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Upstate Medical University holds virtual commencement ceremony
SYRACUSE — Upstate Medical University on May 1 conducted its first-ever virtual commencement, conferring degrees on 419 students who graduated from Upstate’s four colleges. The event was originally set for May 3 at the SRC Arena on the Onondaga Community College campus, but since the COVID-19 pandemic, all large gatherings have been canceled, “necessitating the […]
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SYRACUSE — Upstate Medical University on May 1 conducted its first-ever virtual commencement, conferring degrees on 419 students who graduated from Upstate’s four colleges.
The event was originally set for May 3 at the SRC Arena on the Onondaga Community College campus, but since the COVID-19 pandemic, all large gatherings have been canceled, “necessitating the virtual ceremony,” Upstate Medical said.
Dr. Mantosh Dewan, interim president of Upstate Medical University, the college deans, and other speakers “emphasized commencement’s unique circumstances” and praised members of the Class of 2020 for their “resilience and dedication” to a field centered on helping others.
“More than ever, we need each and every one of you,” Dewan said. “Close your eyes and walk across a splendid stage and out into a temporarily troubled world as a graduate and a hero.”
Dewan discussed the global coronavirus pandemic and how the Class of 2020 will be called upon as humanitarians as well as medical professionals.
“Today we watch with pride as you commence onto an even bigger stage and embrace wonderful new roles,” said Dewan. “These roles will call for the best in you. You are going out into a scary world, not to do a job, but to follow your profession; to fulfill your higher calling, to pursue your dreams of changing the world. You are everyday heroes that we so desperately need.”
Featured speaker
Dr. Howard Zucker, New York’s health commissioner, served as the ceremony’s featured speaker.
The health commissioner has been a big part of the state’s COVID-19 pandemic response and was Upstate’s commencement speaker in 2019 as well.
Zucker highlighted Upstate graduates’ efforts during the pandemic including 65 students who graduated early to assist with medical efforts near New York City and those in Syracuse who were researching emerging COVID-19 literature and providing in-person support to clinicians “on the front lines.”
“You are embracing new professions at a moment of incredible public need that did not exist a year ago when I addressed the class that came before you,” Zucker said.
Zucker praised Upstate’s joint commencement involving graduates from the colleges of nursing, health professions, medicine, and graduate studies. He said it represented health-care’s “necessary and growing focus on collaboration, which has proven beneficial in the state’s fight against COVID-19.”
“The future I see for health care is not one of complacency but of resiliency and ingenuity and that’s what we have seen on the front lines fighting this pandemic in New York state,” Zucker said. “We have seen incredible resourcefulness, the strength derived from compassionate peer support; an unflagging dedication to making the system work better in the future.”
Additional speakers
Upstate’s virtual commencement broadcast, included a live-chat feature where the more than 1,000 people viewing could also express congratulations to the graduates. The ceremony included a message from Onondaga County Executive Ryan McMahon, who encouraged the graduates to stay and work in Central New York.
College deans at Upstate Medical also addressed the graduates. They included Julie White, dean of student affairs; Tammy Austin-Ketch, dean of the College of Nursing; Katherine Beissner, dean of the College of Health Professions; Dr. Lawrence Chin, dean of the College of Medicine; and Mark Schmitt, dean of the College of Graduate Studies.
The student speakers included Heather Bedard from the College of Nursing; Amber Walker from the College of Health Professions; Yaa Takyiwaa and Dr. Jared Sweeney from the College of Medicine; and Adam Blanden from the College of Graduate Studies.

Area hospitals ready to resume outpatient, elective surgical procedures
Rome Memorial Hospital (RMH) on May 1 announced it is now ready to restart elective surgical procedures. In collaboration with its physicians, RMH says it redesigned workflows to test patients for COVID-19 before surgery. It is also designating separate entrances, elevators, units, and staff for patients’ “enhanced safety,” Mark Murphy, president and CEO of RMH,
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Rome Memorial Hospital (RMH) on May 1 announced it is now ready to restart elective surgical procedures.
In collaboration with its physicians, RMH says it redesigned workflows to test patients for COVID-19 before surgery. It is also designating separate entrances, elevators, units, and staff for patients’ “enhanced safety,” Mark Murphy, president and CEO of RMH, said in a release.
The hospital is now scheduling surgeries. Elective surgical procedures that are available at RMH range from minimally invasive spine surgery to laparoscopic hernia repair.
The hospital’s plan was developed in accordance with the guidance from the New York State Department of Health, the Centers for Disease Control and Prevention, and the American College of Surgeons.
“We now have the capability to do rapid on-site COVID-19 testing to test patients prior to a surgical procedure to minimize risks,” Murphy said. “In addition, our teams have refined our workflows and processes to enhance the hospital’s already stringent infection prevention strategies.”
These procedures include using drive-through specimen collection to test for COVID-19 prior to surgery, along with designating a separate entrance and elevator for patients to use on the day of surgery to limit their encounters with other people.
In addition, Rome Memorial Hospital is also assigning patients to a surgical unit on a different floor separate from patients who may be hospitalized with an infectious disease.
The hospital is also utilizing staffing patterns that ensure staff assigned to care for suspected or positive COVID-19 patients do not “float” into a unit caring for any elective-surgery patient.
“We have been consistently screening everyone who enters our facility, including patients and staff, for fever and respiratory symptoms. In addition, masks or face covers are required,” said Murphy. “This proactive approach has enabled us to successfully protect our patients, staff, and community through the COVID pandemic.”
RMH also assembled a physician council to “prioritize” patients who have been awaiting surgery based upon their “clinical indication,” according to Murphy.
“Because each patient’s surgical circumstances are unique, we have been working closely with our physicians to support them in determining the best timing of surgery,” he noted.
Oneida Health

Oneida Health on May 4 announced that it is resuming performing outpatient, elective procedures at its hospital.
The hospital will have to validate that those the people seeking the surgeries have met the criteria that the New York State Department of Health (DOH) released on April 29, Oneida Health said in a news release.
All patients who are scheduled to have an outpatient procedure will be required to have a pre-screening test for the coronavirus at the hospital’s drive-thru testing center, three days prior to their procedure. Patients will also complete a screening assessment on the day of their appointment. To limit exposure, Oneida Health is providing direct pathways to private rooms for surgical patients, “enforcing strict social distancing, proper PPE, and enhanced cleaning protocol to remain proactive.”
“While some hospitals in New York State have been heavily impacted by COVID-19 patients, we have not,” Gene Morreale, president and CEO of Oneida Health, said in a release. “When we have admitted a COVID-19 patient in our facility, we have isolated them to designated areas with dedicated staff. This has worked extremely well and as a result, all patients, both COVID-19 and non-COVID-19, have received exceptional care.”
In addition to capacity requirements, hospitals are also required to have an adequate supply of personal protective equipment (PPE), staffing, COVID-19 testing, and also establish a multi-disciplinary committee to “ensure appropriate prioritization” of elective procedures.
With the resumption of elective procedures, Oneida Health Hospital will also be performing non-urgent endoscopies in its hospital along with a range of surgical procedures in its ambulatory care center.
Oswego Health
Oswego Health is planning to reopen many of its outpatient locations starting May 18, with the expectation to resume elective surgeries on June 1, Dr. Duane Tull, chief medical officer, said in a May 5 news release.
“This allows us ample time to ensure the collection of more PPE and to increase our testing ability so that all procedures can safely proceed,” said Tull. “At present, Oswego Health has only had three positive COVID-19 patients in our hospital so the risk of proceeding with elective cases is less than surrounding hospitals with higher volumes. We are anxious to resume all of our surgeries and service, but we want to do this correctly. If we can procure adequate PPE supplies and testing, we may begin sooner, but all things must be done correctly and safely. Though the risk is reduced, we will not put either staff or patients at risk in any way.”

Crouse receives financial boost with resumption of elective surgeries
SYRACUSE — Crouse Health has received a vital fiscal shot in the arm now that it has restarted elective surgeries. The Syracuse–based health system was slated to resume outpatient elective surgeries and procedures on May 7, now that the state has allowed them in our region and across much of upstate New York. Crouse had
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SYRACUSE — Crouse Health has received a vital fiscal shot in the arm now that it has restarted elective surgeries.
The Syracuse–based health system was slated to resume outpatient elective surgeries and procedures on May 7, now that the state has allowed them in our region and across much of upstate New York.
Crouse had halted the moneymaking procedures on March 17, “several days ahead of a state mandate calling for cancellation for the safety of patients, staff and visitors” and to create capacity for COVID-19 patients.
As a result, Crouse Health said it has been losing $300,000 in revenue per day. In response, the health system furloughed 211 workers and reduced work schedules to part-time for 148 employees, Robert Allen, VP of communications and government affairs at Crouse Health, tells CNYBJ.
Elective surgeries are a big part of the health-services Crouse Health provides Central New Yorkers. Crouse Hospital performed 13,000 elective surgical procedures in 2019, Allen notes.
Gov. Andrew Cuomo on April 29 announced that 35 counties in the state have been approved to resume elective outpatient treatments. Onondaga County is one of them.
Crouse has been working with physician and administrative leadership from surgical services, cardiac services, neurosciences, interventional radiology, and infection control to develop a phased-in plan to resume elective outpatient surgeries and procedures, Dr. Seth Kronenberg, COO and chief medical officer of Crouse Health, said in a release.
The hospital’s restart plan has been developed with guidance from the New York State Department of Health and the Centers for Disease Control and Prevention.
Crouse has adequate personal protective equipment (PPE) available and has capacity to accommodate elective outpatient surgery volume, according to Kronenberg.
“The state lifted restrictions due to the low COVID-19 transmission rate within Onondaga County,” Kronenberg said. “As people resume activities, Crouse will remain prepared at all times in the event of increased COVID-19 activity in the community and surrounding area.”
Patients who had cancelled procedures are being contacted to reschedule, Dr. Tom Hartzheim, chief of surgery at Crouse Health, said.
“Resuming elective outpatient surgeries will allow patients access to necessary treatment for significant underlying conditions,” he added.
Under the state’s directive, patients scheduled for elective surgical procedures are required to be tested for COVID-19 three days prior to their procedure and “will be encouraged to limit contact with others between the test and their procedure,” Crouse Health said.

SBA clarifies nonprofit hospitals are eligible for PPP loans
The U.S. Small Business Administration (SBA) recently provided clarification for how nonprofit hospitals can qualify for Paycheck Protection Program (PPP) loans The low-interest, forgivable loans are meant to be a lifeline for small businesses and nonprofits during the COVID-19 pandemic, helping them to keep their employees. In an interim final rule published on April 28,
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The U.S. Small Business Administration (SBA) recently provided clarification for how nonprofit hospitals can qualify for Paycheck Protection Program (PPP) loans
The low-interest, forgivable loans are meant to be a lifeline for small businesses and nonprofits during the COVID-19 pandemic, helping them to keep their employees.
In an interim final rule published on April 28, the SBA said: “A hospital that is otherwise eligible to receive a PPP loan as a business concern or nonprofit organization (described in section 501(c)(3) of the Internal Revenue Code of 1986 and exempt from taxation under section 501(a) of such Code) shall not be rendered ineligible for a PPP loan due to ownership by a state or local government if the hospital receives less than 50 percent of its funding from state or local government sources, exclusive of Medicaid.”
The SBA further said a nonprofit hospital could qualify for PPP money if it “reasonably determines” and provides written documentation that it qualifies as a 501(c)(3) under the Internal Revenue Code “and is therefore within a category of organization that is exempt from taxation under section 501(a).”
The SBA said its approach to handling hospitals’ eligibility for the program “helps accomplish the statutory purpose of ensuring that a broad range of borrowers, including entities that are helping to lead the medical response to the ongoing pandemic, can benefit from the loans provided under the PPP.”
Congress provided $349 billion in round one of the PPP and another $310 billion for round two.
The SBA will forgive loans if the recipients keep all employees on the payroll for eight weeks and use 75 percent of the money for payroll, with 25 percent going for other approved expenses like interest on mortgages, rent, and utilities.
The agency also clarified on May 3 that a borrower’s PPP loan forgiveness amount would not be reduced if it laid off an employee, offered to rehire the same worker, but the employee declined the offer. The borrower must have made a “good faith, written offer of rehire, and the employee’s rejection of that offer must be documented by the borrower,” the SBA said in updated FAQ guidance on the program.
Slow, Strategic, Safe: Preparing for a Return to the Workplace
“The worst economy ever,” Federal Reserve Chairman Jerome Powell recently said. Let that sink in for a moment. More than 30 million workers have filed for unemployment benefits in the last six weeks. Emerging data is shedding light on just how dis-equitably the economic pain is being distributed throughout our communities, with many of the
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“The worst economy ever,” Federal Reserve Chairman Jerome Powell recently said. Let that sink in for a moment. More than 30 million workers have filed for unemployment benefits in the last six weeks. Emerging data is shedding light on just how dis-equitably the economic pain is being distributed throughout our communities, with many of the hardest- hit industries — health care, hospitality, food service, and retail — being traditional sources of employment for women and minorities.
Not only are we facing a monumental challenge of rebuilding a robust and more resilient economy, but we are also facing the prospect of doing it in an environment where our glaring racial and socio-economic disparities, blatantly obvious before COVID-19, are even more apparent.
No wonder emotions are running high. The pressure to get back to work is real for both employers and employees. So, too, is the pressure to maintain the safety measures and social distancing that has enabled Central New York to emerge as one of the bright spots in New York state with respect to our virus caseloads.
The leadership that our elected and public-health officials have demonstrated, and the cooperation of the business and nonprofit communities has put our region in the enviable position of being one of the first places in the state that will likely be allowed to begin a phased re-opening. This is good news for our employees and our workers, but it also places a tremendous amount of responsibility on us all to get it right.
Gov. Andrew Cuomo was in Syracuse [on April 28] to share details of his plan for re-opening the New York state economy, embracing a region-by-region approach that we have advocated for here. He rightfully emphasized that any return to the workplace and re-opening of businesses will happen slowly and be based on regional analysis that includes a 14-day decline in hospitalization rates, a decrease in the infection rate and the number of positive antibody tests, as well as real-time monitoring of public-health data.
We know that returning employees to the workplace during and after the COVID-19 pandemic won’t be as simple as announcing a re-opening date and resuming business as usual. To support businesses as they navigate this process, we are developing a Re-opening Toolkit of information, resources, and best practices to help businesses ensure the safety of their operations and employees alongside our collective economic recovery. While the details of each employer’s plan to return will inevitably look different, we believe there are many key issues for which you should begin preparing for now, including:
Pre-opening Considerations, including workplace safety, employee policies, communication strategies, and remote-work operations.
Operational Considerations, including facility and physical-space considerations, best-practice protocols for staff and customer interactions, and cleaning and sanitation procedures.
Strategic Considerations, including continuity plans, capital-resource planning, essential-function decisions, and ongoing communication needs.
Together, we will navigate this first step in a long economic recovery through a measured, strategic approach to returning to the workplace, more routine operations, and our daily lives.
Robert M. (Rob) Simpson is president and CEO of CenterState CEO, the primary economic-development organization for Central New York. This viewpoint is drawn and edited from the “CEO Focus” email newsletter that the organization sent to members on April. 30.
The List feature is on hold at this time
The Central New York Business Journal has temporarily put our weekly The List feature on hold for the duration of the statewide coronavirus shutdown. Pausing a popular and longstanding part of our publication was not an easy decision, but is necessary to uphold the quality, completeness, and integrity of information we provide our readers. The
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The Central New York Business Journal has temporarily put our weekly The List feature on hold for the duration of the statewide coronavirus shutdown.
Pausing a popular and longstanding part of our publication was not an easy decision, but is necessary to uphold the quality, completeness, and integrity of information we provide our readers.
The lockdown has disrupted our ability to compile complete lists. Data for most of our lists is collected through surveys sent via email, supplemented with telephone follow-up. With so many organizations temporarily closed, operating at reduced staff levels, or working from remote locations, we are simply unable to reach many of the contacts who normally provide us information.
The current situation also affects the representativeness of data we might be able to collect. We want the information in our lists to show an accurate picture of the organizations listed in terms of size, scope, products/services offered, etc. The results of any survey research are a snapshot in time. Taking a snapshot during this time of COVID-19-related layoffs, facility closures, projects placed on hold, and shifts in operations would provide an extremely atypical and skewed picture of most companies.
We still intend to publish every list on our 2020 editorial calendar. A firm schedule for that can’t be worked out at this uncertain moment. But as soon as the government’s workforce restrictions are lifted, we will resume surveying and produce a timetable for publishing the delayed lists in future issues.
In the meantime, CNYBJ remains committed to providing the business community of our region news and information to help navigate this challenging period
Planning New York’s Financial Future Will Take Transparency
We are beginning to be able to quantify the devastating economic impact of the coronavirus health crisis, and although the numbers may seem scary, there is much we can do to ensure New York endures and, eventually, thrives. New York State is facing a multi-billion-dollar budget deficit over the next several years, with some estimates
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We are beginning to be able to quantify the devastating economic impact of the coronavirus health crisis, and although the numbers may seem scary, there is much we can do to ensure New York endures and, eventually, thrives.
New York State is facing a multi-billion-dollar budget deficit over the next several years, with some estimates projecting as much as a $69 billion shortfall through 2024. This presents a challenge the likes of which we have not seen, and it is one that demands fiscal discipline and community engagement. There must be full transparency and unfettered communication.
Recently, the Public Authorities Control Board (PACB) gave the authority for the state to take on $11 billion in new debt. Although the current economic downturn makes steps like this necessary to meet obligations and keep government functional, there must be greater transparency in any budget actions moving forward. Major budget actions are coming, including likely cuts that will have significant impacts on education, health care, and local governments.
In a letter to Gov. Andrew Cuomo and legislative leaders, I called for common-sense protocols to be put in place and a full public accounting of all state revenue, spending, borrowing and other budget actions be provided to the legislature. These are uncertain times, and the best thing Albany can do is provide clarity, information, and answers — especially on matters of taxpayer dollars.
We have not yet eradicated COVID-19, but New York’s health outlook is promising, as the rate the virus is spreading has slowed and efforts to contain its impact have proven effective. With increased hospital-bed capacity, more data available to government officials, and the public adapting to new, evolved social patterns, it’s time to begin planning for a post-pandemic New York.
The Assembly Minority Conference has laid the groundwork for both short- and long-term measures to right the ship. Done properly, New York will not merely survive the crisis, it will thrive on the other side of it.
The first step to overcoming the economic slowdown is a region-by-region examination of health-care capacity and the needs of the communities impacted. Members of our conference and I have called for a “New York Regional Restart” to immediately assess the viability of bringing parts of New York back online. Reliable, actionable data is available, and we must begin looking at ways to mitigate further, unneeded economic damage.
Gov. Cuomo’s drastic measures to lock down New York State, specifically New York City, have undoubtedly contributed to the slowing of COVID-19. However, large portions of New York look nothing like downstate. Population density and the number of those infected vary widely from region to region. Any future action must take into consideration the nuances of New York state’s varied composition.
It is my sincere hope the governor takes advantage of the many channels of communication and resources available to him, and actively listens to the concerns of local governments, legislators, regional health experts, and the public. Reopening New York is not a partisan issue, and it must be done openly and in collaboration with government and community partners. This needs to be a team effort.
In the interim, individuals and small businesses need immediate help. To that end, the Minority Conference has developed the “Small Business Emergency Recovery Act of 2020,” and the “Jump-Start New York” initiative. We have also called on the federal government to consider the enormous costs to our emergency-service volunteers and farming community. With the legislative groundwork we have laid out, an infusion of federal funding, and a governor willing to listen, we will be in a position to rebuild New York better than ever.
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 or (315) 598-5185.
Reasons for Hope in a Dark Time
We are living in a difficult time. Our country and its communities are deeply polarized; many Americans distrust one another as well as the government and other institutions. The novel coronavirus has deepened our problems in a way none of us imagined. The number of Americans who have contracted the virus has surpassed 1 million.
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We are living in a difficult time. Our country and its communities are deeply polarized; many Americans distrust one another as well as the government and other institutions. The novel coronavirus has deepened our problems in a way none of us imagined.
The number of Americans who have contracted the virus has surpassed 1 million. Tens of thousands have died, and record numbers have lost their jobs. No wonder, then, people are disheartened, even discouraged. This is a stressful and challenging period when we and our representative democracy are being tested.
But there are reasons to be hopeful. Hope is a precious commodity in human endeavors, including government and politics. We need it now as much as ever.
What gives us hope today? First, the United States remains the world’s preeminent power. We may not stand astride the world as we once did, but we are still a global leader. People in other nations look to us for leadership. I have experienced this scores of times, in international meetings where delegates looked to see what the U.S. would do.
The fundamentals of the U.S. economy are strong. After recovering from the 2007-08 recession, we experienced a remarkable period of economic growth. The pandemic has brought a setback, of course, but there is strength and growing vitality in America.
Even with all our problems, a strong strain of optimism is part of the national character. We may not agree about politics, our leaders, or the direction of our country, but dig beneath the surface and most Americans are appreciative of our history and proud to be Americans. They do not want to trade places with the citizens of any other country.
Moreover, Americans are talented and resilient.
I have traveled across this country many times, and I’ve met with countless groups and individuals; and in those meetings I have been repeatedly impressed with the wealth of talented people I’ve encountered. You find them in all walks of life: academia, business, labor, and the worlds of sports, arts, and culture. In unexpected settings, I have met knowledgeable citizens who can argue the finer points of domestic politics and foreign policy.
Energetic discussion and deliberation on issues of public concern is a defining feature of American life. With the internet, all Americans have access to vast amounts of information about topics that interest them, and they use that information skillfully.
Finally, our system of federalism is again showing its strength. In the current public-health crisis, governors and mayors have stepped up to lead. And it’s not just government where this occurs. Individuals and community groups of all kinds, public and private, are meeting our challenges.
Progress is never linear, and the COVID-19 pandemic reminds us that there will always be setbacks. But they will not override our hopes and actions.
Nearly 200 years ago, Tocqueville wrote that Americans had “a lively faith in the perfectibility of man.” That faith may be tested, but it endures.
Lee Hamilton, 89, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at the 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.

Pinckney Hugo Group has hired CHELSEA NICOLLI as a senior account manager. She previously was a senior account manager at Pandora in New York City. Nicolli also gained experience in account services and digital marketing at Entrée Health and The New York Times. She has a bachelor’s degree from SUNY Oswego.
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Pinckney Hugo Group has hired CHELSEA NICOLLI as a senior account manager. She previously was a senior account manager at Pandora in New York City. Nicolli also gained experience in account services and digital marketing at Entrée Health and The New York Times. She has a bachelor’s degree from SUNY Oswego.

Mohawk Valley Community College (MVCC) has named SALINA BILLINS director of the Educational Opportunity Program (EOP) within the Student Enrollment Department of the Division of Student Affairs. She will be responsible for the overall administration of the EOP, a state-funded program that provides access, academic support, and financial assistance for students who are educationally and
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Mohawk Valley Community College (MVCC) has named SALINA BILLINS director of the Educational Opportunity Program (EOP) within the Student Enrollment Department of the Division of Student Affairs. She will be responsible for the overall administration of the EOP, a state-funded program that provides access, academic support, and financial assistance for students who are educationally and economically disadvantaged but have the potential to succeed in college. Billins has held several positions at MVCC, starting in 2012 when she was GEAR UP academic specialist. In 2016, she was a completion coach in the Learning Commons, a position she held until 2019 when she was named GEAR UP coordinator. Before coming to MVCC, Billins worked at Kids Oneida, the Utica City School District, and Mohawk Valley Community Action Agency. She earned her master’s degree in science, leadership, and instruction for inclusive classrooms from Utica College in 2008, and her bachelor’s degree in education from the University at Buffalo in 2002.
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