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NEW HARTFORD — Cathy Mary Newell, president and CEO of Mohawk Ltd., says there is a solution for everything. In 1959, Newell’s father, Gordon J. Newell, Jr., founded Mohawk Communications, Inc., a repair, calibration, and supply company that primarily served two U.S. Air Force bases: one in Rome and the other in Dayton, Ohio. This […]
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NEW HARTFORD — Cathy Mary Newell, president and CEO of Mohawk Ltd., says there is a solution for everything.
In 1959, Newell’s father, Gordon J. Newell, Jr., founded Mohawk Communications, Inc., a repair, calibration, and supply company that primarily served two U.S. Air Force bases: one in Rome and the other in Dayton, Ohio. This was the height of the Cold War when bombers were America’s primary line of defense. By the 1970s, however, missiles were replacing bombers in the primary national-defense role, with a subsequent reduction of the bases and their eventual closing.
“I got a call from my father while an undergraduate at the Rochester Institute of Technology,” recalls Newell, who was an accounting major. “His bookkeeper had just passed away, and he wanted me to come home to help out in the business. My mother, on the other hand, urged me to finish my degree. My mother won the argument. As soon as I graduated in 1979, I did join the company, and began its reinvention.”
First, Newell had to find some new markets that could utilize the company’s talent and knowledge in electronics. “At the time, Western Electric was repairing New York Telephone Company’s equipment,” recalls Newell. “This first venture into the Telco industry led to Telco customers across the country. A variety of other markets followed: utility, power, cable, construction, homeland security, municipal, and hospitality. In the 1980s, the company expanded into custom trailers and truck bodies serving a new group of customers in the law-enforcement, entertainment, and food-services industries.”
New name
“The company changed its name to Mohawk Ltd. to reflect its diversity in products and services,” says Newell. “In 1999, the company expanded into the alpine-track-vehicle business as a dealer for Kassbohrer — PistenBully snow groomers and tracked vehicles. Next, we added our custom fleet trailer line, providing fiber-optic trailers and command centers in the mix after 2000. In 2009, we added the rental business — LMR — luxury-mobile restrooms. In reinventing the company, the focus was not just on growing the business but also on diversifying the revenue streams using our existing talent pool.”
Newell leveraged the company’s experience in the repair and calibration of electronic-test equipment.
“Our staff became very experienced in circuit boards, digital and analog meters, Ethernet and fiber-optic test equipment, gas detection, and cable-locating equipment, to name just a few, and we supported dozens of OEMs (original-equipment manufacturers),” she says. On the hydraulic/pneumatic/mechanical side, Mohawk was experienced in air tools, saws, grinders, jack-hammers, generators, heaters, and a variety of outside plant equipment and tools, again supporting dozens of OEMs.
Growth
Newell bought the business from her father in 1991. At the time, the company had 13 employees, occupied one 20,000-square-foot building, and posted $2 million to $3 million in sales. Today, Mohawk Ltd. employs 55 people, occupies more than 100,000 square feet of space in four buildings, and generates annual sales between $10 million and $16 million.
“Where we used to focus on the Northeast geographically, the company now covers the entire U.S. and then some,” stresses Newell. “Our capabilities today include repairing, refurbishing, and calibrating [more than] 2,000 different types of equipment, tools, and product lines. Mohawk Ltd. is a designated authorized repair center for a number of leading manufacturers. Currently, 90 percent of our business comes from the private sector with another 10 percent from the public sector. Repairs and calibration still represent 70 percent of our business with 30 percent in product sales.”
Mohawk Ltd. has plenty of competition, including some of its own customers.
“Our ability to compete is based on our expertise, customer care, and product offerings to our customers,” exclaims Newell … “We strive to offer [one-stop] shopping; … [hence] our motto is ‘one source, many solutions.’ The entire staff excels at customer service. When you call Mohawk Ltd., you get immediate, personal customer service and technical support. We also offer weekly pick-up and delivery service from Maine to Virginia. There is no fee for evaluations, and we don’t require return-merchandise authorizations. We’ll track the warranty status for our customers and provide logistical support to OEMs, if required. In addition, we maintain a large parts inventory to provide fast turnaround time for our repairs. That’s another reason why our customers keep returning to us.”
The team
Newell is particularly proud of her management team. In addition to Newell as president, the team includes Diane Fetterolf, CFO; Christine Celia, director of human resources; Kathy Cianfrocco, director of quality assurance; Linda Lane, director of marketing; David Gray, director of sales; and Randy LeFave, director of national Telco accounts. Newell also notes the support from her professional advisers: Celia & Allen of New Hartford handles the accounting, Richard G. Parker of New York Mills serves as the company’s attorney, and First Niagara provides the primary financial services.
Attracting and retaining talented employees is a concern for Newell. “It’s hard to find trained mechanics and electronic technicians in this area,” she laments. “At Mohawk Ltd., we have worked hard to create a pleasant environment with competitive salaries and a generous benefits package. The employees also appreciate the flexibility we offer in creating their work schedules and the investment we make in their training and education, all at company expense. I think it’s safe to say the employees appreciate the work environment here, because we have almost zero turnover. We have also reached out to Mohawk Valley Community College and created internships in our production departments. In addition, we are creating internships with my alma mater to help develop market plans and do research and engineering projects. These internships will be 10 to 20 hours a week. The goal is to attract new talent to the organization and to learn the latest and greatest.”
Newell stresses both in the company’s literature and in person that Mohawk Ltd. is a Woman Business Enterprise (WBE) diversity supplier. “Mohawk was certified as a WBE in 1993, shortly after I purchased the company,” intones the company CEO. “This has opened the doors to a number of large customers, which are required to set aside a percentage of their outsourcing for woman- and minority-owned businesses. The percentage has recently expanded under Gov. [Andrew] Cuomo to more than 30 percent. Mohawk was also certified by the [Women’s Business Enterprise] National Council (WBENC) in 2010. We promote throughout New York our WBE and WBENC certifications, which are accepted by more than 1,000 corporations.”
The WBENC is also an approved third-party certifier for the U.S. Small Business Administration federal-contracting program. WBE and WBENC certification require not only extensive documentation but also a site visit. Newell has also been recognized by DiversityBusiness.com as one of the Top 100 women business owners in New York state and among the Top 500 nationally.
Confidence
Newell’s optimism is irrepressible. “I’m optimistic about the economy,” she asserts. “The regional economy is poised to grow rapidly with all of the high-tech focus on nanotechnology, drones, and cybersecurity. I see big opportunities right here in the [Mohawk] Valley. In addition to growing our existing multiple lines of business, I plan on further diversification into other areas, such as light manufacturing, as an avenue to leverage our capabilities. I also have a vision to turn our current location into a business park. For me, every day is an adventure and a new opportunity.”
Newell grew up in New Hartford where she currently resides with her husband. The couple has a son in college and a daughter in junior high school. Mohawk Ltd.’s CEO has no plans to retire: “I still have so much I want to accomplish, and I’m having too much fun.” In addition to running a business and raising a family, Newell somehow has found time to be active in the community, serving on many boards throughout the years, including the Mohawk Valley Chamber of Commerce (now the Greater Utica Chamber), Boys and Girls Club, Mohawk Valley EDGE, and the Fort Schuyler Club. She is currently the treasurer for the area Cerebral Palsy association, and she is the entrepreneur-in-residence for Utica College.
It looks like Newell, who confesses to being in her 50s, still has plenty of time to keep reinventing the company and to keep finding a solution for everything.

Upstate Medical to use $2.35M state grant for Alzheimer’s efforts
SYRACUSE — Upstate Medical University will use a state grant of up to $2.35 million over five years to expand its work on diagnosing Alzheimer’s disease. The award from the New York State Department of Health also includes Upstate Medical’s designation as a “center of excellence” for Alzheimer’s disease, the medical school said in a
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SYRACUSE — Upstate Medical University will use a state grant of up to $2.35 million over five years to expand its work on diagnosing Alzheimer’s disease.
The award from the New York State Department of Health also includes Upstate Medical’s designation as a “center of excellence” for Alzheimer’s disease, the medical school said in a Dec. 29 news release.
“The distinction as a center of excellence for Alzheimer’s disease affirms Upstate’s role as a leader in the region in the management of Alzheimer’s disease and other dementias,” Dr. Sharon Brangman, medical director of the Center of Excellence for Alzheimer’s Disease and chief of geriatric medicine at Upstate Medical, said in the release. Brangman is also a SUNY distinguished service professor of medicine at Upstate.
Upstate Medical will use the funding to expand the center’s efforts to diagnose those with Alzheimer’s disease and other dementias in the early stages of their illness, Brangman said.
An early diagnosis has advantages that include access to medications that “have been shown” to manage the symptoms of the disease, she added.
“There are many benefits to making an early and accurate diagnosis of Alzheimer’s disease or other dementias,” said Brangman. “For example, patients will have access to new courses of treatment as they become available, may participate in clinical trials, and will be at a stage in their disease where they can have a say in their advanced care planning to address their financial, legal, medical and caregiving needs.”
Brangman and her team will use various strategies to promote early detection of Alzheimer’s or dementia, including outreach to physicians in rural areas of New York, along with educational programs for health professionals and the general public, Upstate Medical said.
Designation as a center of excellence for Alzheimer’s disease means that patients will be provided “integrative, comprehensive and coordinated” medical services for the diagnosis of Alzheimer’s disease and other dementias. And, Upstate Medical will train health-care providers and students on the detection, diagnosis, and treatment of Alzheimer’s or dementia.
In addition, Upstate Medical will serve as a regional resource and referral source, providing “coordinated” delivery of services to Alzheimer’s or dementia patients and their families, which is “essential to allow these individuals to remain in their communities as long as possible,” according to the news release.
Upstate Medical will also collaborate with the region’s Alzheimer’s Association chapters and other social service and health-care providers to promote public and professional education and support for patients and caregivers.
Upstate Medical’s division of geriatrics serves as the clinical site for the center of excellence for Alzheimer’s disease, the medical school said.
The center is located in Suite A at 550 Harrison St. in Syracuse.
In 1988, the program in geriatrics was one of the original recipients of the Central New York Alzheimer’s Disease Assistance Center, which the center of excellence will now replace, Upstate Medical said.

SU launches competition to select design firm for National Veterans Resource Complex
SYRACUSE — Syracuse University (SU) is working to select a firm to “conceptualize, design, and construct” the new National Veterans Resource Complex (NVRC). SU in December announced the launch of an international design competition to select the firm. The university has formed a selection committee that includes faculty, staff, students, and design professionals to make
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SYRACUSE — Syracuse University (SU) is working to select a firm to “conceptualize, design, and construct” the new National Veterans Resource Complex (NVRC).
SU in December announced the launch of an international design competition to select the firm.
The university has formed a selection committee that includes faculty, staff, students, and design professionals to make the choice.
That firm will handle the NVRC’s architectural, landscape, and engineering design.
“We want to make a national statement. We want to plant a flag,” says J. Michael Haynie, vice chancellor of Veterans and Military Affairs, and executive director,
Institute for Veterans and Military Families (IVMF). He spoke with CNYBJ on Dec. 23.
“One of the ways that I think we do that is to create the conditions for some of the nation’s most qualified, best known, highest-profile architects to compete for the honor to design and the opportunity to design this particular facility,” says Haynie.
The NVRC is a “first-of-its kind” facility in the U.S., SU said in a news release. It will leverage a public-private sector partnership model to advance academic research, programming, and “community-connected innovation serving the social, economic, and wellness concerns of the nation’s veterans and families.”
The NVRC will “build upon and advance” SU’s “already strong national leadership” in the veteran community, according to the release.
“It’s going to be entirely new construction,” says Haynie. “The exact footprint is yet to be determined.”
The NVRC is “tentatively” planned for the western portion of the Waverly block on the SU campus. Streets that border the block include Waverly Avenue, South Crouse Avenue, Marshall Street, and University Avenue, says Haynie.
That area includes the Gordon Hoople Building at 805 S. Crouse Ave. When asked if the new construction will affect that facility, Haynie couldn’t say for sure.
“That’s still one of those unknown questions,” says Haynie.
The architectural-design competition will help in determining the NRVC’s footprint, he adds.
Selecting the firm
To facilitate the design competition, SU has asked Martha Thorne, dean of the IE School of Architecture and Design in Madrid, to lead the search for the NVRC’s design firm.
Thorne has no formal connection to Syracuse University, says Haynie.
Thorne, who also serves as the executive director of the Pritzker Prize — the architecture equivalent of the Nobel Prize — will collaborate with SU’s NVRC design-selection committee to invite 30 of the world’s leading architecture firms to submit their qualifications for consideration.
Upon receiving qualifications from the 30 firms, the selection committee will invite a smaller group of firms to submit design proposals. The committee will then select the first round of firms and notify them by mid-January 2016.
The group will then invite the finalists to visit the site and speak with campus representatives about the history, goals, vision, and timeline for the new facility.
The finalists on April 11 will hand in materials related to their basic design for the project. They will appear on campus to present their proposals to the selection committee in late April 2016.
SU will then announce the winning proposal and firm in May, the school said.
Funding
The NVRC is a “key pillar” of the Central New York regional economic-development council’s (CNYREDC) winning proposal titled “Central New York: Rising from the Ground Up.”
The CNYREDC proposal is one of three that the state selected for a $500 million award as part of Gov. Cuomo’s Upstate Revitalization Initiative (URI), also dubbed the “Upstate Hunger Games.”
Haynie believes SU would have committed to the project even without the state funding as part of the CNYREDC award.
“This project really has been under discussion here at the university for almost two years,” he says.
When asked how much funding the state will award SU, Haynie said he was not aware of any “specific guidance” from New York on the funding question.
SU Chancellor Kent Syverud, who serves as co-chair of the CNYREDC, says he believes the award will boost the region’s economic trajectory.
“I want to extend my deep gratitude to Gov. Cuomo for his confidence in the proposal we submitted and for his ongoing partnership in supporting veterans and their families,” Syverud said in the SU news release. “The NVRC will serve as the center of veteran life on the campus of Syracuse University, in the local community, and across Central New York. We look forward to receiving proposals from architecture firms who share our vision for the future of this facility and collaborating with the winning firm to bring this idea to life.”
NVRC details
SU describes the NVRC as a “multi-use facility.” It will serve as the eventual new home of the IVMF, an academic institute focused on the concerns of America’s 22.8 million veterans and families.
The IVMF currently operates at 150 Crouse Drive on the SU campus between the Carrier Dome and Holden Observatory.
The NVRC will also house the SU and Regional Student Veteran Resource Center; the Army Reserve Officer Training Corps; the Air Force Reserve Officer Training Corps; U.S. Department of Veterans Affairs ‘Vet-Success on Campus’; the National Center of Excellence for Veteran Business Ownership; Veteran Business Outreach Center and Accelerator; and SU’s Office of Veteran and Military Affairs.
The NVRC will include classroom spaces to accommodate local and national veteran-focused programming, as well as a conference center and 1,000-seat auditorium that could host community activities, lectures, events, and conferences.
The firm that the committee selects will design the NVRC as a Leadership in Energy & Environmental Design (LEED)-certified facility, SU said.
Laboratory Alliance: lab careers available for science-minded students
SALINA — Laboratory Alliance of Central New York, LLC is concerned about what it calls an “alarming national shortage” in the medical technology or laboratory workforce. “I call it a silent crisis because nobody really knows what medical technology is,” says Barbara Guiffrida, VP of human resources at Laboratory Alliance. A medical technologist or a
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SALINA — Laboratory Alliance of Central New York, LLC is concerned about what it calls an “alarming national shortage” in the medical technology or laboratory workforce.
“I call it a silent crisis because nobody really knows what medical technology is,” says Barbara Guiffrida, VP of human resources at Laboratory Alliance.
A medical technologist or a medical technician handles a patient’s blood work, she notes.
“So when you want to see if you’re a diabetic or you have high cholesterol … that’s how they’re diagnosed … through lab results,” says Guiffrida.
Laboratory Alliance, which says it is the region’s largest clinical laboratory, contends the open jobs have outpaced the number of medical technologists and technician graduates for years.
A medical technologist is also known as a clinical laboratory scientist, Laboratory Alliance says.
The clinical-laboratory worker is an “important player” in the health-care industry, but it’s not a “top-of-mind” career choice because they’re workers who do their jobs behind the scenes and not directly with the patients, Laboratory Alliance contends.
“They’re hidden. They’re behind the scenes. They’re not up front like the nurses or the doctors,” says Guiffrida.
The company argues that a career in laboratory medicine is a “smart choice” for students who enjoy science and want a “strong job market” when they graduate.
Laboratory Alliance is telling anyone contemplating a two- or four-year degree in science to choose medical technology and “there will be a career waiting upon graduation.”
A medical technologist is a person who has a four-year degree in medical technology. A student needs only a two-year degree to become a medical technician. The positions require licensing from New York State, which started about a decade ago, according to Guiffrida.
A graduate with an associate degree can begin with a starting salary about $37,500, a figure that rises to about $42,000 with a four-year degree, says Guiffrida.
“When you go and get your degree, you come out with a career, as opposed to just a degree. That’s why I was so excited about this P-TECH grant for the Syracuse City School District,” she adds.
P-TECH grant
The New York State Education Department awarded the Syracuse City School District (SCSD) a $3 million New York State Pathways in Technology Early College High School (P-TECH) award. The SCSD announced the grant award in early November.
The district used the award to create the P-TECH Health Careers Academy (HCA) at Henninger High School.
The high school will enroll 56 incoming ninth graders to attend the P-TECH Health Careers Academy beginning in the 2016-17 school year, SCSD said.
They will graduate in five to six years with a high-school diploma, an associate degree, industry recognized credentials, and preference for local jobs, according to Laboratory Alliance.
The SCSD will collaborate with SUNY Broome Community College, Onondaga Community College, St. Joseph’s Hospital Health Center, SUNY Upstate Medical University, and Laboratory Alliance of Central New York on this project.
USBLS study
In its news release, Laboratory Alliance cited a 2012 study from the U.S. Bureau of Labor Statistics (USBLS) that indicated 7,100 new jobs in medical and clinical laboratory technology will be created annually by 2022.
In addition, the current workforce is expected to have a replacement rate of 26 percent, totaling an additional 8,500 jobs needed annually for the 10-year period.
Employment of medical laboratory technologists and technicians is projected to grow 22 percent from 2012 to 2022, “much faster than the average for all occupations,” Laboratory Alliance said.
The company also contends that an increase in the aging population will lead to a “greater need” to diagnose medical conditions through laboratory procedures.
And an aging population also means something else.
“We have an aging workforce,” says Guiffrida. “I’ve got more people retiring than people coming in to take their position.”

OVIA adds employee, accounts in Banach Insurance Agency acquisition
OSWEGO — Oswego Valley Insurance Agencies, LLC (OVIA) started 2016 with a new employee and hundreds of new accounts. OVIA acquired the Banach Insurance Agency of Pulaski in a transaction that took effect Jan. 1. The agency didn’t release any financial terms of the acquisition. OVIA handled a “little bit of brokering” with the Banach
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OSWEGO — Oswego Valley Insurance Agencies, LLC (OVIA) started 2016 with a new employee and hundreds of new accounts.
OVIA acquired the Banach Insurance Agency of Pulaski in a transaction that took effect Jan. 1.
The agency didn’t release any financial terms of the acquisition.
OVIA handled a “little bit of brokering” with the Banach agency over the years, says Jim Poindexter, VP of OVIA Insurance Agencies, who works in its Brewerton office.
“We just had a gentleman’s agreement in place that we would get first right of refusal the day that she decided to pack it up and seek retirement,” he adds, referring to Cindy Banach, owner of the Banach Insurance Agency.
The final discussions accelerated last June, he adds. Poindexter spoke with CNYBJ on Dec. 29.
Cindy Banach is retiring, she said in an email response to a CNYBJ follow-up inquiry.
Banach founded Banach Insurance Agency in 1999 in Pulaski, according to the OVIA release. She has worked in the insurance industry for more than 40 years.
“It has been a fulfilling career and I have enjoyed owning my agency, making friends and taking care of our customers,” Banach said in a letter to her clients. “Being blessed with a long and happy career, I have decided to trust my good friends at Oswego Valley Insurance Agencies, LLC, with taking care of our clients and providing their knowledge and products.”
The letter went on to say that OVIA is purchasing the Banach accounts and moving them to its office in the town of Mexico.
OVIA is gaining about 1,200 accounts in the acquisition, says Poindexter.
Kathie Hoffman, who has worked for the Banach agency for more than 10 years, is joining the staff in the OVIA Mexico office, the letter said.
Hoffman is Banach’s lone employee, Banach said.
The addition of Hoffman brings the agency’s employee count to 23, including one part-time worker, according to Poindexter.
OVIA is no stranger to mergers and acquisitions. In December 2014, it announced the acquisition of the Bartlett Insurance Agency of Oswego.
And it appears OVIA will continue its acquisition activity in 2016.
“We are very close to picking up another smaller book of business from an agent up in Watertown, and that should be effective on April 1,” says Poindexter.
OVIA resulted from the 1997 merger of two “longstanding,” local insurance agencies that operated since the late 1800s. Dowd & Harrington, Inc. and Streeter & VanSanford, Inc. merged to form OVIA.
The firm currently operates six offices in Oswego, Onondaga, and Jefferson counties, with locations in Oswego, Fulton, Phoenix, Brewerton, Mexico, and Clayton. The offices serve more than 10,000 clients.
Mohawk Valley Health System to consolidate urgent-care services at Faxton Urgent Care
UTICA, N.Y. — Mohawk Valley Health System (MVHS) plans to consolidate all urgent-care services at Faxton Urgent Care at 1676 Sunset Ave. in Utica. MVHS
EBRI: Consumer-driven health plans impact attention to costs, behavior
People who have consumer-driven health plans (CDHPs) appear to pay more attention to their health costs and behavior. That’s according to new research that the Washington, D.C.–based Employee Benefit Research Institute (EBRI) released last month. EBRI works to contribute to, encourage, and enhance the development of sound employee-benefit programs and sound public policy through objective
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People who have consumer-driven health plans (CDHPs) appear to pay more attention to their health costs and behavior.
That’s according to new research that the Washington, D.C.–based Employee Benefit Research Institute (EBRI) released last month. EBRI works to contribute to, encourage, and enhance the development of sound employee-benefit programs and sound public policy through objective research and education, according to its website.
Adults who have a consumer-driven health plan and a high-deductible health plan (HDHP) were more likely than those in a traditional plan to “exhibit a number of cost-conscious behaviors.”
The finding is part of the 2015 EBRI/Greenwald & Associates Consumer Engagement in Health Care Survey (CEHCS).
The CEHCS examined differences and similarities among individuals enrolled in traditional health plans, CDHPs, and HDHPs.
The report also looked at consumer engagement more generally and health-care decision-making, cost and quality information, participation in wellness programs, opinions about provider engagement, cost-sharing incentives related to plan type, and telemedicine. Findings from this survey are compared [with] previous EBRI surveys on the subject.
Other findings
The study also found evidence that adults in a CDHP were more likely than those in a traditional plan to be “engaged” in their choice of health plan, according to EBRI.
It found that CDHP enrollees were more likely than traditional-plan enrollees to “take advantage” of various wellness programs, such as health-risk assessments, health-promotion programs, and biometric screenings.
“Employers have been interested in bringing aspects of consumer engagement into health plans for many years, not just through greater cost-sharing but also through wellness programs,” Paul Fronstin, director of EBRI’s health research and education program and the report’s author, said in a news release. “Consumer-driven health plans appear to be having that effect.”
Specifically, the EBRI survey found that those in a CDHP or HDHP were more likely than those with traditional coverage to say that they had checked whether the plan would cover care.
They also asked for a generic drug instead of a brand name, talked to their doctors about prescription options and costs, asked a doctor to recommend a less costly drug, talked to their doctors about other treatment options and costs, developed a budget to manage health-care expenses, and used an online cost-tracking tool that the health plan provided, according to the EBRI report.
In addition, those in a CDHP were more likely than those with traditional coverage to say that they had talked to friends, family, or colleagues about the plans; attended a meeting that included explanations on health-plan choices; and consulted with their employer’s human-resources staff about health-plan choices.
Those in an HDHP were more likely than those with traditional coverage to say that they had visited the health plan’s website to learn about their plan; talked to friends, family, or colleagues about the plan; used other websites to learn about their choices; and that they consulted with an insurance broker to understand the plan, EBRI said.
About the plans
Consumer-driven health plans are a combination of health coverage with high deductibles (at least $1,300 for individual coverage in 2015) and tax-preferred savings or spending accounts that workers and their families can use to pay their out-of-pocket, health-care expenses.
A handful of employers first started offering CDHPs in 2001 with health-reimbursement accounts (HRAs) and in 2004 employers were able to start offering health plans with health-savings accounts (HSAs).
The 2015 survey found 13 percent of the population was enrolled in a CDHP, 11 percent enrolled in an HDHP, and 76 percent enrolled in traditional coverage.
The 13 percent of the population with a CDHP represented about 26 million individuals with private insurance, while the 11 percent with an HDHP represented about 22 million individuals.
Methodology
Researchers conducted the 2015 CEHCS within the U.S. between Aug. 4 and Aug. 21, 2015, through a 12-minute Internet survey.
The national or base sample was drawn from Ipsos’ online panel of Internet users who have agreed to participate in research surveys.
More than 2,000 adults ages 21 to 64, who had health insurance through an employer, purchased directly from an insurer, or purchased through a government exchange, were drawn randomly from the Ipsos sample for this base sample.
Researchers stratified the sample by gender, age, region, income, and race. The response rate was 34.4 percent.
As a non-probability sample, traditional survey margin-of-error estimates do not apply, EBRI said. However, had the survey used a probability sample, the margin of error for the national sample would have been plus or minus 2.2 percent.
Hiland joins Harris Beach as partner in Ithaca office
ITHACA — Harris Beach PLLC announced it has expanded its corporate and commercial real estate practices with the addition of attorney Seth T. Hiland as a partner in the firm’s Ithaca office. “Seth is a well-respected practitioner in this region with a diverse corporate, real estate, and business practice that will enable us to provide
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ITHACA — Harris Beach PLLC announced it has expanded its corporate and commercial real estate practices with the addition of attorney Seth T. Hiland as a partner in the firm’s Ithaca office.
“Seth is a well-respected practitioner in this region with a diverse corporate, real estate, and business practice that will enable us to provide greater service to our clients as our practice continues to grow,” Mark B. Wheeler, managing partner of the Harris Beach Ithaca office, said in a news release.
Hiland’s experience includes corporate and business matters, such as entity formation, management, labor and employment matters, and mergers and acquisitions. He also advises individuals and businesses on tax matters, including historic rehabilitation tax credits, contracts, and public and private group health plans, cafeteria plans, and other employee-benefit plans.
Hiland received his J.D. in 2005 from the Cornell University Law School and his bachelor’s degree in 2002 from the University of Notre Dame.
Founded in 1856, Rochester–based Harris Beach has more than 200 attorneys practicing in New York offices that also include Syracuse, Albany, Buffalo, Ithaca, Melville, New York City, Saratoga Springs, Uniondale, and White Plains, along with New Haven, Connecticut and Newark, New Jersey.

“A year from now, you will wish you had started today.” ~ Karen Lamb Several of my columns in 2015 focused on a continued emphasis on revolutionary federal and state health-care reform initiatives. In these columns, you have read about the objectives related to continued reforms of the state Medicaid and federal Medicare programs.
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“A year from now, you will wish you had started today.” ~ Karen Lamb
Several of my columns in 2015 focused on a continued emphasis on revolutionary federal and state health-care reform initiatives. In these columns, you have read about the objectives related to continued reforms of the state Medicaid and federal Medicare programs. This column takes a forward-thinking strategic positioning approach for each and every organization that provides health care and/or social-welfare services.
Remember that the health-care reform initiatives are both revolutionary and, in many cases, unproven. Reform of this nature, in which the state and federal governments are plowing new ground, creates both opportunities and challenges for all health-care providers. Through my participation over the past 18 months in these reform initiatives, I have developed the following list of the Seven Cs of our health-care system. These seven attributes will most likely be more difficult to navigate, than the “Seven Seas” several centuries ago. Each and every provider and stakeholder in health care and human services, on a prospective basis, must adopt an attitude consistent with the following required objectives:
– Cooperation among providers
– Collaboration with others
– Competition for service referrals
– Compensation allocation among providers
– Care coordination with a more intensive scrutiny on identifying the most appropriate and cost-effective site of care
– Convergence of provider activities resulting in shared services, mergers, and affiliations
– Contracting transition from fee for service to value-based performance metrics and outcomes
It is difficult to identify any other industry in our global economy that operates with the attributes listed above. I challenge you to identify any other sector that could operate successfully in an environment that requires complete and total commitment to individual cost-effective outcomes. I have not found one industry that could remotely describe itself as being able to collaborate and compete at the same time that compensation and revenue allocations were being directly impacted by the structural-reform initiatives.
These current reform initiatives follow roughly 40 years of both failed and successful events at controlling the rate of increase in health-care costs. You should remember that the United States spends close to 18 percent of GDP on health-care services. This spending has consistently been at more than twice the rate of any other industrialized nation. Interestingly, our increased spending habits have not resulted in better health outcomes for our citizens in comparison to those nations that spend half of what we do in the U.S. The reasons for this unexplained disparity in spending are complex. While there is no one simple answer or approach, our efforts over the past four decades are certainly appropriate since we must be able to “bend the cost increase curve.” Constraining costs at the same time that 10,000 “baby boomers” each day turn age for the next 17 years will be a monumental challenge.
Before I provide the typical questions that should be addressed by providers, keep in mind the impact of the five 5 As:
– Aging
– Alzheimer’s
– AIDS
– Alcohol and substance abuse
– Accidents
Because of these factors and technological changes, we find ourselves on the doorstep of fundamentally changing the American society’s general expectation that our citizens will “be kept alive” regardless of cost.
So, we have tried many models of health-care reform. You might say that the entire health-care industry and its providers are “experienced veterans” of constant reform and change initiatives. The following list of questions can be both strategic and operational in your organization’s services. Each of them should be considered in a board and management brainstorming discussion, preferably in the next six months.
Strategic/operational questions to be addressed
1) What is the best strategic position for our organization to participate in the DSRIP Medicaid / PPS initiative and the value-based payment reforms being implemented by New York State Department of Health?
2) What is the likelihood or probability of success to our organization if we remain autonomous and “go it alone”?
3) If autonomy is not an option, how many and which regional provider networks (RPNs) should we participate in?
4) What can our organization effectively do to achieve the goal of hospital-facility diversion that is the fundamental objective of DSRIP/PPS for eligible Medicaid individuals?
5) What is the definition of “avoidable hospital facility utilization,” and have we established clear policies and procedures for all staff to follow?
6) Do we have the necessary technology sophistication to be able to make “real time” triage decisions?
7) What is the appropriate structure for our organization to consider in its participation with RPNs?
8) Is participation in an independent provider association (IPA) the appropriate strategy? If not, why not?
9) How many emergency room visits and hospital-admission diversions did we accomplish today, this week, or this month? How did we do it, and are we receiving fair and reasonable compensation for the savings generated by utilizing lower-cost sites of care?
10) The fundamental question that every organization must be prepared to assess and answer is, how many emergency room visits and admissions did we generate from our service population in 2013, 2014, and 2015, and what is a reasonable expectation for a percentage reduction in 2016, 2017, and 2018?
There are no easy answers to the question of how we, as a state and nation, can effectively bend the cost curve on health care. Forty years of reform initiatives have not produced the desired result. It may take another 40 years and the demise of the baby boom generation before we achieve any meaningful results.
Gerald J. Archibald, CPA, is a partner in charge of the management advisory services at The Bonadio Group. Contact him at garchibald@bonadio.com
Critical Business Lessons for Women in Accounting
Mentoring future leaders Mentoring the next generation of female accounting-firm leaders is imperative in my role at The Bonadio Group. Growing the talents of our workforce not only impacts the success of our firm, but also improves the viability of the accounting industry. Since my start more than 15 years ago, I have made it
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Mentoring future leaders
Mentoring the next generation of female accounting-firm leaders is imperative in my role at The Bonadio Group. Growing the talents of our workforce not only impacts the success of our firm, but also improves the viability of the accounting industry. Since my start more than 15 years ago, I have made it my personal mission to share the critical business lessons I’ve learned along the way with the women I’ve had the pleasure to lead.
The five key mantras I have found most helpful in my career include the following:
Know when to say “yes”
Opportunities will arise for you when you least expect them, which makes it even more challenging to make the right decision. These situations often come up at the worst possible time (busy season, vacation time, etc.). Just because an opportunity is there for the taking, it doesn’t always mean that it’s right for you or your career. Take the necessary time to make a well-informed decision about the prospect at hand and discuss it with someone you trust. An unbiased mentor can help you drill down to the important issues you face so you can make an informed decision. This kind of thoughtful approach can provide peace of mind — no matter the outcome.
Know when to say “no”
The word “no” is often the hardest word to say. I’ve found this to be especially true when it comes to career development. Being the go-to girl or being asked to complete a special project or task by a manager or supervisor always seems like a great opportunity. As many of you can relate, early in your career, you would likely jump at the chance to help your leadership team, knowing that it could directly impact your career trajectory. Although it might feel like you should always take advantage of these opportunities for engagement, saying “no” sometimes is important. Think carefully about the additional tasks you may take on and align yourself with leaders that value your time and talent.
Redefine success continually
As you evolve at work and in your personal life, your definition of success continues to develop. Once I became a partner, I had to redefine what my next career achievement would be. With my days as a fledgling accountant in the rear view mirror, I can now place more emphasis on my achievements outside of the office. Thankfully, as you advance in your career, you’re afforded more opportunities to make your personal life a priority. You’ve earned greater autonomy. Remember: work hard, play hard, and enjoy your life outside of the office.
Be bold
Okay, there’s a trick here — be bold, but not too bold. Being bold gets you noticed, but being too bold can negatively affect your career. Take chances and ask for what you want, but also be reasonable.
Be yourself
This is the best advice I can give anyone. It is clearly evident when you are trying to be someone you’re not. Each person’s career is unique based on his or her personality and skillset. My career path to partner was different than those of my colleagues. Use your personality traits to differentiate yourself from the pack and seek out opportunities that are best suited to your strengths.
I am outgoing by nature, and throughout my career, I have gravitated toward opportunities that involve a lot of interaction with people. This includes getting involved in marketing initiatives and training that allows me to use my natural skills to serve as an ambassador for the firm and boost my career at the same time.
You might have heard your parents say that they want to do more for you than the previous generation did for them; I take the same approach with individuals that I mentor. I know they will face myriad unique challenges as they rise through the ranks, but I will always impart the words of wisdom I wish someone had shared with me.
Jamie Keiser, CPA, is a partner at The Bonadio Group. Contact her at jkeiser@bonadio.com.
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