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New Nursing-Home Policy is a Win for New York Families
New York families recently received some long-awaited good news with the announcement that restrictive nursing-home visitation policies were finally being adjusted. Nursing-home visits had been banned since March because of the pandemic. Since then, some residents’ friends and loved ones were unable to visit because of strict visitation rules that went into effect over the summer. […]
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New York families recently received some long-awaited good news with the announcement that restrictive nursing-home visitation policies were finally being adjusted. Nursing-home visits had been banned since March because of the pandemic. Since then, some residents’ friends and loved ones were unable to visit because of strict visitation rules that went into effect over the summer.
For weeks, the Assembly Minority Conference has advocated for a more fair and compassionate policy. New York state’s COVID-19 rate has significantly dropped and precautions in place have proven effective in curbing the spread of the virus. There was no rational explanation for some facilities to allow visitation while others were forced to remain apart from their loved ones. Even visitations at state prisons had resumed weeks before families could see their loved ones in a nursing home.
Under the state’s new, relaxed policy, nursing-home visitation can resume if a facility is deemed COVID-free for 14 days, half of the previous 28-day rule that made it nearly impossible for families to see loved ones in nursing homes. While the updated guidance will only allow eligible visitation in about 500 of the state’s 613 nursing homes, interaction, daily visits, and communication are extremely important for both the residents and their families.
The emotional toll the pandemic has had on residents has been enormous. For many, the lengthy absence of companionship was extremely stressful and upsetting. We listened to families advocating on behalf of their close friends and relatives. Our conference repeatedly pressed the Cuomo administration to rethink its policy and devise a better plan — one that keeps residents safe while also addressing critical mental-health needs associated with the lack of visitation.
The Assembly Minority Conference is absolutely dedicated to ensuring all New Yorkers can take care of their loved ones as we emerge from this public-health crisis. Yes, health and safety are critical, but so are the emotional and mental-health needs of nursing-home residents, their families, and all those in professional care.
I am extremely pleased the governor and Department of Health (DOH) have reversed course on this issue. However, there is still much more work to be done in order to get our state and its residents back on the most-beneficial path. Too many of the governor’s policies have been rooted in rhetoric and impulse rather than reason. Too much of his overall pandemic response has mirrored the nursing-home visitation policies — long after the state managed to tamp down the spread of the virus, uncompromising policies harmful to small businesses and consumers alike remain in place. Simply put, it is long-past time the traditional authorities given to the state legislature are restored, and end the governor’s expanded emergency powers.
Make no mistake — this nursing-home decision was a step in the right direction, but we must continue to work together to find ways to protect the interests of every New Yorker. With visitation now allowed, the governor and DOH must now address the exact number of nursing-home deaths. The repeated requests, both formal and informal, cannot continue to be ignored. Anything shy of that is a disservice to the people we have been elected to represent.
William (Will) A. Barclay, Republican, is the New York Assembly Minority Leader and represents the 120th New York Assembly District, which encompasses most of Oswego County, including the cities of Oswego and Fulton, as well as the town of Lysander in Onondaga County and town of Ellisburg in Jefferson County. Contact Barclay at barclaw@assembly.state.ny.us
The Art of Giving Political Speeches
I was talking to a friend not long ago who was pretty down on politics in all its forms. “I actually find real enjoyment in politics,” I told him. He asked if I was nuts. No, I said, there’s a lot of pleasure — even joy — to be found in participating. Case in point:
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I was talking to a friend not long ago who was pretty down on politics in all its forms. “I actually find real enjoyment in politics,” I told him. He asked if I was nuts.
No, I said, there’s a lot of pleasure — even joy — to be found in participating. Case in point: getting the chance to listen to gifted speakers.
For many years, I was fortunate to have a seat on the floor of the U.S. House of Representatives, which gave me a chance to observe some of the best orators in the nation.
For instance, there was Hale Boggs from Louisiana, the outstanding Democratic leader who tragically disappeared on a plane flight in Alaska in 1972. He was, in many ways, like an actor — he spoke with complete confidence, enjoyed commanding a crowd, and reveled in the performance; you could listen and relax in the knowledge that you were in the hands of a master.
I also remember Carl Albert, from Oklahoma, who was House Speaker in the 1970s. He never referred to notes; he always appeared to be speaking extemporaneously — though I sometimes thought he must have practiced a great deal. One of his great gifts was that he had an impressive grasp of many different pieces of legislation, and so could speak knowledgeably and cogently on any of them.
John Lewis, the Georgia Congressman and civil-rights icon, had a marvelous, booming voice. People couldn’t help themselves — when he took the floor, they stopped whatever they were doing to listen. He had a gift for elevating any particular issue to a higher plane that called on people to remember the best in their nation and in themselves, which may be why, whenever he came into the House well to speak, young staff members would gather in the back of the chamber to listen to him.
Republican John Anderson of Illinois took a different approach. He wasn’t so much an orator as a debater, a politician of high intelligence who enjoyed the intellectual challenge of politics. As a result, he was a superb debater, with a great fondness for the verbal give and take as he faced off against an ideological opponent. He mastered every subject he took on and defended his positions with wit and verve.
So did John McCormack from Massachusetts, who was House Speaker during the 1960s. Very quick on the draw, he would turn to his adversary in debate and say something like, “I hold the gentleman in minimum high regard,” to the amusement of everyone around. McCormack, too, loved being in the fray — he would readily relinquish the Speaker’s chair so he could go down to the floor and throw himself into verbal combat.
Edith Green, from Oregon, had been a schoolteacher and then a lobbyist for the state education association before coming to Congress, and she carried those skills with her to the House. In a sense, she made the House her classroom, and when she had the mic, she was engaging but firm as she battled to advance women’s issues and social reform.
Mo Udall of Arizona took a different approach. He always spoke with humor and tried to make his listeners see the lighter side of things. Udall believed you should have a good time while you participated in serious subjects; he had a memorable ability to come up with just the right anecdote to illustrate the points he wanted to make. He made you want to listen because it was so enjoyable to do so.
Despite their different approaches, these people — and other great speakers — were articulate, spoke fluidly, and clearly, and showed great confidence and ease. They obviously enjoyed it. They were people who strove to make themselves understood, without showing the effort involved.
So, while oratory may come in different packages, the chance to watch great communicators at work gives you a better sense of who they are, why they have succeeded, and why our multi-faceted political system is so interesting, engaging, and important.
Lee Hamilton, 89, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at IU Hamilton Lugar School of Global and International Studies, and professor of practice at the IU O’Neill School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years (1965-1999), representing a district in south central Indiana.
DAVID M. TEHAN has joined Adirondack Bank senior VP of retail loan administration. He brings 16 years of loan servicing and loan-operations experience to the position and nearly 30 years of experience in the financial-services industry. Most recently, Tehan was a director in operations for the Bank of New York Mellon. He earned his bachelor’s
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DAVID M. TEHAN has joined Adirondack Bank senior VP of retail loan administration. He brings 16 years of loan servicing and loan-operations experience to the position and nearly 30 years of experience in the financial-services industry. Most recently, Tehan was a director in operations for the Bank of New York Mellon. He earned his bachelor’s degree in business public management from SUNYIT.
Erie Materials, a regional distributor of building materials in New York and Pennsylvania, has made several promotions and new hires. BRENDAN PFEIFER was promoted to inside sales at the Auburn location. He has worked in the warehouse since October 2018. Pfeifer has previous experience in customer service and counter sales. BILL MILLER has been promoted
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Erie Materials, a regional distributor of building materials in New York and Pennsylvania, has made several promotions and new hires. BRENDAN PFEIFER was promoted to inside sales at the Auburn location. He has worked in the warehouse since October 2018. Pfeifer has previous experience in customer service and counter sales. BILL MILLER has been promoted to operations manager of the Utica branch, replacing Frank Montana, who is retiring after 24 years of service. Miller has more than 35 years of experience in the building-materials industry and joined Erie Materials in 1999 as a territory manager. MITCH GHEZZI has been promoted to territory manager at the Utica branch. He has served in various sales roles in both building-materials manufacturing and distribution over the past 13 years. Ghezzi joined Erie Materials in February 2020. BARBARA DIANGELO joined Erie Materials’ human-resources team in Syracuse. She holds a dual certification as a professional in human resources from SHRM and HRCI and has human-resources experience in several industries. BOB BUSCH has been promoted to warehouse manager at the company’s distribution center in Syracuse. He has been with Erie Materials for 10 years and was promoted to assistant warehouse manager in 2013. PAUL WHITE, JR. has been promoted to assistant warehouse manager at the distribution center. He joined Erie Materials in June 2012 and has handled a variety of tasks.
Cayuga Strategic Solutions, the joint venture of the Cayuga County Chamber of Commerce and the Cayuga Economic Development Agency (CEDA), has hired TAYLOR SYMES as economic-development technical specialist for CEDA and KIM TAGGERTY as office administrator. Symes attended Cayuga Community College, where she studied medical imaging and radiology. As the economic-development technical specialist for CEDA,
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Cayuga Strategic Solutions, the joint venture of the Cayuga County Chamber of Commerce and the Cayuga Economic Development Agency (CEDA), has hired TAYLOR SYMES as economic-development technical specialist for CEDA and KIM TAGGERTY as office administrator. Symes attended Cayuga Community College, where she studied medical imaging and radiology. As the economic-development technical specialist for CEDA, she is responsible for assisting businesses with loans, incentive and grant applications, research and data analysis, and providing staff services to the area’s economic-development boards — Cayuga County IDA, Auburn IDA, and the Auburn Small Business Assistance Program Committee. Taggerty will perform administrative work.
RUSSELL SILVERSTEIN has been appointed interim director of Syracuse University Libraries’ Information Systems. He succeeds DeAnn Buss, former director of Libraries’ Information Systems, who recently retired. SU Libraries’ Information Systems is responsible for the technological systems, software, and infrastructure required for teaching, learning, research, and behind-the-scenes management of the Libraries’ print assets and digital resources.
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RUSSELL SILVERSTEIN has been appointed interim director of Syracuse University Libraries’ Information Systems. He succeeds DeAnn Buss, former director of Libraries’ Information Systems, who recently retired. SU Libraries’ Information Systems is responsible for the technological systems, software, and infrastructure required for teaching, learning, research, and behind-the-scenes management of the Libraries’ print assets and digital resources. Silverstein has been with SU Libraries since 2003 as a data-systems administrator and information-technology manager. He received a bachelor’s degree in information management and technology from Syracuse University’s School of Information Studies. Silverstein’s prior work experience includes serving as network coordinator at Hospice of Central New York.
Onondaga Court Appointed Special Advocate (CASA), a program of AccessCNY, has hired longtime volunteer JENNIFER BLOWERS as the new CASA program manager. During her three years as a volunteer with Onondaga CASA, she has proven herself to be a passionate advocate for abused and neglected children in Onondaga County. Blowers is knowledgeable regarding all different
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Onondaga Court Appointed Special Advocate (CASA), a program of AccessCNY, has hired longtime volunteer JENNIFER BLOWERS as the new CASA program manager. During her three years as a volunteer with Onondaga CASA, she has proven herself to be a passionate advocate for abused and neglected children in Onondaga County. Blowers is knowledgeable regarding all different aspects of the program and has a particular talent for volunteer training. She previously worked as a payroll administrator for The Effect Group, Inc. and was also a Meals on Wheels volunteer. Blowers received her bachelor’s degree in business management from SUNY Buffalo.
BENJAMIN KAY has joined the medical staff of Geneva General Hospital, specializing in the field of anesthesiology. He received his master’s degree in nurse anesthesia from Interamerican University of Puerto Rico. Kay also received both an associate and a bachelor’s degree in nursing from Interamerican University of Puerto Rico. He will be working in the
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BENJAMIN KAY has joined the medical staff of Geneva General Hospital, specializing in the field of anesthesiology. He received his master’s degree in nurse anesthesia from Interamerican University of Puerto Rico. Kay also received both an associate and a bachelor’s degree in nursing from Interamerican University of Puerto Rico. He will be working in the Surgical Services Department at Geneva General Hospital and the Finger Lakes Surgery Center.
DEVON CONWAY has joined the Syracuse–based law firm of Smith Sovik. He is originally from Alaska, where he grew up working in construction and commercial fishing for salmon. Conway attended Syracuse University College of Law, where he was a member of the national trial team and a cadet with the university’s Air Force ROTC detachment.
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DEVON CONWAY has joined the Syracuse–based law firm of Smith Sovik. He is originally from Alaska, where he grew up working in construction and commercial fishing for salmon. Conway attended Syracuse University College of Law, where he was a member of the national trial team and a cadet with the university’s Air Force ROTC detachment. Prior to joining Smith Sovik, he was an active-duty officer in the Air Force for five years, practicing law as a judge advocate. He prosecuted and defended airmen in criminal actions and practiced fiscal and operational law in Afghanistan. After separating from active duty, he joined the New York Air National Guard. Conway is an experienced litigator whose practice focuses on all areas of litigation including premises liability, motor-vehicle accidents, products liability, labor law, medical and professional malpractice, and workers’-compensation defense.
Four basic business-survival skills
Making Sure You Always Have a Job No one in business was prepared for what happened when the coronavirus invaded the United States. Overnight, it literally upended the nation’s economy, leaving American workers not knowing what to think about the future. While some workers are doing well, others are underemployed, and nearly 13 million are
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Making Sure You Always Have a Job
No one in business was prepared for what happened when the coronavirus invaded the United States. Overnight, it literally upended the nation’s economy, leaving American workers not knowing what to think about the future.
While some workers are doing well, others are underemployed, and nearly 13 million are jobless (down from 25 million at the worst of it in early May). Whether you’re a CEO, just entering the workforce, or someone in-between, such confusion and uncertainty begs the question, “What’s it take to survive in a job today?”
What businesses are looking for are people with the ability to adapt, learn, perform, and progress so they can contribute to the organization’s success. To be specific, these are people who possess four basic business-survival skills.
1. Asking questions
Why is it that when the teacher asks the class a question, it’s always the same kids who raise their hands? But not in business. Many believe that success on the job depends on keeping your head down, going along to get along, and not making waves. In other words, never raise your hand.
While it may be the culture in many businesses, it’s also dysfunctional behavior. Companies experiencing the pandemic’s pervasive effects know their survival depends on rapid and continued adaption and innovation, which starts with asking questions, lots of questions. Here are examples:
– Why are we doing this?
– Why aren’t we doing this?
– Why is it taking so long?
– Why are others getting ahead of us?
– Why aren’t our people more involved in decision-making?
– Why are we doing it this way?
In other words, if a company wants to flourish, its success depends on everyone involved being observant and curious, and raising their hands and asking questions.
2. Staying focused
If anything is obvious, it’s that we all need to up our ability to concentrate on the job, to stay focused. It’s not easy. We’re drowning in distractions, one every three minutes on average. What makes it worse, as Gloria Mark of the Department of Informatics at University of California–Irvine, noted, we have only a limited amount of short-term memory available. Is it any wonder why we’re more stressed, less productive, and oblivious to what’s going on around us? We don’t have a chance to concentrate.
The iconic-management consultant, Peter Drucker, pointed out that Mozart was an exception. He was the only “first rank composer” who could work on several pieces at the same time. Handel, Haydn, and Verdi composed one at a time.
Most of us aren’t a Mozart. Paying attention takes work, starting with actively minimizing distractions, better organizing our time, and not jumping on the Internet and social media during the workday. Is it too high a price to pay if you want to make a difference where you work?
3. Thinking clearly
Unfortunately, workers who can think clearly are in short supply. Daniel Jeffries, the futurist, and author, is onto something when he says, “We’re not taught how to think anymore, only what to think.”
“Clear thinkers analyze and inspect ideas and arguments before expressing them,” writes Kay Daya, an academic writing-lab instructor at Edusson.com. “Be inquisitive enough to inspect and examine the validity, logic, and truthfulness of other peoples’ claims and arguments closely.”
Soaking up ideas, facts, and opinions doesn’t equal clear thinking. Far from it. Rather, it’s the arduous task of sorting out all of those and putting them together, much like you would a puzzle until you see the picture clearly. This is what it takes for businesses to make it today.
4. Influencing others
No matter who we are, our age, or our job, the one thing we all do from morning until night — is persuading others either to do or not do something. Here are a few examples of influencing others:
– A kid asks his mom if they can go to the ice-cream shop before it closes for the season. Mom replies, “Sure, if you clean your room and rake up the leaves.”
– Knowing that home-buyers often want to be sure their friends will like a particular house, real-estate agents may say, “From what you’ve told me, I know your friends are going to love it!”
– When Dale was faced with a lower-priced competitor, he asked the customer’s committee for three “must-have” requirements at a fact-meeting. Then, when closing his sales presentation, he asked them, “How does my proposal stand up with that of the competition? We’re giving you exactly what you said you needed. However, our price is firm.” They signed the order.
Trying to convince someone to change their mind is challenging. Although such efforts are all-too-common, they fail, miserably. We balk and get our back up. No one wants to be told what to do. A more-effective approach is to let people come to your conclusion on their own. What makes it successful is a basic human principle: What’s in it for me? How will it enhance my life and make me more successful?
No matter the job, survival depends on skills that empower workers to be change agents, asking questions, staying focused, thinking clearly, and influencing others.
John Graham of GrahamComm is a marketing and sales strategy consultant and business writer. He is the creator of “Magnet Marketing,” and publishes a free monthly eBulletin, “No Nonsense Marketing & Sales Ideas.” Contact him at jgraham@grahamcomm.com, (617) 774-9759, or johnrgraham.com
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