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Top Digital Health Trends for 2020
Last November, we saw the rollout of the latest upgrades to Amazon’s Echo speaker line: earbuds, glasses, and a ring that connect to Amazon’s personal assistant Alexa. These new products are just three examples of a growing trend to incorporate technology seamlessly into our human experience, representing the ever-expanding frontiers for technology that have moved […]
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Last November, we saw the rollout of the latest upgrades to Amazon’s Echo speaker line: earbuds, glasses, and a ring that connect to Amazon’s personal assistant Alexa. These new products are just three examples of a growing trend to incorporate technology seamlessly into our human experience, representing the ever-expanding frontiers for technology that have moved far past the smartphone.
These trends and others are going to make a big impact in the health-care space, especially as providers, payers, and consumers alike slowly but surely recognize the need to incorporate tech into their workflows to meet the growing consumer demand for digital-health tools. At the same time, the data-hungry nature of these innovations is creating its own problems, driving a discussion around privacy and security that is louder and more urgent than ever.
Here are three trends to look out for this year.
Artificial Intelligence (AI) and Machine Learning are growing into themselves
It’s been quite a few years since AI has emerged from the pages of science fiction into our day-to-day reality, and health care has provided a fertile proving ground for all aspects of its innovations. From software that analyzes medical data to identify patients for clinical trials in a matter of minutes, to software that analyzes medical images to diagnose tumors in milliseconds; from chatbots that perform administrative tasks like setting up an appointment to chatbots that empathize with human emotion and manage mental anxiety; AI in digital health has evolved by leaps and bounds.
In 2020, we will continue to see AI and machine learning push boundaries, while at the same time mature and settle into more defined patterns.
With the adoption of technologies like FaceID, facial-recognition technology will be an important player in privacy and security. It can be leveraged to simplify the security requirements that make multi-factor authentication a time-consuming process for health-care professionals — on average, doctors spend 52 hours a year just logging in to electronic health record (EHR) systems. On the patient end, this same technology has the ability to detect emotional states of patients and anticipate needs based upon them, and the success of startups like Affectiva, the brainchild of MIT graduates, shows its tremendous promise.
Meanwhile, FDA-approved innovations from Microsoft and others claim the ability of computer vision for assisting radiologists and pathologists in identifying tumors and abnormalities in the heart. While robotic primary care is a long way off, some view AI as a rival to more niche clinical positions.
Privacy and security are more important than ever
In 2019, we saw the fallout of the Cambridge Analytica scandal, as well as several new, high-profile data concerns: Amazon workers paid to listen to Alexa recordings, for example, and the transfer of non-deidentified, personal health data of more than 50 million Americans to Google.
As the current generation wakes up to the serious privacy challenges that “smart” technological efficiencies are potentially introducing, they’re educating themselves about data sharing and becoming more cautious about the information that they are potentially giving to third-party sites.
For companies that deal with special categories of sensitive data — like medical information — the stakes are much higher. In 2020, look for digital health care to establish increasingly tight security, clearly communicate privacy policies, and provide more transparency around data use.
The API economy
Interoperability is a major player in health tech innovation: patients will always receive care across multiple venues, and secure data exchange is key to providing continuity of care. Standardized application program interfaces (or APIs) — which are sets of routines, protocols, and tools for building software applications — can provide the technological foundations for data sharing, extending the functionality of EHRs and other technologies that support connected care. Platforms like Validic Inform leverage APIs to share patient-generated data from personal health devices to providers, while giving them the ability to configure data streams to identify actionable data and automate triggers.
In the upcoming year, look for major players like Apple and Google to make strides toward interoperability and breaking down data silos. Apple’s Health app already is capable of populating with information from other apps on your phone, and the company is uniquely positioned to be the driver of interoperability. It has a secure and established platform, trustworthy for the passage of encrypted data (such as patient portals), and commands a brand loyalty ubiquitous in the United States and elsewhere, not to mention pre-established relationships with the hospitals that are critical to making any true strides in that direction. It’s a position that Apple has deliberately cultivated: as smartphone innovation falls into stalemate, the company is reaching toward bigger horizons. CEO Tim Cook says improving health will be “Apple’s greatest contribution to mankind.”
These trends in digital health are not new. As with any innovations in health care, the process is slow and the cost of the payoff hotly debated, yet it is no longer a question of if, but when these innovations will start optimizing care, whether we like it or not.
Anish Sebastian is co-founder and CEO of Babyscripts, a virtual-care platform for managing obstetrics. Since the company’s inception, it has raised over $15 million and gathered the support of more than 40 health systems around the country to further its vision of a data-centric model in prenatal care.
Upstate Medical University generates $2.5 billion impact on economy, study finds
SYRACUSE — A new report finds that Upstate Medical University contributed $2.5 billion to the state and local economy and supported — both directly and indirectly — more than 18,300 jobs across New York in fiscal year 2018. Tripp Umbach, a consultancy based in Pittsburgh, Pennsylvania, conducted the study, Upstate Medical announced on Jan. 14.
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SYRACUSE — A new report finds that Upstate Medical University contributed $2.5 billion to the state and local economy and supported — both directly and indirectly — more than 18,300 jobs across New York in fiscal year 2018.
Tripp Umbach, a consultancy based in Pittsburgh, Pennsylvania, conducted the study, Upstate Medical announced on Jan. 14.
The economic-impact figure — which has grown 50 percent in a decade — includes capital improvements, Upstate expenditures, and salaries to employees who spend their income on housing and services in Central New York. Additional dollars are generated by students, patients and visitors to Upstate, the report found.
“Our mission is to serve and improve the health of this community. But as this report points out, we are also a vital player in this community’s economy — employing more people than anyone else and generating billions of dollars for the state and local economy each year,” Dr. Mantosh Dewan, interim president of Upstate Medical University, said in a statement. “Our talented, valuable employees are investing their salaries into the Central New York economy, which plays a critical role in the vitality of the region and New York state.”
In a Jan. 14 phone interview with CNYBJ, Dewan also noted Upstate Medical University’s acquisition of Community General Hospital in 2011 as a factor in its growing economic impact.
“I have to believe that that is one major factor in the 50-percent growth because that’s dramatic,” says Dewan.
He hadn’t seen the initial report that was conducted back in 2008 so a lot of the statistical findings were new to him, Dewan notes.
Some report findings
The study looked at the economic, employment, government revenue, and community impacts of Upstate.
Since 2008, Upstate’s overall economic impact increased by half, from $1.67 billion annually to $2.5 billion; employment rose 30 percent from 14,000 to 18,321; and generated government revenue grew 86 percent from $86 million to $160.4 million.
In addition, student enrollment at Upstate Medical University has grown 30 percent since 2006; Upstate directly employs 10,959 people; it supports an additional 7,362 employees through local business and employee spending; and Upstate sustains and supports 14,920 jobs in Onondaga County.
The report also found that Upstate is a considerable driver of tax revenues for the state and local governments. Tax revenues attributable to Upstate in the form of income taxes, sales taxes, real estate taxes paid was estimated to be $160 million in 2018.
“For the first time, I saw a very clear statement of overall impact, which is the $2.5 billion, but also, for the first time, I saw the contribution to the state and the local governments in terms of [tax revenues],” he says.
While acknowledging that Upstate Medical is a nonprofit that is exempt from taxes, Dewan says, “But, in fact, $160 million is significant money.”
The report also found that Upstate’s annual payroll is $625 million and that one dollar of state support to Upstate generates another $58 in the state economy.
More than 3,100 Upstate alumni practicing in New York generate $7.1 billion in economic activity, support 35,363 jobs and generate $377 million in state and local taxes.
Alumni physicians practicing nationwide generate $993.1 million in taxes annually.
Upstate’s research efforts also translate to local economic investment, the report found.
The medical school is entering its third year of near double-digit growth in annual research expenditures. Upstate’s clinical departments host more than 450 active clinical trials per year. The SUNY research expenditures of $35 million “ripple across the state economy” and generated an additional $20.7 million in indirect and induced activity.
“It supports about 477 jobs,” Dewan notes.
The growing number of Upstate graduates has created a vast network of nearly 7,900 alumni nationwide. Those licensed physicians generate more than $24.8 billion in economic activity and support or employ nearly 132,354 employees throughout the U.S.
Many Upstate programs and special services are supported by the Upstate Foundation, which manages 1,000 funds and endowments totaling close to $200 million in total assets.
The report also noted how Upstate employees give back to their communities through volunteer time and money to local causes. In fiscal year 2018, the value of that time and money contributes an additional $25 million in economic impact to the community.
“The $25 million number was completely new to me as well … which encompasses about $10 million that Upstate folks give in terms of cash to the community and then another $15 million in terms of the many thousands of hours that are donated in evenings and weekends in all kinds of community [events] that are very valuable,” says Dewan.
Report: HSA balances continue to grow gradually
But many account holders aren’t taking full advantage of HSA features Average health savings account (HSA) balances increased modestly from $1,990 in 2011 to $2,803 in 2018, according to a new report from the Washington, D.C.–based Employee Benefits Research Institute (EBRI). However, customers are not taking full advantage of account features that would allow them
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But many account holders aren’t taking full advantage of HSA features
Average health savings account (HSA) balances increased modestly from $1,990 in 2011 to $2,803 in 2018, according to a new report from the Washington, D.C.–based Employee Benefits Research Institute (EBRI). However, customers are not taking full advantage of account features that would allow them to grow larger balances to cover future medical expenses.
“Trends in Health Savings Account Balances, Contributions, Distributions, and Investments, 2011-2018: Estimates From the EBRI HSA Database” is a longitudinal study from EBRI’s HSA database, examining trends in account balances, individual and employer contributions, distributions, invested assets, and account-owner demographics. The EBRI HSA database was developed to analyze the state of and individual behavior in HSAs. It contains 9.8 million accounts with total assets of $22.8 billion as of Dec. 31, 2018.
HSAs offer a tax incentive to set aside money on a tax-favored basis for current or future medical expenses. Yet account owners often appear to be using the accounts primarily to cover current expenses, such as deductibles, coinsurance, and copayments, rather than fully taking advantage of the tax preference by contributing the maximum or maintaining HSA balances for retirement health-care expenses, the study finds. However, EBRI’s study finds this behavior changes as account owners become more experienced in managing their accounts and the amount of money in their accounts grows.
“As individuals become more familiar with HSAs, they are more likely to take advantage of the benefits of the account. Account balances are growing over time, enabling longtime account holders to withdraw larger sums when unexpected major health expenses occur and to save and invest for retirement expenses,” said Paul Fronstin, director of EBRI’s health research and education program and coauthor of the report. “Plan sponsors that value employee financial wellness can work with administrators and advisors to take a long-term view of HSA account balance growth.”
Key findings
• Modest balances: Between 2011 and 2018, end-of-year account balances increased but remained low, rising from $1,990 in 2011 to $2,803 in 2018.
• Contributions below the maximum: Average total contributions — combined individual and employer contributions — increased from $2,348 to $2,919 between 2011 and 2018. However, this average was just above the minimum allowable deductible amount for family coverage and less than one-half of the allowable contribution maximum for family coverage.
• High incidence of withdrawals: Overall, 59 percent of account holders withdrew funds. The average annual amount distributed was $1,865 in 2018, “implying an average rollover of $1,054,” per the EBRI website.
• Low use of investments: Very few account owners invested their HSA balance in investments other than cash despite the tax-saving possibilities. In 2018, 6 percent had investments other than cash. One feature of HSAs is their rollover feature, which enables account holders to build up a balance for unexpected major medical expenses in the near future and/or for retirement. So while, on average, account holders appear to be using HSAs as specialized checking accounts rather than investment accounts, “this behavior appears to change the longer an HSA owner holds an account.” In other words, longitudinal analysis shows that “the more owners have experience with HSAs, the greater the likelihood their usage becomes more investment-like” over time.
• Increased size of balance: Accounts open for one year had an average $1,018 year-end account balance, while accounts open for 10 years had an average $7,589 year-end account balance. This demonstrates that the propensity to save in an HSA increases over time.
• Larger annual contributions: Individual contributions averaged $1,166 among those accounts open for one year but averaged $3,355 among those accounts open for 10 years. In other words, annual 2018 contributions were higher the longer an account owner had an account.
• Greater use of investments: In 2018, 2 percent of accounts open for one year had investments other than cash, compared with 10 percent among those open for 10 years. It is possible that rules requiring minimum balances may have prevented owners of relatively new accounts from investing, as the accounts would not have reached the minimum balance requirement, the EBRI says. Either way, over time, account owners appear to see the value in investing their HSA balances.
Notably, older, larger accounts appear to offer HSA owners a stronger hedge against unexpected bills. Those accounts open for one year had an average annual distribution of $1,109, while those open for 10 years had $2,729 taken in distributions.
Why Teaching Employees Your Company Financials Is A Winning Formula
In many businesses, a wide gulf exists between ownership and the workforce, a disconnect that can leave employees feeling undervalued and wanting to leave. The high cost of replacing them means it’s important to find ways to retain the best performers, and studies show that transparency and education from the top can be a solution —
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In many businesses, a wide gulf exists between ownership and the workforce, a disconnect that can leave employees feeling undervalued and wanting to leave.
The high cost of replacing them means it’s important to find ways to retain the best performers, and studies show that transparency and education from the top can be a solution — boosting employee engagement and motivation.
And one way to achieve that transparency is to open the company’s financial books to employees and teach them the business.
Too often in business, we fail to show the players on our own team the big picture — the overall score of the game. We tend to try to manage from the sidelines, focusing on individual performance. Why not teach them what winning means in business?
But opening the books may be the first time in the employees’ lives they feel they’re being treated as adults. This type of financial transparency builds trust and mutual respect. Teaching employees the business involves them in making a difference, so as a business leader, you need to get comfortable with opening things up.
Many business owners are hesitant to open the books to their employees. One of their concerns is giving employees access to salary information, but that isn’t advisable.
Opening your books does not mean sharing every detail. On the other hand, if people see how much the company is making and that makes them want more, that’s what you want as a business owner.
Here is a breakdown of how to open the books for employees and the benefits of doing so.
Bridge the gap between perception and reality. The perception among employees that the owner is focused on self-wealth can be changed by teaching employees how hard it is for most companies to make money. Many people would be surprised to know how little even large companies make in profit from every dollar of sales. Research shows the median bottom line in companies in 212 industries across the U.S. is 6.5 cents on every dollar of sales. But the average employee thinks their company makes six times that.
Break it down for them. Once you show your employees how hard it is to make money, sketch out a simplified income statement for your business, showing your revenue streams and all your expenses. Draw a dollar bill and show them how little the company keeps out of every dollar.
Bring the marketplace to your people. An owner can provide a clearer perspective to the employees by sharing how and what other companies in the industry are doing. Do your homework, and find out about your competition. If your employees know how they stack up against the field, most will respond to your appeal to move the needle. Your transparency has made them feel valued.
Make teaching financials interesting. The strategy is to create a business of business people. But remember, you’re trying to educate your people about your business, not create a bunch of CPAs. Share, teach, and involve them in the numbers they can impact. Your people rarely need to know about debits and credits or how to do an adjusting entry. But they may very well need to know how production efficiency is calculated and why receivable days matter.
Teaching the business helps everybody begin to understand what they can do, both individually and as a team, to influence bottom line financial results.
The purpose of opening the books is to boost the employees’ confidence in understanding the numbers and in the company itself.
Then and only then will they begin to make a connection to the numbers that measure their performance and talk intelligently about improving the business.
Rich Armstrong (www.greatgame.com) is president of The Great Game of Business Inc., and co-author of “Get In The Game: How To Create Rapid Financial Results And Lasting Cultural Change.” Steve Baker is VP of The Great Game of Business Inc., and co-author of “Get In The Game.”

Viewpoint: How to Get Talented People Engaged in the Sport of Strategy
The picture of a successful company has evolved over the last decade to reflect changes in the business environment as well as changes in the nature of organizations. Going forward, the impact of talent structure and talent readiness will be the difference maker in the work of making strategy happen. The model for winning will
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The picture of a successful company has evolved over the last decade to reflect changes in the business environment as well as changes in the nature of organizations. Going forward, the impact of talent structure and talent readiness will be the difference maker in the work of making strategy happen. The model for winning will be shaped by talent that is designed and built for the demands of being better, smarter, and faster than the competition.
What does strategic team engagement look like?
Across the broad conversation about engagement, degrees of engagement, the paths and nodes of engagement, we see a recurrent set of themes. Engagement means:
– Intentional learning and discovery, with an attitude of curiosity, attention, risk-exposure, discovery.
– Commitment and accountability, with a meaningful sense of responsibility, both personal and professional.
– Personal resolve and enthusiasm, with a mindset of energy and passion, motivation, and joy for the work.
– Interpersonal effort and influence, with the right level of advocacy, exchange and interaction with colleagues, and collaboration and empathy that serve the mission.
– A drive to organize, arrange, and help make sense of the many pieces of a project or mission in a way that helps spark progress and action.
– The motivation to independently seek out the more challenging, forward-looking tasks that lay the groundwork for, or are part of, next steps and future phases of work.
– An effective, demonstrated drive to collaborate with teammates, along with the savvy and discipline to work with them to accomplish things that no one person can do alone.
– Appreciation and human respect, with the character and trust to approach every endeavor on a good path.
These are principles, and they reflect in culture. These are attributes, and they reflect in everyday thought and behavior. These are elements of strategic talent, and they reflect the competence, motivation, and connections of a solid body of team capacity for making the company’s strategy happen. These help form the bridge from where a company is today — and where it needs to be tomorrow. This set of engagement factors often separates market leaders from the rest of the competitive pack. In the absence of these factors, strategic teams will falter.
What does it take to get talented people engaged?
Beyond the obvious notions of positive work engagement, we have found people with different kinds of talent are most engaged when:
ν hey are aware of and part of the strategic agenda of the business. They are able to see themselves and their work in the context of making the strategic agenda happen. They look at things from their perspective, as the working agents of the strategic agenda.
ν hey are matched into strategic teams on the basis of their specific talent blocks and beams, their technical, analytic, creative, resource, solution and relational skill sets, and their combination of experience, temperament and business expertise.
ν hey are immersed in the cultural agenda of the business, where the everyday thought and behavior of people across the organization serve as a foundation for, and expression of, what matters in making strategy happen.
These are the content and context markers for true engagement, where people see themselves as part of something important and valuable. These help define the questions and answers that are blended by people who are gauging their intentions, objectives, and challenges. Strategy engagement is a personal and professional choice, an act of moving from departure points to destination points. And while people have different motives, their essential need to be part of something important is central to engagement.
For those who lead and manage at every level of the company, here is what really matters. First, getting our people exposed to the strategic agenda, the picture of what we stand for as a company, and the picture of where we’re headed, and why. This seems so simple, but many in the workforce have no idea, and that’s a shame. Next, getting our people settled in the right strategic teams, in the right roles, with the right support and the right interfaces. Team design is critical, roles and responsibilities are important, interaction norms and practices are catalytic. Third, getting our people settled in cultural and subcultural terms, with the awareness that culture informs and influences the strategic efforts of the organization in different ways.
These three things encourage and enable people to become more engaged and to sustain that engagement. However, talent is something that is shaped by many things. Knowledge, experience, perspective, background, education, demeanor, and a host of other factors shape personal talent and professional readiness. The bottom line is both simple and complex, and it comes down to getting people into sync with the “why, what, how” of making strategy happen.
Daniel Wolf is president and co-founder of Dewar Sloan, a consulting group focused on strategy direction, integration, and execution. He is author of “Strategic Teams and Development: The Field Book for People Making Strategy Happen” and “Prepared and Resolved: The Strategic Agenda for Growth, Performance and Change.”
Massive Budget Deficit Will Dominate 2020 Session
As we progress through this new year at the start of a new decade, the looming $6 billion New York State budget shortfall is a harsh reminder that some things just never change in Albany. Uncontrolled state spending, unfunded mandates, and an anti-business regulatory climate continue to plague our state. Tax hikes on families and
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As we progress through this new year at the start of a new decade, the looming $6 billion New York State budget shortfall is a harsh reminder that some things just never change in Albany. Uncontrolled state spending, unfunded mandates, and an anti-business regulatory climate continue to plague our state.
Tax hikes on families and businesses to cover the costs of these reckless policies have driven millions out of the state over the last decade. According to an analysis of U.S. Census data by the Empire Center for Public Policy, close to 1.4 million people have left the state since 2010. New York lost more residents than any other state, and this is our fourth consecutive decline in population, according to the Census data.
Leaders have a responsibility to reverse these trends. Instead, the Democrat leadership in Albany largely ignores the clear warning signals.
This year’s budget woes are mainly driven by increased Medicaid costs, or what Gov. Andrew Cuomo calls a “structural imbalance.” However, a recent study from the Mercatus Center of George Mason University concluded that up to 433,000 New York residents “with income above the allowed limit” are enrolled in Medicaid, and the number of New Yorkers getting benefits despite earning too much to qualify rose “by more than 80 percent” from 2012 to 2017. Perhaps this is one reason why our per-capita Medicaid costs are already the highest in the nation. New York spends more than the states of Florida and Texas combined, even though both states each have larger populations.
The fact that the state budget gap is at the highest level since the Great Recession, while the national economy is so strong, should lead to a discussion about our Medicaid program and the state’s tax and regulatory climate. We also need to deal with the cold, hard reality that the state simply cannot afford everything it tries to do. The $100 million in your hard-earned tax dollars an unelected commission has committed to spend on public campaign financing is one easy example.
Unfortunately, the Democrats are already talking about raising taxes before engaging in any serious examination of the real problems behind the massive deficit. Only in the politics of Albany could one continue to believe that our state has a revenue problem and not a spending problem.
The priorities for the upcoming legislative session should be to rein in spending and reduce taxes so we can pursue an aggressive economic-development strategy. A good start would be to practice what we preach on capping spending, requiring a two-thirds majority vote by the legislature before raising state taxes and increasing the Manufacturer Real Property Tax Credit to help spur economic development.
If we want to create a brighter future for New York State in the coming decade, Albany must start learning from its history of failed tax and regulatory policies instead of continuing to repeat them. It’s time to reimagine New York.
Robert Smullen is the Republican representative of the 118th New York Assembly District, which encompasses Hamilton and Fulton counties as well as parts of Herkimer, Oneida, and St. Lawrence counties.
Fixing the System is Up to All of Us
You know these words, but how often do you stop to think about them? “We the People of the United States, in Order to form a more perfect Union, establish Justice, insure domestic Tranquility, provide for the common defence, promote the general Welfare, and secure the Blessings of Liberty to ourselves and our Posterity…” They
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You know these words, but how often do you stop to think about them? “We the People of the United States, in Order to form a more perfect Union, establish Justice, insure domestic Tranquility, provide for the common defence, promote the general Welfare, and secure the Blessings of Liberty to ourselves and our Posterity…”
They belong, of course, to the Preamble to the U.S. Constitution. That remarkable document is not just the blueprint for our political system. Its Preamble is also a profoundly aspirational call to arms. Because when you read it, it’s hard not to ask yourself how we’re doing — at establishing justice, promoting the general welfare, securing the blessings of liberty, and, in sum, creating a more perfect union.
It’s especially hard to avoid asking this question now, when the warnings of democracy in retreat are all around us. For many, the creeping authoritarianism that has taken hold in any number of countries — Russia, China, Bolivia, Turkey, the Philippines, and Hungary, among others — seems alarmingly on the ascendant.
You can also look around and find developments that make you wonder whether the world’s democracies have much cause for complacency. Worrisome environmental trends, population growth, climate change, the ills that go along with rising consumption — like mountains of trash and depletion of natural resources — all suggest a world unable to rein in its appetites.
Yet it’s undeniable that we’ve come a long way in this country and in other democracies, expanding women’s rights and the rights of minorities, ending child labor, banning nuclear testing, improving literacy, building strong economies. The world’s most vibrant economies and most nimble military forces remain mostly in the hands of democratic nations: the U.S., France, Great Britain, Germany, Japan, and Australia.
I don’t believe that people around the world favor authoritarianism. They prefer a voice in government. But most of all, they want decent lives for themselves and their children. They are not so wedded to a democratic system that if they see no improvement in their lives, they’ll reject authoritarianism. So democratic governments have to perform. They have to meet the expectations of their people and improve the quality of their citizens’ lives.
In the U.S., many Americans, worried about the direction of their country, wonder whether it is making progress toward the ideals of the Preamble. We seem to advance, fall back, and then move forward again, all in incremental steps.
What do we mean when we talk about “a more perfect Union”? I suppose we think of material progress. But more fundamentally, I hope, we think about the expansion of human freedom and progress toward the goals set out simply and eloquently in the Preamble. There’s a sense that we’re all in this American experience together: it brings us together and connects us with our past, present and future.
The American experiment in representative democracy is always a work in progress. The results are always in doubt. Lincoln’s words at Gettysburg — “whether a nation so conceived and so dedicated can long endure” — will probably resonate for as long as we’re a nation.
We face immense systemic problems at the moment: racial discrimination, wage stagnation, staggering income inequality, political polarization, the pernicious effects of too much money washing around in the system, the degradation of civil discourse. It’s not a given that we’ll be able to resolve them, and we always have to be alert to the fact that our freedoms and rights can be eroded. So, to prevent this erosion, we have to step up to the task of responsible citizenship.
This is a challenge for every generation. We’ve stepped up to it in the past, through world wars, the Civil War, economic recessions, and depressions. As Americans, we believe in a set of democratic ideals, basic rights, fundamental freedoms, and the notion that all people are created equal and all are entitled to dignity. These are ideas that give us cohesiveness and identify us.
But we cannot take our ability to deliver on them for granted. Without a renewal of energy and commitment to the democratic values of the Constitution, without acting on the call issued by the Preamble, we could lose them.
Lee Hamilton, 88, 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.

CHARLIE NOEL has been hired as member partner advisor at AmeriCU Credit Union. She joins a team of advisors focused on membership development, outreach, and financial education. Noel comes to AmeriCU with 15 years of prior credit-union experience at Empower Federal Credit Union, most recently as business-development manager. She will be responsible for growing business
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CHARLIE NOEL has been hired as member partner advisor at AmeriCU Credit Union. She joins a team of advisors focused on membership development, outreach, and financial education. Noel comes to AmeriCU with 15 years of prior credit-union experience at Empower Federal Credit Union, most recently as business-development manager. She will be responsible for growing business partner relationships in parts of Onondaga, Cayuga, and Oswego counties.

Attis Industries has hired TIM STITT as plant controller. He has primary responsibility for the financial functions of Attis Ethanol Fulton and acts as a business partner with plant and corporate management to manage and control the local business. Stitt most recently worked as a senior consultant at Fust Charles Chambers LLP, where he obtained
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Attis Industries has hired TIM STITT as plant controller. He has primary responsibility for the financial functions of Attis Ethanol Fulton and acts as a business partner with plant and corporate management to manage and control the local business. Stitt most recently worked as a senior consultant at Fust Charles Chambers LLP, where he obtained his CPA license. He earned his master’s degree in accountancy from Syracuse University’s Whitman School of Management. Before that, Stitt spent six years enlisted in the United States Navy.

DONALD J. SIPHER has joined Atlantic Testing Laboratories (ATL) as vice president. He has extensive experience with similar service lines provided by ATL. Sipher has held technical positions focused on geotechnical engineering, subsurface exploration, dam design and remediation, and construction materials testing. He holds a bachelor’s degree in chemical engineering from Clarkson University, a master’s
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DONALD J. SIPHER has joined Atlantic Testing Laboratories (ATL) as vice president. He has extensive experience with similar service lines provided by ATL. Sipher has held technical positions focused on geotechnical engineering, subsurface exploration, dam design and remediation, and construction materials testing. He holds a bachelor’s degree in chemical engineering from Clarkson University, a master’s degree in chemical engineering (geotechnical) from Purdue University, and an MBA. Sipher has remained involved with Clarkson University serving on the Engineering Advisory Council of the Civil Engineering Department and with recruiting efforts. ATL is headquartered in Canton and has additional offices in Plattsburgh, Watertown, Syracuse, Rochester, Elmira, Binghamton, Utica, the Poughkeepsie area, and the Albany area (Clifton Park). Sipher is based in the latter office.
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