Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.
Zaccanelli resigns as Hofmann CEO, Flook assumes interim role
SYRACUSE — Frank Zaccanelli, who had been serving as CEO of the Hofmann Sausage Company, “has decided to resign from his duties,” according to a
Air Force seeks industry input on building lease at Rome Lab
ROME — The U.S. Air Force announced it is seeking input on a possible commercial real-estate lease for a portion of an office building at
Kasson Place Apartments opens doors after $9 million in renovations
SYRACUSE — A Rochester–based developer has wrapped up work on converting the early 1900s residence of F. Scott Fitzgerald on Syracuse’s James Street into a
ICS grows by serving as clients’ “virtual CIO”
ENDICOTT — Penton Publications recently named Endicott–based ICS Solutions Group (ICS) one of the top-500, managed-service providers in the world. The award is granted to companies that provide software and support allowing for off-site and remote management of their clients’ assets. The award is just the latest accolade for ICS, which was established in 1986
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ENDICOTT — Penton Publications recently named Endicott–based ICS Solutions Group (ICS) one of the top-500, managed-service providers in the world. The award is granted to companies that provide software and support allowing for off-site and remote management of their clients’ assets.
The award is just the latest accolade for ICS, which was established in 1986 by George Schwarztrauber to repair computer hardware. He sold the company in 2005 to its current owners, Kevin Blake and Travis A. Hayes, who had joined the firm in 1996 and 1999 respectively.
“When Kevin and I began at ICS, the company had a break-fix model … When your PC [malfunctioned], you called us to repair it. Today, we have a proactive model, not a reactive one,” says Hayes, the company vice president, chief technology officer, and COO.
Blake, who is president of ICS, focuses on business development and administration, and Hayes, whose focus is IT delivery, have ramped up company revenue to a current sales level between $6 million and $7 million annually, a figure estimated by The Business Journal.
“We now have 46 employees, based on a seven-year growth rate that exceeds 30 percent compounded,” says Hayes. “Thirty-six are employed here in Endicott and another 10 at our Syracuse location [2518 Erie Blvd. E. in Syracuse].”
ICS is an owner, along with two silent partners, of the 40,000-square-foot Endicott location, which is called Square Deal Place. The real-estate company is called BiLaw, LLC. “We occupy 6,500 square feet in the building … Kevin and I own the 4,500-square-foot building in Syracuse through a company [we formed] called ICS Realty, LLC,” Hayes says.
Hayes and Blake are the two corporate stockholders with Hayes holding 14 percent of the shares and Blake 86 percent.
The proactive model Hayes describes still has IT as the core business. “Today, we help our customers navigate through every phase of technology,” says Hayes. “They think of us as a virtual CIO (chief information officer) offering technology consulting, help-desk assistance, and [lifecycle] management of their hardware and software … We do this on a fee basis, which allows our customers to budget more accurately and provides ICS with a steady cash flow … In addition to our managed services, ICS offers repair services for printers and copiers, sells refurbished copiers, and has a toner [division] with toner on demand.”
“ICS is also in the cloud,” adds Hayes. “We work with Office 365 (a Microsoft program), which provides affordability and portability … Our customers can access their workplace from anywhere and with any device … That means their data is always on … We also provide emergency response to get our customers back on track, … and we specialize in installing video cameras for those who need a video wall … In addition, we sell and support Cisco [United Communications] to integrate our customers’ phone systems with their computer networks … We even do our own cabling.”
ICS, headquartered at 111 Grant Ave. in Endicott, has retained its focus on small and mid-size enterprises. “Our sweet spot is businesses with 5 to 25 users in the network,” says Hayes. “This is our meat and potatoes, even though we have some customers with hundreds of users that require us to be onsite daily … We specialize in certain industries, such as dental offices and convenience stores, but we also serve car dealerships, doctors’ offices, law offices, accounting firms, insurance agencies, and manufacturers … Geographically, we have extended our [coverage] since acquiring MicroTech in Syracuse in 2010. We now reach from Oswego County to Bradford, Susquehanna, and Wayne [counties] in Northern Pennsylvania and from Otsego [county] to Monroe [county].”
“One thing that has helped us stay ahead of changes is our affiliation with HTG (Heartland Technology Group),” says Hayes. HTG is an organization of technology-industry resellers that collaborate with their peers on best practices. Peer groups include 10 to 12 IT companies of similar size, number of employees, similar lines of service and ownership structure, and located in non-competitive markets. “We meet quarterly and share everything. HTG is a global group that benchmarks technology and looks at trends … It is based on the power of peers,” avers Hayes.
“We need to set ourselves apart from the competition,” says Hayes. “In Syracuse, we find ourselves competing with companies like Usherwood and J.B. Kane and in Binghamton with Red Barn … Our strategy is to be a one-stop shop and to emphasize service … ICS now has a help desk manned every day from 8 a.m. to 5 p.m. There is no auto-attendant; if the three people on the help desk are tied up with customers, [subsequent] calls go to another employee … If the employees monitoring the help desk don’t know the answer to the customer’s question, they find someone who has the answer.”
“We also need to separate ourselves by training our techs to be business consultants,” continues Hayes. “It’s not enough to fix a problem; our reps have to help our customers grow … It’s a challenge to take technical people who are often introverted and focus them on understanding the customer’s business … This is how to build a long-term relationship with our customers.”
“We also need to function as one, big, [integrated] team,” says Hayes. Our response to a customer has to be seamless … If the Syracuse techs are tied up, we need to dispatch one from Endicott … Our customers depend on us to be connected 24/7,” concludes Hayes.
ICS’ meteoric rise has been helped by local professionals. “We rely on M&T Bank for all our banking needs’” says Hayes. “For our legal work, we use the law office of John G. Dowd of Binghamton, and for our accounting, we turn to Salvatore R. Peretore, CPA, located in Endicott.
When asked about future plans, Hayes says ICS is always looking for opportunities that are profitable. “We have no interest in growing just to grow,” says Hayes … We think Syracuse has real potential [as well as] other areas like Utica, Watertown, and Elmira … There is no reason we shouldn’t double [in size] in the next five years both through organic growth and M&A (mergers and acquisitions).”
Blake, 39, and Hayes, 38, met as undergraduates at SUNY Oswego. Their friendship has blossomed into a business partnership that has ICS Solutions Group on the fast track to continue growing at 30 percent.
Contact Poltenson at npoltenson@cnybj.com
Five Star Urgent Care expanding to Cicero in May
CICERO — Five Star Urgent Care Medical, a nascent, growing upstate New York emergency medical-service provider, plans to expand to Cicero in May. This comes only one month after the company added its third location in Ithaca on March 4. Its first two sites are Jamestown and Big Flats. “We did some research and found
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CICERO — Five Star Urgent Care Medical, a nascent, growing upstate New York emergency medical-service provider, plans to expand to Cicero in May.
This comes only one month after the company added its third location in Ithaca on March 4. Its first two sites are Jamestown and Big Flats.
“We did some research and found that there is a growing population in that area,” Dr. John Radford, M.D., co-owner and founder of the Five Star Urgent Care, founded in January 2012, says about Cicero. “We believe our urgent care could be a valuable service to the community.”
Cicero had a population of 31,632 in 2010, according to the latest U.S. Census data, up 13 percent from 27,982 in 2000.
The Cicero branch of Five Star Urgent Care, located at 8003 Brewerton Rd. (Route 11), will open on May 15. The medical practice will hire 10 employees, including three physicians. Five Star Urgent Care leased the 3,000-square-foot space for a 15-year term. Radford declined to disclose the financial terms of the lease. But, he says the startup costs to open up a new location, including equipping it, total about $500,000.
The Cicero Five Star Urgent Care will be equipped with EKG and X-ray machines, according to Radford. It will also be able to perform minor procedures such as incision, drainage, and splinting on site.
Company background
Five Star Urgent Care provides walk-in access for treatment of acute illnesses and injuries. Its other three offices include a 4,600-square-foot location at 830 County Road #64 in Big Flats, a 3,200-square-foot center at 15 S. Main Street, Jamestown, and a 3,400-square-foot branch at 740 South Meadow St. in Ithaca. It leases all four offices.
Five Star Urgent Care now has about 50 employees, including four physicians, working across its current three locations.
Radford and another partner, whom he declined to name, co-own the company.
Radford, 42, an M.D. specializing in emergency medicine, graduated from the SUNY Buffalo School of Medicine and Biomedical Sciences in 1997. Before founding Five Star Urgent Care, Radford spent four years working for the Amherst–based health-care-management organization The Exigence Group and seven years for Orchard Park–based emergency medical-service provider FDR Medical Service, P.C.
Radford declined to disclose Five Star Urgent Care’s annual revenue in 2012.
In discussing the possible growth trajectory for the Cicero location, he explains that an urgent-care center typically starts by accepting 5-10 patients per day in the first few months. Radford’s goal is to grow to 40-50 customers a day in the next 18 to two years at the new location.
The mission
Five Star Urgent Care says it offers affordable urgent care for an array of non-emergent medical needs ranging from diarrhea and allergies to abrasions and broken bones. Every Five Star center is fully equipped to perform electrocardiogram, electrolyte testing, STD testing, intravenous therapy, pregnancy tests, rapid strep, and X-rays.
The Elmira and Jamestown branches of Five Star Urgent Care both received the Certified Urgent Care Center designation, a certification awarded by the Urgent Care Association of America (UCAOA) to organizations meeting certain facility and medical staff criteria. Five Star is the only certified urgent–care provider in the Great Corning, Elmira, and Jamestown areas, according to Radford.
In addition to walk-in medical services, Five Star offers occupational health-care services. It helps company customers design physical and drug-screen protocols and perform examinations, including blood testing, pulmonary function testing, audiometry, EKG with interpretation, and chest X-rays.
The average waiting time after registration at Five Urgent Care is about 15 minutes, says Radford, and the average treating time is about 40 minutes.
For uninsured patients, the cost for examination and basic treatment is around $110. If advanced procedures such as stitches or X-rays are needed, the cost is around $175, Radford explains. For insured patients, the emergency co-pay ranges from $15 to $50, depending on the insurance company or health plan.
Five Star Urgent Care accepts private insurance from Aetna, ELMCO, Excellus BlueCross BlueShield, POMCO, RMSCO, Today’s Options, and United Health Care, among other firms, according to its website. It also accepts Medicare and managed Medicare plans of the private insurers it works with, as well as some managed-care Medicaid plans.
If patients need only a prescription instead of medical services, Radford adds, the company can directly send electronic prescription copies to the patient’s local pharmacy.
Five Star Urgent Care offers flat screen TV and computers in its waiting rooms Radford noted. “We really try to give people a pleasurable experience if they have to wait at all,” Radford said.
Burgeoning industry
Five Star Urgent Care’s rapid expansion reflects the growth of urgent-care centers as an alternative to more expensive hospital emergency rooms.
In a study published on Feb. 27, a group of researchers, led by the department of emergency medicine at Stanford University, found that the median charge for outpatient services in the emergency room reached $1,233. In comparison, most urgent-care centers charge about a few hundred dollars.
As for services, urgent-care centers can meet most non-emergent medical needs, except serious medical conditions or mental illness that requires immediate treatment. Such conditions include heart attack, stroke, poisoning, high fever, and seizure, according to information provided on the website of Five Star Urgent Care. In those conditions, the patients should directly dial 911.
The U.S. has more than 8,700 urgent-care centers, according to the website of UCAOA, and the number is growing by 300 a year. UCAOA estimates that about half of those centers can meet the criteria of a certified urgent-care center. There are now 71 certified urgent-care centers in the New York state.
Contact The Business Journal at news@cnybj.com
Quarterly consumer sentiment falls in all New York regions in Q1
Overall consumer sentiment declined in all major regions of New York state in the first quarter of 2013, according to results of the latest quarterly survey of nine metropolitan statistical areas (MSAs) of the state issued by the Siena (College) Research Institute (SRI) on April 10. In the first three months of the year, consumer
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Overall consumer sentiment declined in all major regions of New York state in the first quarter of 2013, according to results of the latest quarterly survey of nine metropolitan statistical areas (MSAs) of the state issued by the Siena (College) Research Institute (SRI) on April 10.
In the first three months of the year, consumer sentiment fell 7.6 points to 60.6 in the Utica–Rome region, dipped 2.6 points to 71.6 in the Syracuse area, and declined 6.2 points to 66.4 in the Binghamton region, compared to the fourth quarter of 2012.
The Long Island region recorded the smallest decrease at a single point, and the Rochester MSA’s sentiment fell 7.7 points, representing the largest confidence decline during the quarter, according to the SRI data.
At 60.6, the Utica–Rome region had the lowest overall consumer sentiment of the nine regions, and the New York City area had the highest confidence at 82.4. Current sentiment decreased in six regions, and future sentiment fell in all MSAs.
An MSA is a core, urbanized area of 50,000 or more people plus adjacent counties with strong social or economic ties, as measured by commuting patterns, according to SRI.
Even though the first quarter included new trading highs in the stock market and an improved housing market nationwide, it also included “fairly gloomy economic news,” says Douglas Lonnstrom, professor of statistics and finance at Siena College and SRI founding director.
“The jobs reports are not robust, the numbers are still not there; one out of five people is still worried about losing their job, so that’s hanging over everybody’s head,” Lonnstrom says.
He also noted the budget battle in Washington and the federal sequester budget cuts are still making headlines, which doesn’t help to inspire consumer confidence, he adds.
“The economists are not predicting great growth for this year, or even in the next year, and people are aware of that,” Lonnstrom says.
Consumers are also keeping their eyes on gas and food prices, and even though Wall Street and the housing market performed well in the first quarter, Lonnstrom believes it wasn’t enough to overcome the negative news.
He adds that it’s not surprising that future consumer sentiment slipped in all nine MSAs across New York.
“People are just looking forward and not seeing a lot of good news out there that they think things are going to get better,” Lonnstrom says.
The intent of the consumer-sentiment index is to measure people’s willingness to spend, as opposed to their ability to spend, SRI says. This data reports consumer confidence for the first quarter by MSA and should not be confused with SRI’s monthly New York index.
While consumer sentiment is reported as an index number, the buying-plans portion of the survey reflects the percentage of respondents who plan specific expenditures in the next six months.
Of the 45 buying plans possible across the nine MSAs, 12 increased in the first quarter and 32 decreased, according to SRI.
In the Syracuse MSA, buying plans were up 3.3 points to 18.3 percent for major home improvements, increased 1 point to 11.2 for cars and trucks, and edged up 0.2 points to 2.4 percent for homes. Buying plans declined 1.9 points to 10.2 percent for computers and fell 1.5 points to 15.4 percent for furniture.
In the Utica–Rome MSA, buying plans declined 5.6 points to 13.9 percent for major home improvements, fell 4.6 points to 10 percent for furniture, decreased 4.6 points to 8.3 percent for computers, declined 3.6 points to 10 percent for cars and trucks, and fell 2.1 points to 1.5 percent for homes.
In the Binghamton MSA, buying plans fell 7.7 points 6.6 percent for cars and trucks, declined 5 points to 11.7 percent for furniture, decreased 4.5 points to 14.4 percent for major home improvements, fell 2.6 points to 8.8 percent for computers, and declined 1.2 points to 2 percent for homes.
SRI conducted the quarterly consumer-sentiment survey by random telephone calls to more than 400 respondents over the age of 18 in all of the MSAs, except for New York City and Long Island, which are based on an average of SRI’s monthly consumer-sentiment surveys.
Contact Reinhardt at ereinhardt@cnybj.com
Online shopping app Rosie wins $200K Startup Labs Syracuse prize
SYRACUSE — CenterState CEO on April 8 awarded the $200,000 top prize in its Startup Labs Syracuse business competition to Rosie Applications, Inc., an Ithaca–based maker of an online-shopping application. Rosie Applications receives a cash prize of $150,000 and $50,000 in marketing and branding services from Syracuse–based advertising agency Eric Mower + Associates. The Ithaca
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SYRACUSE — CenterState CEO on April 8 awarded the $200,000 top prize in its Startup Labs Syracuse business competition to Rosie Applications, Inc., an Ithaca–based maker of an online-shopping application.
Rosie Applications receives a cash prize of $150,000 and $50,000 in marketing and branding services from Syracuse–based advertising agency Eric Mower + Associates.
The Ithaca company says that its Rosie shopping tool will save customers time, money, and stress by predicting household products they need, before they run out, and ordering them from local grocers and online retailers. Customers purchase online through rosieapp.com or through Rosie’s iPhone app and their orders are sent to their favorite local retailers for in-store pickup, Rosie Applications says on its website.
Winning the grand prize means Rosie Applications will have the ability to grow more quickly, hire two full-time employees, and scale nationally by 2014, Nick Nickitas, founder and CEO of the company, said in his remarks while accepting the Startup Labs Syracuse contest victory during CenterState CEO’s annual luncheon meeting.
Rosie’s patent-pending prediction capability is powered by a proprietary recommendation engine based on machine-learning concepts, the company says. The business is an eLab company, part of Cornell University’s incubator, which aims to accelerate the development of startup firms.
Rosie Applications beat out four other businesses — Full Circle Feed of Syracuse; SnagMobile, LLC of Delmar; Pretty Padded Room of New York City; and Yorango, Inc. of Ithaca — to score the win in the Startup Labs competition.
A panel of judges selected the winner following the competition’s demo day on Feb. 7 and after an “intensive” 22-day program where the five finalists worked daily with more than 50 mentors and advisors at The Tech Garden, according to CenterState CEO.
CenterState CEO, the region’s major economic-development organization, held its annual meeting at the Nicholas J. Pirro Convention Center at Oncenter. More than 1,000 people attended.
Also at the meeting, a prominent upstate New York business executive discussed how Central New York business and community leaders could adapt to meet new challenges facing their companies.
Kevin Warren, president of U.S. client operations at Xerox Corp., gave the keynote address.
“The key to sustainability and growth is being open to reinvention and the opportunities that come with it,” Warren said. “Regardless of industry, businesses must be skilled at changing. There is tremendous opportunity with change, but most people associate change with loss because it’s a disruption. No one can avoid disruption, but we can choose how to drive change.”
CenterState CEO also honored four companies with its annual “Business of the Year” award, including Tops Friendly Markets in the category of firms with more than 50 employees. It named Terakeet Corp. the winner among the finalists with fewer than 50 employees.
Syracuse University earned the award for community involvement. And, the Onondaga Historical Society won in the nonprofit category.
Based in Syracuse, CenterState CEO is a nonprofit organization focused on business leadership and economic development in a 12-county region of Central New York. It represents more than 2,000 members.
Contact Reinhardt at ereinhardt@cnybj.com
Nanotechnology: the future of New York State manufacturing
Recently, renovations have been taking place at the old General Electric building in Salina with the goal of turning it into the Central New York Nanotechnology Innovation and Commercialization Excelerator, or NICE for short. You may be asking yourself, “What is nanotechnology and why is it important to you? How will it affect Central New
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Recently, renovations have been taking place at the old General Electric building in Salina with the goal of turning it into the Central New York Nanotechnology Innovation and Commercialization Excelerator, or NICE for short. You may be asking yourself, “What is nanotechnology and why is it important to you? How will it affect Central New York’s economy? NICE is just one small location — will it matter?”
Nanotechnology is the science of dealing with materials at the atomic and molecular scale. One nanometer is one billionth of a meter. Nanotechnology deals with materials 100 nanometers and smaller. A human hair, for example, is 100,000 nanometers in diameter. One nanometer compares to a meter as a marble compares to the size of the earth. Materials have special characteristics and ways of behaving at that small scale.
Common, everyday objects are benefiting from nanotechnology, including sports equipment, wrinkle and stain-resistant fabrics, high-capacity batteries, UV-resistant cosmetics, flexible electronic displays, and high-efficiency solar panels. New medicines may reduce or eliminate side effects. New surgical procedures may lessen, if not eradicate, traumatic effect on the body while achieving the medical result desired.
President Obama, on a visit to the University at Albany’s College of Nanoscale Science and Engineering (CNSE) in May 2012, said, “Right now, some of the most advanced manufacturing work in America, is being done here in upstate New York.” He also said, “You have an outstanding university. Now I want what’s happening in Albany to happen across the country.”
Syracuse can also share in that growth opportunity. NICE is one of four centers across New York State, which belongs to a SUNY consortium being developed through a partnership with CNSE.
The Syracuse nano center is projected to have about 250 jobs with an average salary of $81,000. Projections indicate that will have an impact of $20 million on the local economy annually.
The center is expected to attract other businesses which seek to interact with NICE. These operations will need employees with new skills and abilities, which will impact college offerings. Additionally, secondary employment in service establishments such as hotels, restaurants, as well as residential construction results from new job growth in manufacturing.
The CNSE Albany NanoTech Complex has 3,100 workers in six buildings. Assuming an average salary of about $92,000, those jobs add more than $250,000,000 annually in wages alone to the local economy. Because of the Albany center, Global Foundries is building the most advanced semiconductor-manufacturing facility in the world nearby in the town of Malta. It is the largest single-building capital project in the United States at this time. Global Foundries expects to employ approximately 2,000 direct jobs, 9,000 new indirect jobs, and more than 10,000 new construction jobs.
Other New York communities are also busy developing nanotechnology.
At the SUNY Institute of Technology near Utica, a three-story, state-of-the-art facility is now being constructed for $100 million plus to specialize in semiconductor research. The Computer Chip Commercialization Center (Quad C) at SUNYIT will be a 325,000-square-foot building with a world class “clean room” (26,000 square feet) for assembly and integration of system-on-a-chip, or SOC technologies, business incubator to attract chip supplies and contractors, and the first -ever Sematech center in Central New York.
The local economic-development organization Mohawk Valley EDGE is working with the SUNYIT center to attract nanotech businesses to the area. So far three companies have committed to bring 200 jobs to the Utica area.
Canandaigua, near Rochester, is home to CNSE, a Smart System Technology and Commercialization (STC) Center, working on green energy and defense applications. Recently, it was granted the prestigious “Trusted Foundry” — Aggregator status by the U.S. Department of Defense.
Cornell University, in Ithaca, has dedicated Duffield Hall, a 153,000-square-foot building with a 20,000-square-foot clean room to conduct nanotech work, and also have nanotech research being conducted at numerous other locations.
On Long Island, Brookhaven Labs also has a large nano center called The Center for Functional Nanomaterials (CFN).
In Troy, the Rensselaer Polytechnic Institute (RPI) operates the Computational Center for Nanotechnology Innovations (CCNI). RPI, IBM, and New York state are in collaboration to run this $100 million venture.
During his testimony on July 14 before Congress, Chad Mirkin, Ph.D., director of the Northwestern University International Institute for Nanotechnology, stated, “The rest of the world now understands the importance of this field, and many countries are building efforts that rival what has been established by the National Nanotechnology Initiative (NNI).”
Recently, New York state received a federal job-training grant of $14.6 million, a major portion of which will go to nanotechnology training. In its May 22, 2012, issue, Small Times Magazine listed the College Nanoscale Science and Engineering and Cornell University as the number one and two universities in the U.S. for nanotechnology in the areas of research, education, facilities, industrial outreach, and commercialization.
Dennis Conard is retired, but was asked by SUNYIT to be a committee member for the Computer Chip Commercialization Center, which will focus on nanotechnology. Contact him at conardseely@aol.com
“If you can’t convince them, confuse them.” — Harry S. Truman If you do not recognize the acronyms HIPAA and HITECH, you must read this column. Even if you do recognize them, but you provide any type of health or human service, I would strongly recommend that you read on. I met recently with
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“If you can’t convince them, confuse them.” — Harry S. Truman
If you do not recognize the acronyms HIPAA and HITECH, you must read this column. Even if you do recognize them, but you provide any type of health or human service, I would strongly recommend that you read on.
I met recently with our firm’s information-technology experts: Carl Cadregari, Mark Battaglia, and Brett Coburn. Since you probably know that I am a technology dinosaur, I was being educated in the following interview process and thought it would be most helpful to provide to my readers.
Gerald: I was recently reading about this Omnibus Final Rule that the U.S. Department of Health and Human Services published and that it has something to do with HIPAA’s Privacy and Security rules and the HITECH Act. Can you help set the context and explain who needs to comply with this regulation?
Mark: First, let’s start by refreshing your understanding of what HIPAA entails. HIPAA is the Health Insurance Portability and Accountability Act, and it was enacted by the U.S. Congress in 1996. The purpose of HIPAA is to improve the efficiency and effectiveness of the nation’s health-care system by leveraging Electronic Data Interchange.
HIPAA is broken up into five separate rules: the Unique Identifiers Rule, the Privacy Rule, the Transactions and Code Sets Rule, the Security Rule, and the Enforcement Rule. In general, the Privacy and Security rules are what are most commonly referred to as “HIPAA rules.” These rules are designed to ensure the security and privacy of hard copy or electronic protected health information (PHI).
Brett: Also, it’s helpful to remember that HIPAA applies to a covered entity (CE). A CE is normally defined within HIPAA as any health plan including insurers and privately funded plans, health-care clearinghouse, or health-care providers like hospitals, nursing homes, doctors, pharmacies, clinics, mental health, substance abuse, and disability service providers that store, transmit, or process any health-related information.
Gerald: So, now that I understand more about the HIPAA regulation, can you explain the differences between the HIPAA Privacy and Security Rules and also HITECH?
Mark: The HIPAA Privacy rule is contained within the full HIPAA regulation in section §164.500 of the Code of Federal Regulations, usually abbreviated as CFR. The Privacy rule applies to all covered entities, and focuses on their use and disclosure of PHI. The HIPAA Security rule focuses on electronic PHI and the administrative, physical, and technical safeguards associated with protecting this data in electronic form. The Security rule is contained within section CFR §164.300.
Brett: In addition, the Health Information Technology for Economic and Clinical Health, the HITECH Act, was established in 2009 as part of the American Recovery and Reinvestment Act. HITECH expands on the HIPAA Privacy and Security rules, and enhances the controls around breach notification and Electronic Health Record (EHR/EMR) access and increases the responsibility of BAs to comply with the HIPAA Privacy and Security Rules. HITECH was also designed to promote the meaningful use of health information technology and address the privacy and security concerns associated with electronic transmission of PHI.
Gerald: I think I understand, but given all that we’ve talked about, I just saw there was an update to the rules, the Omnibus Final Rule change. What does that cover?
Brett: Where the HIPAA Privacy and Security rules focused on health-care providers, health plans, and other entities, the Omnibus Final Rule from the Department of Health and Human Services (HHS), is based on changes made under the HITECH Act and includes a number of rulings designed to “provide the public with increased protection and control of PHI.”
The rule changes several of the required actions, including expanding the existing HIPAA requirements to their business associates (BAs), strengthening of the HITECH breach notification requirements by clarifying when breaches of unsecured health information must be reported to HHS. It also provides direction on how a CE must measure and document the harm caused from a breach. For example, a patient can now ask for a copy of their EMR in electronic form and an increased penalty applies for noncompliance based on the level of negligence, with a maximum penalty of $1.5 million per violation.
Mark: One other area that is expanded upon is that of genetic information. With the Omnibus rule, HIPAA has now incorporated the Genetic Information Nondiscrimination Act of 2008 (GINA) into both the HIPAA Privacy and Security rules. GINA prohibits discrimination based on an individual’s genetic information for both health coverage and employment.
The HIPAA Privacy rule now incorporates language that prohibits health plans, health-insurance issuers, and issuers of Medicare supplemental policies from using or disclosing genetic information for underwriting purposes. These provisions to the HIPAA privacy rule have been adopted in section § 164.502(a)(5). Additionally, HIPAA has modified the definition of the term “health information” to make it clear that “genetic information” is now included within its scope.
Gerald: I see — these rules are focused on protecting an individual’s PHI and ensuring that it is used appropriately. I’m assuming that if information is stolen or misused, this could be a violation of HIPAA?
Mark: Yes. HIPAA violations stem from a breach of PHI. The Omnibus Final Rule modified the definition of a breach to be “the acquisitions, access, use, or disclosure of PHI in a manner not permitted … which compromises the security or privacy of the PHI. “So, you most likely have a breach if a computer hacker gains access to an EMR system and copies the information; or if you lose an unencrypted laptop or USB drive, backup tape, or smartphone with PHI.
It is interesting to note that even when an employee of a covered entity or business associate intentionally accesses an individual PHI record without a valid business purpose to do so, you most likely have a breach. You may have read recently where a hospital employee looked up a celebrity’s information after a visit without proper authorization.
Brett: These examples and other violations of HIPAA regulations result in fines of varying amounts up to $1.5 million annually per violation, based on pre-defined violation categories. For breaches with the intentional purpose of profiting from the information, criminal penalties may also apply.
Gerald: That is a lot of information; can you break it down for me? Let’s start with what business associates are and what are their responsibilities.
Mark: Basically, HIPAA defines a business associate (BA) as any third party who works with or for a CE to create, receive, maintain, or transmit PHI. This would include functions such as claims processing, data analysis, administration, billing, and collections. Once a BA is identified, a Business Associate Agreement (BAA) must be established and formally documented. A BAA serves as a binding agreement for the CE that ensures that the BA will conduct business under the same scope of controls as the CE, thereby providing assurance that HIPAA requirements are being met. Within the HITECH Act, all BAAs are now required to contain language that essentially holds each BA in compliance with the HIPAA Privacy and Security rules at the same level as a CE.
Gerald: What did the Omnibus Final Rule change for BAs?
Brett: In many aspects, every section of the privacy and security rule was updated. For existing BAs there were a few minor adjustments, and they still need to meet all the sections of the rules that apply to them. However, the definition of a BA has been expanded to include those that simply store PHI but do not use it. For example, an off-site storage or archival company would be required to have a BAA and comply with the HIPAA Privacy and Security Rules. However, there is a “conduit” exception in which a company that transports information but doesn’t use it would not be subject to a BAA. Internet Service providers and couriers are good examples.
Gerald: What about some of the other changes you listed — increased penalties, breach notification requirements, and individual rights?
Mark: Let’s just say, it’s going to increase costs for a CE or BA if they allow a breach of PHI. Regarding breach notification, BAs and their sub-contractors, who also need to have agreements, must follow notification rules like those that CEs must. The main reason for this change and the increase in penalties is that some of the largest breaches reported to HHS have involved BAs. Also, an individual has the right to request that their EMR be provided in electronic format, such as on a CD-ROM.
As you reflect on the foregoing information, these areas represent a significant expansion of compliance risk for your organization. Don’t let these regulations fall off the table or slip to the back burner. And, in case you were wondering Carl, Mark, and Brett can be reached for further assistance at (315) 214-7575. Good luck. It is times like these that I am glad to be a technology dinosaur.
Gerald J. Archibald, CPA, is a partner in charge of the management advisory services at The Bonadio Group. Contact him at (585) 381-1000, or via email at garchibald@bonadio.com
Mercer study focuses on benefits of worksite clinics
Worksite clinics have gained in popularity since the 2010 passage of the national health-care reform law, and companies say they are expanding or establishing clinics to improve employee productivity and control overall spending. That’s according to a new survey that Mercer released on March 12. The report is based on data from Mercer’s 2012 National
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Worksite clinics have gained in popularity since the 2010 passage of the national health-care reform law, and companies say they are expanding or establishing clinics to improve employee productivity and control overall spending.
That’s according to a new survey that Mercer released on March 12.
The report is based on data from Mercer’s 2012 National Survey of Employer-Sponsored Health Plans, and a new topical survey of worksite-clinic sponsors. In May 2012, Mercer invited survey participants with onsite clinics to answer detailed follow-up questions, and 131 employers responded, the firm said.
When asked about their organizations’ perception of the success of the clinic, 87 percent of respondents rated the general success either a four or five on a scale of one to five.
Employers are most pleased with the level of employee satisfaction and clinical quality (88 percent and 85 percent, respectively). More than two-thirds (69 percent) say that the clinic has been successful in terms of employee utilization.
“They may have multiple shifts, and it’s hard for people to get to some of that diagnostic care or even some of the occupational-type things they need without going to an emergency room,” says Thomas Flynn, principal in Mercer’s upstate New York office near Rochester.
And, when firms look at the productivity return, Flynn says, “there’s a health component to that” because employees are able to get the care quickly, in an efficient nature, and in a cost-effective venue. Those factors have made worksite clinics make sense “almost immediately” for the firms that have addressed that need, he adds.
Most of the rest selected “neutral” rather than “unsuccessful,” suggesting that many employers are not able to track utilization accurately, according to the Mercer report.
When asked about important objectives in establishing a worksite clinic, employers provided reasons and rated them either four or five on a five-point scale.
For example, 82 percent cited reducing lost-employee productivity, 75 percent pointed to more control over their overall spending on health care, 73 percent cited improving management of employee-health risk and chronic conditions.
At the same time, 68 percent said improving quality and / or consistency of health care, while 65 percent of employers said both enhancing health and wellness leadership and increasing access to health care were primary objectives for launching a worksite clinic.
In addition, 61 percent cited the management of workplace injuries and 47 percent said the clinics were a means of attracting and retaining valued employees.
In upstate New York, Flynn says Mercer has had conversations with “several” clients in examining the possibility of worksite clinics. He referenced both Oneida Ltd. and Kodak as regional firms that have used worksite clinics in the past.
“It was a convenience factor for the both company and the employee, and in some cases, it wasn’t just trying to manage the care, it was to make access to care even remotely realistic within a [lengthy commute for some employees],” says Flynn.
One third of employers do not know, or have not measured, the percentage of their organization’s annual health-care spending on their worksite clinic or clinics, the Mercer survey found.
Among those that have measured, most say it accounts for less than 2 percent or between 2 percent and 5 percent of total spending (37 percent and 36 percent, respectively). For employers with 10,000 or more employees, 61 percent report that it accounts for less than 2 percent of spending.
Return on investment
Measuring the return on investment (ROI) in a worksite clinic remains a challenge for employers, the Mercer report says.
It requires an objective methodology for calculating savings (based on valid assumptions for each credible source of savings) and an accurate accounting of the clinic’s implementation and operating costs.
However, among the survey respondents that have been able to measure ROI (about a third of all respondents), the results are encouraging. More than half reported a return of 1.5 times their investment or greater — and one quarter reported a return of at least 2.5 times their investment.
Only 12 percent say they have not yet broken even on their investment.
“We’re [Mercer] simply saying how many dollars are you going to save for each dollar that you spend. Only really 12 percent of the respondents in that survey did not have a break even, so a one dollar return in savings for every dollar that [the] investment cost them — the other 88 percent had at least a break even to more than $2.50 saved for every dollar invested,” Flynn says.
He notes that a 1.5 return would be equivalent to 150 percent return, meaning that the business spent $100,000 and saved $250,000 on that investment.
Contact Reinhardt at ereinhardt@cnybj.com
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