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Cree still targeting 2022 to begin production at Mohawk Valley Fab site near Utica
MARCY, N.Y. — Durham, North Carolina–based Cree, Inc. expects that production will begin in 2022 at the upcoming Mohawk Valley Fab at the Marcy Nanocenter on the SUNY Polytechnic Institute campus near Utica. Company, state, and local officials on Oct. 29 gathered at the site for a beam signing and “topping off” ceremony acknowledging “the […]
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MARCY, N.Y. — Durham, North Carolina–based Cree, Inc. expects that production will begin in 2022 at the upcoming Mohawk Valley Fab at the Marcy Nanocenter on the SUNY Polytechnic Institute campus near Utica.
Company, state, and local officials on Oct. 29 gathered at the site for a beam signing and “topping off” ceremony acknowledging “the placement of the final steel beam atop the new fab,” per the office of Gov. Andrew Cuomo.
The event “symbolizes a major construction milestone” for the project, Cuomo’s office said.
The Mohawk Valley Fab is described as the “world’s largest silicon carbide device manufacturing facility.” The upcoming facility is Cree/Wolfspeed’s brand new, “state-of-the-art, automotive-qualified and 200mm-capable” power and radio frequency wafer-fabrication facility.
“All involved in this project should be proud of where we are today — from Cree/Wolfspeed employees, to our vendors, New York State, generous community partners and the residents who have welcomed us into this amazing community,” Gregg Lowe, CEO of Cree, said. “Silicon carbide is at the forefront of green technologies — including electric vehicles, renewable energy, and energy storage — that will greatly reduce greenhouse gases. The technology that will be created at this fab — right here in your backyard — will power our customers to build a brighter future that is sustainable for all.”
Eric Gertler, acting commissioner, president, and CEO of Empire State Development, along with executive members from Cree/Wolfspeed and Oneida County officials participated in the ceremony, per Cuomo’s office.
Cree’s investment
Cree/Wolfspeed has committed to investing at least $1 billion through the construction of the fab, creating more than 600 new jobs within eight years, and will provide internships and research opportunities for SUNY students. SUNY has also committed to match up to $5 million in semiconductor-related research funding from Cree/Wolfspeed for the SUNY system.
New York State is providing $500 million in performance-based, capital grants from Empire State Development to reimburse a portion of Cree/Wolfspeed’s costs of construction and fitting out the new facility and acquiring and installing machinery and equipment, as well as $1 million in Excelsior Jobs tax credits, per Cuomo’s office.
The company has 40 full-time employees in New York and had 24 interns this past summer from local universities throughout the state. Cree also has multiple job openings listed for the fab, which include engineering and technician-related positions. Additionally, Cree announced in July that it will establish the “Cree/Wolfspeed Scholarship” program and endowed chairs as part of its ongoing, long-term commitment to the Mohawk Valley to help expand the local economy and develop a pipeline of high-tech professionals.
The program is designed to educate the “next-generation, high-tech workforce by increasing student opportunities in science, technology, engineering, and mathematics (STEM) education and graduation rates, as well as by providing access to funds to assist students in advancing their education.

SMALL BUSINESS SPOTLIGHT: Burns-Gerling uses network to build successful business
SMALL BUSINESS SPOTLIGHT The ABC’s of STEM (science, technology, engineering, and mathematics) is a labor of love for Karyn Burns-Gerling; a mother of three, incredibly hard working, and an inspiration to all who meet her. She began working on this business venture when she was expecting her children. Burns-Gerling would make posters called the ABC’s of wherever
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SMALL BUSINESS SPOTLIGHT
The ABC’s of STEM (science, technology, engineering, and mathematics) is a labor of love for Karyn Burns-Gerling; a mother of three, incredibly hard working, and an inspiration to all who meet her. She began working on this business venture when she was expecting her children. Burns-Gerling would make posters called the ABC’s of wherever she imagined they would one day visit — the ABC’s of Cape Cod or the ABC’s of Nantucket, for example.
Years later, when she went through her divorce, she decided it was time to sell these posters. Burns-Gerling stated, “While I originally did the artwork as gifts for my three children, I found myself a few years later in the midst of a big life change looking for something to occupy my time. With some help from one of my MACNY, The Manufacturers Association members, I printed out a handful of copies of the poster I created for my son and tried to sell them to stores. In my first try, I sold 100 prints. From there my goals got loftier, and about a year later I found myself with new lines, new accounts, and even some collegiate licenses.”
Pretty soon, Burns-Gerling was selling these pieces to New England gift shops and some of the collegiate campus bookstores. And so the business, Karyn Burns ABC’s was born.
The ideas kept coming, and during a typical weeknight another product line was conceived. “My newest product line is something I call my true labor: The ABC’s of STEM Student of the Week classroom program. As a lobbyist to manufacturers, I had firsthand knowledge of their growing workforce concerns,” she says.
Burns-Gerling recalls how she “was already in the process of creating an ABC’s of STEM poster and placemat to add to my ever-growing line of products when my middle son, Charlie, came home from school as ‘Star Student of the Week.’” She continues, “Though his week of special activities seemed trivial (and to be honest, a little inconvenient at the time), we read books, and even made cookies from scratch, on a Thursday. He returned to school with a poster he created about his week and I was able to witness firsthand how implementing family project-based learning was treasured by Charlie, and to be honest, me as well.”
Burns-Gerling took this experience, thought about all the challenges that she would hear about STEM and early engagement, and decided that it was time to do something about it. She thought, why not develop a program where STEM takes the center stage? “I fused the two concepts together,” she says, “and after two years of research and input from industry and academia, I launched a soup-to-nuts Student of the Week program that teachers can implement in their classrooms. And get this: at no cost to the teacher, or the district.”
As part of this program, Burns-Gerling partners with community supporting businesses that want to help encourage STEM education in any way they can. With these partners, Karyn Burns ABC’s is bringing STEM directly into children’s classrooms and into the homes of the students and their families.
“I built the business with essentially little to no business knowledge, and while I was surrounded and supported by some of the most brilliant business leaders in the area (thanks to my MACNY relationships), I found myself hitting a ceiling with my own business,” Burns-Gerling explains. “I had ideas about pursuing government contracts and the direction I wanted to go for the business but had no clue where to start. One day I was chatting with a MACNY colleague about some of my challenges and she suggested I contact the folks at the SBDC.”
Karyn met with an advisor at the Onondaga Small Business Development Center and received assistance with government contracting.
She had already obtained her NYS Women Business Enterprise (WBE) certification, but her work as a lobbyist helped her understand the value of networking and connecting with all those that could be helpful in expanding and growing her business. At the Onondaga SBDC, I was able to connect her with Empire State Development’s Ryan Smith, an economic-development program specialist 2, as well as LaMont Mitchell from the City of Syracuse.
Burns-Gerling, says, “The SBDC is truly an extended arm of my business; basically anytime I email them with a question they are there to help me out. Or even better, in the rare events they didn’t know how best to help me, they have found someone though their networking and resources who can.”
Networking and relationship building are the primary factors Karyn feels have helped her grow her business to where it is today. While she has had her experiences as a MACNY lobbyist to thank for that skill set and strategy that she uses today for the business, she feels networking was a major part of her growth. People often describe a lobbyist’s role as an “intermediary,” in her case, between industry and government. The lobbyist’s role is to create that bridge of communication, bring everyone to the table, and come to agreements and compromises in order to achieve progress or goals. Burns-Gerling says, “I use this same model in my business, now with ‘The ABC’s of STEM’ programming.”
Since the COVID-19 shutdown, Burns-Gerling has pivoted her business plan by reflecting on her early years when her focus was on small goals. “As a start, I took time during this pandemic to focus on my business to address and tackle areas of my business that needed my attention, but I had been putting off. Curriculum improvement and automation of systems were two big focus areas of mine,” Karyn says.
At this point, she called me to review what other certifications she was eligible for and what those could do to help expand her business. After speaking with me, Burns-Gerling took the time to complete certifications for additional government contracting and supplier diversity programs. She is now expanding her geographic footprint by working with companies throughout the United States.
Burns-Gerling has also improved the STEM programming and worked to prepare her business for further pandemic-related shutdowns. She has created alternative online programming for virtual learning.
“While of course not ideal, we need to be able to provide our students, teachers and families with resources that can be used for continuation of learning and supporting health and safety measures for all,” Burns-Gerling says.
Every business in these uncertain times needs to stop, regroup, and refresh their plan. Using her networking skills, Burns-Gerling was able to do this seamlessly.
“One networking advantage that I have, thanks to my opportunity at MACNY is the abundance of experts, knowledge, and resources in my network. I wanted to create posters, I called one of my members and sure enough, within days they were printed and ready to go,” says Burns-Gerling. “I needed help on pricing my product, the former chairman of my board sat with me and helped me price out all my materials and labor. Another instance I was explaining to my box manufacturer that I was overwhelmed with assembling all the kits myself, he connected me with the Madison County ARC Director. Today they house, assemble, customize, and ship all my products out right from their facility.”
Karyn still contracts with MACNY, but as of January 2019 she knew it was time to take the leap and leave her position to continue to work on this business and give it her all. When asked if she would do all this again, she stated, “Yes. Although the beginning of my business was started as a result of trying to get through the toughest time in my life, clearly that was what was needed in order for me to take the leap.”
Advisor’s Tip: Networking and business-relationship building are vital to the growth and success of one’s business.
Melissa Zomro Davis is a New York State advanced certified business advisor at the SBDC, located at Onondaga Community College. Contact her at m.l.zomro@sunyocc.edu

Greater Oneida Chamber switches to virtual model
ONEIDA, N.Y. — The Greater Oneida Chamber of Commerce has recently closed its small office in Oneida and moved to a virtual model to serve members. “The concept of a virtual model for the chamber came to fruition via a sequence of events,” Kim M. Caro president of the Greater Oneida Chamber of Commerce board
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ONEIDA, N.Y. — The Greater Oneida Chamber of Commerce has recently closed its small office in Oneida and moved to a virtual model to serve members.
“The concept of a virtual model for the chamber came to fruition via a sequence of events,” Kim M. Caro president of the Greater Oneida Chamber of Commerce board of directors, tells CNYBJ in an email interview. “We, as the board, had discussions at pre-COVID meetings regarding possible options as an alternative to a brick-and-mortar location.”
As COVID-19 restrictions in the spring caused businesses to either close or function remotely, the chamber opted for remote. At the time, the organization had a part-time executive director, its sole employee, who was able to work from home, doing membership outreach.
Due to COVID-19 restrictions, the Greater Oneida Chamber was forced to cancel its fundraising events, which are its major sources of revenue, says Caro — who owns an insurance agency in Oneida, called Caro-Northrup Agency, which is associated with Allstate. “Unfortunately, 501 (c)(6) organizations like chambers of commerce do not qualify for the grants/loans offered by the government to assist,” she adds.
In July, the chamber’s executive director left the organization and from that point on, the executive committee of the board has taken on many of the duties. “This was the catalyst needed to spur our new vision into action,” says Caro.
The Greater Oneida Chamber of Commerce (www.oneidachamberny.org) hired Happy to Assist, a local company that handles administrative duties for businesses, she says. And, at the end of September, the chamber vacated its approximately 400-square-foot office at 136 Lenox Ave. in Oneida and moved to the virtual model.
“We are the Greater Oneida Chamber and our membership force includes a large geographical area. By being virtual, it allows us the freedom to not be held captive by a physical address,” says Caro. “We have all had first-hand experiences as to changing consumer mindset, technology advancements, communication options, and the role of social media in every aspect of our lives. As a supporter of local commerce, we the chamber, feel it is important to embrace and help facilitate these changes.”
Although New York’s gathering restrictions still inhibit the chamber from having its traditional fundraisers, it has been developing and implementing new ways to support its membership force.
“This year we have chosen to host our annual dinner awards through a virtual forum. We are engaging members to be more interactive by posting and sharing on social media. We are encouraging members to promote their businesses on the newsletter, [and] our marketing committee is diligently working on campaigns to help foster additional value to our members as well,” Caro says.
VIEWPOINT: Media-Interview Tips in a Socially Distant Digital Age
Our routines were disrupted when the world as we know it paused earlier this year, but somehow, we have figured out how to traverse a new normal, balancing the demands of our “day” jobs with the 24/7 responsibilities that include life, home, families, and pets also require. Thanks to the magic of the internet and
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Our routines were disrupted when the world as we know it paused earlier this year, but somehow, we have figured out how to traverse a new normal, balancing the demands of our “day” jobs with the 24/7 responsibilities that include life, home, families, and pets also require.
Thanks to the magic of the internet and virtual meeting rooms, set up through Zoom, Teams, WebEx (pick your platform), nearly every industry has found new ways to virtually connect, while maintaining a safe, social distance. Whether we realize it or not, these digital meeting rooms are also teaching us techniques to help us improve communications skills, verbally, non-verbally, and even how we interact with the news media.
Verbally, we’ve learned how to be more succinct and efficient with our word choices. I bet more than a few of us have already reduced our “ah” and “um” count.
From a nonverbal perspective, we’ve become more self-aware. You might feel a little bit uncomfortable watching yourself on camera to begin with. Where do I look? Does my hair look okay? Ugh, why did I just make that face? Wait, does that mean I actually make that face in-person? Good grief. Sound familiar?
Regarding media interactions — even if you don’t regularly interface with the media in your role right now — learning valuable skills will help you shine the next time a reporter comes calling.
What will fly as an excuse for being unable to do an interview has changed. Not having time isn’t one of them. We’re all just a call — and a good internet connection — away from an interview request.
Thanks to the magic of virtual video chats, there are seven simple steps you can take behind the screen to ensure success when the record button is rolling.
As a former television news producer, admittedly, I watch the news with a more critical eye than the average bear. The following seven tips were curated from interviews I have watched recently.
Disclaimer: In May, Strategic Communications, LLC president Crystal DeStefano hosted a virtual panel discussion with the Central New York Chapter of the Public Relations Society of America (PRSA) and three Syracuse–based journalists. The discussion was focused on how public-relations professionals can be helpful to the media in pitching COVID-19 and non-COVID stories. Brad Vivacqua, a reporter at Spectrum News, shared that computer screens and laptop screens are widely preferred over phones for video interviews. The following tips are written with this advice in mind.
1. Eliminate possible distractions before they become disasters: Always ask if the interview will be live or pre-recorded when you first speak to your media contact, so that you can communicate as best you can with members of your household to stay out of the picture (and be quiet) ahead of time. While the interview itself will probably only be about a five to 10-minute time commitment, in a live scenario, the need for this time to be uninterrupted will be paramount to your sanity (and greatly minimize your chance of going viral.).
Pro tip: In the event your interview is live, if there’s a TV in the room where you’re recording, resist the urge to put on the channel that will be airing your interview. If there is a delay by even a nanosecond, it might throw you off your A-game.
2. Sticky-note strategy: If curating detailed talking points is normally on your prep list prior to a media interview, proceed as normal. In a pre-COVID-19 world, if you were meeting a reporter for an on-camera interview, it wasn’t easy to refer to notes. But now, Zoom provides us with the luxury of being able to keep a few tricks up our sleeves — or in this case, just to the right of our screens. When curating your talking points, if you feel like you’re struggling to remember something — be it statistics, clunky information, or a hard-to-pronounce name — we recommend writing a reminders on sticky notes, and sticking them to the side of your laptop screen at eye level, or beside the camera lens.
Pro tip: Don’t go overboard. If you regularly prepare talking points, you already know your organization inside and out, and you naturally know the most important components of your message. Save the sticky notes for what may not come as easily. Think about your goals for the interview and try to limit yourself to three reminders.
3. Dress for success: While you may be in the privacy of your home, you’ll still be public when your interview airs on television. What are you comfortable being seen in? The nice thing is, technically, you only need to look nice from the waist up — but you may feel more put together if you get dressed all the way. And if you wear makeup, try not to go too dark around your eyes — depending on the lighting situation, that might make you look more washed out.
4. Get into a groove: Once you’re confident you look the part, practice speaking to make sure you can “talk the talk.” Run through your talking points, and if you can, watch yourself talk — in either a mirror or better yet, in a practice recording. This will help you get in the right groove for your conversation and show yourself grace by catching problematic facial expressions to prevent the non-verbal blunders mentioned earlier.
5. Lights. When it comes to lighting, don’t be too hard on yourself. After all, few of us are trained photographers. Just remember two things: 1) Natural light beats overhead light, but if you’re confident in your non-cluttered background, prioritize this over stressing about positioning yourself in the perfect natural-light situation. 2) Don’t sit in front of a window. If you position yourself in front of a window, and the sun shines behind you, your face will look too dark and the background will appear too bright. At best, this scenario is distracting. At worst, you will not be recognizable.
Pro tip: When possible, add depth to your background. Don’t sit right up against the wall; try to move yourself out by two to three feet. If you choose to position yourself in front of a bookshelf, make sure it’s not too cluttered.
Pro tip: Zoom also allows users to insert their own backgrounds as images (Account Settings – Account Profile – Background Image – Upload New Image). Use this to your advantage. Pop up your company logo, a scene related to the organization you represent, or create a background, showcasing a product sample on a neutral-colored palette.
6. Camera.: Clean the camera lens prior to the interview. If you’re using Zoom, make sure the touch-up feature (Settings – Meeting – Touch Up) is turned on. Think of this as your own personal Instagram filter — your skin looks softer and blemish-free, your teeth look whiter, and your background looks crisper. And finally, try your best to position yourself so that your face is at eye-level with the camera lens, but leave just a little space above your head. This way, you won’t look like you’re talking down to anyone, or talking up to anyone. You’ll be eye-to-eye with the interviewer when it airs on television or online.
Pro tip: If you need to raise the screen, books make a great leveler.
7. Action: When it’s go time, always assume that you’re on camera, even when you aren’t talking. While most reporters would have recorded “b-roll” video footage to be playing over your voice at some points throughout the story, it’s a good idea to nod as your interviewer is speaking and smile more than you think you should. In an interesting twist from the COVID-19 news world continue to look straight forward at the camera lens instead of at the person conducting the interview. If you look at the interviewer, you may actually appear to be giving “side-eye” on television. This goes against our best practices for in-person interviews, where you want to keep looking at the interviewer.
At the end of an interview, most reporters will ask: “Is there anything else you’d like to add?” Use this opportunity to reiterate the most important thing you hope they’ll take away from the interview. This is your “elevator pitch” moment, but in reverse. Often, this will wind up being your best soundbite and the most natural one for the reporter to use.
With free video-conferencing tools readily available, we encourage everyone to be taking advantage of the opportunities to practice these tips. It will help make you more comfortable doing virtual interviews with the media, increase your confidence for in-person interviews when they resume, and help boost your organization’s reputation.
Alice Maggiore is a consultant for Strategic Communications, LLC and serves as director of communications for the Downtown Committee of Syracuse. Syracuse–based Strategic Communications (www.StratComLLC.com) says it provides trusted counsel for public relations, including media strategy, media outreach, media monitoring, and analysis.
OPINION: Fewer Workers, Not More Jobs, Explains N.Y.’s September Jobless-Rate Drop
New York state’s unemployment rate has fallen sharply since the economically devastating pandemic lockdown last spring. But as New York Comptroller Thomas DiNapoli points out in his latest economic report, the jobless rate doesn’t tell the whole story. In September, the state’s seasonally adjusted unemployment rate of 9.7 percent was down 2.8 percentage points from
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New York state’s unemployment rate has fallen sharply since the economically devastating pandemic lockdown last spring. But as New York Comptroller Thomas DiNapoli points out in his latest economic report, the jobless rate doesn’t tell the whole story.
In September, the state’s seasonally adjusted unemployment rate of 9.7 percent was down 2.8 percentage points from the previous month, the second-biggest improvement in any state. The state’s official jobless rate had hit a record of 15.3 percent in April.
Based on unemployment claims and a monthly survey of a statistical sample of New York households, the unemployment rate represents the number of state residents aged 16 and over who are looking for work but unable to find it, divided by the total labor force, which is the total number of New Yorkers at least minimally employed or self-employed.
DiNapoli’s report notes: “Unfortunately, a deeper dive into the Bureau of Labor Statistics data reveals troubling context: New York State’s workforce [labor force] declined by nearly 363,000 last month, a 2.3 percentage point drop from August (based on preliminary figures), while the number of individuals officially considered unemployed declined by 302,000. In short, the unemployment rate went down in large part because of the decline in New Yorkers counted as working or seeking employment. Such a decrease in the size of the workforce may indicate that individuals have ceased searching for a job actively.”
On closer inspection, it’s even worse. Assuming the number holds up in re-estimates, New York’s September labor force decline of 362,889 residents was the largest monthly drop on record in the state — exceeding even the decline in April, when most New Yorkers couldn’t seek work. Excluding the pandemic period, the September change in New York’s estimated labor force was by far the largest decline on record — easily exceeding drop offs in job seekers during severe recessions and months affected by severe weather — dating back to the start of the current statewide statistical series in 1976.
DiNapoli’s observation on this point bears repeating: a shrinking labor force “may indicate that individuals have ceased searching for a job actively.” The job market is so bad that many New Yorkers have — for now, at least — stopped looking.
Although there has been significant and steady improvement since the spring, and many of the initially unemployed have found or regained employment, New York’s jobless ranks continue to add tens of thousands of newly unemployed people every week. During the week ending Oct. 24, another 52,566 initial unemployment claims were reportedly filed with the state Labor Department. This represented a decline of roughly 7 percent compared to initial claims the previous week — but an increase of 286 percent over the same week in 2019.
Worse, the number of employed New Yorkers also dropped in September, by nearly 61,000 below the August estimate, to 8.25 million. While that’s an improvement over the dreadful April total of 7.7 million, the September figure is still below any pre-pandemic employment total in New York since 1996.
In other words, New York’s unemployment rate was down in September mainly because the number of people seeking work declined — not that they’re finding jobs.
Labor-force ups and downs
Prior to the pandemic, starting with the onset of the Great Recession in 2008, the combination of falling unemployment rates and a shrinking labor force was concentrated in economically struggling regions of upstate New York, as [I have] frequently noted. By contrast, during the economic recovery, the jobless rate decreased in downstate suburbs and New York City, even as their labor forces expanded.
That has all changed since the novel coronavirus hit New York in March, however.
The declining upstate labor force bottomed out in mid-2019, 5 percent below the 2000 level and 10 percent below the peak just before the start of the Great Recession in December 2008. It had begun to increase slowly until the pandemic shutdown hit in March, at which point it tumbled in April, shot up in July to its highest level in nearly five years, then resumed declining in August and September.
The New York City trend had been strong with increases in the city labor force starting in 1995, peaking at roughly 13 percent above the 2000 level before slightly decreasing in 2018 and 2019, then dropping sharply when the pandemic hit in April. The downstate counties of Long Island and the Hudson Valley had lower labor-force growth than the city, but higher than Upstate’s, with a similar pattern of a crash during the pandemic, a recovery in July, and another drop in August.
The employment statistics for September could be revised in future reports. However, combined with slowing growth in the number of private-payroll jobs based in the state, the data suggest a worrisome weakening in New York’s recovery.
E.J. McMahon is the founder and a senior fellow at the Empire Center for Public Policy, Inc. Contact him at ejm@empirecenter.org. This article first appeared in the Empire Center’s blog.
OPINION: Report Shows New Yorkers Eager to Leave
Tax climate and COVID weigh on residents Residents in New York want out; and as recent tax rankings show metrics that illustrate New York continues to have one of the worst economic climates in the U.S. — it is no surprise they are fleeing in droves. According to the latest study from Redfin, New York and
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Tax climate and COVID weigh on residents
Residents in New York want out; and as recent tax rankings show metrics that illustrate New York continues to have one of the worst economic climates in the U.S. — it is no surprise they are fleeing in droves.
According to the latest study from Redfin, New York and California were the two states exhibiting the most interest from residents looking to relocate. In just the third quarter alone, close to 47,000 more users were looking to leave New York than move into the state. That number represents a 35-percent jump from the same period last year.
For years, New York’s outmigration problems have been well documented. The state’s overall population has fallen to fourth in the nation (not too long ago, we were ahead of Florida) and its diminishing numbers have threatened our Congressional representation and tax base. The reason for the mass exodus is simple, and it’s the same reason people have been fleeing since Gov. Cuomo took office — the tax climate here is toxic.
Each year, the Tax Foundation publishes a ranking based on the theoretical amount of time it takes each state’s residents to pay off their local, state, and federal-tax obligations. Of all 50 states, New York ranked dead last with the latest such date: May 3. This “Tax Freedom Day” is more than a month after states like Oklahoma and Alaska. Florida’s Tax Freedom Day is April 4. That means New Yorkers have to work harder and longer than any other states’ residents in the entire nation just to pay their tax bill. This trend is unsustainable.
To that end, the Assembly Minority Conference has consistently advocated for reforms to the state’s prohibitive tax climate and has railed against the liberal majority’s failure to acknowledge the long-term harm it is imposing on New York. We have proposed a number of initiatives, ranging from making the 2-percent property-tax cap permanent, to eliminating unfunded mandates, and cutting business taxes in order to reduce the burdens facing residents and business owners.
Top-earning entrepreneurs, small-business owners, and valuable human resources do not want to live and work here, and the impact of that reality becomes more obvious with each new report and ranking. Compounding the problem, businesses and residents are now faced with the years-long process of recovering from COVID-19’s economic devastation. Unfortunately, the governor and legislative majorities have been unwilling to reverse course and devise common-sense solutions to fix these problems. I’m not sure what could possibly be more alarming than being ranked the worst state in the nation, but clearly this has not motivated them to act. Until they do something else, New York will continue to flounder, and it will continue to slide further away from viability, growth, and prosperity.
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
Mercer survey: Health-benefit costs expected to grow 4.4 percent in 2021
Employers expect their health-benefit costs to increase 4.4 percent, on average, in 2021 compared to 2020. That’s according to early results from Mercer’s National Survey of Employer-Sponsored Health Plans 2020. The increase — based on 1,113 employer responses since early July — is “largely in line” with the average annual cost growth over the past six
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Employers expect their health-benefit costs to increase 4.4 percent, on average, in 2021 compared to 2020.
That’s according to early results from Mercer’s National Survey of Employer-Sponsored Health Plans 2020.
The increase — based on 1,113 employer responses since early July — is “largely in line” with the average annual cost growth over the past six years, Mercer, a global consulting firm, said.
Still, health-benefit cost growth is now far outpacing the Consumer Price Index and wage growth, which have fallen to nearly zero.
Health plans face many unknowns in developing cost projections for 2021, according to Tracy Watts, a senior consultant with Mercer.
“Different assumptions about cost for COVID-related care, including a possible vaccine, and whether people will continue to avoid care or catch up on delayed care, are driving wide variations in cost projections for next year,” Watts said in an Oct. 1 release.
Survey findings
The Mercer survey found that employers won’t cut benefits to slow cost growth next year.
Even amid economic uncertainty caused by the COVID-19 pandemic, only 18 percent of employers responding to the survey say they will take cost-savings measures for 2021 that shift more health-care expense to employees, such as raising deductibles or copays. In fact, the majority of survey respondents (57 percent) will make “no changes whatsoever” to reduce costs in their medical plans in 2021. That compares to 47 percent making no changes last year, and just 44 percent in 2018.
“This is different from what we saw at the start of the economic recession in 2008, which drove many employers to trim health benefits,” Watts said. “Given all the turmoil employees have been through this year, employers are putting big changes on hold, looking to balance economics with empathy.”
The survey found that many employers are adding new resources to “support and engage” employees in the COVID era.
At the top of the list are virtual office visits and other digital health-care resources. More than a fourth of all respondents (27 percent) and well over a third of the largest employers (37 percent of those with 5,000 or more employees) are adding or improving digital health-care resources. Those resource include telemedicine for episodic care, artificial-intelligence-based symptoms triage, “text a doctor” apps, and virtual office visits with a patient’s own primary-care doctor.
“The pandemic has proven not only that we need virtual care, but that providers and patients will embrace it once they try it,” Watts said.
Responding employers also have other enhancements planned for 2021 that include voluntary benefits (22 percent), such as critical-illness insurance or a hospital indemnity plan and adding or improving behavioral health-care resources (20 percent).
More than half of employers (59 percent) have provided managers with training on how to support employees’ emotional and behavioral health since the onset of the pandemic or are planning to do so.
With schools and daycare schedules disrupted across the country, 45 percent of responding employers are permitting flexible schedules to allow parents to care for children during daytime working hours. However, even among the largest employers (5,000 or more employees, who tend to offer more generous benefit programs), just 16 percent provide a financial subsidy for in-home childcare, and only 12 percent provide a backup child-care benefit.
Mercer’s full survey results will be published in mid-November, the company said.

SOS promotes two to management roles at one-day surgery center
DeWITT, N.Y. — Syracuse Orthopedic Specialists (SOS) on Oct. 19 announced two recent promotions within the management team of the Specialists’ One-Day Surgery Center (SODS). Geoffrey Smith, who previously served as SODS administrator, has been named executive director, while Michele Flavin has been promoted to CFO of SODS. The surgery center is located at 5801
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DeWITT, N.Y. — Syracuse Orthopedic Specialists (SOS) on Oct. 19 announced two recent promotions within the management team of the Specialists’ One-Day Surgery Center (SODS).
Geoffrey Smith, who previously served as SODS administrator, has been named executive director, while Michele Flavin has been promoted to CFO of SODS.
The surgery center is located at 5801 E. Taft Road in Cicero.
SODS is a locally owned ambulatory-surgery center that provides same-day surgery for patients.
“We are proud to recognize Geoff and Michele for their talent and hard work and the contributions they have both made to the success of SODS,” Dr. Brett Greenky, president of SOS, said. “Geoff was instrumental in the opening of the SODS state-of-the-art medical center on Taft Road in April 2019. He ensured a seamless transition from the previous site, and since its opening has overseen the growing operations with an ever-higher number of cases of one of the largest surgery centers in the Northeast.”
In 2019, more than 8,000 surgical cases and 6,500 pain blocks were performed at SODS.
Smith joined SODS in October 2018. Under his tenure, SODS has seen growth in both the caseload and complexity of surgical cases in the two surgery centers. His position is vital to the continuum of care between SOS and SODS and integral to the management team, the organization said. He was previously CEO at APEX Surgery Center in Westmoreland.
Flavin has been in the financial services department at SOS for seven years and has “continued to grow her role.” She continually takes on new duties in supporting Jessica Woodruff, CFO of SOS, and the management team at SOS. Her newly created position will align Flavin’s expertise with the SODS leadership team to ensure the financial growth and success of SODS.
VIEWPOINT: 5 Tips to Help Employees Make the Most of Health Benefits
The COVID-19 pandemic has prompted many companies in New York state and nationwide to operate differently, presenting new challenges and requiring some to respond to a newly at-home workforce. Whether employees are working remotely or in-person, this fall’s open-enrollment season for health benefits will likely be different than in the past. In fact, a recent
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The COVID-19 pandemic has prompted many companies in New York state and nationwide to operate differently, presenting new challenges and requiring some to respond to a newly at-home workforce.
Whether employees are working remotely or in-person, this fall’s open-enrollment season for health benefits will likely be different than in the past. In fact, a recent UnitedHealthcare survey (https://newsroom.uhc.com/2020-consumer-survey.html) found that 44 percent of respondents expect to change the health plan they select due to COVID-19, including 16 percent opting for an option with lower out-of-pocket costs and 10 percent selecting more comprehensive coverage. More than one-third (35 percent) of respondents said they expect to spend more time evaluating their benefits this year, and with good reason: The financial and health-care challenges created by COVID-19 may make health-benefit decisions especially important.
In most cases, the practice of employees gathering in a conference room to review health-plan options has been postponed. Even before COVID-19, technology was reshaping how many employers select and offer health-care benefits to employees, improving access to information and creating a more seamless and interactive health-care experience. To help simplify the health-care experience for employees, support their well-being, and potentially curb costs, here are five tips New York state employers should consider during open enrollment and year-round.
Help improve health-care literacy: According to a UnitedHealthcare survey, more than 78 percent of Americans say they are prepared for open enrollment, yet previous research (https://www.cdc.gov/healthliteracy/learn/Understanding.html) has shown that some people struggle to fully understand common health-care terms and concepts, including plan premium, deductible, and co-insurance. Employers may help improve “health-care literacy” by sharing public resources such as JustPlainClear.com, which provides definitions for thousands of common health-care terms in English, Spanish, and Portuguese.
Make virtual care a priority: Given that COVID-19 has changed how and where people obtain health-care services, it may be important to offer a health plan that includes coverage for virtual care, ideally including options for telehealth visits with their own doctors and 24/7 access to a national provider network. If fact, the use of virtual-care resources has surged more than 10-fold compared to 2019, enabling some people to connect with a health-care provider via a smartphone, tablet, or personal computer. Telehealth resources are designed to be a more convenient way to visit with a doctor about various health issues, ranging from urgent and routine care, ongoing chronic condition management, behavioral health, and specialty care, such as oral and eye health.
Leverage big data: Employers now have important access to online resources (https://www.uhc.com/content/dam/uhcdotcom/en/landing/pdf/health-plan-manager-leave-behind.pdf) that may enable managers to analyze and make sense of health data, taking into account aggregate medical, prescription, and specialty claims; demographics; and clinical and well-being information. This may provide an analytics-driven roadmap to help employers implement tailored clinical management and employee-engagement programs, which may help improve health outcomes, mitigate expenses, and help employees take charge of their health.
Encourage employees to move more: Some health plans offer programs for employers that may enable their employees to earn financial incentives, such as gift cards or deductible credits, for completing health assessments, signing up for health coaching, lowering cholesterol, going to gyms, or using fitness trackers to monitor daily movement. For instance, employers may be able to provide virtual programs (https://newsroom.uhc.com/experience/real-appeal-Christina.html) that give employees personalized, interactive online weight loss and exercise support, while other initiatives may provide various wearables (https://newsroom.uhc.com/experience/level2-diabetes-program.html) to help with the early detection of COVID-19 and assist people during recovery (if needed).
Bundle benefits: While many people may focus on medical coverage during open enrollment, it may be important that employees avoid overlooking specialty benefits such as vision, dental, hearing, and accident protection. In fact, the recent UnitedHealthcare survey found that 84 percent of employees said having access to specialty benefits is “important.” Also, companies that combine medical coverage with specialty benefits through a single health-care company may be able to leverage data to help improve health outcomes, flag gaps in care, drive productivity, and reduce costs. Some “bundle and save” programs enable employers to save up to possibly 4 percent on medical premiums, through administrative efficiencies and proactive clinical interventions. (Note: Savings may differ depending on the employer size, plans chosen, and premiums; the program may not be available in all states or for all employer sizes.)
By considering these tips, employers may help increase employee retention, satisfaction, and build a culture of well-being.
Michael McGuire is the CEO of UnitedHealthcare of New York.

State introduces regs on insurance for mental health and substance-use disorders
“This regulation provides important protections so that New Yorkers receive the coverage and benefits they need. It is particularly critical now as more people experience increased stress from the three simultaneous crises in public health, the economy, and civil rights,” Linda Lacewell, New York State Superintendent of Financial Services, said in a statement. “DFS is
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“This regulation provides important protections so that New Yorkers receive the coverage and benefits they need. It is particularly critical now as more people experience increased stress from the three simultaneous crises in public health, the economy, and civil rights,” Linda Lacewell, New York State Superintendent of Financial Services, said in a statement. “DFS is proud to stand with Gov. Cuomo in supporting New Yorkers with a mental-health condition or substance-use disorder by requiring that insurers have robust programs in place to meet their statutory mental health and substance-use disorder parity compliance obligations.”
Designating experienced person
The regulations require insurers to designate an “appropriately experienced” individual who will be responsible for assessing, monitoring, and managing parity compliance. That person shall also report directly to the insurer’s CEO or other senior manager.
In addition, the individual will report at least once a year to the insurer’s board of directors or other governing body, or an appropriate committee, on the activities of the compliance program.
Additional requirements
The compliance program must also include written policies and procedures that implement the compliance program, and describe how the insurer’s parity compliance is assessed, monitored, and managed.
It must also include methodologies for the identification and remediation of improper practices, along with a process for the actuarial certification of the analyses of the financial requirements and quantitative treatment limitations.
In addition, the compliance program must also include training and education for employees and directors; the methods by which employees and directors may report parity compliance issues; and a policy of non-intimidation and non-retaliation for good-faith participation in the compliance program.
Prohibited practices
The regulations also outline practices that are prohibited and must be remediated within 60 days of discovery.
They include a utilization-review policy that uses standards to determine the level of documentation required for mental health or substance-use disorder benefits that are not comparable to or are “more stringently applied” than the standards used for medical or surgical benefits.
The practices also include requiring preauthorization, concurrent, or retrospective utilization review for a higher percentage of mental health or substance-use disorder benefits in the “absence of defined clinical or quality triggers.”
They also include implementing a methodology for developing and applying provider reimbursement rates for mental health or substance-use disorder benefits that is not comparable to or is more stringently applied than the methodology for developing and applying provider reimbursement rates for medical or surgical benefits.
In addition, they include implementing claim edits or system configurations that provide for higher rates of approval through auto-adjudication of claims for inpatient medical or surgical benefits than for inpatient mental health or substance-use disorder benefits, per the state’s release.
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