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Rome Health hiring for both clinical & non-clinical positions at career fair
ROME, N.Y. — Those interested in working for Rome Health can make plans for a career fair on Wednesday, July 28 at the hospital at 1500 N. James St. in Rome. Applicants can interview for open clinical and non-clinical positions during the 2-6 p.m. event, Rome Health said in a news release. “With enhanced unemployment […]
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ROME, N.Y. — Those interested in working for Rome Health can make plans for a career fair on Wednesday, July 28 at the hospital at 1500 N. James St. in Rome.
Applicants can interview for open clinical and non-clinical positions during the 2-6 p.m. event, Rome Health said in a news release.
“With enhanced unemployment benefits ending soon, we want to make it easy for people to secure their future and start a new career at Rome Health,” Michelle Podeswik, human-resources director, said.
Candidates who are hired for open positions will have the opportunity to begin the employment process at the fair, including completing paperwork, drug screen, and the physical. With expedited processing, new hires will be ready to start their careers with employee orientation on Aug. 23.
“At Rome Health, we have several entry-level positions available. We’ll train you for positions in food service, patient registration, building services and other support areas,” Podeswik said.
The hospital also has open positions in information technology, nursing, therapy, and other clinical areas. Sign-on bonuses are available for some positions, including registered nurses and certified nurse assistants, Rome Health said.

St. Joseph’s Health program to address food insecurity
SYRACUSE — St. Joseph’s Health is creating what it calls a Food Farmacy program that seeks to help address food insecurity and to better manager chronic diseases. St. Joseph’s pilot program is made possible by a $500,000 grant from the New York City–based Mother Cabrini Health Foundation, per a news release. The Mother Cabrini Health
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SYRACUSE — St. Joseph’s Health is creating what it calls a Food Farmacy program that seeks to help address food insecurity and to better manager chronic diseases.
St. Joseph’s pilot program is made possible by a $500,000 grant from the New York City–based Mother Cabrini Health Foundation, per a news release.
The Mother Cabrini Health Foundation grant program aims to support individuals and families who are “at-risk or underserved,” as described in the release. Food insecurity is a measure of the unavailability of food and individuals’ ability to access it.
St. Joseph’s Health cites data from the U.S. Department of Agriculture that indicates more than 35 million Americans lived in households that were considered food insecure during 2019. Poor nutrition is a root cause of many chronic diseases, St. Joseph’s Health said.
“We’re excited to implement the Food Farmacy because it will allow us to better support patients who have uncontrolled diabetes by providing them with healthy food as part of their treatment plan,” Deb Mendzef, Food Farmacy coordinator at St. Joseph’s Health, said. “The program helps eliminate barriers to good health by educating patients about the benefits of eating healthy and then providing the healthy food they need to get started on a path to wellness.”
About the program
In the first year of operation, clinicians at St. Joseph’s Primary Care Center-Main will refer patients to the program.
Once enrolled, the patients will take part in a program where they will receive nutritional counseling from a registered dietitian and participate in diabetes self-management classes with St. Joseph’s Family Medicine resident physicians. A hospital pharmacist will also provide medication-management support.
Most importantly, participants will also receive, at no cost, fresh and healthy food (including recipes) for two meals per day, five days per week, for the entire time they participate in the program, the release stated.
The meals are not only provided for participants, but also for the other members in their household (up to six individuals, including the patient).
“Food insecurity is a predictor of health and is linked to many chronic diseases. We are proud that we will be able to ensure that these patients, and their family members, have the resources necessary to provide a quality and healthy diet,” Mendzef said.
The nonprofit Mother Cabrini Health Foundation says it works to “improve the health and well-being of the vulnerable New Yorkers, bolster the health outcomes of targeted communities, eliminate barriers to care, and bridge gaps in health services.”
VIEWPOINT: Mobile and Community-based Businesses are the Future
Communities across the world, including here in Central New York, watched health systems be strained and pushed to the limit over the past year. As much as this was a tragedy, it was also a learning opportunity for so many organizations — in the health-care industry and beyond. This past year affirmed the need for a new
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Communities across the world, including here in Central New York, watched health systems be strained and pushed to the limit over the past year. As much as this was a tragedy, it was also a learning opportunity for so many organizations — in the health-care industry and beyond.
This past year affirmed the need for a new way to deliver services: everything from food delivery to event planning to health-care services for our senior population. Some organizations have figured out how to not only maintain services while being fiscally responsible, but also thrive as they shift their deliveries models.
PACE is the Program of All-Inclusive Care for the Elderly, and locally, it is part of the Loretto system of care. PACE-CNY was already expanding at a rapid rate, even before the COVID-19 pandemic. But the ways we saw our health-care delivery shift during the pandemic — and during the “new normal” that we are seeing now — hold lessons that we believe can help any business that delivers services or products.
• Service when they need it: Some businesses saw the need for their services dwindle as the pandemic hit. Others saw demand stay stable, and others had customer need grow significantly. No matter how the customer need evolves, businesses must be constantly evaluating and adapting to what their consumers want.
The population that PACE-CNY serves was hit hard — arguably hardest — by the pandemic. Not just by the virus itself, but also by the consequences of the pandemic: isolation, inability to participate in activities or go to doctors’ offices for medical appointments, and more. So, even when our program participants couldn’t come to our day-center locations, we had to get creative with new ways to maintain, and even expand, the frequency with which our services were needed.
In health care and several other industries, this is where we saw virtual technology shift into high gear. For us, it meant expanding our telehealth services. We were fortunate to have already foreseen this need and established the foundation to support telehealth. So, when an urgent need arose, we simply needed to expand, not create. If your business hasn’t already started to anticipate and establish new ways of delivering your products or services whenever your consumers might need them, the time to start is now.
• Service where they need it: Many businesses also saw the shift to more of our lives happening at home — work, school, online shopping, food delivery, virtual family gatherings, watching newly released movies, and more. Some of that was due to safety concerns, but a significant portion of the population is choosing to stay at home, even as the world reopens. So, it was important for businesses to not only adapt to the short-term shift, but also to consider how the investment in that short-term shift could benefit the business and its consumers in the long-term.
It is with that perspective that PACE-CNY launched our mobile medical teams to safely provide care in a participant’s home. As a business, we saw this new concept of mobile teams could continue meeting the needs of our consumers, while promoting safety and maintaining jobs for our staff.
Staff still reported to work in a safe and social-distant manner to either provide telehealth services from the PACE-CNY Center, or to meet in the morning and then deploy to their mobile units.
Additional drivers and skilled nurses were also needed to launch and keep these new services, and it’s safe to predict that demand for this type of health-care worker will be remain high in the foreseeable future.
• Service how they need it: Now that you’ve focused on when and where your consumers need your products and services, it’s important to also think about everything else going on in their lives that may not be directly related to your business — but that your business could help to address for them. Consider how your company fits in with community-based organizations.
For those who have been caring for their loved ones while working from home, returning to work may mean that they will no longer be able to provide the same level of care. At PACE-CNY, we evolved our at-home care services and integrated other services and organizations in Central New York to help fill the void.
If this approach to evolving your business model is done right, your organization can maximize effectiveness and efficiency, while creating more jobs and reaching more people. Every change in consumer demand, every challenge, truly gives us an opportunity to create something better.
For example, we are seeing our program participants’ different preferences for in-person services at the Day Center versus mobile/telehealth services in the home as a good thing, because it allows PACE-CNY to meet the growing demand without being constrained by the capacity of our physical buildings.
The vision for PACE is to build a sustainable system for our aging population to live independently and autonomously, or at a nursing home when needed, while having access to resources at a cost that’s affordable and sustainable. That’s an ambitious vision but also a flexible vision. This is what allowed PACE-CNY to quickly shift our business model in a way that not only continued to align with our vision, but also helped us to better achieve it.
I encourage all organizations to stop and reflect on their vision. Tear down the current boundaries of “how” you are working to accomplish that vision and think about new ways to achieve it through the perspective of what consumers are demanding right now — as well as how you believe their demands might evolve in the future.
Stephanie Button is vice president at PACE-CNY.
VIEWPOINT: OSHA Releases COVID-19 Workplace Safety Rule for Health-Care Employers
At long last, the Occupational Safety and Health Administration (OSHA) has finally released a COVID-19 standard that it has stated was coming since January. Health-care employers will be required to abide by the new emergency temporary standard (ETS) published by OSHA. The emergency workplace-safety rule was published on OSHA’s website on June 10 and is effective immediately
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At long last, the Occupational Safety and Health Administration (OSHA) has finally released a COVID-19 standard that it has stated was coming since January. Health-care employers will be required to abide by the new emergency temporary standard (ETS) published by OSHA. The emergency workplace-safety rule was published on OSHA’s website on June 10 and is effective immediately upon publication in the Federal Register. Voluntary guidance for other industries will follow.
Previously, OSHA did not have a rule that addressed steps employers are required to take to protect employees from the airborne spread of pathogens. This newly released, mandatory emergency rule aligns with existing voluntary OSHA guidance but now has teeth: the power of enforcement with citations and monetary penalties. Covered employers have 14 days to comply with most provisions of the ETS, although some provisions such as those involving physical barriers, ventilation, and training must be completed within 30 days of the standard’s publication.
The COVID-19 ETS applies to all settings where any employee provides health-care services or health-care support services. OSHA has provided a flow chart (https://www.osha.gov/sites/default/files/publications/OSHA4125.pdf) to help employers determine if their workplace is covered under the COVID-19 ETS. Notably, the ETS exempts fully vaccinated workers from masking, distancing, and barrier requirements in a workplace setting where there is no reasonable expectation that any person who may have COVID-19 will be present.
COVID-19 Protections
The ETS requirements include the following and more:
• Develop & implement a COVID-19 plan
All covered employers must develop and implement a COVID-19 plan and must do so in writing if they employ more than 10 employees. The plan must include:
• A designated safety coordinator who must have compliance-enforcement authority
• A workplace-specific hazard assessment
• An outline of the involvement of non-supervisory employees in hazard assessment and the development and implementation of the plan and,
• Policies and procedures to minimize the risk of transmission of COVID-19 to other employees
• Patient screening and management
Employers are required to:
• Limit and monitor points of entries to workplace settings where direct patient care is provided
• Screen and triage patients, clients, other non-visitors including non-employees and
• Implement patient-management strategies
• Develop and implement policies and procedures to adhere to the standard and transmission-based precautions based on the CDC’s “Guidelines for Isolation Precautions”
Michael D. Billok is a member (partner) in the Saratoga Springs and Albany offices of the Syracuse–based law firm of Bond, Schoeneck & King PLLC. Contact him at mbillok@bsk.com. Nihla F. Sikkander is an associate in Bond’s Albany office. Contact her at nsikkander@bsk.com. This article is an excerpt from the New York Labor and Employment Law Report. To see the full article, visit: https://www.bsk.com/new-york-labor-and-employment-law-report/osha-releases-covid-19-workplace-safety-rule-for-health-care-employers
OPINION: 850,000 jobs return as U.S. economy continues reopening
But unemployment rate ticks up to 5.9 percent in June The U.S. Bureau of Labor Statistics’ monthly jobs report is actually two distinct surveys — one of employers (the establishment survey) and one of people (the household survey). It is not uncommon for these two surveys to significantly diverge in their findings. In June, the establishment survey
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But unemployment rate ticks up to 5.9 percent in June
The U.S. Bureau of Labor Statistics’ monthly jobs report is actually two distinct surveys — one of employers (the establishment survey) and one of people (the household survey). It is not uncommon for these two surveys to significantly diverge in their findings.
In June, the establishment survey found that payroll employment rose by 850,000 in June, a huge number normally, but not surprising as many large states effectively reopened their economies much more fully last month. This increase reflects that belated decision.
The household survey, however, tells the story of what people are doing, with 18,000 fewer Americans saying they have jobs. The unemployment rate did not go down as one would have anticipated — instead, increasing to 5.9 percent. The percentage of people in the workforce actively employed or looking for a job remains disappointing. And while some try to explain this away due to the aging of America’s workforce, that factor can only explain a portion of the people who have not returned to the workforce post-COVID.
The phenomenon of people voluntarily leaving their previous job to begin looking for new employment accelerated by about 17 percent to 942,000 in June with the number of people on temporary layoff ‘essentially unchanged’ at 1.8 million since May.
What does all this mean?
First, the economic crisis from state and federal-government reactions to the effects of the [coronavirus] has been over for about six months, and it is time to end all the special programs designed to provide special assistance. We know this because almost 1 million people who voluntarily left their employment to find better jobs tells us that a significant number of people are risking their livelihoods with the expectation that their next opportunity is right around the corner. This practical optimism is the natural outgrowth of the positive policies implemented by Donald Trump [in 2020], which saved many small businesses, successfully created the environment for the vaccines to be brought to market months — if not years — earlier than what would be normally expected, and discarded job-killing regulations to encourage recovery.
However, the massive spending that was put in place to negate the economically disastrous impacts of the virus in 2020, now threaten the recovery through creating a vicious wage/price inflationary cycle. It is time for the federal government to declare victory and end the war on fiscal sanity now by allowing the labor markets to naturally finish the job of returning to the 2019 Trump economy, the greatest in our nation’s history, by simply getting out of the way.
Rick Manning is president of Americans for Limited Government (ALG). The organization says it is a “non-partisan, nationwide network committed to advancing free-market reforms, private property rights, and core American liberties.” This op-ed is drawn from a news release the ALG issued on July 2.
OPINION: How Do We Assess Congress?
If you look at the polls of how Americans feel about the job Congress is doing, they’ve been remarkably consistent for the last few decades. The institution’s favorability rating, as measured by Gallup’s monthly surveys, hasn’t been above 50 percent since 2003. These days the favorability rating of Congress is in the low 30s — though that’s
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If you look at the polls of how Americans feel about the job Congress is doing, they’ve been remarkably consistent for the last few decades. The institution’s favorability rating, as measured by Gallup’s monthly surveys, hasn’t been above 50 percent since 2003. These days the favorability rating of Congress is in the low 30s — though that’s certainly better than the teens and low 20s it saw last year.
But this raises a question: How do we assess Congress? For many of us, I suspect the answer is simple: If it passes a bill we like, we think Congress is doing a good job; if it passes a bill we don’t like, we think it’s doing a poor job. In other words, we tend to judge Congress by how it’s performing on issues of concern to us. In a country as polarized as ours, it would be a minor miracle if Congress did enjoy majority support.
But there’s more that goes into how members of Congress are doing at their jobs than big-ticket legislation. Think, for instance, about so-called pork-barrel spending, which sends money to a project in a particular district or state. A lot of Americans don’t like it, since it smacks of insider horse-trading, but — and this is important — they tend to be just fine with it if the money is coming to a highway-repaving project or infrastructure improvement nearby. The truth is, legislators must be diligent in representing their districts and seeking projects for their districts and states. This is true for direct spending, as well as for bills that allocate money according to some formula; you’ll find intense battles within Congress over tweaking allocation formulas.
A lot of Americans also don’t much like that Congress is responsive to organized special interests such as business and industry, labor, professional organizations, farm groups, and veterans’ groups — you can come up with a long list. Watching members of Congress cater to particular special interests can be disconcerting, but in many ways, it makes the political world go ‘round — many Americans are members of one group or another with a presence on Capitol Hill. In a pluralist society like ours, with so many cross-cutting causes, it’s how the voices of both ordinary people and well-heeled groups get represented.
Over the years, I have also found that for many Americans, how Congress approaches the size and role of government plays a big part in how they judge it. I’ve had the experience on plenty of occasions of sitting down with a group of people and asking how they felt about the government. Almost invariably, they’d say that it was getting too large and needed to be cut. But when I went on to ask them what to do about it, I was struck by two things: they never volunteered cutting programs or spending that were helpful to them, and they always suggested solutions that required more government action to address. In effect, they wanted to reduce government by strengthening it.
It’s also fair to look not just at what Congress produces (or fails to produce), but also at how it goes about it. Congress has become too partisan, and there’s no denying that it has some bad habits, such as its reliance in recent decades on so-called omnibus bills. Power on Capitol Hill used to be more dispersed, with the various committees that dealt with specific appropriations bills offering multiple ways for legislators and interest groups to affect the outcome. These days, pretty much everything gets thrown into huge omnibus bills with hundreds of provisions, which tends to concentrate power in the hands of leadership and make it difficult for ordinary members to have an impact.
It’s issues like these that leave me disappointed that often, neither members of Congress nor most Americans pay much attention to institutional reform — to improving the workings of Congress so that they’re fairer and more transparent, are less partisan, respect the rights of both the minority and the majority, and represent the multiple voices of the American people. A Congress that can do that is worthy of respect — even if it doesn’t always produce legislation we like.
Lee Hamilton, 90, 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.
Pinckney Hugo Group has promoted BRYAN SCHUMACKER to senior motion-graphics designer. He was previously a motion-graphics designer and has been with the agency for nearly four years. He has a bachelor’s degree in broadcasting and mass communication from SUNY Oswego. Prior to joining Pinckney Hugo Group, Schumacker was a producer at WCNY. The firm has
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Pinckney Hugo Group has promoted BRYAN SCHUMACKER to senior motion-graphics designer. He was previously a motion-graphics designer and has been with the agency for nearly four years. He has a bachelor’s degree in broadcasting and mass communication from SUNY Oswego. Prior to joining Pinckney Hugo Group, Schumacker was a producer at WCNY. The firm has also hired SHAMIER JACKSON as an assistant digital-media strategist. Jackson has a master’s degree in public relations and a bachelor’s degree in business administration, with a concentration in marketing, from SUNY Buffalo.

Beardsley Architects + Engineers
TRACEY A. CARR has joined Beardsley Architects + Engineers as senior architectural designer in the firm’s Auburn office. She has more than 16 years of experience in architectural design, drafting, and construction administration for commercial, educational, governmental, and residential clients. In addition to her work as an architectural designer, Carr is also a CAD-drafting instructor
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TRACEY A. CARR has joined Beardsley Architects + Engineers as senior architectural designer in the firm’s Auburn office. She has more than 16 years of experience in architectural design, drafting, and construction administration for commercial, educational, governmental, and residential clients. In addition to her work as an architectural designer, Carr is also a CAD-drafting instructor at Onondaga Community College, teaching production technology and wood-frame construction drafting to first and second semester students.
SCOTT E. FOLTS has joined Beardsley as a senior architectural designer. He comes from Washington State, where he served as senior architectural designer for academic, manufacturing, commercial, and military projects. Folts has extensive experience with 3D visualizations and renderings, and virtual-reality design and presentation techniques. He brings to Beardsley a broad skill set and diverse background in all phases of design with more than 20 years of architectural design experience.
JEFF CARDINALI has joined Hayner Hoyt as a safety officer, where he will assist in planning and overseeing the company’s job-site safety efforts. He previously served as the director of safety for Demco New York Corporation with stints as the chief of fire for DeWitt Fire District and a fire safety inspector at Syracuse University.
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JEFF CARDINALI has joined Hayner Hoyt as a safety officer, where he will assist in planning and overseeing the company’s job-site safety efforts. He previously served as the director of safety for Demco New York Corporation with stints as the chief of fire for DeWitt Fire District and a fire safety inspector at Syracuse University.
MARK MATUSZCZAK joins Hayner Hoyt as a project manager. He has more than 35 years of experience in the construction industry. Matuszczak previously held project management and estimating roles at O’Brien & Gere, Onsite Facilities Services, and Widewaters Construction.
TIM BRZUSZKIEWICZ, project superintendent at Hayner Hoyt, has been promoted to VP of operations. In his eight years with the company, he has demonstrated exceptional technical field experience and a high level of leadership. Brzuszkiewicz brings a passion for teamwork, coaching, and experience operating his own business to this position, where he’ll help oversee the management of all projects.
OLIVIA COAKLEY, MATTHEW MCHARRIS, and TAYLOR KERR are all joining Hayner Hoyt as project engineers. Coakley was an intern at the company in 2019, has a bachelor’s degree in physics from Le Moyne College, and is currently pursuing a master’s degree in civil engineering with a concentration in construction engineering and management from Syracuse University. McHarris was a field intern with the company in 2019 and has a bachelor’s degree in construction management from Utica College. Kerr has prior project management experience with O’Brien & Gere and has a bachelor’s degree in natural resource management and geographic information systems from Paul Smith’s College

JOSHUA NICHOLS has joined S.E.E.D. Planning Group as an associate planner in the firm’s Binghamton office. Before joining S.E.E.D., he worked at Johnson, Lauder & Savidge as a staff accountant. In his role, he will work alongside S.E.E.D.’s financial planners and Bloom Tax Partners’ tax planners to develop financial planning programs with specialized tax-planning opportunities.
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JOSHUA NICHOLS has joined S.E.E.D. Planning Group as an associate planner in the firm’s Binghamton office. Before joining S.E.E.D., he worked at Johnson, Lauder & Savidge as a staff accountant. In his role, he will work alongside S.E.E.D.’s financial planners and Bloom Tax Partners’ tax planners to develop financial planning programs with specialized tax-planning opportunities. Nichols earned his bachelor’s degree in accounting from Binghamton University’s School of Management.
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