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Families of Dead Nursing-Home Residents Deserve Answers
When facing criticism, Gov. Andrew Cuomo’s administration has a simple playbook. Their first instinct is to dig in their heels. They insinuate that questions are being asked in bad faith. Legitimate oversight is waived off as politically motivated. If that doesn’t work, they try to blame President Donald Trump. Under normal circumstances, this is a […]
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When facing criticism, Gov. Andrew Cuomo’s administration has a simple playbook. Their first instinct is to dig in their heels. They insinuate that questions are being asked in bad faith. Legitimate oversight is waived off as politically motivated.
If that doesn’t work, they try to blame President Donald Trump.
Under normal circumstances, this is a frustrating, disappointing practice. When grieving families are looking for answers and accountability, it becomes something even worse — it’s inhumane.
More than 5,800 New Yorkers have died from COVID-19 in our nursing-home facilities, the highest such death toll in the country. For some context, California has suffered 3,300 COVID deaths across the entire state. The statistics are grim, but the stories are much worse. The New York Times reported that “terrified residents were pleading with the outside world for help” as “the bodies of dead residents piled up in makeshift morgues.”
I cannot imagine how someone could argue that those nightmarish results are acceptable. It’s hard to fathom that a leader wouldn’t want to review the procedures and decisions that caused an unmitigated disaster that claimed thousands of vulnerable lives. The governor, however, recently dismissed questions into his administration’s nursing-home policies.
“It’s the political season, I get it,” said the governor. Cuomo went on to blame President Trump, insisting that his outrageous decision to require New York nursing homes to accept COVID-19-positive patients was simply complying with CDC guidelines.
That’s not true. The CDC guidelines counsel admittance of COVID-19 patients to nursing homes on a case-by-case basis that accounts for the facility’s resources, isolation capacity, and PPE. The CDC is clear: if a facility does not meet the rigorous standards laid out in its transmission-based precautions, the patient should not be admitted until he/she is no longer a transmission risk.
The directive from the governor’s health department on March 25 was a mandate to accept positive patients, period.
The governor claims his number-one priority was our nursing home residents. That’s not true. His top priority at the time was maintaining emergency hospital capacity. It seems as though he did not want nursing-home patients who were recovering from the virus to occupy hospital beds needed for extremely ill patients requiring emergency care. In and of itself, that is not a terrible conclusion.
What’s inexcusable is sending positive patients right back to their nursing home, regardless of whether or not that facility had the ability protect its other vulnerable residents. What’s inexcusable is not pursuing other options, including isolating these recovering patients in empty hotels and dormitories. What’s unforgiveable is allowing COVID-19-positive nurses to continue working in nursing homes. What’s inexcusable is failing to develop strict isolation protocols, not delivering needed resources, and failing to hire emergency staff. Rather than develop a new plan to meet an unprecedented challenge, the governor simply shielded nursing-home operators from legal liability, stripping families of what little leverage they had to demand answers.
I’m calling for an independent investigation of the crisis in our nursing homes. We cannot let the governor blame the media. We cannot let the governor blame Washington, D.C. We need answers. It’s what our government needs to plan for the future. It’s what grieving families deserve right now.
Brian M. Kolb (R,I,C–Canandaigua) represents the 131st Assembly District, which encompasses all of Ontario County and parts of Seneca County. Contact him at kolbb@nyassembly.gov
U.S. is Disengaging from World Leadership
For decades after WWII, the U.S. stood across the world as a mighty colossus. We were the richest and strongest nation, and our history and institutions were the envy of all. Naturally, the world looked to us for leadership. U.S. presidents were routinely regarded as leaders of the West or free world. The U.S. was
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For decades after WWII, the U.S. stood across the world as a mighty colossus. We were the richest and strongest nation, and our history and institutions were the envy of all.
Naturally, the world looked to us for leadership. U.S. presidents were routinely regarded as leaders of the West or free world. The U.S. was the foremost advocate for a rules-based international order. We led through multilateral organizations like the U.N. and NATO, which we had largely shaped, and agreements like the Paris climate accord and the Iran nuclear deal.
Today, while not as dominant as we once were, we are still at the top as a global power. But we are disengaging from the role of world leader.
We are not seeing enlightened, unselfish American leadership guiding this very divided, demoralized world.
Instead of leading through cooperation with other like-minded powers, we are sliding into competition with China. The U.S. and China are the world’s leading powers. But China faces serious problems, including a slowing economy, an aging population, and enormous debt, which handicap its global ambitions.
The U.S. has its own problems, of course, including uncertain, if not erratic leadership. As the COVID-19 pandemic has made clear, President Donald Trump devalues expertise, rejects science, and prefers bilateral power politics to global leadership. He does not seek, and largely rejects, advice from U.S. global experts.
His approach has cost America a challenging opportunity to lead the world on the crucial issue of public health. For weeks, he denied the new coronavirus was a threat. Then he blamed others for failing to do more to prevent it. Disappointed with the leadership of the World Health Organization (WHO), he said we would stop funding it.
Trump appears unconcerned about the plight of people in other countries, even our allies. His “America First” approach suggests their problems are of little concern. With China, he alternates between making verbal attacks and acting nice. He is attracted to dictators but indifferent or even hostile toward allies.
He searches for scapegoats, blaming the Federal Reserve for economic problems and the Congress for much of what goes wrong.
Our disengagement creates a leadership vacuum. Not surprisingly, others are stepping in — China and the so-called middle countries, e.g. Australia and Brazil. Nations are looking for alternatives to American leadership on issues from climate change to trade to conflict resolution.
As America draws back, global issues are largely ignored, like nuclear proliferation, a threat that has dominated foreign affairs for years.
Our lack of robust leadership seriously weakens our leadership of a rules-based global order.
The world faces an endless line of problems: wars and conflicts, terrorism, cyberattacks, the rise of authoritarianism, the existential threat of climate change — and now a global pandemic that has killed hundreds of thousands. These challenges should be addressed by robust American leadership. But that’s not happening.
We are in the best position to lead with the world’s largest economy, the greatest military might, and an endless line of talented officials and citizens.
It’s not too late, but we need to assert our leadership. The world sees an aggressive China, a weakened and divided Europe, and a president’s erratic leadership. This is a time of extraordinary opportunity for the U.S. to lead.
The world needs that leadership now, more than ever.
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.

Delta Engineers, Architects, & Surveyors
TYLER J. KOST has joined the Delta Engineers, Architects, & Surveyors (Delta) Endwell office as an assistant engineer in the firm’s Facilities Engineering Group. He completed a 3+2 program with St. Lawrence University and Clarkson University, graduating from St. Lawrence University in 2017 and from Clarkson University in 2019. Kost plans on taking his facilities
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TYLER J. KOST has joined the Delta Engineers, Architects, & Surveyors (Delta) Endwell office as an assistant engineer in the firm’s Facilities Engineering Group. He completed a 3+2 program with St. Lawrence University and Clarkson University, graduating from St. Lawrence University in 2017 and from Clarkson University in 2019. Kost plans on taking his facilities engineer (FE) exam this year. He assists the senior project engineer with all phases of HVAC, plumbing, and fire-protection design.
MATTHEW G. KUSHNER has joined the Delta Endwell office as a senior architectural designer in its Architectural Group. He is a SUNY Broome graduate with an associate degree in civil engineering. Kushner has worked across various market segments for clients with widely varying design guidelines such as federal, state, and local agencies, as well as a broad spectrum of private-sector clients in the commercial, financial, industrial, utility, hospitality, and residential sectors.
BIANCA N. LITTLE has joined the Delta Vernon office as an engineer in the Specialty Precast Group. She graduated from Syracuse University in 2018 with a master’s degree in civil engineering with a concentration in structural engineering and graduated from SUNY Polytechnic Institute in 2016 with a bachelor’s degree in civil engineering. Little is responsible for the design and detailing of a variety of field equipment for sports facilities including safety-netting systems for major/minor-league baseball stadiums, media towers, cages, and dugouts.
KIMBERLEY FREDERICK has joined Delta as a project architect in the firm’s Architectural Group. She received her bachelor’s degree in graphics from Cornell University and earned her master’s degree of architecture from Columbia University. With more than 28 years of experience, Frederick has extensive experience working for public and higher-education facilities, corporate headquarters, army facilities, medical hospitals, and shopping centers. She has also been involved with the historic preservation of libraries, theaters, and museums, and the addition/renovation/handicap retrofit of federal buildings.
DAVID R. NEWTON has joined Delta’s Schenectady office as a senior project engineer in the firm’s Facilities Engineering Group. He is a graduate of Union College with a bachelor’s degree in mechanical engineering. Newton’s project portfolio includes work for diverse market sectors including higher education, K-12 academic institutions, and public facilities such as office spaces and health-care units.
ROBERT E. HOSKINS, III has joined FLH Medical P.C.’s Keuka Health Care. He will be seeing patients in the Medical Arts Building at 418 North St. in Penn Yan. Hoskins earned his master’s degree in nursing degree from Emory University in Atlanta and his master’s degree in science administration from Central Michigan University. He also
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ROBERT E. HOSKINS, III has joined FLH Medical P.C.’s Keuka Health Care. He will be seeing patients in the Medical Arts Building at 418 North St. in Penn Yan. Hoskins earned his master’s degree in nursing degree from Emory University in Atlanta and his master’s degree in science administration from Central Michigan University. He also received his bachelor’s degree in nursing from South University in Montgomery, Alabama. Hoskins also has a bachelor’s degree in therapeutic recreation that he received from Alabama State University. He is certified by the American Academy of Nurse Practitioners as a family nurse practitioner (FNP) and emergency nurse practitioner (ENP). Hoskins has a proven record in triage, infectious diseases, first aid, diagnostic testing, trauma, and cardiac nursing on an emergent and non-emergent basis. He served as a primary care provider for a facility of more than 1,300 inmates, while managing a staff of 11 medical technicians. Hoskins has a comprehensive background in correctional medicine, emergency medicine, home health-care nursing, as well as experience with telehealth medicine. He served as a captain in the United States Air Force, where he received an honorable discharge after eight years of active duty. Most recently, Hoskins was an emergency nurse practitioner at the University of Texas Medical Branch in Teague, Texas.

JAMES BENJAMIN has joined NBT Insurance Agency. He will serve as a business development manager with a territory that includes the Otsego County, Schoharie County, and Catskill region markets. Benjamin will provide insurance products to consumers and businesses. He brings more than 20 years of experience in sales and insurance to his new position. Prior
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JAMES BENJAMIN has joined NBT Insurance Agency. He will serve as a business development manager with a territory that includes the Otsego County, Schoharie County, and Catskill region markets. Benjamin will provide insurance products to consumers and businesses. He brings more than 20 years of experience in sales and insurance to his new position. Prior to joining NBT Insurance Agency, Benjamin was an account executive with OneGroup (formerly Gordon B. Roberts Agency) in Oneonta. He is a U.S. Army finance specialist veteran, with an associate degree in accounting from Utica School of Finance.

MICHAEL P. MURRAY has joined Tully Rinckey PLLC as the law firm’s chief marketing officer. The Albany–based firm has Central New York offices in Binghamton and Syracuse. He will be responsible for building and implementing innovative marketing and public relations strategies that support the firm’s growth plan and support the attorneys across the firm’s practice
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MICHAEL P. MURRAY has joined Tully Rinckey PLLC as the law firm’s chief marketing officer. The Albany–based firm has Central New York offices in Binghamton and Syracuse. He will be responsible for building and implementing innovative marketing and public relations strategies that support the firm’s growth plan and support the attorneys across the firm’s practice areas and industry specializations. Murray brings more than 20 years of professional-services marketing experience. Prior to joining Tully Rinckey, he served as the director of marketing for Whiteman Osterman & Hanna, a law firm based in Albany. Prior to Whiteman Osterman & Hanna, Murray served as marketing manager for BST & Co., CPAs, also based in Albany. He has also previously worked as assistant zone marketing manager for State Farm Mutual Insurance Company in Ballston Spa. Murray’s background includes advertising, direct marketing, website development, social media and email marketing, business development, proposals, collateral, press releases, and database management. He earned an MBA from the College of Saint Rose, and a bachelor’s degree in communications from Seton Hall University.
COVID-19 will change job recruiting
Here’s how companies need to adapt The COVID-19 pandemic has upended the business world and put tens of millions out of work in the U.S. At the same time, it’s caused a seismic shift in the way many companies operate, the biggest change being that more business functions are done while working remotely. But along with
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Here’s how companies need to adapt
The COVID-19 pandemic has upended the business world and put tens of millions out of work in the U.S. At the same time, it’s caused a seismic shift in the way many companies operate, the biggest change being that more business functions are done while working remotely.
But along with the work-from-home aspect, the fallout from the coronavirus will fundamentally change recruiting and hiring practices long after the pandemic has passed.
Social distancing, shelter-in-place orders and the forced closing of businesses will change the way we look at employment. No longer will the promises of changing the world attract the modern workforce. Safety and job stability are at the top of the mind for the modern job seeker — and that changed what they want in a job.
Businesses will have to become employee-centric as well as customer-centric. The companies that have the ability to capture that part of the employee message, put it into their employer branding, and reinforce it throughout recruitment marketing campaigns are going to be the companies moving ahead in a much different world.
As states begin different stages of reopening for business, here is a breakdown of what companies should do when recruiting, hiring, and re-hiring:
Create a communication campaign. If you’re a company that laid off employees with the hope of bringing them back, you have to reach out with genuine communication that goes the extra mile. It should let them know in detail what steps the company is taking. Those people who were let go unexpectedly and lived paycheck to paycheck, they will be emotionally drained and stressed. A company bringing them back needs to make them feel valued so the company doesn’t lose that relationship.
Be careful in rehiring. Rehires won’t be a straightforward process for some companies. Circumstances won’t allow them to rehire or bring back from furlough all of their former employees. Employers must be cautious in determining who to bring back to the workplace; they need to mitigate the risk of potential discrimination claims, which could be based on the decision not to bring back certain employees. Employers will need to have a legitimate, non-discriminatory reason for choosing which employees to rehire. Those reasons include seniority, operational needs, or documented past performance issues. Employers should document their decision-making process now, before deciding who will be invited back.
Focus on expanded employee rights. I think a new appreciation for workers may be emerging as state and local governments mandate paid sick leave and family leave during the outbreak. Some companies are shifting their focus to hourly workers as well for those perks. This change could become permanent as organizations work hard to hire new staff and increase retention rates.
Streamline the process. If the recruiting process gets backlogged, it causes problems for your current employees and an under-staffed company. It becomes frustrating for them, because they’re forced to work overtime, and the big workload kills morale and increases turnover.
Most companies look at hiring people as a transaction — they need to fill a seat. They place a job posting and fill the job. In the new world, that will no longer be the case. To get the best talent, companies will have to engage people sooner, more thoughtfully, and put a higher priority on what employees value most in a job.
Jack Whatley (www.humancodeofhiring.com) is a recruiting strategist who specializes in creating employer branding campaigns that position companies as the employer of choice in their market. He is author of the upcoming book “Human Code of Hiring: DNA of Recruitment Marketing.”.

May U.S. jobs report stuns with gain of 2.5 million jobs and drop in jobless rate
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City of Utica allows restaurants to use its sidewalks for outdoor dining
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