Every Second Matters St. Joseph’s Health Stroke Care Program Saves Time and Lives

In the event of a stroke, time is critical as any delay in treatment can result in irreversible brain tissue damage. Swift action is paramount to achieving successful outcomes for patients. With this knowledge, the stroke care team at St. Joseph’s Health has implemented crucial time and life-saving measures to ensure their patients are getting the best possible care, when every second counts. By providing 24/7 availability to critical services, utilizing innovative medical advancements, and offering outpatient neurological care in a convenient location, the Primary Stroke Center at St. Joseph’s Health offers top-tier stroke care in Central New York.

“As the leading cardiac care program in the region, our team has a profound understanding of the link between heart disease and the elevated risk of stroke,” said Dr. Fahed Saada, neurologist and stroke program director.

St. Joseph’s neurology team diagnoses and treats a variety of neurological disorders in both inpatient and outpatient settings including Alzheimer’s disease, Amyotrophic lateral sclerosis, concussion, migraine, epilepsy, multiple sclerosis, Parkinson’s disease, and stroke. They see patients with acute neurological symptoms at the main campus on Prospect Avenue in Syracuse as well as outpatient follow-up and new patient referral at the neurology clinic on W. Genesee Street in Camillus.

Commitment to Quality Since 2018, St. Joseph’s Health Hospital has been designated a Primary Stroke Center by the New York State Department of Health and DNV GL Healthcare, dedicated to upholding the highest standards of stroke care, leading to improved outcomes for their patients.

“Patients at St. Joseph’s Health often prefer to continue their care with us, especially those receiving cardiac treatment, due to the increased risk of stroke associated with heart conditions,” said Dr. Saada. “It’s important that we cater to the needs of these patients who wish to remain within our care network. Our foremost goal is to deliver the highest level of care to our patients.”

This commitment to excellence is an important driver for maintaining the Primary Stroke Center certification.

As a Primary Stroke Center, St. Joseph’s Health meets these criteria:
• Brain imaging scans 24/7;

• Neurologists available to conduct patient evaluations and use clotbusting medications such as TNK when appropriate;

• A rapid response stroke team and specially trained physicians and nurses to administer immediate care;

• A stroke care unit for inpatients with specially trained nursing staff;

• Post-stroke recovery services and support;

• Stroke education provided to patients and their families by a stroke program coordinator, helping them understand stroke, rehabilitation, and prevention, usually an advanced practice nurse or nurse practitioner;

• Physical, speech, and occupational therapy to help patients regain movement and function and to prepare them for rehabilitation;

• Nutrition services to help patients make positive lifestyle decisions;

• Social work services to help patients and families cope with their neurological deficits. “We are proud to have the Primary Stroke Center Certification because it affirms that our medical team expertly addresses the full spectrum of stroke care

– diagnosis, treatment, rehabilitation, and education – and establishes clear metrics to evaluate outcomes,” said Meredith Price, senior vice president, acute operations at St. Joseph’s Health Hospital. “When someone suffers from a stroke, it is critical to get them to a hospital with expert understanding of the nuances for stroke care. This certification underscores our proven track record and unwavering dedication to excellence, reassuring our community that we operate at the highest level.”

In 2023, St. Joseph’s Health Hospital was awarded the American Heart Association’s Get With The Guidelines® – Stroke Gold Plus quality achievement award. This honor is given to hospitals for their commitment to ensuring stroke patients receive the most appropriate treatment according to nationally recognized, research-based guidelines, ultimately leading to more lives saved and reduced disability. The stroke team meets monthly to review the guidelines and ensure they are continuing to meet the requirements set forth by the American Heart Association.

“This award is important because it highlights our ability to deliver evidence based care of the highest caliber to our patients. This is a testament to the unwavering dedication, hard work, and commitment of our exceptional staff,” said Price.

Multidisciplinary Team Effort
“Stroke care is a team effort that requires careful coordination and constant communication,” said Dr. Saada. “Collaboration with other services is really the heart of our approach.”

The multidisciplinary stroke care team at St. Joseph’s Health includes neurologists Syed Shah, MD and Savita Kumari, MD, as well as radiologists, CT technicians, laboratory technicians, nurses, pharmacists, and rehabilitative service providers like physical therapists, occupational therapists, and speech and language pathologists. These team members work in unison to provide a comprehensive care plan tailored to each patient’s recovery.

“The most important factor in caring for our patients is to facilitate teamwork and communication between the emergency room physician, neurologist, and radiologist to diagnose the stroke in a timely fashion,” said Dr. Kumari. “Our goal is to reduce the risk of long term disability.”

Delivering Care in a Timely Manner
One of the most important ways St. Joseph’s Health streamlines stroke care is by quickly mobilizing the team. Upon a patient’s arrival at the hospital via the Emergency Department or while en route with Emergency Medical Services, a Code Stroke is initiated. This prompts immediate action from the Emergency Department and expedites imaging studies and a neurological consultation.

“Every second counts and we want to make sure our patients receive the best care from the outset,” said Dr. Saada. Patients receive a CT scan within minutes of arrival, determining if the patient has Looking at the past nine months of data, the average time for a patient to arrive at the CT scanner (or ‘Door to CT’) at St. Joseph’s Health Hospital is 18 minutes, exceeding New York State’s Department of Health goal of 25 minutes.

“There is a four-and-a-half-hour window of opportunity to treat the stroke, in order to reduce neurological deficits,” said Dr. Shah. “This timeframe gives the greatest chance of our patients returning to normal life post stroke.”

Ischemic stroke patients receive intravenous thrombolytic, or clotbusting medication, at the CT scanner as long as they’re still within that four and-a-half-hour window since the onset of symptoms. The medication breaks up and disperses a clot before it has an opportunity to prevent blood from reaching the brain. If there is any brain bleeding at all, the patient is not a candidate for thrombolytic.

Once the patient is admitted to the hospital, they undergo further imaging studies like MRI and echocardiogram help the team develop a care plan.

“These imaging studies allow us to quickly assess and respond to every stroke and obtain the most accurate diagnosis in the shortest period of time,” said Dr. Kumari.

Nurses, certified by the National Institutes of Health (NIH) in stroke care, monitor patients round the clock and are trained to identify neurological changes and deficits. 

Advanced and Innovative Treatments 

Since joining St. Joseph’s Health in 2016, Dr. Saada has implemented several advanced and innovative tools and technologies. One such change is the use of tenecteplase (TNK tPA) as the preferred thrombolytic over other alternatives like alteplase. Recent trials have shown higher efficacy with tenecteplase in treatment of acute ischemic stroke.

“The use of tenecteplase instead of alteplase has changed our patients’ outcomes significantly with fewer complications and better outcomes,” Dr. Saada said.

In the last two years, St. Joseph’s Health Hospital has added two weight measuring beds to their stroke care toolkit, allowing providers to obtain an accurate patient weight as soon as they come into the CT scanner. TNK tPA is a weight-dependent medication so having these beds immediately available for our stroke patients is essential to being able to administer it as quickly as possible.

“Investing in specialized equipment, such as weight measuring beds dedicated to stroke patients, reflects a commitment to providing tailored care that meets the specific needs of stroke survivors,” said Price. “These beds are crucial for patient safety aiding in their recovery process.”

Dr. Kumari’s subspecialty is electrodiagnostic studies. She performs electroencephalography (EEG) to diagnose seizure disorder and nerve conduction studies/electromyography (EMG) to diagnose and treat conditions like neuropathy and muscle disorders. 

“Some patients with stroke develop seizures and sometimes seizure can mimic stroke symptoms. We can perform testing like the EEG or longterm brain rhythm monitoring to accurately diagnose seizures and treat the patient appropriately,” said Dr. Kumari.

Before 2023, patients having seizures who required an EEG after hours or on weekends would have to wait for an EEG technician to be called into the hospital.  Today, St. Joseph’s Health Hospital has partnered with Ceribell, an EEG Point of Care company. Electrodes are attached to a headband which can easily be placed on a patient and providers can see results within two minutes.

“This is breakthrough technology, and we have it available 24/7,” said Dr. Saada. “Many patients are waiting as long as two to three months to receive these neurophysiology services at other facilities.”

Access to Care Around the Clock

St. Joseph’s neurologists are available 24/7 to assess inpatient and emergency department patients. Outside of normal working hours, a Tele Stroke program uses telemedicine through HIPA compliant software solution, Jabber. Neurologists virtually assess patients in as few as four to five minutes. The availability of this technology not only expands the reach of stroke care, but also ensures that neurologists can provide high quality care without being overwhelmed, sustaining the program’s effectiveness and efficiency.

St. Joseph’s Health Hospital also partners with Upstate University Hospital to assist with covering this service outside of normal working hours, as well as providing mechanical thrombectomy if the patient has a large enough clot preventing blood from getting to the brain (only necessary in about 10% of stroke patients).

“We collaborate with the Comprehensive Stroke Centers at Crouse and Upstate in case of an occlusion,” said Dr. Shah. “They are our partners and at the end, the ultimate goal is excellent patient care.”

Since October 2018, regional hospitals have been able to rapidly airlift emergent cardiac and stroke patients directly to St. Joseph’s Health Hospital’s helipad. The St. Joseph’s Health CareFlight program significantly reduces transit time, ensuring patients receive world-class care as quickly as possible, thereby greatly enhancing their chances of positive outcomes.

“Our expert team can treat patients from surrounding counties who are facing life threatening stroke and cardiac emergencies much faster than if they were transported by ambulance,” said Price. “Every minute a stroke remains untreated results in the loss of millions of brain cells. By slashing transit time, we ensure patients receive world-class care at the earliest possible moment, dramatically enhancing their chances of a favorable recovery.”

Investment in Stroke Education and Training
Scott Ward, Clinical Program Director of the Stroke Care Program, delivers stroke care training and education, especially for new nurses on the dedicated stroke unit. Course offerings include how to call a Code Stroke, identifying neurological deficits, administering tenecteplase, understanding ischemic vs. hemorrhagic strokes and their treatment, and using the NIH Stroke Scale to assess patients and relay this information to the  neurologists.

“Allocating time for nurses to  receive specialized education on stroke care is a priority,” said Ward. “This ensures that the nursing staff is well-versed in the latest stroke care protocols and techniques, enhancing patient outcomes.”

As a Primary Stroke Center, St. Joseph’s also works to educate members of the community on identifying the signs of stroke. 

“Stroke is preventable,” said Ward. “But people have to know what to look for.” Stroke can present with classic symptoms and an easy way to remember common stroke symptoms is using the acronym

“BE FAST.”
B = Balance: sudden loss of balance.
E = Eyes: Sudden loss of vision.
F = Face: Facial asymmetry or numbness on one side of the face.
A= Arm: Weakness or numbness of one arm or leg.
S= Speech difficulty: Sudden change in the speech, slurred speech or word finding difficulty.
T= Time: Time is important for stroke care; call 911 immediately if any of the above neurological symptoms develop.

Other symptoms which may not be easily recognizable include headache, dizziness, blurring of vision, confusion, and a change in level of consciousness. “Even if there is the slightest suspicion of a stroke, you have to immediately seek medical attention,” said Dr. Shah. “I have seen cases where a patient’s speech is impaired, but they waited for two to three days to seek care. Or their arm is numb, and they think they slept wrong. As a society, we need to educate people, especially the older population, on what to look for and the importance of not delaying treatment.”

Outpatient Care in a Convenient Location
With the establishment of an outpatient neurology clinic in Camillus, Drs. Saada, Kumari, and Shah see patients very soon after they’ve been released from the hospital. They also provide 

treatment for a variety of other neurological conditions such as Alzheimer’s disease, amyotrophic lateral sclerosis, concussion, migraine, epilepsy, multiple sclerosis, Parkinson’s disease, and myasthenia gravis.

“The clinic benefits both our program and our patients,” said 

Dr. Shah. “We educate them on their condition and provide them with care in a comfortable, compassionate setting. Our patients are treated with kindness and care, and we are completely focused on their needs. When they leave their appointments, they understand their conditions and the treatment plan better. This goes a long way in ensuring their long term health.”

One of the most rewarding aspects for the neurologists is the ability to follow up with their patients post-stroke and see the results of their rapid response in the hospital.

“The best thing about our stroke program is when you see a patient after they have had a stroke and there is no disability because someone made the decision to give them clot busting medication,” said Dr. Shah. “I had a patient in his late 40s who had a significant stroke and his left side was compromised, but with PT and OT, he is back to 80%. Now he is thinking of going back to work. It is very fulfilling to see that.” “I am so proud that our team works incredibly well together and provides such excellent care to our patients,” said Dr. Kumari. “It’s very rewarding to know we are helping so many people live long, fulfilling lives.”

As the program grows, St. Joseph’s Health plans to add a physician’s assistant to the team.

“Our vision is a world where the devastating impact of stroke is minimized through excellence in care, compassionate education, and a relentless pursuit of better outcomes,” said Dr. Saada. “We are not just treating conditions, we are caring for individuals, supporting families, and educating communities to recognize and respond to strokes.”

Drs. Saada, Kumari and Shah are accepting referrals for patients with any neurological concerns. Call (315) 833- 9901.

For air transportation for emergency cardiac and stroke cases, regional hospitals may call the St. Joseph’s Health Hospital Transfer Center at 315-726-6120.

Paramedicine: Creating a first line of access and follow-up in our communities

By: Kathryn Ruscitto, Advisor

Definition: “Community paramedicine is a relatively new and evolving healthcare model. It allows paramedics and emergency medical technicians (EMTs) to operate in expanded roles by assisting with public health and primary healthcare and preventive services to underserved populations in the community.” Rural Health Information Hub

Recently I wrote about new models developing in primary care. From telemedicine to urgent care, access for certain conditions can be met as an adjunct to the traditional primary care physician .

Paramedicine has been developing in many states since 2009. Every community has different needs, and Paramedicine programs look different from community to community.

What these programs have in common is identifying what will help the existing health care system in that area by addressing unmet needs.

A scan of existing programs suggests common focus areas include:

  1. 911 triage to prevent dispatching an ambulance crew.
  2. Chronic Care management in the home, in collaboration with home care, hospice, health departments or primary care practices.
  3. Preventing readmissions or ER visits by offering some chronic care education services in the home and facilitating communications with providers.
  4. Helping patients get to the right setting and identifying resources to support them.
  5.  
  6. Supporting the frail elderly in remaining at home with extra support.

In NYS there are pilots underway to look at Paramedicine as part of the health landscape. In others states these programs have long been a successful part of health care. Florida in particular has a compete manual for ambulances to approach certification and to train ALS paramedics.

The current demonstrations in NYS were funded by the Mother Cabrini Health Foundation, awarding grants to the Iroquois Association and the NYS Home Care Association. These pilots are about to expand from three to six. They have worked best in areas where a champion within the department takes lead in the community collaboration. Gary Fitzgerald the CEO of Iroquois notes, “EMS providers can be used more effectively in our communities.”

I spoke with the pilot in Jefferson County that is working in collaboration with their Health Department and home care agency. Paul Barter, the Jefferson County EMS Director was enthusiastic about the impact of their pilot program in Jefferson County. He stressed how excited his providers are in helping patients better understand their disease, medications, and have a better quality of life. A review of their data tells them they are reducing calls to 911 and transports to emergency rooms.

These pilots are particularly important in areas where primary care has contracted, or the local ER has closed. Workforce shortages have also hit Ambulance Corps and foundations and the Health Department should look at investments and incentives to help EMS providers expand through Incentives, including scholarships and tax credits.

There are so many positives to community based care in improving health outcomes. Paramedicine is one part of a growing system of options for communities to consider. The NYS Health Deportment should make these programs a permanent option in the NYS Healthcare landscape.

References:

https://www.ruralhealthinfo.org/topics/community-paramedicine

https://www.flexmonitoring.org/sites/flexmonitoring.umn.edu/files/media/bp34.pdf

https://paramedicnetwork.org/mce/

https://emsa.ca.gov/community_paramedicine/

https://www.iroquois.org/

Kathryn Ruscitto, Advisor, can be reached at linkedin.com/in/kathrynruscitto or at krusct@gmail.com

 

Velocity Clinical Research Syracuse Our focus on Alzheimer’s Disease Research

Robert C. Cupelo, MD, Principal Investigator

Estimated to currently affect over 6.2 million Americans and expected to increase as the population ages, Alzheimer’s disease is a devastating illness, not only for patients, but also for their family and caregivers. In addition, the condition disproportionately affects underserved medical communities, including low-income populations and people of color, who tend to be diagnosed later in the disease and often find it more difficult to obtain medical care and support. Despite this large prevalence and years of study, there are still very few effective options available for treatment.

Velocity Clinical Research in Syracuse started as Clarity Clinical Research in 2017 with the mission of advancing the study of diagnostic tools, preventative measures, and therapeutic options for people, not only with Alzheimer’s disease, but also at high risk of the disease. Although we have since expanded into other clinical areas, including fatty liver disease, metabolic and cardiovascular conditions, and vaccines, our focus on advancing the understanding of Alzheimer’s disease remains a core passion of our site. Over the past seven years we have completed or are currently conducting 16 studies involving these aspects of Alzheimer’s dementia.

In 2022, Clarity joined Velocity, an international organization committed to optimizing the clinical research process by improving collaboration between research study sponsors and clinical sites, and by streamlining and supporting the performance of studies at those sites. At that time, we moved to new facilities at Crouse Medical Building at Brittonfield in East Syracuse. This allowed us to grow and diversify. An accommodating and close knit staff, including study coordinators, research assistants, pharmacy technicians, and nurses work together to enhance the experience of participating in clinical research. Studies are closely monitored by our investigators, including physicians, Dr. Robert Cupelo and Dr. Barbara Connor, along with Dr. Nathan Hamm, DC, FNP-C and Joanne Speicher, FNP-C, all of whom have many years of clinical experience, along with deep roots in the Central New York medical community. Participants in our studies universally find involvement in clinical research at our site to be not only interesting and fulfilling, but also a very pleasant experience.

Current studies underway at Velocity Syracuse include an oral medication meant to disrupt the formation of beta amyloid and other disease promoting elements in the brain, a non-medical treatment involving daily gamma frequency audiovisual stimulation, and investigational medications for Alzheimer’s patients with agitation which are potentially safer than those currently used. We also have an upcoming study involving a next-generation anti-amyloid antibody infusion for early-stage disease. Finally, in another study, we are seeking people both with and without Alzheimer’s disease who have a life expectancy of less than one year to help validate a next generation PET scan tracer for the tau protein which accumulates in patients with Alzheimer’s disease. This tracer has potential to accurately diagnose the condition earlier in the course of the condition so that therapeutic options can be started sooner and be more effective. We continue to actively search out more study opportunities.

Velocity provides a high quality of care, delivered with compassion and kindness, while advancing the knowledge of medicine through research. Our vision is to improve lives by making clinical research more accessible to all, including communities traditionally underserved, their caregivers, and the medical community charged with their care. We work to achieve our goal to be a recognized strategic option for care in the Central New York healthcare community.

To stay updated on the latest studies and how they align with your patients’ needs, you can reach us at 315-760-5905 or velocityclinical.com.

New Leadership Continuing the Vision for Syracuse Community Health

By Elizabeth Landry

2024 marks the start of another new chapter for Syracuse Community Health, with Ofrona Reid, MD, MBA, MS taking the helm as Interim President and CEO this past January. Reid was previously the Chief Medical Officer at Oneida Health, having re-located to Oneida from the Bronx, where he grew up. His experiences in his youth have contributed to his sense of passion for leading Syracuse Community Health, a vital health care organization in Central New York that serves those who are uninsured, disadvantaged or who face other obstacles to receiving quality healthcare.

“Growing up in the same type of community with similar struggles, barriers and exposures gave me a sense of what’s needed in the greater Syracuse community, as well as the desire to really make a change,” Reid said. “My ultimate passion and vision are to design and deliver a high-quality care model that focuses on providing health equity to patients who unfortunately are vulnerable and under-served in our community.”

Reid and the leadership team at SCH have laid plans for several initiatives aimed at increasing access to quality healthcare for the impoverished communities in Central New York. SCH will be expanding the Quick Care center to increase walk-in access for patients. According to Reid, these walk-in services are critical to the goals of the organization.

“If we have a patient coming into Quick Care for foot pain, for example, we can screen them for other underlying conditions like high blood pressure or diabetes, and then tunnel them to a primary care provider for further care. This process allows us to identify and help close health care disparities in the community,” Reid explained.

Related initiatives involve collaboration with other community-based organizations. To help address food insecurity, SCH is working with the CNY Food Bank to distribute 200 boxes of fresh produce each month, available to anyone in the community. A collaboration with Food Access Healthy Neighborhoods Now, or FAHNN, as well as the Mary Nelson Program, will also help SCH alleviate the food desert in Central New York. Additionally, SCH will be partnering with Brady Market to offer a café space in the new building at 930 South Salina Street, offering fresh, healthy food options for patients and staff alike. The team at SCH also has plans to partner with Catholic Charities, the Rescue Mission, and Dr. David Lehmann from Upstate Hospital to help provide quality health care to the sheltered and unsheltered homeless population in Syracuse.

Helping to achieve the vision for SCH this year is the executive team made up of John Milligan, Chief Financial Officer and Jessica Yoxall, Chief Operating Officer. According to Reid, one of the most important requirements for achieving the goals laid out in 2024 and beyond is a strong, supportive leadership team. “Without my staff and clinical teams, there’s no way I’d be able to go after my vision for the organization,” Reid said.

Certainly, this emphasis on teamwork also resonates with the executive leadership team at SCH. “What I enjoy most about working at Syracuse Community Health is our team,” said Yoxall. “Everyone at SCH has a shared vision to provide high-quality care to improve health outcomes for the patients we serve. The employees at SCH are constantly going above and beyond to meet the needs of our patients and organization.”

With the team aligned on strategies for making material improvements in healthcare access in the community, even more changes are coming down the pike at SCH. Planned building expansions include a second Quick Care location, a new clinic on the Onondaga Community College campus and enhancements to the original SCH location at 819 South Salina Street. These developments will further improve patient experience as demonstrated by the brand-new, state-of-the-art location at 930 South Salina Street that recently opened in December of 2023.

“We are so proud of our new 930 building,” said Milligan. “It was specifically designed to enhance the patient’s experience. The natural lighting, open spaces and easy transitions between care areas really improve the patient flow and experience.”

Whether at the new building, the Quick Care center, in Syracuse elementary schools or in the streets of the community, the team at SCH will continue to focus on achieving healthcare equity for all.

“I really feel that if we’re going to close the healthcare gap, we can’t sit back and wait,” explained Reid. “We’re going to make the necessary moves to close the gap and bring high-quality healthcare to those who need it the most.”

Auburn Community Hospital (ACH) is the First in the U.S. to Implement Abbott’s Newest & Most Advanced Laboratory Technology

Auburn Community Hospital (ACH) is the first institution in the United States to integrate Abbott’s Alinity h‐series into the ACH Core Laboratory. This cutting‐edge hematology automation system is set to transform the capabilities of the Auburn Laboratory. The new system will facilitate the seamless measurement of complete blood counts, a crucial healthcare test widely ordered for patients.

In addition to conducting complete blood counts, this new system will have significant benefits for our physicians and patients allowing for increased specificity in the screening of numerous disorders such as infections, anemia, immune system diseases, and blood cancers. Not only will the Lab offer complete blood counts but will do this with increased accuracy, speed, and efficiency, and places the ACH Core Lab on the level of the largest and most prestigious healthcare institutions and clinical laboratories in the world.

The ACH Laboratory has been working with Abbott on securing this new technology for over two years and has a long and established relationship with Abbott. The ACH Core Lab has been recognized by the Joint Commission and the Department of Health for its high level of performance, including an exceptionally high volume of tests performed annually, and maintaining operations during the pandemic while carrying out thousands of tests and allowing necessary surgeries to continue, while keeping patients and employees safe.

This new system is particularly important to ACH because the hospital will open a comprehensive cancer center Spring 2024 and will be breaking ground soon for the Auburn Heart Institute. “These patient groups, known for their complex blood samples, pose challenges in analysis and this advanced technology promises enhanced accuracy and efficiency which will allow for healthcare professionals treating cardiology patients or cancer patients better data to care for patients right in our own backyard,” stated Ronald Kirshner, MD, and Chair of the Auburn Heart Institute.

Dr. John Riccio, former Chief Medical Officer and Lab Director says, “This is truly an innovation that we’ve been waiting on for a long time.  For Abbott to choose us to be their partner in release of this new technology is phenomenal.”  This new system was approved by the U.S. Food and Drug Administration (FDA) in August 2023.

Neal Nash, managing director for Abbott shared, “Our longtime partnership with Auburn made for the right choice to unveil the next line of laboratory technology.  When you launch something new, it’s the first time you’re doing it and you’re installing the first one, you want to make sure you’ve got the right partner who is going to work with you hand-in-hand who’s going to make sure it’s going to go very well.”

By securing this latest technology the ACH Lab will have the capability to process 119 CBCs per hour, and the Alinity HS slide maker stainer automates and standardizes the formerly manual blood smear creation process. This innovation holds particular significance in labs where time, resources, and staff are under strain. The Abbott Alinity systems are also designed for efficiency, conducting more tests in less space, delivering faster test results, and minimizing human errors—all contributing to improved care for a greater number of patients.

Dr. James Syrett, Auburn hospital’s chief medical officer, provided an example of a patient who requires regular blood transfusions. “Using the old system, this patient would need to wait two hours for results before receiving the transfusion. Now, with Abbott’s Alinity h-series technology, the results will be available in 20 minutes.” 

“This investment by ACH is significant because it is another example of how a rural community hospital can be a model for other institutions who are committed to offering the best care for patients. Our lab, now equipped with cutting‐edge technology, empowers physicians with swift and accurate information, facilitating timely communication with patients eagerly awaiting results,” affirmed Scott Berlucchi, President & CEO of ACH.

John Bagenski, Technical Director of the ACH Core Laboratory, expressed excitement, stating, “We are thrilled to be the inaugural laboratory in the country integrating this state‐of‐the‐art hematology testing technology. ACH and Abbott share a longstanding commitment to enhancing patient care at every life stage. With the implementation of the Abbott system in Auburn, we are positioned to elevate the standard of quality care in our community and across New York state.”

Jessica Giacona, ACH Core Laboratory Supervisor stated that “Securing this new system is humbling because we are the first laboratory in the country to integrate this technology into our facility, and it is meaningful recognition of the quality of our lab and the amazing team that works here.”

Bagenski, Giacona, and the team collaborated with Abbott for several months, seamlessly integrating the new system into the ACH lab and undergoing comprehensive training on the Alinity‐h system at Abbott’s Training Center in Dallas, Texas.

Auburn Community Hospital (ACH) is a not‐for‐profit, 99‐bed acute care facility with a mission to provide compassionate quality care to our community. ACH is the sole provider of acute and general hospital services in Cayuga County and the surrounding areas located in the Finger Lakes region of Central New York including one of the highest rated 80‐bed Long Term Care and Rehabilitation Center in the state.

Call Out:

Auburn Community Hospital – Core Lab

 

  • First in the U.S. to be Awarded Abbott Laboratories Newest & Most Advanced Laboratory Technology. (Alinity-h)
  • Offer complete blood counts with increased accuracy and efficiency.
  • Increased specificity for the screening of numerous disorders including infections, anemia, immune system diseases, and blood cancers.
  • Places the ACH Core Lab on the level of the largest and most prestigious healthcare clinical laboratories in the world.

When to Report a Potential Medical Malpractice Claim: Protecting Yourself and Your Practice

by Jenn Negley

Peace of mind is paramount for healthcare providers. However, some physicians hesitate to report potential medical malpractice claims to their insurance carriers for fear of jeopardizing their coverage. This article aims to clarify the importance of timely reporting and dispel common misconceptions.

Understanding “Claims-Made” and “Occurrence” Policies and Incident Triggers

With a claim-made policy the carrier defends incidents reported during the policy period, even if the incident itself occurred earlier (within the retroactive date). Crucially, both the incident report and the claim itself must happen while the policy is active.

An Occurrence policy protects you from any incident that “occurs” during the policy period, regardless of when a claim is filed. Meaning, the carrier you are insured with when the incident occurred covers you for the claim and is who you need to report to.

Why Early Reporting Matters

Delaying an incident report can have serious consequences. If a potential claim later materializes, the insurer may deny coverage due to non-disclosure. Even when switching insurers, a past unreported incident could negatively impact future coverage options.

What is an Incident? What is a Claim?

An incident is any event that could potentially lead to a future claim. This includes situations causing injury, potential injury, or even dissatisfaction with a service. Claims come in two forms: formal and informal.

  • Formal claims: Receiving a legal document, a demand letter from an attorney, or even a seemingly innocuous request for medical records by a patient’s lawyer (unless unrelated to your care).
  • Informal claims: Verbal threats of litigation, requests to waive fees, or patient harassment.

Examples of Incidents to Report:

  • Patient deaths
  • Birth injuries
  • Serious injuries
  • Disfigurement
  • Loss of limbs
  • Sensory impairment
  • Verbal threats
  • Patient family harassment

Additional Reporting Recommendations

Report any instance involving:

  • Demands for money
  • Legal threats
  • Lawsuits naming you
  • Notices of intent to sue
  • Requests for arbitration or depositions

Protecting Yourself After Reporting

Once you report an incident, communication is key:

  • Only discuss the case with your claims manager, a lawyer representing you, protected peer-review attendees, or your spouse.
  • Never alter medical records, even for seemingly minor corrections.
  • Do not include claim correspondence in patient records.
  • Maintain copies of all claim-related documents in a secure location.

A Word on “Background” Interviews

Be wary of requests from plaintiff attorneys to discuss a case you’re not directly involved in. These seemingly casual interviews can be traps leading to future lawsuits against you. Always contact your insurer and request legal representation for such inquiries.

By understanding reporting requirements and taking proactive steps, healthcare providers can protect themselves and ensure their medical malpractice insurance provides the valuable protection they deserve.

For more information, please contact Jenn Negley, Vice President, Risk Strategies Company at 267 251-2233 or JNegley@ Risk-Strategies.com.

Sidebar:

Risk Strategies, National Health Care malpractice team by the numbers:

  • Supports over 6,000 clients representing over $200,000,000 in physician premiums.
  • Representing every major medical malpractice insurance carrier in the market. In New York, we represent MLMIC, EmPro(PRI), The Doctors Company (TDC), HIC, MedPro RRG, Coverys RRG, ProAssurance RRG, TDC RRG, AMS RRG.
  • Specialists with over 25 years’ experience in medical malpractice insurance
  • Programs designed for independent physicians and self-insured programs as well as large practices and hospitals.

New Rule to Determine Worker Status Under the Fair Labor Standards Act

by Allison B. Cherundolo

A new final rule from the United States Department of Labor (“DOL”) went into effect on March 11, 2024 that changes how to determine whether a worker is an employee or an independent contractor under the Fair Labor Standards Act (“FLSA”). Rescinding the 2021 rule under which two key factors – control over the work and opportunity for profit or loss – carried greater weight, the final rule applies a six-factor test to ensure that an employer’s classification of its workers complies with the protections of the FLSA, primarily appropriate minimum wage payments and entitlement to overtime.

The six-factor test applies a “totality of the circumstances” analysis of the “economic realities” of the work relationship meaning that each factor is weighed equally on a case-by-case basis. The DOL has stated that its intent is not to give one factor a predetermined weight over the others. Thus, no single factor listed is determinative.

The following provides an overview of each of the factors that must now be considered in classifying workers as employees or independent contractors.

  1. The Opportunity for Profit or Loss for the Worker

When evaluating the opportunity for profit and loss, an employer should consider facts such as whether the worker determines or can meaningfully negotiate the charge or pay for the work provided; whether the worker accepts or declines jobs or chooses the order and/or time in which the jobs are performed; whether the worker engages in marketing, advertising, or other efforts to expand their business or secure more work; and whether the worker makes decisions to hire others, purchase materials and equipment, and/or rent space. The more of these things a worker does the more likely it is that they would be determined an independent contractor as opposed to an employee.

  1. Investments of the Parties

This factor considers whether the worker’s investments “support an independent business and serve a business-like function, such as increasing the worker’s ability to perform different types of or more work, reducing costs, or extending market reach” – and how that compares to the employer’s investment in the business overall.

  1. The Degree of Permanency of the Work Relationship

A work relationship that is “definite in duration, non-exclusive, project-based, or sporadic based on the worker being in business for themselves and marketing their services or labor to multiple entities” would weigh towards classification as an independent contractor whereas a work relationship that “is indefinite in duration, continuous, or exclusive of work for other employers” would weigh in favor of classification as an employee.

  1. The Nature and Degree of the Employer’s Control Over the Work

When considering this factor, an employer should evaluate whether it sets the worker’s schedule, supervises the performance of the work,…explicitly limits the worker’s ability to work for others, uses technological means to supervise the performance of the work, reserves the right to supervise or discipline workers,…places demands or restrictions on workers that do not allow them to work for others or work when they choose [, and/or] controls economic aspects of the working relationship…, including control over prices or rates for services and the marketing of the services or products provided by the worker. The more control an employer exercises over a worker the more likely this factor will favor classification as an employee as opposed to an independent contractor. Notably, control within legal requirements for safety, quality, and customer/patient standards may not necessarily dictate an employer-employee relationship.

  1. The Degree to Which the Work is an Integral Part of the Employer’s Business

This factor considers not whether the worker is an integral part of the organization, but whether the work being performed is “critical, necessary, or central” to the company’s primary business. The less critical the work is to the organization, the more likely this factor favors classification as an independent contractor.

  1. The Worker’s Skill and Initiative

The final factor focuses on the worker’s use of specialized skills. Where “those skills contribute to business-like initiative” this factor will favor classification as an independent contractor. However, where workers rely on the company for training to perform the work this factor will favor classification as an employee.

Allison Cherundolo is a partner at CCB Law, a boutique law firm focused on providing counsel to physicians and healthcare professionals. She can be reached at 315-477-6282 or acherundolo@ccblaw.com.

Thirty-five years and Growing

What’s next for CPS Recruitment? Strong presence in advanced manufacturing

By Martha Conway 

CPS Recruitment was founded in 1989 by Laurie Liechty under the names Contemporary Personnel Staffing and Professionals Incorporated. These companies were joined under the name CPS Recruitment in 2015. When Liechty was preparing to sell the business and retire, she approached Susan Crossett about doing some consulting work for her to help prepare for the transition. This consulting opportunity brought their relationship full circle, since Crossett’s first professional job out of college was in staffing and recruitment. She began her career as a recruiter at the J.W. Willard agency, hired by Liechty herself.

Crossett was born, raised, and educated in Central New York. A graduate of C.W. Baker in Baldwinsville, she earned her bachelor’s degree in political science and a master’s degree in public administration from Syracuse University. For the past four years, she has been the leader of CPS Recruitment headquartered in Liverpool, which is celebrating its 35th anniversary this year.

Crossett worked in recruitment for about 18 months before taking a position with Associated Builders and Contractors (ABC). While at ABC, Crossett honed her lobbying skills representing contractors’ issues before the state Legislature. From there, she continued her lobbying career working for the Manufacturers Association of Central New York (MACNY). As a result of her legislative work on Workers’ Compensation issues, Crossett was then appointed to serve as the First Special Assistant to the Workers’ Compensation Board Chairman. Building upon her lobbying career, Crossett transitioned to Carrier Corporation, representing the company in the states where Carrier had manufacturing facilities. Working closely with Niagara Mohawk on a new electric supply contract for Carrier led to her being recruited to work for Niagara Mohawk, heading up their government affairs department. Crossett had several roles at National Grid, ultimately as the officer responsible for U.S. economic development and community investment. After leaving National Grid, Crossett worked for the Sisters of Saint Francis of the Neumann Communities overseeing their incorporated ministries, including hospitals and long-term care facilities among others. She also consulted on energy matters for clients of Harris Beach, LLC.

Crossett did her homework during the consulting project with Liechty, saw the long-established business as a good turnkey investment and put in a successful offer against other contenders. She took the helm of CPS Recruitment Jan. 4, 2020 – right before the COVID lockdown.

“We had just had the best month in the history of the company,” Crossett said. “Then COVID hit, and the state mandated the vast majority of our clients to shut down operations. Our business experienced an immediate slowdown and companies stopped hiring.”

Through perseverance and tenacity, Crossett and her team made sure CPS Recruitment recovered. She expanded the business, adding staff to locations in Buffalo, Binghamton, Washington, D.C., and Charlotte, N.C. Over the years, the firm has grown to 30 people.

“We are a local company supporting local businesses while also growing outside of our region,” she said, explaining that CPS Recruitment also serves national clients.

“I can’t take a lot of credit for building the team,” Crossett said. “The team was in place when I bought the company. It’s one of the reasons I wanted to buy it; I felt it would be a nice fit for me. There are people with more than 20 years of history here, and the average length of employment among our employees is greater than 10 years.”

She said the reason the team is so successful is their commitment to clients and candidates, and she is doing whatever she can to cultivate that environment.

“Letting team members have the ability to do what they do best is the most important thing I can do,” Crossett said. “We set goals together, then I let them go.”

Crossett gives her staff the support and tools they need to do their jobs and provides a flexible hybrid work environment allowing for work-life balance.

Crossett said she embraces a collaborative leadership style. She is transparent about acknowledging areas that aren’t her strength and relies on her partnerships with her team – as well as industry colleagues – to help her promote an atmosphere of continuous learning and growth. She said she has held ‘team mix-up’ events where different staff are grouped together to brainstorm ideas for continuous improvement.

“They came up with some really great ideas, decided what they wanted to accomplish and developed plans for how to go about it,” Crossett said. “Everyone works very well together.”

Crossett said that teamwork doesn’t just evidence itself in theory or tabletop exercises, either. She said CPS Recruitment has had a number of situations where clients needed to ramp up staffing levels in a very short span of time.

“Rather than the client needing to hire additional human resources staff to fill hundreds of positions, our team bands together and works to get it done,” she said. “We all work to consistently exceed client expectations and satisfy their growth needs.”

Crossett said there is tremendous satisfaction in not only supplying staff to meet employers’ needs, but also in helping a wide array of people to find jobs.

“From placing a senior vice president to helping someone find their very first job – we work with a lot of new Americans to help them find jobs,” she said. “It’s incredibly gratifying.”

CPS Recruitment searches for potential candidates for short- and long-term temporary assignments as well as direct hires; their areas of expertise include software and hardware engineers, accounting professionals at all levels, supply chain professionals, administrative and call center roles, IT, technology and engineering, project management, supply chain, healthcare, warehouse fulfillment and manufacturing positions from production to senior management.

Crossett said she is bullish on the future of the region, as manufacturing is making a big come-back.

“We have already begun growing our specialized vertical in advanced manufacturing,” she said. “We have always served the manufacturing industry, but we are preparing additional dedicated recruiters – getting them the information and training they need – to focus on this specialty. I can’t emphasize enough the need for more workers in our region so we can match talent needs with skills needed.”

CPS Recruitment uses a variety of strategies to find the specialized staff they seek.

“We attend and host job fairs, connect with job-training programs, do extensive networking and sourcing, utilize all the major job boards and niche sites, such as ThisisCNY.com, and post to the major social media outlets, including Facebook, Instagram and LinkedIn,” she said.

Partnering with CPS Recruitment provides employers and employees with the opportunity to ensure a good fit before either party commits to permanent employment.

“We can also provide help for project work,” Crossett said, “and these employees work until the project is done. This is an ideal situation for people who only want to work for a limited time, or, say, only want to work winters. There are professionals who may want to work on certain projects that can expand their resume, but not necessarily commit to a single company and doing the same thing for many years.”

CPS Recruitment, through relationship-building and team development, has cultivated a network of long-term relationships that has positioned them as a trusted partner to their clientele.

“One of the ways we do this is by really listening to our clients’ needs,” Crossett said. “We take the time to truly understand the nuances of the job, and we do the same thing for potential employees. We work with firms of all sizes, and they appreciate that we are all trying to do a good job for them. Being here 35 years later, we must have gotten a lot of things right.”

Crossett believes there are clients who are familiar with one facet of what CPS Recruitment does but aren’t aware of the other services they provide.

“Professional staff may not know we do temporary and contract work.” she said. “There are a lot of different aspects of the business. We pride ourselves in being partners with our clients and candidates, rather than just having transactional relationships. Our efforts to be an extension of the team on the client side and to truly partner with candidates has served us very well, and if we don’t have anything that seems like a good fit on one side or the other, we’re honest about that and tell them we’ll keep looking. These efforts cultivate the relationships that truly set us apart from others.”

For more information, call 877.457.2500 or visit cpsrecruiter.com/.

Embracing Growth Together:

Empowering Talent and Embracing Opportunities in CNY Manufacturing

Meghan Durso, Senior Human Capital Manager, TDO

In Central New York (CNY), the manufacturing industry isn’t just a sector; it’s the heartbeat of our community, pulsating with endless possibilities for those seeking meaningful careers. Yet, amidst the bustling production lines and innovative technologies lies a treasure trove of untold opportunities waiting to be discovered.

Did you know that right here in CNY, millions of gallons of life-saving cancer drugs are crafted, alongside the assembly of luxurious 24k gold elevators? Every night, two million pounds of food journey from Syracuse to nourish countless families. And that’s just the tip of the iceberg. From cutting-edge military technology to the meticulous craftsmanship of electronic components, our region is a hub of excellence and innovation.

What sets us apart, however, isn’t just our impressive output—it’s our people. Our talent pool thrives on innovation and a commitment to quality, shaping not only the present but also laying the foundation for our future successes.

As we navigate the evolving landscape of manufacturing, it’s crucial that we adapt our approach to talent acquisition and development as well. Here are some key strategies I’ve observed leading to success:

Fostering Genuine Connections: Beyond conventional interviews, it’s essential to foster genuine connections with candidates. By offering insights into our facilities, allowing job shadowing, and engaging in meaningful discussions, we can ensure alignment not just in skills but also in values and purpose. Remember, hiring is not a race; it’s a journey of discovery, where investing time and intentionality pays off in the long run.

Cultivating Loyalty: In a world where job insecurity looms large, transparency and support are paramount. By openly communicating growth plans and investing in skill development, we can create an environment where employees feel valued and committed for the long haul. Let’s aim not just for a workforce but for a community of dedicated individuals who see their future intertwined with ours.

For more information on this topic, please contact Meghan Durso, Senior Human Capital Manager, TDO at Meghan@tdo.org or visit online at www.TDO.org to learn more about the services available at TDO.

 

 

Succession Planning…

Earl R. Hall, Executive Director – Syracuse Builders Exchange

Succession planning is never easy and generally not a topic construction industry employers want to think about – until they have to.  In my tenure as Executive Director of New York’s largest construction industry Association, I have assisted employers during their succession planning exercise, which has provided perspective on our members and what options they evaluate as they prepare to assure their business continues. 

Hanging up one’s hard hat for the last time should be a rewarding experience.  Whether you are a business owner, superintendent, foreman or journeyman, reflecting on your career and the industry you leave behind will generate a wide range of emotions.  For business owners, knowing you have a succession plan will provide peace of mind, financial security, and a sense of accomplishment, especially if family is involved in the plan.

Professionals such as accountants, attorneys, bankers, and investment advisors should be engaged during the due diligence process.  Obtaining professional advice is essential in developing a plan, identifying potential options, and avoiding unforeseen issues which might adversely impact the execution of a succession plan.   Additionally, such advisors will help one navigate how to implement the succession plan and what role, if any, the business owner will have during and/or after the transition.

Understanding the assets and liabilities of the business is essential, keeping in mind the company’s greatest assets may be the leadership team and employees.  Identifying potential successors to transition the business in many cases comes from within, so explore such options with those within the company, including employees and family members.  Communicating with those employees and/or family members will provide valuable feedback relative to interest in exploring a succession plan.  From there one can determine whether or not a business consultant or broker may be necessary to identify additional external options.

When to begin exploring a succession plan may vary depending on a range of unique facts and circumstances, so developing a plan with an adequate time frame is essential to obtain goals and objectives.  Planning for the unexpected is being proactive, so working with the company’s executive leadership team, family members and professionals will provide an initial strategic road map for the future.  While there is no certain age to begin succession planning, one should always have at a minimum a business plan in place which would address the “unexpected” event that would impact the ownership of a business.

While the process of succession planning may be similar for all construction industry employers, those employers’ signatory to one or more construction collective bargaining agreements must be aware of potential issues.  Such issues may impact one’s ability to sell the business and/or transition the business to family members.

Union contractors will need to evaluate the termination dates of all collective bargaining agreements and determine how such agreement may or may not impact a succession plan.  Generally, in a business transition or new ownership situation, existing collective bargaining agreements are also transitioned to the new owners of the business, unless the agreements have been properly terminated. Obtaining advice from an attorney familiar with the construction industry and labor agreements will be critical to assist in the decision-making process.

In determining whether or not terminating one or more collective agreements is necessary to effectuate the succession plan, one should consider the impact of any employer withdrawal liability relative to a signatory union’s pension fund or funds.  Determining the employer’s unfunded withdrawal liability should be done by requesting the union pension fund actuary calculate the employer’s withdrawal liability in the event such is triggered by terminating the collective bargaining agreement.  This disclosure may impact the decision-making process or impede one’s ability to implement a preferred or potential succession plan.

Developing a succession plan can be an arduous exercise; however, it is necessary if the desire is to continue the business in the unlikely event of an unexpected matter or while considering retirement.  Surrounding yourself with a great support team of professionals and other invested individuals who care about the employer will pay dividends during the succession planning process.