) 579-2871 or email:

October 5

n Maximize Your CenterState CEO Membership from 8:30 to 9:30 a.m. at 572 S. Salina St., Syracuse. Meet the staff, connect with other members, promote your business, obtain information about educational opportunities and programs and seminars. No cost to attend. Reservations are requested. Visit www.

september 21 n The Central New York Chapter of SHRM September Breakfast Program, “Diversity: Recruitment & Retention of Veterans” from 7:30 to 10 a.m. at the Ramada Inn. The cost for SHRM members is $40. It’s $50 for nonmembers. More information on the program, including registration, will be available at www. n Measurement/Evaluation Roundtable from 8 to 9 a.m. at Panera Bread, 3409 Erie Blvd. E., DeWitt. CNY ASTD’s Measurement & Evaluation Special Interest Group will hold a roundtable discussing measurement and evaluation questions and problems. For more information, call (315) 546-2783 or email:

september 25 n Networking Mixer from 5 to 7 p.m. at Ruby Tuesday Restaurant, 3220 Erie Blvd. E., DeWitt. The event is free. Bring plenty of business cards and come network with other professionals from Central New York. Hosted by Gung Ho Referrals. For additional information, contact Paul Ellis at (315) 475-0392 or PEllis@ n Veterans Seminar Series — Serving Those Who Serve: Insights and Innovative Ideas from 5:30 to 7 p.m. at Syracuse University’s Life Science Building, 107 College Place. This is the first in a series of five seminars. No cost to attend. For more information, call the Syracuse University’s Veterans Resource Center at (315) 443-9297 or visit its website: www.Salute.syr. edu/seminars

september 27 n Growing Global Sales: Balancing Opportunities & Risks Conference from 7:30 a.m. to noon at The Crowne Plaza, Syracuse. This event is focused on helping area businesses ex-

n CNY ASTD Breakfast Club from 7:30 to 9 a.m. at the Gem Diner, 832 Spencer St., Syracuse. This is an informal group for discussions on areas of expertise in learning and performance roles. Topic: Managing the learning function. For details, call (315) 546-2783 or email:

October 10 n Employee Learning Week Information Session from 8 to 9 a.m. at AXA Equitable, 100 Madison St., Tower 1, Syracuse. CNY ASTD will hold an informational session regarding Employee Learning Week, discussing activities that organizations and individuals can do to celebrate their commitment to learning and development. For details, call (315) 546-2783 or email:

October 12 n Social Media for Training Workshop from 7:30 a.m. to noon at Aspen Dental Management, Inc., 281 Sanders Creek Parkway, DeWitt. CNY ASTD will host this workshop on social media as a tool to enhance and extend the learning experience led by Jane Bozarth, author of “Social Media for Trainers.” The cost is $79 for CNY ASTD members and $89 for nonmembers. To register, visit, call (315) 546-2783, or email:

October 18 n Pass it On: Estate Planning to Preserve Family Wealth from 8 to 9:30 a.m. at 445 Electronics Parkway, Suite 206, Liverpool. NYFBC members are prepaid; nonmembers pay $25. To register, contact NYFBC at (315) 579-2871 or email:

October 20 n Liverpool Leadership Seminar – Developing Your Leadership Skills & Working in a Team Environment from 10:30 a.m. to 2:30 p.m. at the Liverpool Public Library, 310 Tulip St., Liverpool. Are leaders born or made? Find out by attending this two-part seminar. This is a Toastmasters’ seminar and will be conducted by experienced Toastmasters. The fee is $25 and includes materials and refreshments. Register early as there is a maximum of 10 participants. For details, or to register, call (315) 457-2581 or (315) 271-5152 or email: or

October 25 n CenterState Business Showcase at the Oncenter in Syracuse. Build your B2B network, meet new customers, and connect with business leaders from across the entire 12-county region. To register for the showcase, visit www.

n Excellence In Health Care Awards recognition event from 5 to 7:30 p.m. at The Oncenter, Syracuse. Excellence in Health Care recognizes our region’s top health-care industry leaders, innovators, and companies. Nominations are open. Visit to view the categories and event details. Nomination deadline: Friday, Sept. 14.

ONGOING EVENTS n Every Tuesday, Cayuga Club Toastmasters from 6 to 7 p.m. at Cornell University, Ithaca, Rhodes Hall, 6th Floor, Conference Room #655. Free and easy parking is available nearby at Peterson Lot. For more information, contact Julia Reich, (315) 364-7190 or email: n Every Tuesday, Gung Ho Networking Group from noon to 1:30 p.m. at Ruby Tuesday Restaurant, 3220 Erie Blvd E., DeWitt. Possible referrals for you; this is not a tip club. First visit free. Contact Paul Ellis at (315) 677-0015 or visit n Every Wednesday, Small Business Development Center at OCC from 4pm to 6 p.m., Introduction to Business Start-up at H-1 Hall. For more information, please call 498-6070 or visit n Every Wednesday, Syracuse Business Networking from 6 to 7 p.m. at Barbieri’s Restaurant (upstairs level) located on Main Street in the village of North Syracuse. For more information, call Kim Bachstein at (315) 414-8223 or email: info@ n First Wednesday of each month, Business Innovation Days meetings from 9 a.m. to 5 p.m. at The Tech Garden, 235 Harrison St., Syracuse. Entrepreneurs and small businesses can meet one-on-one with a counselor from the SBDC for advice and customized assistance opportunities. Scheduled by appointment, call (315) 474-0910 or email: n Every Thursday, Empire Statesmen Toastmasters meet at 6:30 p.m. at Ruby Tuesday on Erie Boulevard in DeWitt. For more information, visit or email: n Every Thursday each month, Liverpool Linguists from 7 to 8 p.m. at the Liverpool First Methodist Church, 604 Oswego Road, Liverpool. For details, visit or call (315) 884-2668 or 457-2581. n Every second and fourth Thursday of the month, The North Star Toastmasters from noon to 1 p.m. at C&S Companies, 499 Col. Eileen Collins Blvd., near Hancock Airport. For more information, contact Sandy Jurkiewicz at or call (315) 470-1802. n Every Friday, 40 Above: Workers in Transition from 9 to 11 a.m. at The Westcott Community Center, 817 Euclid Ave., Syracuse. Helping workers/job seekers aged 40 and above in search for work. Contact John A. Cruty at (315) 569-3964, or at n Every Friday, Tip Club of Syracuse, at the Sheraton Syracuse University Hotel, 801 University Ave., Syracuse, 8 to 9 a.m. Call Bernie Bregman at (315) 472-3104, ext. 103 or email: continued on the next page

The Central New York Business Journal • 15

September 7, 2012

PEOPLE ON THE MOVE: NEW HIRES & PROMOTIONS ACCOUNTING Testone, Marshall & Discenza, LLP (TMD) recently announced two new employees have joined the firm. James Trionfero is a staff accountant in the firm’s audit practice group, providing accounting services to a variety of clients. Trionfero is a graduate of SUNY Oswego. Kenneth Burdick is a senior accountant in TMD’s audit practice group, providing accounting services to a variety of clients. Burdick is a graduate of SUNY Albany.




ARCHITECTURE Joanna Barton has joined VIP Architectural Associates, PLLC. She will be working as a staff designer. Barton brings nearly 10 years experience in architectural design and BIM software to VIP Architectural Barton Associates, with considerable experience in airport and government projects. Previous projects include terminal security and access improvements at Syracuse Hancock International Airport, the military entrance processing station at Hancock Field in Syracuse, and Plattsburgh International Airport. Barton will provide architectural design and 3D support for VIP.

Miesje Havens has been hired by Cazenovia College as an accounting instructor. She received her bachelor’s degree in accounting from Le Moyne and her master’s degree in management from Keuka Havens College. Nicole Cicoria has joined Manlius Pebble Hill School (MPH) as its new director of admission. Before joining the independent school, Cicoria worked for three years in Syracuse University’s Cicoria Study Abroad Office as admissions and recruitment coordinator for Syracuse University in Florence, Italy. Saralyn S. Lawn has also joined MPH as head of lower school, with responsibility for grades pre-kindergarten through five. Lawn Lawn, a Rochester native, was a teacher and administrator at another independent school, Eton Academy in Birmingham, Mich., for 15 years. Since 1997, she had been director of Eton Academy’s Lower School.

ENGINEERING Ryan-Biggs Associates, P.C., has added John Pillar to its staff as a professional engineer. He brings more than four years experience in structural design. Pillar will focus on the engineering design of new buildings and

renovation projects in the educational, municipal, industrial, and medical markets. He holds bachelor’s and master’s degrees in architectural engineering from Penn State University. Pillar is a licensed professional engineer and structural engineer.

LAW Smith Sovik Kendrick & Sugnet, P.C. has hired John D. Goldman as an associate at the law firm. He is a graduate of the Syracuse University (SU) College of Law and holds a bachelor’s degree in Goldman political science from Marist College. While attending law school at SU, Goldman was a semi-finalist in the MacKenzie-Hughes Appellate Competition, a finalist in the Lionel O. Grossman Trial Competition, winner of the Inaugural Frank H. Armani Award for Excellence in Advocacy, and executive editor of the Syracuse Law Review. Bond, Schoeneck & King, PLLC announced that Grayson T. Walter has joined its Syracuse office. Walter is a business law and bankruptcy attorney who counsels individuals, corporations, and Walter other business entities and institutions on a broad range of legal matters. He has experience representing clients in many sectors. Walter’s practice is focused on representing companies and their stakeholders regarding corporate-governance issues and transactional matters including senior-secured, subordinated and unsecured financings, mergers and acquisitions, and divestitures.

PEOPLE-ON-THE-MOVE NEWS GUIDELINES 1) All people-news items must be sent directly to,, or or risk not having them considered for publication. 2) For this section, only new hires and promotions will be published. We do not publish awards or honors, professional examinations or designations, certifications, speaking engagements, and board assignments. We welcome other news regarding your company, which we may be able to use in other parts of the paper, but there is no guarantee that it will appear. 3) Allow at least two weeks for your news to appear in print. 4) Due to the sheer volume of requests we receive, we cannot respond to every inquiry regarding when the people news item was published, nor can we send a copy of the issue in which it appears. It is critical that you watch the paper for the item yourself, or have a colleague or friend who receives the paper do so. If a hard copy of the paper isn’t available to you, your subscription allows you to search the archives online at 5) Items must be sent in a Word doc or a format that can be cut and pasted or otherwise manipulated; no Read Only files will be accepted. Photos should be labeled and attached in a .jpg format. 6) Due to space constraints, we are not able to use all photos. So, your people on the move item may appear without a photo even if you submitted one.

MANUFACTURING Otis Technology has promoted Brad McIntyre to the position of director of international and government sales. In this senior-management role, he and his team will be responsible for sales to international sporting-goods customers, foreign militaries, the U.S. military, and law-enforcement agencies. McIntyre brings 12 years experience with the company in a variety of sales and marketing roles to his position. 

BUSINESS CALENDAR (continued)  First Friday of each month, Toolkit Day with SCORE by appointment at The Tech Garden. Counselors provide free, confidential, individual business mentoring to prospective or current business owners. For more information or to schedule an appointment, contact Lynn Hughes at (315) 579-2862 or email

 Every second and fourth Friday of each month, The SUN Group (Sustainable Upstate Network) meets from 7:30 to 9 a.m. at Tony’s Family Restaurant, 3004 Burnet Ave., Syracuse. For more information, contact Andy Picco at (315) 657-0135 or email:


 Every week, Syracuse Networking Professionals. Five meetings to choose from. For details, call Kevin M. Crook at (315) 4391803, or email or visit  CNY Connects is a networking organization of-


fering 12 groups from which to choose. If you are interested in learning more, contact Amy Kaschel of AK Consulting at or call (315) 882-6127 or visit To have your meetings or events in the Business Calendar, email them to


NOMINATE NOW! Nomination Deadline: September 28, 2012

Supporting Sponsor:

Visit to nominate

Award Sponsor: Media Partners: Produced By:

Event: November 14, 2012 11:00 AM - 2:00 PM • The Oncenter, Syracuse


16 • The Central New York Business Journal

September 7, 2012

HELPING DOCTORS HELP THEIR PATIENTS IS BETH’S BUSINESS. WE ARE PROUD SHE HAS MADE IT OUR BUSINESS, TOO. Caring for patients is the most important thing to Beth. And Time Warner Cable Business Class understands her passion. So when she wanted to share patient information securely and efficiently, we set up Dedicated Internet Access and a Virtual Private Network. At Time Warner Cable Business Class, we listen to your needs — so you get the right mix of Internet, Phone, Ethernet and Cable TV solutions. We designed that for Beth. We can do the T:12.75”

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Brand_Radiology_Ad_size_A_455-001.indd 1

1/5/12 6:01 PM

Healthy Workplace AWARDS

September 12 11 a.m. - 2 p.m. DoubleTree by Hilton

Presenting Sponsor:

Supporting Sponsors:

Media Partners:

Produced By:

2B • The Business Journal


Judges LEISHA TEDFORD DOHERTY Leisha Tedford Doherty has a master’s degree in social work from Syracuse University with an undergraduate degree in cultural anthropology. She is a high-performance executive with more than 20 years of management, marketing, sales, and business-leadership experience. Doherty also has strong orientations in corporate culture development, team and leadership development, and professional staff training, as well as more than 25 years of counseling and wellness experience. A few years ago, Doherty’s life was significantly changed and impacted by heart disease. Fortunately, she survived and thrived, and combined her experiences and passions and became a women’s health advocate, a corporate speaker, and a wellness coordinator. She is the creator of Her Heartbeat, a counseling and life-coaching service focused on women’s total heart-health. As a women’s health advocate, Doherty provides inspirational life-balance advice through one-on-one coaching, team coaching, dynamic presentations for large and small groups, and wellness programming to small and medium-sized companies. She is passionate about educating people, businesses, associations, and communities about the importance of wellness, including total heart health and the cost of poor risk management on individuals, corporations, and our health-care system. Doherty is very active with the Syracuse Heart Association as a volunteer. She was awarded the Passion Volunteer of the Year in 2012, and she is the Passion Speaker for the Syracuse Heart Association’s GoRed Luncheon this November. Doherty also wrote about her experience and was published in the “Her Own Words” section of the February 2012 edition of Syracuse Woman Magazine. In 2011, she graduated from the prestigious WomenHeart National Science & Leadership Symposium at the Mayo Clinic and became a WomenHeart Champion. She also volunteers for local charities that have an impact on women’s health including breast cancer, ovarian cancer, and homelessness.

GERALD N. (JERRY) HOFFMAN A native of Syracuse, Gerald N. (Jerry) Hoffman has been CEO of the Onondaga County Medical Society since January 1981. Hoffman received both his bachelor’s and master’s degrees from Syracuse University. He has a bachelor’s degree in radio and television and a master’s degree in public relations management. Before joining the Medical Society, he was executive assistant to State Senator Tarky Lombardi, Jr., longtime chair of the New York State Senate Health Committee. Senator Lombardi and Hoffman are co-authors of “Medical Malpractice Insurance: A Legislator’s View,” a book published by Syracuse University Press in 1978. Hoffman was also co-author of “The History of Local Medical Care, 1806-2006; Celebrating Physicians, Past and Present,” a book published by OmniPress of Madison, Wisc. He is a regular columnist for MD News, Central New York Edition, and was a founder of the annual conference of New York State County Medical and Specialty Society Executives. Hoffman spent several years in the local news media and was assistant director of Syracuse University’s News Bureau before joining Senator Lombardi’s staff. He and his wife Elizabeth have two children and four grandchildren. They live in the town of Onondaga.

September 12, 2012

The United Healthcare Healthy Workplace Awards Celebrate excellence in companies that feature exceptional dedication toward creating a work environment that encourages healthy living among their employees in areas such as wellness, fitness, healthy eating, nutrition, stress management, exercise, and smoking cessation.

CHERYL PUSZTAI Cheryl Pusztai is the executive director of the downtown YMCA. She has been with the YMCA for 19 years and with the YMCA locally for 14 years. Cheryl is a Central New York native who received her degree in physical education from SUNY Brockport and is currently pursuing her master’s degree in public health. Cheryl resides in Baldwinsville with her husband Alex and daughter Anya, 8.

HAL WELSH Hal Welsh is the CEO of the YMCA of Greater Syracuse. He leads the organization in its cause of strengthening community. Since he became the association’s chief executive in 1993, the association’s capacity to affect real and lasting social change in Central New York has steadily expanded. It now serves nearly 40,000 members through its five branches, and it serves thousands more through its daycamp, before- and after-school childcare sites, events, and other programs. Prior to coming to Syracuse, Hal served in executive positions with YMCA associations in Pennsylvania and Washington, D.C. He began his decades-long career at the Y as a group exercise instructor.

MATT WERDER Matt Werder is the general manager at Fleet Feet Sports, Syracuse, a locally owned business dedicated to helping all types of people live healthy, active lives through education, training programs, and the fitting of running, walking, and training shoes, apparel, and accessories.

Congratulations to all of the Healthy Workplace Awards Finalists and Thank You to Our Sponsors


September 12, 2012

Award Finalists CATEGORY: PRIVATE COMPANY, 250+ EMPLOYEES C&S COMPANIES CEO: Ronald Peckham Services: Engineering, architecture, planning, environmental, & construction CNY Employees: 350 Founded: 1968 HR contact: Alicia Kirkby  Top three wellness programs: 1) Lunch & Learn, 2) Eat Well / Live Well, 3) Walk @ Lunch  Greatest benefit of wellness program: Improving the health and wellness of our employees.  Length of time programs in place: More than 15 years  Why were the programs started? An increase in health-care costs made us look at improving the work/life balance for our employees.  Description: C&S Companies’ wellness program is called Well@Work. For more than 15 years, we have engaged our employees in an array of healthy programs, activities, and events. Employees have participated in programs such as National Health & Fitness Walks, “Eat Well, Live Well,” flu shot clinic, “The Biggest Loser,” Corporate Challenge, ropes course, smoking cessation, and stress management. We also reimburse our employees 50 percent of a health-club membership ($200 maximum per year). Our creative Lunch & Learn programs provide an avenue for employees to grab a healthy lunch while learning skills to cope with life’s many challenges. Providing these in our own facility has encouraged many of our employees to join in and support each other. They may also choose to walk or jog along our nature trail, which provides a safe environment for them right outside our facility. To sustain the success of our programs, we also offer BlueCross/BlueShield “Healthy Rewards” as a health-care option. Our goal is to continually give our employees incentives to stay healthy and active. Our core purpose as a company is to engage, explore, excel — to advance the quality of life in a changing world.  Words of advice: Take care of your greatest assets and they will take care of you.

The Business Journal • 3B

CATEGORY: PRIVATE COMPANY, 250+ EMPLOYEES ECR INTERNATIONAL CEO: Ronald J. Passafaro Products/Services: HVAC Manufacturer CNY Employees: 165 Founded: 1928 HR contact: David Campol  Top three wellness programs: 1) Blood screening and health-risk assessment 2) Annual employee fitness/wellness challenge, 3) Monthly Lunch & Learn educational sessions  Greatest benefit of wellness program: Seeing employees succeed in meeting their wellness goals, improving their wellness screening scores, and becoming healthier and happier.  Length of time programs in place: More than 3 years  Why were programs started? It is a perfect complement to our safety program, which has been successfully developed, and has shown significant growth over a 5-7 year period. Both programs are intended to keep our employees safe & healthy, which ultimately provides a better quality of life for themselves and their families.  Allowed during work hours? Yes, some programs  Description: The focus of the wellness program is on general health/prevention, which encompasses all areas of wellness. We began in April 2010 with a wellness screening and health fair at both our locations as well as remote screening opportunities. This has become an annual event and the key component of our program. We have had 50 percent to 65 percent participation in the screening. Our vendor directly contacts employees whose lab values are high risk. Some employees have been alerted to serious health issues; catching illnesses early will give these employees their best chance of full recovery. We currently offer a gift-card incentive for the screening with the intent that as we shift our culture, wellness will become the norm and important for them to do for themselves and their family. ECR receives an aggregate report from the screenings that is used to gauge the group wellness level, compare to prior years to determine progress, and also design our future activities and educational programs to target our areas of need. We have had monthly educational lunch and learns, participated as a company in charitable community walk/runs, held organizational walking/fitness competitions, highlighted employee success stories, and held an award luncheon to celebrate our success. The program continues to develop and we continually look for innovative ways to keep it fresh and fun.  Words of advice: Teamwork breeds success. A good support system, leadership, and teamwork are necessary to build a strong program and change a culture. Changing a culture can be slow and difficult, but persistence will see it through. Most people are not eager to change at first, but when wellness is shown to be an important part of your culture, and employees begin to accomplish wellness goals, others will gradually become more engaged and overall progress will be realized.





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4B • The Business Journal


CATEGORY: PRIVATE COMPANY, 250+ EMPLOYEES HEMATOLOGY ONCOLOGY ASSOCIATES OF CNY (HOA) CEO: Maryann Roefaro Services: Cancer center CNY Employees: 250 Founded: 1982 HR contacts: Mary Stone and Janet Andrianos  Top three wellness programs: 1) Annual Health-Risk Assessment with biometric screening, 2) “Be Active” bowling league, 3) Community/Charity Run/Walk Race Initiative  Greatest benefit of wellness program: The program includes assisting employees in adopting healthier lifestyles by encouraging weight reduction, physical activity, stress reduction, and an increased sense of well-being, self-image, and self-esteem. Benefits to our company include enhanced recruitment and retention of healthy employees by creating and promoting a healthy workplace, as well as reducing insurance rates/health-care costs, and employee absenteeism, and increasing morale.  Length of time programs in place: 4 years  Why were programs started? HOA has always been committed to the physical, emotional, and spiritual wellbeing of our employees and the wellness program began as a way to translate this belief into action, recognizing that our employees truly are our most valuable asset.  Description: The HOA Wellness Program serves as an umbrella for a variety of programs, each aimed at providing education, awareness, and promotion of a healthier lifestyle. One program we are particularly proud of is our Annual Mayo Clinic Health Risk Assessment with biometric screening, which targets all areas of wellness. It is designed to provide an evaluation of employees’ personal health risks and overall quality of life. Measureable results are provided to employees in the form of a written/automatic online report and a risk calculation/score, as well as a physician’s report providing the results of the biometric screening. Individual results are compiled into a group/company report with personal health identifiers removed. Both individual and group measureable results are then benchmarked against national averages, as well as tracked from year to year to demonstrate progress. We encourage employees to participate with a combination of cash incentives for all employees and a reduction in the employee portion of health-insurance premiums. This ongoing program is the backbone of our wellness program and is supported by our leadership, physicians, and employees. We are proud of the fact that we attain an average of 85 percent participation in this program.  Words of advice: The best words of advice for those about to begin a wellness program are: “Many hands make light work.” We believe the best approach is a team approach. We feel we owe the success of our wellness program to the combined efforts of our leadership, our business partners, and our employees. wellness goals, others will gradually become more engaged and overall progress will be realized.

September 12, 2012

CATEGORY: PRIVATE COMPANY, 250+ EMPLOYEES L & JG STICKLEY INC. CEO: Aminy I. Audi Product/Service: Furniture manufacturing and sales in retail stores CNY Employees: 900 Founded: 1900 HR contact: Rob Didio  Top three wellness programs: 1) OnSite Health Office, 2) Smoking Cessation Program, 3) Biggest Loser Program  Greatest benefit of wellness program: Investing in the health and well-being of our work force not only helps our employees lead a healthier life, it also helps express our corporate philosophy that our people truly are our most valuable resource.  Length of time programs in place: More than 27 years  Why were programs started? Long before it was commonplace, Alfred and Aminy Audi felt a strong commitment to their employees and wanted to promote a healthy lifestyle. A significant discount for health insurance was offered to non-smokers, along with the support for anyone wishing to try and quit the habit. Currently, about 87 percent of those enrolled on our health plan receive the tobacco-free rate.  Description: The on-site occupational health office, staffed by a licensed nurse practitioner, is one of the key lynch pins in our wellness effort. In addition, we have a local physician who comes in to consult with employees on myriad medical concerns and an optometrist who sees employees once a month. Stickley partnered with Interactive Health Solutions which administered blood draws, bloodpressure readings, and health-risk assessments on site. Results are sent to the employee and their doctor, if they wish. Stickley only receives aggregate reporting on the group as a whole. In 2009, a companywide “Biggest Loser” contest was born. In less than a week, 50 teams with 227 participants had signed on for the 10-week contest. Contestants weighed in weekly, and the team with the highest weekly percentage of weight loss would win a prize. At the end of the contest period, members of the overall winning teams would each win a vacation day. At the end of 10 weeks, 6 percent of the starting weight had been lost. Numerous employees reported reduced or eliminated medications due to improved health. Looking forward, we envision the expansion of services to include on-site exercise programs, physical therapy, and the introduction of an on-site health office in our North Carolina facility.  Words of advice: A commitment to wellness in the workplace is a long-term project, with results coming in many different forms. Everyone knows that healthier employees are a good thing, but measuring results of wellness initiatives often gets clouded in things such as “soft dollars” and “presenteeism.” Our advice is to focus on the good things, and the results will present themselves.

One-stop shopping An impressive variety of freshly made foods to take out or eat in, a full-service Pharmacy and health and beauty care items, consistent low prices, ATMs and Money-Gram services. Just a few of the reasons our customers love Wegmans. Whatever you need, check here first. You won’t need to make another stop.


September 12, 2012

The Business Journal • 5B

CATEGORY: PRIVATE COMPANY, 250+ EMPLOYEES PRICE CHOPPER/GOLUB CORPORATION CEO: Jerry Golub Product/Service: Price Chopper is in the retail/supermarket industry CNY Employees: About 4,000 Founded: Early 1900s HR contact: George Coleman  Top three wellness programs: 1) Tobacco-Free Discount, 2) Go for the Gold, 3) Stress Management Quiz/Campaign  Greatest benefit of wellness program: There has been a program ROI of 2.37 : 1, as well as declining medical trends since 2009 (now well below the standard book-of-business trends).  Length of time programs in place: 6 years  Why were programs started? First and foremost, employees wanted a wellness program and it was the right thing to do. Thus, Well@Work strives to implement programs that are customized to the population interests and health needs. Additionally, Price Chopper is self-insured and is progressive in trying to manage its health-care costs.  Allowed during work hours? Yes  Description: Price Chopper established a corporate goal of improving employee health and began an employee wellness program named and branded “Well@Work.” Survey results indicated employees wanted a wellness program and also wanted the company to care more about their health.

The program focuses on a variety of issues and implements health-educational communications that vary based on quarterly themes. Wellness events, activities, health screenings, longer-term programs, wellness-group sponsorship, employee-nomination programs, environmental wellness changes, and wellness-policy implementation are all part of regular program efforts. The program recently implemented a permanent individual program (Go for the Gold) in which someone can enroll, set wellness goals in various health categories, and work toward the goals over a year-long timeframe. There are other health-management initiatives and incentives integrated with and supported by the program that are offered to the approximately 8,500 health-plan participants.  Words of advice: Wellness programs require time and continued effort before true impacts are noticeable. It is easy to feel defeated if a particular initiative is not successful. Over time, comprehensive and well-planned programming will have a positive impact on culture, lifestyle behaviors, employee health status, and eventually, medical costs (and productivity). It takes time, appropriate resources, and strong effort, so keep trying.


COOLEY GROUP, INC. Cooley Group Inc. is very proud to be associated with this year’s Healthy Workplace Awards event. As an employeeowned business for over 65 years in this community, Cooley congratulates and acknowledges the contributions, perseverance, dedication and commitment each of the finalists have exhibited to earn their recognition and award.

Cooley has worked with clients of all sizes and locations throughout the United States to enhance their brands and therefore their business. From printing, promotional products, specialty printing, and branded apparel, Cooley has assisted clients in building their brands and maintaining continuity. New thinking. New ideas. For more information visit

WEGMANS FOOD MARKETS Wegmans Food Markets, a 77-store supermarket chain with stores in New York, Pennsylvania, New Jersey, Virginia, and Maryland, has raised the bar on the shopping experience by offering quality goods, a spectacular abundance of choice, restaurant-quality prepared foods, beautiful stores, and a nearly telepathic level of customer service. Wegmans’ focus on the health and well-being of its employees and

Gilroy, Kernan & Gilroy is proud to be a sponsor of this year’s Healthy Workplace Awards event. Finalists for this award set themselves apart from their colleagues and deserve our recognition. At Gilroy Kernan & Gilroy, we have the brightest insurance minds in the business ready to work for you. We look closely at everything. That’s because we know that real-world business solutions are always found alongside smart insurance strategies.

We scrutinize more than 150 different factors that might impact your business. Then we go into triage mode — we fix what we can right away, and then make plans with you if you need to address longer-term issues. Where you need help, we have the resources in place to make it happen. And when it’s all said and done, we’ve helped you build a business — one with a better risk profile and a smarter insurance approach. It’s thorough, strategic, proactive and it just works!

customers has been pivotal in the company’s success. The recently implemented “Half Plate Healthy Model” encourages one to fill half your plate with any combination of fruits and vegetables, and the other half with the rest of your meal. This concept has been widely received and emphasizes the importance of adopting healthy eating habits. At Wegmans, “Every Day You Get Our Best.”

6B â&#x20AC;˘ The Business Journal


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September 12, 2012

CATEGORY: PRIVATE COMPANY, 250+ EMPLOYEES ST. JOSEPHâ&#x20AC;&#x2122;S MEDICAL, P.C. (dba NORTH MEDICAL) COO: Derrick Murry Services: Primary-care medical practice CNY Employees: Approximately 500 Founded: 1971 HR contact: Betsy Bedigian ď Ž Top three wellness programs: 1) The Biggest Loser, 2) Walking Program, 3) Health Fair ď Ž Greatest benefit of wellness program: The greatest realized benefit is mitigating health-insurance premium increases for our employees. For 2012, St. Josephâ&#x20AC;&#x2122;s Medical was able to hold premium increases to 5 percent when most companies were experiencing double-digit increases. It is our continued expectation that we will be able to positively impact employee medical-insurance costs with our staffâ&#x20AC;&#x2122;s continued efforts to maintain good health. ď Ž Length of time programs in place: 3 years ď Ž Why were programs started? Now in our third year, St. Josephâ&#x20AC;&#x2122;s Medical, PCâ&#x20AC;&#x2122;s leadership made the decision to invest in employee wellness to positively impact rising absentee rates, workplace injuries, and health-premium increases. The wellness program was launched with the START walking program at both North and Northeast Medical Centers. ď Ž Description: The most popular program is the Biggest Loser Challenge held for the past three years. The program encompasses several different areas of wellness including healthy eating/nutrition, exercise, and engagement. Prior to the most recent Biggest Loser Challenge, we realized that the biggest problem we faced was keeping staff involved over the course of the eight-week challenge. The number of participants was slipping each week and we wanted to find a way to keep employees dedicated to the challenge. In order to ensure the continued success of the programs, for 2012 we engaged a wellness coach to support individual staff wellness goals and conduct on-site fitness and nutrition programs. Our wellness coach held weekly seminars with a different topic each week designed to help staff with finding the right food and exercise balance to attain their personal health and wellness. The wellness coach would review employee food diaries to keep them on track as they competed to be The Biggest Loser. A motivational message, exercise tip, and recipe is shared on the companyâ&#x20AC;&#x2122;s Intranet weekly. We track employee weight loss and practice-wide results are given at the end of the challenge. Finally, the two winners each receive a prize for the hard work and effort they put into the program. We anticipate our wellness program continuing to grow as more employees are involved and engaged. ď Ž Words of advice: Large or small, making investment in employee wellness a priority can have a significant impact and contribute to creating a workplace where employees are happy and want to work.


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The Business Journal â&#x20AC;˘ 7B




CEO: Guy Marhewka Products/Services: Library supplies and archival solutions CNY Employees: 120 Founded: 1896 HR contact: Amanda Cooper

Managing Partner: Janet D. Callahan Services: Legal services CNY Employees: 116 Founded: 1889 HR contact: Lisa Larkin

ď Ž Top three wellness programs: 1) Utilization of onsite nurse, 2) Utilization of onsite WellGuide (for Lunch and Learns and one-on-one consultations, 3) Annual health-risk assessments and biometric screenings ď Ž Greatest benefit of wellness program: Through our wellness initiatives, we are able to provide customized, meaningful resources and support to our employees in areas that are of interest to them. By having health-care professionals onsite each month, our employees know they always have a trusted resource for their medical issues. ď Ž Length of time programs in place: More than 3 years ď Ž Allowed during work hours? Yes ď Ž Description: Gaylord Brothers invests in its co-workers in all areas of health and wellness, including providing resources to help them with improved eating and exercise habits, habit cessation, stress management, and work/ life balance. Its programâ&#x20AC;&#x2122;s success has come from seeking local partners who can deliver meaningful programs and consulting services for its co-workers. Much of what we do is focused on providing individuals with avenues to work on their own personal issues, and we supplement that with opportunities for the entire company to increase its health education, through health-risk assessments, screenings, and lunch and learns. Gaylord encourages a positive wellness culture through its wellness committee, cafeteria (vending) options, and participation in local health-focused challenges. Gaylord continues to add to its suite of services offered by listening to coworkersâ&#x20AC;&#x2122; needs, and finding solutions that will create the most benefit for the most people. Because its programs are customizable for each person, they have high levels of engagement and risk-factor reduction. Gaylord plans to remain committed to its corporate wellness mission by providing ongoing support avenues and continually adjusting them to meet its employeesâ&#x20AC;&#x2122; needs.

ď Ž Top three wellness programs: 1) Healthy Change Challenge, 2) One-on-One Stress Management Consultations, 3) Lunchtime Walking Group ď Ž Greatest benefit of wellness program: Every year the program is in place, our employees continue to attain a higher percentage of improvement in reducing detrimental health factors, including stressrelated issues, risks for cancer, poor nutrition, inactivity, obesity, and high risk for diabetes. ď Ž Length of time programs in place: 3 years ď Ž Why were programs started? The firmâ&#x20AC;&#x2122;s wellness program was initiated to help employees improve their physical and mental well-being by understanding the importance of adopting and maintaining healthy behaviors and understanding their personal motivators for improving and preserving their health, such as family or retirement planning. ď Ž Allowed during work hours? Yes ď Ž Description: Since 2009, Hancock Estabrook has partnered with WellTrail to implement a wellness program in the work place. This program allows our firm to give our entire work force an opportunity to identify and address any health-related areas they would like to improve. Our program starts by providing employees with an individual risk-assessment meeting. After that meeting, each employee then receives a written report describing the factors, both behavioral and genetic, that contribute to current health and wellness risks. The employee then reviews the report results with the WellGuide and is given an individualized plan of steps to follow to minimize any identified health-risk factors. The progress of each employee is followed and reinforced by periodic personal visits with a WellGuide at the work place, with email and telephone access available between visits. Overall participation rate this year was more than 75 percent of the firmâ&#x20AC;&#x2122;s total population. We track our employeesâ&#x20AC;&#x2122; progress using a proprietary database. The firm has provided its employees with a work-place program that enables them to maximize their good health and well-being. We have already seen a measurable reduction in the occurrence of standard primary risk factors for our employees and expect that trend to continue. ď Ž Words of advice: We found it extremely valuable to utilize the skills and knowledge of an outside expert to help implement and monitor our wellness program in the workplace.

CATEGORY: PRIVATE COMPANY, 100-250 EMPLOYEES SCOTSMAN MEDIA GROUP CEO: William Veit Product/Service: Printing and publication company CNY Employees: 175 Founded: 1954 HR contact: Lorry Reeve ď Ž Top three wellness programs: 1) Physical Activity â&#x20AC;&#x201C; A Walking Group, 2) Health/Nutrition Group, 3) Stress Relaxation Program ď Ž Greatest benefit of wellness program: Morale and work relations have improved and participating employees are living healthier lifestyles and have lost weight. ď Ž Length of time programs in place: 1 year ď Ž Why were programs started? With the escalating cost of health care, higher deductibles, and copays in health insurance, we wanted to help the employees by focusing on preventive factors â&#x20AC;&#x201D; physical activity, weight management, nutrition, and stress. We realized that the impact of aging and unhealthy lifestyle choices impact employee absences and impair work performance. We are striving to change the culture to where wellness is deemed a priority. ď Ž Allowed during work hours? Yes ď Ž Description: We formed three initiatives: 1) Walking Group. Every day there are two 20-minute individual or group walks, either inside or outside. We have measured the walking distance of our hall (12 laps = 1 mile). Employees can track their time and distance. Pictures of walking feet are posted on the track walls, along with motivational pictures/quotes. Thereâ&#x20AC;&#x2122;s about 20 percent par-

ticipation. 2) Health/Nutrition Group. This group meets every week. Participants can weigh in and track their weight loss. Since March, participants have continued to lose weight, some more than 20 pounds. We learn about stress reduction, high blood pressure, cholesterol, heart disease, food serving size, how to grocery shop and read labels, acid vs. alkaline foods, and more. A mystery food is introduced at each meeting and we discover the healthy benefits of that item. 3)Stress Relaxation Group. In progress right now, we have a double elimination competition of Wii bowling. Thirtytwo percent of employees from our three shifts participate. This has created great camaraderie among the employees. ď Ž Words of advice: Many people need that extra push to recognize and pursue their wellness goals. We have an opportunity to not only encourage better health but also to promote better quality of health to our employees for their future. We see wellness as an investment in our primary asset â&#x20AC;&#x201D; our employees.

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8B • The Business Journal

healthy workplace awards

September 12, 2012


Helping New Yorkers Live Healthier Lives


  ew Yorkers like to be #1 in many   ways, from their sports teams to   their cultural offerings, but when it comes to their health New York ranks right in the middle among the 50 states – 18th to be exact, according to the 22nd Annual America’s Health Rankings report from the United Health Foundation. While New York moved up six spots from #24 in 2010 to #18 in 2011, the state of the state’s health still has room for improvement. But companies, schools and community groups across the state are playing a significant role in moving New York up the ranks by creating or adapting programs to address key health concerns, like obesity, diabetes, heart disease and smoking. For businesses, wellness research indicates employer health promotion programs can be linked to improved productivity, reduced absenteeism, greater health knowledge, better health behaviors and a reduction in chronic health conditions. Area businesses competing in the 2012 UnitedHealthcare Healthy Workplace Awards program are showcasing their creativity and commitment to helping their colleagues live healthier lives, reducing health care costs and helping New York try to move up on the health rankings – with some measurable results. Bringing Wellness to the Workplace For the second year, UnitedHealthcare is sponsoring the UnitedHealthcare Healthy Workplace Awards program in collaboration with the Central New York, Mohawk Valley and Greater Binghamton Business Journals to recognize businesses that are taking an active role in helping impact the health of their employees, their families and the community at large. “Workplace wellness programs can have a positive impact on businesses and their employees,” said Bill Golden, CEO, UnitedHealthcare Employer & Individual of New York. “This year’s finalists bring great energy, commitment and creativity to their programs and have truly made an impact on the health of their teams.” On Wednesday, Sept. 12, UnitedHealthcare and other local businesses will gather at the DoubleTree by Hilton in East Syracuse to recognize “UnitedHealthcare Healthy Workplace Awards” finalists and announce the 2012 winners. The finalists are: • Private Companies (2-50 employees) – Bonadio & Co., LLP; Contemporary Personnel Staffing & Professionals Incorporated; Gilroy, Kernan & Gilroy, Inc.; and PB Industries • Private Companies (51-99 employees) – Dermody, Burke & Brown, CPAs, LLC; Mohawk Global Logistics; and Testone, Marshall & Discenza, LLP • Private Companies (100-250 employees) – Gaylord Brothers; Hancock Estabrook; and Scotsman Media Group • Private Companies (251+ employees) – C&S Engineers; ECR International; Hematology Oncology Associates of Central New York; L & JG Stickley Inc.; Price Chopper/Golub Corporation; and St. Joseph’s Medical, P.C., dba North Medical • Not-for-Profit – ACHIEVE; Crouse Hospital; and The House of Good Shepherd To build an effective wellness program, consider what the “Healthy Workplace Awards” finalists and other area organizations are doing to create sustainable wellness programs: • Taking advantage of healthinsurance benefits – Host periodic benefit review meetings throughout the year and stress the wellness-related opportunities such as gym reimbursement benefits and health coaching services available through many UnitedHealthcare plans. Have individuals sign

Helping Children Live Healthier Lives

F UnitedHealthcare is committed to helping people live healthier lives. Throughout the year, the company sponsors free health screenings at regional community events, including the New York State Fair.

up for well-care reminders and use online resources to support decisions on prescription costs and treatment options, such as those available through • Surveying the surroundings – Check out vending machines and the cafeteria to ensure there are more healthy choices than not. Be sure places where people walk for recreation and exercise are well lit and free of potholes and other obstacles. Move the smoking area far away from entrances to the building. Make the necessary changes toward a healthier workplace. • Opening your doors – Bring in local health-related organizations for health fairs, health screenings, “brown bag” education talks and other wellness events. If your company does not meet employee minimums, engage other companies in the building or complex to join together. • Walking the walk – Walking clubs are an inexpensive way to get employees moving. Have your CEO or other company executives host several walks throughout the year not only to demonstrate senior commitment to health, but also provide management and staff the opportunity to chat in an informal setting. • Measuring outcomes and celebrate success – Determine your “corporate health status” and measure how you are doing. Celebrate pounds lost, miles walked, health risk assessments filled out and any other measure that rewards employees for healthier behaviors. Engaging Our Own Employees UnitedHealth Group employs more than 3,800 employees in the state and more than 100,000 across the country, so it is not only committed to improving the health of its members but its employees as well. That is why UnitedHealthcare created “Your Rewards for Health,” a corporate wellness program that rewards employees for taking steps to pursue healthy lifestyles and getting regular care when living with chronic illnesses. Steps can include annual health exams, regular cancer screenings and enrolling, as appropriate, in weight management, disease management or smoking cessation programs. Recent UnitedHealthcare research confirms that incentives drive better health behaviors. When offered incentives, individuals report that they are “extremely likely” or “very likely” to complete recommended preventive health care actions. To date, more than 70 percent of plan participants have earned points in the program, meaning they are following the recommended actions outlined in their personalized health scorecards. “While incentive-based programs and other workplace wellness initiatives make a difference, these programs are more success-

ful when they are supported by a community that also is committed to good health,” said Golden. “The awards’ finalists are actively engaged in improving the health of our communities, recognizing that their internal efforts cannot be successful without the support and success of community-based programs.” Expanding Wellness Efforts Into the Community Employment-based programs may have an impact on family members and friends, but community-wide efforts focused on good health provide additional support for workplace programs and reach individuals untouched by such programs. • Get Kids Engaged – It’s never too early to begin adopting healthy lifestyles, so companies like UnitedHealthcare collaborate with youth-focused organizations to help put young people on the path to lifelong health – and hopefully reduce the number of overweight and obese children across the state. Companies can support programs that keep kids active such as sponsoring youth sports or funding playgrounds and safe play areas. UnitedHealth HEROES, a youth-based grant program developed in conjunction with Youth Service America (YSA), provides hands-on opportunities for young people to learn how to eat right, be active and stay healthy. Applications are currently being accepted through October 15. To find out more about the program and to apply, visit • Collaborate with CommunityBased Organizations – Health-related nonprofits can help augment work programs and provide additional opportunities to address key health issues for your employees and their families, whether it be diabetes, smoking cessation or cancer, to name a few. The Diabetes Prevention and Control Alliance, a collaboration with UnitedHealthcare, the Y, and select national pharmacy chains, is designed to help people at risk for diabetes prevent the disease through healthy eating, increased activity and other lifestyle changes. The program is currently being rolled out in Ys throughout New York, including select Ys in the New York Central Region. “Greater collaboration with state and local officials, health and community organizations, and business and civic leaders can help individuals lead healthier lives,” Golden said. “We are glad so many business and community leaders are embracing wellness programs – and we look forward to working with them – because improving the health of our residents is crucial to improving the health – and competitiveness – of our State.” For more information, visit or call (315) 433-5700.

  amilies who have children with com  plex medical needs sometimes need   financial assistance to help pay for their child’s health-care treatments, services, or equipment not covered, or not fully covered by their commercial health insurance plan. The UnitedHealthcare Children’s Foundation (UHCCF) understands these needs and is dedicated to improving a child’s health and quality of life by making it easier to access needed medical-related services. Grants up to $5,000 are available to eligible families to help pay for medical services such as speech, physical and occupational therapies, counseling services, surgeries, prescriptions and medical equipment including wheelchairs, hearing aids, and eyeglasses. To be eligible, children must be 16 years of age or younger. Families must meet economic guidelines, reside in the United States, and have a commercial health insurance plan. In 2011, UHCCF awarded more than 1,200 grants to families across the country for treatments associated with medical conditions such as cancer, spina bifida, muscular dystrophy, diabetes, hearing loss, autism, cystic fibrosis, Down syndrome, ADHD, and cerebral palsy. Since expanding the grant program in 2007, UHCCF has provided more than 3,500 grants to families in need of financial assistance. UHCCF is a non-profit 501(c)(3) public charity funded by contributions from UnitedHealth Group employees as well as the generosity of individuals and corporations. UHCCF grant applications are accepted throughout the year. To apply for a grant, make a donation, or learn more about UHCCF, visit

Isaac, Age 6 Isaac was diagnosed with Down syndrome and struggles to communicate. He has received two grants for physical, occupational and speech therapy and is making great strides in speaking, reading and writing.

(315) 433-5700

September 12, 2012

healthy workplace awards


The Business Journal • 9B


CEO: Madelyn H. Hornstein Services: Certified public accounting firm CNY Employees: 91 Founded: 1956 HR contact: Christopher Joanis

CEO: Gar Grannell Products/Services: International freight forwarding and logistics CNY Employees: 68 Founded: 1993 HR contact: Cindy Sardella

n Top wellness programs: 1) Stress Management, 2) Fitness, and 3) Healthy Eating n Greatest benefit of wellness program: Dermody, Burke & Brown’s wellness program began in an effort to introduce wellness initiatives to encourage employees to adopt and maintain healthier lifestyles, thus promoting individual health accountability. n Length of time programs in place: Less than 1 year n Why were programs started? The firm wants its employees to get well and stay well, which supports the firm’s mission — “To help our clients and our people ‘live well’ by providing valued advice and being providers of solutions in an atmosphere that is professional, enjoyable and community minded.” n Allowed during work hours? Yes n Description: The name of the program is Living Well. Employees were encouraged by a wellness committee that helps lead the firm to a healthier lifestyle. Through the use of a wellness page on our weekly intranet, we communicate to our three offices — located in Syracuse, Auburn, and New Hartford. The program concentrates on different wellness topics and activities. We have a high percentage of employee participation in our program and anticipate continued growth. The company’s wellness program is fairly new. After the program has been in place for one year, the wellness committee will survey our employees, set measurable goals for 2013, and measure the results. The wellness committee meets every two months to review the wellness program and encourage employees to participate. We ask employees for feedback on the program and encourage new ideas. Prior to the start of our wellness program, the committee sent out an employee survey on wellness areas/topics and activities they would be interested in. For each activity/healthy choice, employees can track their progress and earn points, aka HEARTS. We are able to monitor the number of participants, and activities. Our goal is to continue to provide opportunities for employees to maintain healthier lifestyles and support the firm’s mission. n Words of advice: “The first wealth is health.” – Ralph Waldo Emerson

n Top three wellness programs: 1) Pedometer 10,000 Step Walking Program, 2) Wellness Rewards Program, 3) Biggest Loser Contest n Greatest benefit of wellness program: Promotes a better awareness of overall health and camaraderie among employees. n Length of time programs in place: 5 years n Why were programs started? Based on information from United Healthcare, Mohawk decided to do further research on how to start a wellness program, which led to research on the Internet conversations with larger companies with existing programs in place. n Allowed during work hours? Yes n Description: Mohawk Global Logistics Employee Wellness Program, established in 2008, started with a steps program, where participants tracked their steps and comparable exercises. This began as an idea utilizing pedometers and walking and, after further research, turned into a desire to provide more information to get employees moving. The programs encompass topics from healthy eating/nutrition to smoking cessation to general health/prevention (i.e., 10,000 Step Program, Biggest Loser Competition, Corporate Challenge, and chair massages for stress management). In our programs, the results are traced in order to show benefits and offer encouragement. Our purpose was to instill a more active lifestyle among employees through healthy competition. We offer incentives for milestones achieved, education through the use of emails and posters, and we offer “Fruit of the Month” and Healthy Breakfasts to encourage healthy eating. Overall, our programs average about 85 percent participation. The wellness committee believes there is always room for improvement, but consistency is the key. Our intent is to teach employees the value of good nutrition and physical activities as a lifestyle. We hope to foster continued interest with a variety of fun and creative ideas that will educate staff and bring employees together for a healthier work force. n Words of advice: Get up and Move! Survey your people and get feedback for new ideas from them. Let people know that it is not a task to be healthy, it should be a part of their lifestyle.

CATEGORY: PRIVATE COMPANY, 51-99 EMPLOYEES TESTONE, MARSHALL & DISCENZA, LLP Managing Partner: Frank P. Discenza Services: Accounting and consulting services CNY Employees: 86 Founded: 1976 HR contact: Rozi Swaner n Top wellness programs: 1) Healthy Eating/Nutrition, 2) Exercise, 3) General Health n Greatest benefit of wellness program: Engaging in healthy behaviors at work improves how employees feel on the job, which in turn adds to a more happy/balanced work environment. With the effort and time dedicated to the program, employees know the firm is dedicated to their health and has made wellness a priority. n Why were programs started? We were encouraged by the American Heart Association’s Fit-Friendly program and wanted to commit to making TMD a healthier place. n Allowed during work hours? Yes n Description: The team at TMD created Accounting for Good Health a few years ago and originally included helpful wellness tips in our monthly newsletter/wellness board. In 2012, we learned about the American Heart Association’s Fit-Friendly wellness program and decided to form our first official TMD health and wellness committee and get certified as a Fit-Friendly company. Our committee is comprised of all levels of our staff. We like to take the fun approach when encouraging our employees. We held a health and wellness kickoff event in the spring — complete with our own TMD wellness mascot. Participation varies from event to event but we always strive to impact a high percentage of our team. We measure all our programs based on participation and take those results and decide which components of the program are working well and which need to be changed up. We have a great committee in place and have the support of our leadership team. The enthusiastic team has a lot of great ideas and that’s very exciting and indicative of a great future ahead. We continue to add to our list of activities and events, and envision the program continuing to add to the quality of life at TMD. n Words of advice: Improving the health and wellness of your team is invaluable. Consider putting together a team of office wellness enthusiasts and come up with cool ideas to get employees engaged right now. Start small, think big, and just get started.

10B • The Business Journal

healthy workplace awards

CATEGORY: PRIVATE COMPANY, 2-50 EMPLOYEES BONADIO & CO., LLP CEO: Thomas Bonadio Services: Accounting, business advisory, payroll, personal financial services, and IT consulting CNY Employees: 40 Founded: 1978 HR contact: Jacqui Canham n Top three wellness programs: 1) General Health/Prevention, 2) Wellness Bulletin Board and monthly newsletter, 3) Flu-Shot Clinics n Greatest benefit of wellness program: Flu-shot clinic is measureable as far as how many employees participate. And we have seen an increase in participation every year. n Program in place: 4 years n Why were programs started? It offers the employees a convenient way to obtain their yearly flu shot. The Wellness Bulletin Board was started this year by members of the Bonadio Wellness Committee in the Syracuse office. n Description: The program is entitled, “Wellness & More.” Programs are very sustainable and have a limited cost involved. We are encouraging employee improvement in health by offering the on-site convenience of a flu shot. The employees are more likely to obtain a flu shot if it is easy to get. We have had greater participation each year it is offered. The Wellness Bulletin Boards and Newsletters offer employees education and awareness on many health topics. Last year, 33 percent of employees participated in the flu-shot clinic. The Wellness Bulletin Board is located in a prominent area of the office and we have received many positive comments about it. The wellness program at Bonadio continues to grow. We have active wellness leaders in each office and are committed to continuing the program.

CATEGORY: PRIVATE COMPANY, 2-50 EMPLOYEES GILROY, KERNAN & GILROY, INC. CEO: Lawrence T. Gilroy, III Products/Services: Insurance company providing a full range of products and services CNY Employees: 38 Founded: 1904 HR contact: Don Polczynski n Top three wellness programs: 1) Wellness Connection, an incentive-based wellness program based on measurable results; 2) Go Red for Women Corporate Challenge is a community event that allows our employees to make measurable improvements to their health; 3) GKG Walking Challenge n Greatest benefit of wellness program: The greatest benefit of any of our wellness programs has been increased employee awareness of overall health. Our employees have a better understanding of the indicators for better health. If they do not meet the healthy standard, they get help to make it better. n Length of time programs in place: 4 ½ years n Why were programs started? Four years ago, as we were working strategically with our clients and offering them proactive solutions to help them control insurance costs. Implementing a wellness program was one of the solutions we were providing to them. This allowed us to self-reflect on our own culture. Thus, we began the process of implementing the culture of wellness at GKG. n Allowed during work hours? Yes n Description: Wellness Connection is an incentive-based wellness program based on measurable results. Currently, we have 85 percent participation in the program. The categories that this program applies to are general health/prevention and employee engagement. Our employees are very engaged in the wellness program and the scoring becomes a healthy competition with employees at GKG. Go Red for Women Corporate Challenge is a community event that allows employees to impact measurable improvements to their health. The categories this program applies to are exercise, healthy eating/ nutrition, and employee engagement. During the event, we had 68 percent participation and weekly meetings to encourage participants to step up their exercise program. At the weekly meetings, prizes were awarded to the participant with the most exercise routine for the prior week. We also had monthly “Lunch and Learns” with a topic on healthy eating and meditation. GKG Walking Challenge is a program started in 2008 and is a mile walking path that each employee can walk during work hours. This year we have 90 percent participation and a chart showing how many miles each participant has walked. Some meetings are also scheduled as walking meetings, using the same walking route. n Words of advice: Starting a wellness program is a culture change and it doesn’t happen overnight. First, start out by providing communication pieces and education to your employees, then move to providing health-risk assessments, and finally, add an incentive to your program that encourages employees to improve their numbers by taking real action and getting them truly engaged in their own health.

September 12, 2012

CATEGORY: PRIVATE COMPANY, 2-50 EMPLOYEES CONTEMPORARY PERSONNEL STAFFING & PROFESSIONALS INCORPORATED CEO: Laurie Liechty Services: Full-service employment/ staffing company CNY Employees: 32 Founded: 1989 HR contact: Kirsi Donovan n Top three wellness programs: 1) In-house Fitness Center, 2) $500 Health, Wellness, and Fitness accounts, 3) In-house workout/training program — Bootcamp n Greatest benefit of wellness program: We find that our team gets very excited about being healthy. Having a group of energetic and fit employees makes the workplace a more positive and enjoyable place to be. There is a true sense of accomplishment and camaraderie among our staff thanks to our emphasis on health, wellness, and fitness. n Length of time programs in place: 2 years n Why were programs started? Many staff would work out together after hours — and, after several discussions, we decided to bring the workout in-house. We hired two personal trainers for “Bootcamp” in our offices. Some staff members were more inclined to work out independently, and so after several discussions, we turned our lower level into a state-of-theart fitness center. n Allowed during work hours? No. The fitness center is open to all staff at any time they are not working. Many use it right after work or during their lunch hour. n Description: The name of program is a tie between our fitness center and our $500 health, wellness, and fitness accounts for employees. Our fitness center includes several machines (treadmill, stationary bike, two elliptical trainers, rowing machine, ab bench, etc.). In addition, we have a flat screen TV/DVD, fitness videos, yoga mats, resistance bands, and free weights for all staff to use. This is our second year of offering fitness, health, and wellness accounts where each employee has $500 per year to use towards any fitness, health- and/or wellness-related product of their choice. This has been a huge success and 100 percent of the staff has taken advantage of this fantastic program. We have had staff use the money for smoking cessation, personal training, Weight Watchers — even fun things like new bikes and stand-up paddleboards. Our efforts are sustainable and results can be and are tracked. In the future, we would like to see 100 percent participation with the fitness center. We will continue to offer in-house fitness programs like Boot Camp with a certified personal trainer, and may even try to organize yoga or pilates for those interested. n Words of advice: Make it a group effort, include everyone, and focus on the TEAM. Some may be hesitant to try something new, but in a team environment, it is easier to start. Always appoint a “coach” or “team leader” to coordinate and head up the programs. It really helps if there is one go-to person.

CATEGORY: PRIVATE COMPANY, 2-50 EMPLOYEES PB INDUSTRIES President: Frank Girardi Products/Services: Metal fabrication CNY Employees: 50 Founded: Owned by Frank Girardi since 1995 HR contact: Chris Figures n Top three wellness programs: 1) Monthly Well-Guide Visits, 2) Habit Cessation, 3) Annual Health-Risk Assessment n Greatest benefit of wellness program: Individuals taking responsibility for their health and well-being. n Length of time programs in place: Almost 3 years n Why were programs started? The program started as an employee benefit because of the potential to improve individuals’ health. Rising health-care costs (i.e., company-provided insurance costs) prompted a look at having healthier employees. Healthy employees are happier and more productive. n Allowed during work hours? Yes n Description: For the past three years, PB Industries has worked with WellTrail, Inc. to identify ways to improve employee health. All employees were required to attend an initial presentation, followed by an optional participation in a health-risk assessment. We had more than 95 percent completing the assessment in 2009 and the third annual assessment in 2011 saw an equivalent rate. The downturn in the economy has forced cost reductions and layoffs at our company. Yet in light of these conditions, PB Industries’ management has continued to provide a wellness program, believing it to be of even greater importance as individuals deal with the added stress of difficult times. Tracking improvement is done through statistical reporting by WellTrail, and as a whole, the company has lost weight, exercises more, is conscious of what and how much we eat, and has reduced excessive alcohol consumption. A number of people have quit or reduced smoking. WellTrail works with employees on an individual basis to meet personal goals. n Words of advice: Keeping a health program low key and personal has proved to be a successful approach to helping employees become more conscious about their health and the role of exercise and diet in staying healthy.

September 12, 2012

healthy workplace awards

CATEGORY: not for profit, 250+ EMPLOYEES

The Business Journal • 11B

CATEGORY: not for profit, 250+ EMPLOYEES



CEO: Mary Jo Thorn Services: Services people with developmental disabilities CNY Employees: 315 Founded: 1952 HR contact: Cindy Tokos

CEO: Paul Kronenberg, M.D. Services: Health care CNY Employees: 2,300 Founded: 1887 HR contact: Sara Kohlbrenner

n Top three wellness programs: 1) Biometrics/ health-risk assessments, 2) Agency-sponsored weight loss, stress reduction, and physical activities, 3) Agency-sponsored smoking-cessation classes n Greatest benefit of wellness program: Employees experienced a real benefit to their overall health profile as compared to our 2011 aggregate data by reducing their medical-risk factors by 13.7 percent, and lifestyle-risk factors by 15.7 percent. n Length of time programs in place: 3 years n Why were the programs started? To help employees to be more aware of their health risks and how those risks ultimately drive the premiums that both the agency and employees pay. n Description: ACHIEVE’s wellness incentive program is called “ACHIEVE health in 2012 and keep it!” The program encompasses five areas: awareness, prevention / modification, physical activity, weight loss, and mental health. The program began in May 2010 with basic biometrics and health-risk assessment to provide employees real data on their overall health. An incentive of $10 was added to employees’ bi-weekly pay for testing participation. Currently, along with the incentive, the agency provides better cost-sharing of the employee portion of health-insurance premiums by completing an individually designed program that earns points based on activities completed. The maximum points that can be earned are 10. The individually designed program can include agency-sponsored events, athome workouts, or community activities. The first year saw 59 percent participation and has grown to 72.5 percent. Activity participation is tracked on a matrix. Points are awarded through this tracking, which ultimately give employees the better cost-sharing percentage. The program comparison data reflected drops in measurable risk areas. ACHIEVE plans to expand fee-sharing of community-sponsored activities to allow more buy-in and shift flexibility to the wellness program. n Words of advice: Start out slow and add to the program each year. Monitor participation in various events and send out surveys on what type of activities your group would like to see offered. Then act upon it.

CATEGORY: not for profit, 250+ EMPLOYEES THE HOUSE OF THE GOOD SHEPHERD CEO: William Holicky Services: Preventive, residential, and foster-care programs CNY Employees: 350 Founded: 1872 HR contact: Suzie Phillips n Top three wellness programs: 1) Staff Incentive Program, 2) “Walk Across America,” 3) Annual Wellness Fair n Greatest benefit of wellness program: The greatest benefit is observing 25 percent of our staff making a commitment to pursue a healthier lifestyle by participating in these activities and also serving as role models to the children we serve every day. n Length of time programs in place: 2 years n Why were the programs started? This initiative has been a long-time desire of administration and staff to incorporate a plan for rewarding healthy lifestyles for our staff. Due to the children that we interact with daily — who often don’t come from families with the capacity to focus on nutritious eating and exercise — it has been viewed as even more vital that we provide good role models for lifelong healthy patterns to the children that we serve. n Allowed during work hours? Some of our staff have the flexibility to arrange their hours to accommodate exercise during the working day; others are in direct care and are not able to participate. n Description: The wellness initiative at The House of the Good Shepherd that deals with general health/prevention is the FAN Club (Fitness and Nutrition Club). The acquisition of a multi-year grant allowed us to move forward on the program. We developed an incentive program for employees to complete activities and earn points, which in turn translate to rewards. This program was rolled out two years ago with no formal internal structure — and was successful enough that we hired a full-time wellness coordinator. About 20 percent of the staff participated in the first two years. We also held “Walks Across America”, where employees worked in teams and completed miles of walking to reach a certain goal. A total of 25 percent of the staff took part in this activity. These programs all involve measured participation and the wellness coordinator tracks progress. We have also made health screening available on an annual basis. The external company that provides this also tracks overall results and improvements in indices such as blood pressure, cholesterol, glucose, etc. We see us expanding the wellness program until it is fully ingrained into the organization’s culture. n Words of advice: In beginning any new project of this magnitude, it is always important to remember patience. Individuals are not going to change their habits overnight, and even though they state they will participate in programs, life sometimes gets in the way. It is important to celebrate the small successes and remember that changing each life is important.

n Top three wellness programs: 1) Simple Steps to Wellness Challenge, 2) Simply Well Disease Management, 3) Stress Management/Work-Life Balance n Greatest benefit of wellness program: Meeting all employees at all levels of their fitness levels and having the ability to adapt the program into everyday living. n Length of time programs in place: 1 year n Why were the programs started? Two reasons: as part of our mission we have a commitment to promoting health and wellness in the community. Secondly, our wellness team is comprised of employees from all walks of life and departments that are passionate about their own wellness and that of others and want to share that with their fellow employees. Our vision is “To promote employee and family wellness by providing resources and programs that will lead to happier and healthier lives.” n Allowed during work hours? Yes n Description: The name of our program is “Simply Well.” We engage employees and dependents, assess risks, and utilize patterns creating a program to improve our overall population risk. We then provide resources for high-risk individuals and groups. Our leap into Population Health Management extends the spectrum of opportunities way beyond what a health-risk assessment can offer. Our program is designed to avert complex medical issues through identification of high-risk populations and orchestrating the best possible care. Incentives are developed for employees to do risk assessments and those who agree to motivational and goal-oriented coaching by an RN health educator if identified to do so. Since April, more than 200 employees have engaged in our program and more are vowing to be a part of it. Baseline data is used for measurable improvements for next year including two primary sources including employee health risk and a company-wide health-culture audit and interest survey. Our program is sustainable in that the wellbeing of our work force is a business initiative and is backed by our senior leadership. This program is very important to our physical and fiscal health, and we started by increasing the awareness and personal experience among our management leaders — creating champions for our teams that can speak from knowledge and experience. A future goal is to create a defined physician alignment creating a medical home model. n Words of advice: The wellbeing of our work force is a business initiative and is backed by our senior leadership. Two of many of our corporate visions: Creating a dynamic work space, and being fiscally responsible are core concepts of our Simply Well program. It is very important to our physical and fiscal health, and we began by increasing the awareness and personal experience among our management leaders.

Editor’s note: The write-ups for the finalists were written and submitted by the finalists themselves, but copy edited to fit the space and ensure quality control.

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12B • The Business Journal

healthy workplace awards

September 12, 2012






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©2012 United HealthCare Services, Inc. UnitedHealthcare Vision® coverage provided by or through UnitedHealthcare Insurance Company or its affiliates. Administrative services provided by Spectera, Inc., United HealthCare Services, Inc. or their affiliates. UnitedHealthcare Dental® coverage provided by or through UnitedHealthcare Insurance Company or its affiliates. Administrative services provided by Dental Benefit Providers, Inc., Dental Benefit Administrative Services (CA only), United HealthCare Services, Inc. or their affiliates. Insurance coverage provided by UnitedHealthcare Insurance Company or its affiliates. Administrative services provided by United HealthCare Services, Inc. or their affiliates. Health Plan coverage provided by or through a UnitedHealthcare company.

Central New York Business Journal 9/7/2012  

Central New York Business Journal 9/7/2012