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The Upstate Foundation Celebrates 50 Years of Mission-Driven Fundraising and Asset Management

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By Elizabeth Landry

Eileen M. Pezzi, MPA, Executive Director of the Upstate Foundation & Vice President for Development at Upstate Medical University

When the Upstate Foundation was established as a 501(c)(3) not for-profit organization in 1976, there was some confusion around its purpose and where support would come from.

“There were a lot of people who said, ‘Why are you going to do this?’ and ‘Who’s going to support you?’” said Eileen M. Pezzi, MPA, who’s served as Executive Director of the Upstate Foundation and Vice President for Development at Upstate Medical University since 1996. “It was people like our former board member, Bill Allyn, who was with Welch Allyn, and John Johnson of the Watertown Daily Times, who advocated very strongly. With their support and along with the other board members at the time, they decided to incorporate, and that’s how we began our existence.”

This year, the Upstate Foundation is celebrating 50 years of receiving and successfully administering gifts and bequests to benefit patient care, education, scientific research, and community health and well-being. The Foundation’s primary focus is to support the mission of Upstate Medical University, but it can also raise money for and make distributions to any qualified not-for-profit organization. Pezzi, the first female vice president at Upstate Medical University and Foundation’s third executive director – but first female – explained that through the many changes and milestones over the years, the Foundation has always focused on growth with the help of the staff, the board of the directors, and the community.

“We continue to focus on growth, and we’ve done some really significant things,” said Pezzi. “In 1985, we had 80 funds. Today, we have over 1,300. I think the growth in all areas at the Foundation has been historic.”

In 2009, the Upstate Golisano Children’s Hospital opened following the Foundation’s $21 million capital campaign, including a naming gift from Rochester billionaire philanthropist Tom Golisano.

MILESTONE CAMPAIGNS AND EVENTS

There are several early milestones Pezzi and executive board members pointed out as major moments of the Foundation’s growth and expansion. In 1979, a small campaign raised money for the Central New York Burn Treatment Center. A few years later, in 1983, the Foundation worked closely with Bristol Myers for a major gift supporting the creation of the Regional Oncology Center. In the mid-1980s, the Foundation started its first multi-year campaign raising money for Upstate’s Pediatric Intensive Care Unit (PICU), which lasted for three years.

Another big moment came in 1984 when the Foundation became a member of the Children’s Miracle Network (CMN). “That was another big early accomplishment. We had to apply, and they gave us a particular demographic area. That means that any CMN retail partner was now our partner. That was momentous for the Foundation,” said Pezzi, crediting former board member Eric Mower and former Foundation executive director Robert Vaccarelli. 

Donald A. Denton, emeritus member of the Upstate Foundation’s board of directors and chair of the board from 1998-2003, explained the process for another major milestone: the establishment of Upstate’s Joslin Diabetes Center in the late 1990s.

“We were given the challenge to raise a million dollars to have the Joslin name at Upstate. Eileen was given the charge for the Foundation and she and her team went right out and accomplished that,” said Denton, who is also retired from Hancock & Estabrook, where he was a managing partner. “A couple of directors were key: David Tye and Dodie Vlassis were the real spear headers on the board, along with Dodie’s husband Dean. The naming of rooms also really caught fire with the Joslin Center, and that type of fundraising spread rapidly.”

One of the most popular events the Upstate Foundation organized was the CNY Region Skins Game, a golf event that took place in 1999, 2000, and 2001. Many major golfers attended, including Arnold Palmer and John Daly.

“We had over 6,000 people attend the event, which I believe is the largest golfing event in Central New York to this day. We had great success, and it was just extremely popular. The Skins Game opened up the community’s recognition of the Foundation, and that has had a lasting impact,” Denton said.

More recently, campaigns and major naming donations facilitated by the Foundation supported the opening of the Upstate Golisano Children’s Hospital in 2009, the Upstate Cancer Center in 2014 and a gift from Sam and Carol Nappi to name the Nappi Wellness Institute in 2023.

“The campaign for the Cancer Center started with a $15 million goal, but Eileen and her team exceeded it by five million and raised $20 million. We had a couple of large naming gifts – George E. and Caryl Lee Johnson named the Radiation and Oncology Department, and the Jim and Juli Boeheim Foundation named the Stairway of Hope. 

The CNY Region Skins Games, hosted by the Upstate Foundation from 1999-2001, featured many notable golfers including Sally Dee, Arnold Palmer and Peter Jacobsen, attracted more than 18,000 spectators, making it the best attended golfing event in Central New York.

It’s a beautiful feature within the building,” shared Paul P. Mello, President and CEO of Solvay Bank, member of the Upstate Foundation’s board of directors since 2003, and board chair from 2010 to 2016.

More than $20 million was also raised for the Upstate Golisano Children’s Hospital, which Pezzi noted as one of the team’s most notable accomplishments. “That was the time when we got to meet Tom Golisano, and he has become an endearing friend. Every time I’ve ever asked him for anything for the kids, he’s said ‘yes’,” Pezzi shared. “He is very special to us.”

GROWTH AND CHANGE OVER FIVE DECADES

Today, the Upstate Foundation is largely self-supporting and manages assets totaling near $325 million – a huge leap from $25 million in assets in 1996. Other numbers demonstrate the massive growth the Foundation has seen over the years: 60-70 funds are opened each year; a staff of five in 1996 has grown to a team of 32 in 2026; about 100 named rooms and places 30 years ago has grown to over 1,100 namings today; in 1986, the Foundation raised more than $1 million for the first time and in 2024, a record-breaking year, $22.5 million was raised.

“From staff growth to programmatic growth, to the dollars that we’ve brought in, it all helps to not just meet our mission, but exceed standards and expectations,” Pezzi stated. 

J. Daniel Pluff, Managing Director, Financial Advisor, and Senior Portfolio Manager – Portfolio Focus at RBC Wealth Management, a division of RBC Capital Markets LLC, serves as assistant treasurer of the executive committee and chair of the investment committee on the Upstate Foundation’s board of directors, positions he has held since 2016. Pluff explained how the success of the Upstate Foundation has compared to other foundations in terms of investments.

“The numbers speak for themselves. For the last one-, three-, and seven-year periods we have ranked in the top 10% of our peer group of all foundations in our size range. That’s significant – for even longer periods, to be ranked in the top quartile is difficult,” said Pluff, adding that annualized returns have consistently been more than distribution, which helps ensure growth out of principal, meaning that funds will last into the future.

“We also work with an outside consultant,” Pluff explained, “who provides us with tremendous amounts of research that we use constantly.”

Alongside immense growth over the years, there have also been changes in the operational side of philanthropy, Pezzi explained. Giving cash or writing a check are no longer the most common ways donors give gifts – donor-advised funds, charitable gift annuities, stock transfers, and online mechanisms like PayPal and MobileCause have all become increasingly common. To keep up with these changes and technological advancements, the Foundation has had to adapt.

“Smart fundraising organizations need really good data people and computer gurus on staff to figure out how you can process all these gifts,” said Pezzi. “In fact, we’re working with Jeff Knass at Arcovo, an AI company, and we’ve hired our first AI employee. Her name is Lily. She helps with our acknowledgment letters while we’re home having dinner and resting until the next day. That’s one of the more notable changes we’ve made recently.”

One thing that hasn’t changed, Pezzi said, is the overwhelming generosity of the Central New York community. “Syracuse is one of the poorest cities in the country. But it’s also one of the most generous, compassionate, and caring cities. That hasn’t changed in 50 years.”

SUPPORTING THE COMMUNITY

Although the mission has expanded, remaining focused on raising funds for Upstate Medical University is also something that hasn’t changed for the Upstate Foundation. “Upstate offers quality patient care, great education, and groundbreaking scientific research. We’ve expanded our mission over the years, but we are in lockstep with everything Upstate Medical University does and we’re very supportive of everything it does,” stated Pezzi.

Expanding the mission of the Upstate Foundation has meant becoming more involved in the wider community in various ways. The needs of the community are largely what led to Upstate Medical University acquiring Community General Hospital in 2011 – an event which spurred the merging of Community General’s foundation with the Upstate Foundation.

The Foundation embraces the vital role it plays in supporting the groundbreaking research of Upstate scientists. Pictured are Eileen Pezzi and Thomas VanderMeer, MD

Eileen Pezzi, center, reviews financial documents with two members of her board’s executive committee, Paul Mello and Daniel Pluff.

Eileen Pezzi, center, praised the level of professionalism and expertise of her board members including Paul Mello, vice chair, and Rita Reicher, chair.

The Upstate Foundation was presented with the President’s Award for Team of the Year in 2010
and 2014.

The Upstate Foundation’s mission is committed to patient care, education, research, and
community health and well-being.

“When Upstate acquired Community General Hospital, it brought a lot of needed services over to the West side of the community. In typical Eileen fashion, she worked collaboratively with their board and with their foundation members to merge their foundation with ours seamlessly,” said Mello, adding that the Upstate Foundation has continued an event Community General was known for, now called the Upstate Towsley Pro- Am Golf Tournament, in honor of Bill Towsley, a former IBEW Local 43 business manager.

In 2014, the Upstate Foundation changed its status to a 501(c)(3) public charity, allowing it to support the wider community in more tangible ways. This was a change that Pezzi described as one of the most significant accomplishments of the Foundation, giving a lot of credit to the board for getting it done. Since then, the Foundation has raised and doled out funds to several community programs including the We Matter, He Matters and She Matters cancer prevention programs; Elmcrest’s three-week respite program for children; and Erin’s Angels, a food insecurity program in several local school districts.

WORKING TOGETHER FOR SUCCESS

Throughout 50 years of growth, change and accomplishments, one theme seems to consistently standout: the service and contribution of the people who make it all happen. The Foundation’s board of directors and staff all come together to support the organization’s mission, starting with the leadership at
the top.

“Eileen has this ability to pull people in the community together, getting us behind the cause and helping people understand how every dollar that’s raised has an impact, no matter how large or small,” said Mello. “It’s a pleasure to be on this board because it’s collaborative and it’s smooth-running, and it starts and ends with Eileen.”

Pluff also offered high praise for the board. “I’ve served on a number of boards. I have never served on a committee where the members are so engaged, so dedicated, and take their responsibilities so seriously,” he said.

Denton highlighted the involvement of people like Dr. Gregory Eastwood, past president of Upstate Medical University and current member of the board, who has served Upstate in various capacities and continues to make a difference.

“Dr. Eastwood is always there to assist in any way he can. He’s just a wonderful man. Dr. Mantosh Dewan, Upstate’s current president, has also been wonderful to work with,” said Denton.

Pezzi also expressed appreciation for the collaboration of Robert Corona, DO, CEO of Upstate University Hospital and Lawerence Chin, MD, Dean of the Norton College of Medicine. “Collaboration has made the last 50 years so successful and is the foundation upon which continued growth and success will be built for decades into the future.”

“I’m so proud of the board, with their level of professionalism and expertise, they’ve been so engaged in supporting everything we’ve done, and that breeds continuity and loyalty. The board has supported me and guided me every step of the way. I’m happy to have played a leadership role, but it’s really our board and dedicated, hard-working staff that have made everything happen.” Eileen M. Pezzi, MPA, Executive Director of the Upstate Foundation & Vice President for Development at Upstate Medical University

The Nappi Wellness Institute opened in 2023 with a naming gift from Sam and Carol Nappi of Jamesville.

CHANGING THE MINDSET OF EDUCATORS: The Importance of a Four-Year Construction Curriculum in Public High Schools

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By: Earl R. Hall, Executive Director, Syracuse Builders Exchange

A four-year construction industry curriculum in public high schools represents a strategic and forward-thinking investment in both students and the broader economy. For students who intend to enter the workforce immediately after graduation, such a program provides a structured pathway to sustainable, well-paying careers with excellent benefits, while addressing critical labor shortages across New York’s construction sector.

The construction industry continues to face a significant skills gap driven by an aging workforce and insufficient numbers of trained young professionals entering the trades. A comprehensive high school curriculum would supplement traditional courses such as math, English, science, social studies, etc.  In addition, by introducing students to construction fundamentals early we can progressively build their competencies over four years. Rather than viewing post-secondary education as the only viable path to success, this approach validates skilled trades as a respected and practical career option.

A well-designed four-year program should be aligned with student development. In the first year, students can explore foundational concepts such as safety protocols, basic tool usage, and an overview of construction careers. This early exposure is critical for helping students assess their interests and aptitudes. The second and third years can then deepen technical knowledge in areas such as carpentry, electrical systems, plumbing, blueprint reading, and construction technology. By the fourth year, students should be engaged in advanced, hands-on projects, internships, or cooperative work experiences with local contractors or trade organizations.

One of the most significant advantages of such a curriculum is its emphasis on experiential learning. Construction is inherently practical, and students benefit from applying theoretical knowledge in real-world scenarios. This hands-on approach not only reinforces technical skills but also cultivates essential soft skills such as teamwork, problem-solving, time management, and communication. These competencies are highly transferable and valued across all sectors of the workforce.

Additionally, integrating industry-recognized certifications into the curriculum enhances employability. Credentials in areas such as OSHA safety standards, equipment operation, or specific trade skills provide students with tangible proof of their capabilities upon graduation. Employers are more likely to hire candidates who can demonstrate both knowledge and certification, reducing onboarding time and training costs.

From an economic perspective, implementing a four-year construction curriculum strengthens local and regional labor markets. Communities benefit from a steady pipeline of skilled workers who are prepared to contribute immediately to infrastructure projects, residential development, and commercial construction. This is particularly important in areas such as central New York, which is experiencing extraordinary growth, which is anticipated for the next 20 years.  Workforce shortages can and often will delay critical projects such as those in the educational, commercial, medical, and industrial sectors, in addition to increasing project costs.

Equally important is the role such programs play in student engagement and retention. Traditional academic pathways do not always resonate with every student. A construction-focused curriculum offers a relevant and tangible learning experience that can re-engage students who might otherwise feel disconnected from school. By providing a clear link between education and career outcomes, schools can improve graduation rates and better serve diverse learning styles.

These programs also promote equity by offering accessible career pathways that do not require significant financial investment in post-secondary education. Students can graduate with marketable skills and no debt, positioning them for immediate income generation and long-term career growth. For many families, this represents a practical and attractive alternative to the rising costs of college.

A four-year construction industry curriculum in public high schools is not merely an educational enhancement, it is a workforce development necessary if central New York is to take advantage of the abundance of extraordinary economic

development opportunities, driven by the private sector. By equipping students with technical expertise, industry credentials, and real-world experience, such programs empower graduates to
transition seamlessly into meaningful employment and contribute important services to central New York. At the same time, they address critical labor shortages, support economic development, and redefine the value of skilled trades in today’s economy.

 

Preparing for the Next Phase of Growth

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By: James A. D’Agostino, CEO, MEP Center Director

Central New York manufacturing is entering a defining period. Across the region, manufacturers are seeing increased demand, new supply chain opportunities, and unprecedented investment flowing into advanced industries. Yet alongside these opportunities comes growing complexity. Workforce shortages, cybersecurity threats, digital transformation, quality expectations, and global competition are all reshaping how manufacturers must operate to remain competitive.

At TDO, we believe the companies that succeed in the remainder of 2026 and beyond won’t simply react to these changes, they’ll deliberately build the capabilities required to thrive in them. Our mission has always been straightforward: help Central New York manufacturers grow by strengthening their people, processes, and strategies. As the region’s Manufacturing Extension Partnership (MEP) center and a nonprofit consulting and training organization, we work hands-on with companies to drive operational excellence and cultural transformation so they can reach their full potential. But as manufacturing evolves, so does the way we support it.

Moving Beyond Projects to Performance

One of the biggest shifts we see is that manufacturers are moving away from isolated improvement projects toward long-term operational performance systems. Lean, Six Sigma, and continuous improvement remain powerful tools, but tools alone aren’t enough. Companies that truly excel build cultures where problem-solving, data-driven decision-making, and employee engagement become part of their daily operations.

That’s why our work increasingly focuses on helping organizations establish sustainable systems including daily management processes, leadership development, and workforce training that ensure improvements stick and continue to compound over time.

Turning Opportunity into Capacity

Central New York is poised to benefit from significant investments in advanced manufacturing, infrastructure, and emerging technology sectors. For many companies, the challenge isn’t whether opportunity exists, it’s whether they’re ready to seize it. Manufacturers must be able to scale production, meet stricter quality requirements, adopt new technologies, and strengthen their supply chain resilience.

TDO works side-by-side with companies to prepare for these moments of growth, whether through process optimization, plant layout improvements, quality system implementation, workforce development, or strategic planning. Our goal is simply to make sure companies are operationally ready when opportunity knocks.

Building the Workforce That Modern Manufacturing Requires

Technology is changing manufacturing, but people remain the most critical factor in success. The manufacturers that thrive in the coming years will be those that invest deeply in their workforce by developing leaders, empowering problem solvers, and building teams capable of adapting to new technologies and new markets.

From front-line training to leadership coaching, we help organizations equip their teams with the skills and mindset needed for continuous improvement and innovation.

A Regional Advantage

Manufacturing has always been a cornerstone of Central New York’s economy. Today, the region has a unique chance to strengthen that legacy by building a modern, resilient manufacturing ecosystem. TDO is proud to play a role in that effort by connecting manufacturers with expertise, resources, and funding opportunities that help turn plans into action.

But ultimately, the future of manufacturing in our region will be shaped by the companies willing to take the next step forward. If your organization is preparing for growth, facing operational challenges, or simply exploring what’s next, now’s the time to start the conversation. The manufacturers who prepare today will be the ones leading tomorrow.

TDO is a consulting and training organization based in Liverpool, NY. Our mission is to grow the local economy by helping Central NY manufacturers and technology companies drive operational excellence and cultural transformation to reach their full potential. TDO’s support of the local mission generated $265 million in economic impacts in the last contract period supporting jobs, investments, cost savings, and profitable growth. If you are an SMM and would like to talk further, TDO’s team is experienced and fully certified to help. Reach out today to learn more and schedule a free consultation!

Preparing Professional Services Firms for the Age of AI

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By K.C. Roberts

Artificial intelligence is no longer a speculative technology reserved for large tech companies—it is rapidly becoming a foundational tool across industries. For professional services firms—law, accounting, consulting, marketing, engineering—the implications are profound. AI is reshaping how work is performed, how value is delivered, and how clients evaluate expertise. Firms that treat AI as a peripheral experiment risk falling behind; those that approach it strategically can enhance efficiency, deepen client relationships, and unlock new revenue streams.

The first step in preparing for AI is shifting mindset. Many firms still view AI as a threat to billable hours or a novelty that can be delegated to IT. In reality, AI is a force multiplier. It automates routine, time-consuming tasks—document review, data analysis, research synthesis—freeing professionals to focus on higher-value advisory work. The firms that succeed will not be those that resist AI to preserve legacy models, but those that redesign their services around it.

A practical starting point is workflow analysis. Firms should conduct a disciplined audit of their core processes to identify where AI can drive measurable gains. In legal practices, this may include contract analysis and due diligence. In accounting, it may involve audit procedures or financial forecasting. In consulting, AI can accelerate market research and scenario modeling. The goal is not wholesale replacement of human expertise, but targeted augmentation—reducing friction in workflows while maintaining professional judgment as the differentiator.

Equally important is data readiness. AI systems are only as effective as the data they are trained on and operate within. Professional services firms often sit on vast amounts of proprietary data—client records, case histories, financial models—but much of it is unstructured or siloed. Preparing for AI requires investing in data governance: organizing, cleaning, securing, and standardizing information so it can be leveraged effectively. Firms that build strong data infrastructure will have a significant competitive advantage, as they can generate insights others cannot.

Talent strategy is another critical dimension. AI does not eliminate the need for skilled professionals; it changes the skill set required. Firms should prioritize AI literacy across all levels—not just technical staff. Partners and senior leaders need to understand AI capabilities and limitations to guide strategy and client conversations. Mid-level professionals should learn how to integrate AI tools into their daily work. Junior staff, often the most adaptable, can become power users and internal champions. Training programs, workshops, and hands-on experimentation should be embedded into the firm’s culture.

At the same time, firms may need to bring in new roles—data scientists, AI specialists, or “legal technologists” and “fintech analysts” depending on the sector. However, hiring alone is insufficient. The real value comes from cross-functional collaboration, where domain experts and technologists work together to design solutions that are both technically sound and commercially relevant.

Client expectations are evolving just as quickly as internal capabilities. Increasingly, clients expect faster turnaround times, data-driven insights, and cost efficiency. AI enables firms to meet these expectations, but it also raises the bar. If one firm can deliver a detailed analysis in hours instead of days, that becomes the new standard. Firms should proactively communicate how they are using AI to enhance service delivery—not as a gimmick, but as a demonstration of innovation and commitment to client outcomes.

Pricing models may also need to evolve. Traditional hourly billing structures can be at odds with AI-driven efficiency. If a task that once took ten hours now takes two, billing purely on time may undervalue the outcome or create client skepticism. Forward-looking firms are exploring value-based pricing, fixed fees, or hybrid models that align compensation with results rather than effort. This transition requires careful planning but can ultimately strengthen client trust and profitability.

Risk management and ethics cannot be overlooked. AI introduces new considerations around data privacy, bias, accuracy, and accountability. Professional services firms operate in environments where trust and compliance are paramount. Firms must establish clear governance frameworks for AI use—defining what tools are approved, how outputs are validated, and who is responsible for oversight. Transparency with clients is essential; they should understand when and how AI is being used in their engagements.

Cybersecurity is another area of concern. Integrating AI tools often involves handling sensitive data, sometimes through third-party platforms. Firms must ensure that their cybersecurity protocols are robust and that any AI vendors meet stringent security and compliance standards. A single breach can undermine years of reputation building.

Leadership plays a decisive role in this transformation. AI adoption cannot be driven solely from the bottom up. It requires clear vision and commitment from firm leadership, including investment in technology, training, and change management. Leaders must articulate why AI matters to the firm’s future and create an environment where experimentation is encouraged, and failures are treated as learning opportunities.

Finally, firms should view AI not just as an efficiency tool, but as a catalyst for innovation. Beyond improving existing services, AI can enable entirely new offerings—predictive analytics, real-time advisory, personalized client insights. These capabilities can differentiate a firm in crowded markets and open new avenues for growth.

In conclusion, preparing for AI is not a one-time initiative; it is an ongoing strategic imperative. Professional services firms must rethink workflows, invest in data and talent, adapt pricing models, and establish strong governance. Those that take a proactive, integrated approach will not only navigate the disruption but emerge stronger—delivering greater value to clients in a rapidly evolving landscape.

AI Generated, Edited by K.C. Roberts

Techno Stress in Our Environments

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Clinicians hear it every day, stressed patients, and stressed staff . The pressures of  changing systems, social media chatter, and a world that seems to be restructuring at every level.

Change is not new. We have lived through transitions in the agricultural era, the industrial era, and age of information and now the age of technology. 

What’s new is the speed at which it’s occurring and the demands on our time. 

How does an individual learn and apply new knowledge when they feel overloaded and stressed  by emerging technology?

Techno stress is a documented result of technology demands on our lives.

What are some current tips for approaches that help us cope.

Personal habits

  • Create “off” windows: set daily periods (for example, meals, evenings, or a fixed 2–3‑hour block) with devices in another room with notifications off.
  • Use “single‑task” blocks: limit email and messaging checks instead of constant monitoring; research on digital overload shows that continuous partial attention drives exhaustion.
  • Practice short, regular reset rituals: brief walks, breathing exercises, or mindful pauses reduce the anxiety from the overload.
  • Agree on response time norms with colleagues, boards, or teams (e.g., “email is for 24‑hour responses, text is for true urgent issues”); consistent expectations reduce the pressure to respond instantly.
  • Push for simple rules about after‑hours communication (no expectation of replies after a set time, delayed send for late night emails); organizational studies show that after hours demands significantly increase burnout.
  • Where you can, simplify toolsets: fewer platforms. This applies to all AI bots.

Ultimately we have to place an individual priority on managing the amount of change, and our work environments must also recognize the importance of boundaries.

We  must learn and find the right framework that works for us.

A young woman on one of my social media feeds was describing  how she focuses on service to others as a way of coping. Clearly understanding that while she cannot slow down the pace of change and demands on her time, she can find a focus that helps her cope.

For me it’s taking time to recognize others who are stressed and ask how I can best support their work.

Peter Drucker said, “The greatest danger in time’s of turbulence is not the turbulence, it is to act with yesterday’s logic.” 

Learn, apply boundaries, take risks with new tools, listen and support those around you. We have before us a unique opportunity to use the accelerated knowledge to better diagnose, treat and prevent. First,  we must ensure we are personally well positioned and then we can turn  to help others.

Resources

Mind–body and mindfulness

  • NCCIH (NIH) – Mind and Body Approaches for Stress and Anxiety: Summaries of the evidence for mindfulness, yoga, relaxation, and related practices, plus patient‑friendly links.[nccih.nih]
  • Harvard Stress & Development Lab – Mindfulness Apps list:  list of reputable apps like Insight Timer, Calm, and Smiling Mind .[sdlab.fas.harvard]
  • Mindful.org – Mindfulness Apps With Mental Health Support: Short reviews of apps such as Sanvello, Rootd, and Unwinding Anxiety that blend CBT and mindfulness.

OBGYN at Auburn Community Hospital Expanding for Comprehensive Women’s Healthcare

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Auburn Community Hospital Midwives Team. L-R: Ronica Bennett, MS, CM, Jennifer MacBlane, MS, MHA, CNM, WHNP, Devon Amedio, MS, CNM, Mary Victorious, MS, CNM, Katie Smith, CNM, FNP-C

Today, the obstetrics and gynecology practice at Auburn Community Hospital is growing and thriving while it meets the wide-ranging needs of women in Cayuga County. However, there was a time not too long ago when the very existence of the program was threatened. Scott Berlucchi, President and CEO of Auburn Community Hospital, explained that shortly after he joined the organization in 2007, the New York State Regulatory Agency recommended the hospital cut down to 99 total beds and the hospital obstetrical services had to close. Downsizing made sense, Berlucchi said, but he strongly felt shutting down OBGYN care would have severe negative consequences on patients.

“I just said, ‘I can’t do this. It’s not the right thing to do.’ The women of our community are geographically isolated,” said Berlucchi, adding that the nearest hospital for obstetrical services is Community Hospital on Onondaga Hill, a drive that can sometimes take upward of an hour and a half from Auburn. “I believe what you do for the women and children of your community speaks volumes about who you are as a hospital, and about who you are as a healthcare leader.”

Berlucchi had previously worked for Lancaster General Hospital in Lancaster, Pennsylvania and had come to understand how important OBGYN care is for women in rural and underserved populations. “I know what it’s like to be geographically separated from a maternity center,” he explained. Berlucchi partnered with Crouse Hospital to maintain obstetrical services at Auburn Community Hospital.

“Within those five years, we received regional awards for creativity in rural health and women’s care including the Regional Perinatology Award for developing comprehensive OBGYN care in a rural area. We were successful, and today we have over 400 deliveries annually and we’re on our way to 500 deliveries. Our quality scores have really knocked it out of the park,” Berlucchi said.

A Growing Team of Providers

As the OBGYN practice at ACH continues to expand and evolve, new faces have joined the team providing high-quality healthcare to women in the community. In January of 2026, Migdalia Zoe Bonilla Martir, MD, FACOG joined ACH as Chief of Obstetrics and Gynecology. A primary reason she decided to join ACH is the small-town community feeling where she can grow meaningful relationships with patients.

“It’s different from the big hospitals. Everybody has the opportunity to interact with the patients here,” said Dr. Bonilla-Martir, who had previously been with Vassar Brothers Medical Center in Poughkeepsie, NY. “It’s cozy, it’s nice. Taking care of the patients and delivering their babies, you feel like you’re a part of their family.”

Dr. Bonilla-Martir explained that she also felt drawn to ACH because the obstetrics and gynecology programs are integrated, and that while some complicated cases may need to be referred out to providers in Rochester or Syracuse, they are able to take on many high-risk patients as well as normal pregnancies. 

“This is an advantage for the patients in the community,” Dr. Bonilla-Martir stated. “They don’t need to travel so far away to get the care that they need. We are able to take care of high-risk patients and difficult situations, and that’s definitely a plus for the community.”

Dr. Bonilla-Martir shared that another physician, Farkad Balaya, MD, has been seeing patients at ACH and recently joined the team as a full-time OBGYN provider and as the Assistant Chair of the department.

“Many patients love Dr. Balaya,” said Dr. Bonilla Martir. “As of the beginning of April, he has become a full time physician with us and will be helping us continue to deliver the high-quality care that women in the community need.”

Dr. Bonilla-Martir and Dr. Balaya were recently joined in the practice by Dr. Francis Finneran, an Albany Medical College graduate who completed residency and fellowship at Tulane Medical Center and is highly respected for his skills and integrity.

Big-Picture Women’s Healthcare Through Midwifery

Another stand-out aspect of the team of OBGYN providers at ACH is the personalized care provided by the staff of midwives. Jennifer MacBlane, CNM, had been coming to ACH on and off for several years before joining the team full time in August of 2025. She echoed the sentiments of her colleagues when it comes to the small community feel of ACH and of the wider Auburn community.

“I grew up in the Liverpool area of Syracuse and it was a large community. Something about Auburn draws me, and it’s not just the quaintness of the town. Everyone is friendly. Everyone seems to know each other,” MacBlane said. “it’s just a nice, strong, tight-knit community.”

The team of several full-time midwives and a few per-diem midwives is a unique aspect of OBGYN care at ACH, and it allows the practice to offer midwifery coverage at the hospital 24 hours per day, seven days per week. MacBlane explained that midwives offer a slightly different approach to obstetrics and women’s healthcare.

“The word ‘midwife’ means ‘with woman.’ The whole idea is that we’re with them to help them and develop whatever they need,” MacBlane said. “It’s all-encompassing. Midwives kind of look at the big picture, so we include everybody – your family, your social history, your medical history. We put it all together. It’s a really nice, unique experience because you get a little bit of the warm and fuzzy, but we also do the medical side. We can get you medicine, lab work, testing, we can get you an epidural – we’re qualified to do that. We just look at it a little differently, and we work a little closer with the patient while they’re in labor.”

While midwives primarily work with low-risk patients, MacBlane said she and the other midwives at ACH still work closely with physicians to co-manage high-risk cases as a cohesive team.

“We work together as a group,” shared MacBlane. “Midwives are independent in New York State, but we work together  with the physicians to kind of cover our patients and determine the plan for their care collaboratively, which is really nice.”

Francis Finneran, MD, also emphasized the way the team works together to provide a high level of care for patients.“The patients at ACH receive excellent care that is highlighted by collaboration between physicians, midwives, and nurse practitioners,” said Dr. Finneran. “As a team, we all bring different skills to the table and work together to deliver the highest quality care.”

Investments in Women’s Imaging Services
Assisting the team of OBGYN providers at ACH is the comprehensive suite of radiology equipment, which has grown dramatically in recent years and now includes a dedicated women’s imaging center within the hospital. Jubin Jacob, MD, Chair of Radiology at ACH, highlighted advancements in mammography technology offered to women at ACH, including stereotactic biopsies utilizing mammographic guidance and ultrasound equipment that provides 3D images while keeping radiation doses as low as possible. He emphasized how all the technological advancements offered to women at ACH are aimed at enhancing patient experience.

“Having a dedicated space for women’s imaging helps create a better patient experience. We also make it a priority to report these exams the same day, except when we have to wait for outside prior imaging for comparison. Patients do not need to wait for weeks to months to get their results. We try to accommodate all follow up imaging and biopsies as early as possible, sometimes even the same day,” explained Dr. Jacob.

With the opening of the new Interventional Radiology suite and the recent addition of a physician assistant who will primarily work on further expansion of radiology services, Dr. Jacob said several other advanced treatments and procedures are being offered to  women at ACH. Examples of these new offerings are minimally invasive procedures to treat symptomatic fibroids, adenomyosis, and pelvic venous insufficiency, as well as curative ablation treatments for breast cancer tumors in patients who are not surgical candidates. In addition, the team has access to the best quality PET scanner in the region.

“Auburn community hospital is well on its way to becoming a major regional medical center, and we are committed to providing excellent care for our patients and this community,” stated Dr. Jacob.

Long-Range Vision for All-Encompassing Women’s Healthcare

With anticipated changes to the demographics of people in areas surrounding ACH – including a population that’s both aging and also growing due to developments like Micron – Berlucchi is passionate about continuing to expand the OBGYN practice at the health center. Currently in the process of obtaining a grant with the Department of Health, Berlucchi is leading the team toward a vision of comprehensive healthcare for women of all ages including OBGYN and beyond.

“The vision is comprehensive women’s care in Cayuga County. It’s a lot more than just OBGYN. It aims to create a regional center of excellence in women’s health that delivers compassionate, comprehensive, and cutting edge care addressing the full spectrum of women’s health from OBGYN to aspects like  specialized women’s care in neurology and cardiology. Our initiatives also address the declining access to highquality and low-cost OBGYN care by overcoming geographic, demographic, and financial barriers,” said Berlucchi.

From saving the OBGYN program at ACH almost 20 years ago to helping to ensure it continues to grow and thrive for the women of today and tomorrow, Berlucchi explained the mindset that keeps it all going. “I have a sense of responsibility to the community that I serve. The history of women in our community – they’re really the backbone,” he said. “We’re all just here to serve. And we just happen to be the right people at the right place at the right time. I simply say, if not now, then when? And if not us, then who?”

Physician Authors in Central New York

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By Kathryn Ruscitto, Advisor

I am an avid reader, belong to two book clubs, and receive a steady stream of great recommendations from my health news feed. Recently, I had the opportunity to read two excellent books by local physician authors: Dr. Mary Jumbelic, retired Chief Medical Examiner of Onondaga County, and Dr. Sarah Matt, surgeon and health technology expert. Two very different books, but both outstanding and musts for your reading list.

What caught my attention was how these physicians have used their medical skills and experience and translated them into a new medium: writing for a general audience.

Dr. Mary Jumbelic

I asked Dr. Jumbelic when she first realized she wanted to write. Throughout her career, she kept journals and notes about her work, not realizing how important they would be later in life. After retiring, she entered a writing contest and then began taking classes, evolving into a seasoned author with an incredible voice that merges technical forensic expertise with deeply personal reflection.

Her most recent book, *Speak Her Name: Stories from a Life in True Crime, is a true “can’t put it down” read. The cases are fascinating on their own, but what makes the book especially compelling are her insights into violence against women, her role as a medical examiner, and the ways her professional and personal lives intersect over time.

Dr. Sarah Matt

Dr. Sarah Matt has also drawn on her surgical and technical expertise to write a strategic and highly readable look at the future of technology in health care. A mid-career physician, she has broadened her impact by working across the health technology landscape, including leadership roles with health technology companies and digital health initiatives.

Her book, *The Borderless Healthcare Revolution*, offers a thoughtful analysis of opportunities to remove barriers to care and fully harness technology, from telemedicine to remote and robotic surgery, to improve access and outcomes. She blends the perspectives of clinician, strategist, and health technology leader, and she has also embraced newer formats such as blogging and social media to teach and to share emerging ideas.

Why Do Doctors Write?
Physician-author Dr. Danielle Ofri has written that the compulsion of doctors to write may be an extension of the same curiosity that draws them to medicine in the first place: a deep desire to understand people. Doctoring provides powerful tools for getting “under the hood,” but writing can reach into the spaces where those clinical tools fall short, especially the emotional and human dimensions of illness and care.

Whether it is planning for retirement or exploring a current interest, physicians as authors offer a rich area to explore.. 

Resources
Dr. Mary Jumbelic https://maryjumbelic.com/about

Dr. Sarah Matt
https://www.drsarahmatt.com/

Lancet article on why doctors  write
https://www.thelancet.com/journals/lancet/article/PIIS0140-6736(97)80120-1/abstract

Danielle Ofri, “Why Do Doctors Write?”
https://www.newyorker.com/culture/the-weekend-essay/why-do-doctors-write

Your Practice, Their Investment: New York Confronts Private Equity in Healthcare

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By: Natalia R. Beltre and Gregory T. Measer

To safeguard patient care from corporate interference in clinical decisionmaking, New York maintains one of the strictest corporate practice of medicine (“CPOM”) prohibitions in the United States. Under New York law, medical services may be provided only by licensed medical professionals, by professional entities that are owned and controlled exclusively by licensed medical professionals, or by hospitals and other entities expressly authorized under the Public Health Law.

Unlicensed investors typically structure their investments around these restrictions through the management service organization (“MSO”) – friendly professional corporation (“PC”) model. Under this arrangement, a PC contracts with an MSO to handle non-clinical and administrative functions in exchange for a management fee. Because the MSO never delivers clinical care and its fee is not tied to clinical services, investors can profit from the practice without triggering CPOM or fee-splitting prohibitions. Private equity firms have leveraged this model aggressively, investing more than one trillion dollars in healthcare transactions over the past decade.1 This surge of investment has sparked a wave of legislative responses across the country.

Effective this year, California codified its CPOM doctrine and also imposed new reporting obligations on MSOs, private equity groups, and hedge funds involved in material healthcare transactions. Legislators in Illinois, Indiana, Massachusetts, Minnesota, North Carolina, Oregon, Vermont and Washington have either introduced or passed similar bills, seeking to codify
their own CPOM prohibitions, require notification of material transactions, or establish moratoriums on private equity investment in healthcare providers.

New York was ahead of many of these states. In 2023, New York enacted its own Material Transactions Notification Law,  requiring certain healthcare entities to notify the New York State Department of Health (the “DOH”) at least thirty days before the closing of any material transaction that would increase its in-state revenue by $25 million or more.

Most recently, New York State Senate Bill S8442 proposes to further codify New York’s CPOM doctrine and, in doing so, reshape the boundary between physician control and outside investment. While the bill’s stated purpose is to safeguard medical decision making from nonphysician interference, its practical effect would be to replace New York’s existing blanket prohibition on non-physician ownership with a statutory framework that, for the first time, permits unlicensed individuals and entities to collectively hold a minority ownership stake in PCs organized to practice medicine.

Under the proposed framework, physicians licensed in New York must hold the majority of each class of voting shares, constitute a majority of the board of directors, and serve in all officer positions except for the secretary and treasurer. These thresholds represent a floor, not a ceiling, as the bill authorizes the DOH to require that physicians hold more than a majority of voting shares and occupy more than a majority of board seats. The bill also amends Section 1508 of the Business Corporation Law to expressly provide that directors and officers of a medical PC “may include individuals who are not licensed to practice medicine in any state,” so long as the majority-physician requirements are satisfied and the president, chairperson of the board, and chief executive officer are licensed physicians.

These ownership concessions, however, come with governance restrictions that would directly affect MSO-PC arrangements. The bill prohibits a PC from transferring control over its “administrative, business, or clinical operations” unless it first executes a
shareholder agreement for the benefit of its majority physician-shareholders. It also limits the removal of directors and officers to a majority vote of shareholders or directors, or termination for cause (including breach of fiduciary duty, license revocation, fraud, or malfeasance). The bill further prohibits retaliation against licensees who report suspected legal violations to an MSO, a hospital, or a government authority, even if the disclosure violates a nondisclosure or non disparagement agreement. It also carves out exceptions for nonprofit corporations serving medically underserved populations, federally qualified health centers, and certain rural health clinics.

If S8442 becomes law, direct minority ownership may reduce investors’ reliance on the MSO model entirely in New York. Existing MSO-PC arrangements may need restructuring to comply with the new governance and shareholder agreement requirements. Ultimately, New York is one of many states confronting the role of private equity in healthcare, underscoring the importance of a state-by-state compliance strategy for medical practices and investors alike.

If you have questions about these developments, please contact Gregory T. Measer (gmeaser@lippes.com), Natalia R. Beltre (nbeltre@lippes.com), or another one of our qualified Health Care Practice Team members at Lippes Mathias LLP.

Source: Michael D. Goldhaber, Private Equity and Healthcare: Balancing Profit with Wellness, New York University’s Stern Center for Business and Human Rights 1, 6 (March 2026), https://bhr.stern.nyu. edu/wp content/uploads/2026/03/N UCBHR- PE-and Healthcare_Mar-10-FINAL-1.pdf

Upstate Cardiovascular Program Expanding for Comprehensive, Innovative, Patient-Centered Care

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As both the region’s largest employer and Central New York’s only academic  medical center, Upstate Medical University is  an important hub of healthcare delivery through its clinical system of two hospital campuses and nearly 70 specialty clinics. Patient centered medical innovation is accelerating in its hospital’s cardiovascular program—which has long established clinical and research activities—to make its major advancements in cardiovascular care available to patients in the region.

“The advancements I’m seeing at Upstate in cardiovascular care are going to make a world of difference for patients in Central New York,” said Amy Tucker, MD, MHCM, Upstate’s Chief Medical Officer. She pointed to the recruitment of Cynthia C. Taub, MD, MBA, Chair of Medicine in 2023 as a major highlight and the start of a new focus for the cardiovascular program. Upstate’s current expansion in Adult Cardiology is one of its core priorities and an anchor of the service line.

“Dr. Taub is a cardiologist of international reputation,” said Dr. Tucker. “She will assume the role of President of the American Society for Echocardiography in July 2026 and is an expert in the use of cardiovascular  imaging to support cardiovascular care.”

Dr. Tucker explained that Dr. Taub’s expertise in cardiovascular imaging has helped Upstate become increasingly sophisticated in its diagnostic approaches to cardiovascular disease. Since joining Upstate, Dr. Taub has recruited several highly trained and specialized cardiologists to join the team this year: Adeeb Al Quthami, MD, RPVI, FACC, FSCMR, Ankur Kalra, MD, MSc, FACP, FACC, FSCAI, and Jorge Romero, MD, FHRS, FACC. Combining expertise in advanced electrophysiology, complex valve repair using minimally invasive techniques, and more. “My goal is to continue building a modern, academic cardiovascular service line here at Upstate. When talking about program building, the number one priority for me is the people – we can’t build anything without people,” said Dr. Taub. “We have excellent care here by some of the best experts in the nation. The patients and the community need to know – they don’t have to travel for state-of the-art cardiac care anymore.”

Advanced Treatment for Atrial Fibrillation
The arrival of Dr. Jorge Romero as Section Chief of Cardiac Electrophysiology and Director of Cardiovascular Research and Innovation is a prime example of increased convenience and accessibility for patients, bringing cutting edge treatments directly into their community. Dr. Taub noted that she initially connected with Dr. Romero to refer a patient for a procedure that couldn’t be done locally.

“An anchor of our program is cardiac electrophysiology. Dr. Romero is a nationally and internationally known expert who has led numerous multicenter clinical trials and has created some newer ways of approaching ablations. He’s one of the few fellowship trained experts in epicardial ventricular tachycardia (VT) ablation. Less than 1% of the electrophysiology workforce can perform epicardial VT ablation with finesse, and he’s one of them,” stated Dr. Taub.

Dr. Romero explained that for the past few decades, atrial fibrillation, one of the most common heart rhythm disorders, has been treated in three different ways: rate control medications and anti-arrhythmic medications, each of which often come with potential side effects and complications, and catheter ablation using either radio frequency energy or cryoablation, essentially heating or freezing the tissue. He and his Upstate colleagues are using a new technology called pulsed-field ablation or PFA: A faster and much safer, targeted technique that addresses the source of abnormal heart rhythms, almost eliminating the risk of major complications.

“Instead of heating or freezing the tissue, we are creating small holes in the cell membrane, called electroporation. The beauty of this technology is that the cardiac muscle is uniquely sensitive. We only need a small dose of energy to eliminate the triggers for atrial fibrillation located in the pulmonary veins of the patient,” Dr. Romero said, which avoids damage to the smooth muscle of the esophagus, phrenic nerves, and other adjacent structures. This has eliminated the risk of atrial esophageal fistula, a deadly complication that used to happen in 0.2% of ablation cases, but which hasn’t occurred in the 800,000 cases of PFA that have been performed so far worldwide. This new, safer technology greatly benefits the older population, mostly over the ages of 70, who are most likely to suffer from atrial fibrillation, offering improved quality of life and reducing longterm risks. Dr. Romero successfully performed Upstate’s first ablation using the Affera Mapping and Ablation System with the Sphere-9 catheter, a multi-purpose catheter not found at any other facility in New York State outside New York city and Long Island.

PFA isn’t the only cutting-edge electrophysiology technology available at Upstate. Other advanced electrophysiology offerings at Upstate include endocardial and epicardial VT ablation, cardiac and renal denervation, radiation therapy to treat ventricular arrhythmias and headless CRT system. 

Dr. Romero also discussed the benefits of the Synchronicity clinical trial that’s already available for patients at Upstate. “The Synchronicity trial is going to be a landmark study comparing biventricular pacing versus conduction system pacing (left-bundle branch area pacing) for patients with ischemic and non-ischemic cardiomyopathy who are candidates for cardiac resynchronization therapy. It was recently activated, and we are enrolling patients now,” he said.

Minimally Invasive Cardiovascular Techniques

Another aspect of cardiovascular care at Upstate that offers life-saving technology is in the realm of interventional cardiology. Leading the charge in minimally invasive surgical cardiovascular procedures is Dr. Ankur Kalra, Chief of the Division of Cardiology.

“Dr. Kalra is a very notable interventional cardiologist who is increasing the types of complex procedures we’re able to do here at Upstate,” said Dr. Tucker. “We’re very excited to be able to offer less invasive, but effective, ways of treating valvular heart disease and coronary disease that might have required invasive surgery in the past.”

The transcatheter heart valve procedures Dr. Kalra has expertise in, including transcatheter aortic valve replacement, or TAVR, are important, less invasive alternatives for patients who aren’t candidates for open-heart surgery. Dr. Kalra explained that these procedures involve replacing or repairing heart valves using a combination of wires and catheters, with valves crimped onto a balloon that can pass all the way up to the heart through vessels in the patient’s leg– a small incision compared with open heart surgery, which requires cracking through the breastbone to access the heart. Unlike open-heart surgery, which often requires a multi-day hospital stay, transcatheter heart valve procedures allow patients to return home the next day; in some instances, even the same
day.

“It’s less morbid; recovery is fast, and outcomes are very similar to open-heart surgery,” said Dr. Kalra. “Transcatheter techniques for the aortic valve are becoming the procedure of choice. Even patients who are at low risk for complications following open heart surgery are eligible for and favor the transcatheter heart valve due to significantly less morbidity following the procedure, and faster return to normal life.”

Transcatheter techniques also are being used at Upstate to treat patients with heart failure who are optimized on maximally tolerated medical therapy but still have leaky mitral valves. Through a procedure known as mitral transcatheter edge-to-edge repair (mTEER) (Mitral), patients can live longer with less recurrent heart failure, Dr. Kalra explained.

“We offer a comprehensive approach to patients here at Upstate,” stated Dr. Kalra. “We discuss patients as a multidisciplinary heart team that involves their cardiologist, someone like me (structural interventional cardiologist), our surgical colleagues, and cardiologists with expertise in advanced cardiac imaging, and we decide the most comprehensive, evidence-based solution for them. So, the care is individualized, multidisciplinary, and the decisions are shared.”

Enhanced Cardiovascular Imaging

Foundational to cardiovascular care is cardiovascular imaging, which is used not only for visualizing and diagnosing cardiac disease, but also during interventional procedures. Under the guidance of Dr. Adeeb Al-Quthami, Director of Cardiovascular Imaging, significant investments in the latest technology have been secured for the benefit of Upstate’s patients.

“Dr. Al-Quthami is truly a talented individual trained in advanced cardiac imaging including cardiac MRI, cardiac CT and nuclear cardiology,” said Dr. Taub. “He’s an expert in treating patients with peripheral vascular disease.”

Cardiac CT (computed tomography) and cardiac MRI (magnetic resonance imaging) technology have advanced significantly in the last 10 years, Dr. Al-Quthami explained.

“We can visualize the heart to a very high degree in terms of tiny detail,” he said. “If you try to take a picture of something that’s moving, it’s going to blur, especially if what you’re trying to take a picture of is small. With the advancements in technology, we can take a picture of the heart within a fraction of a heartbeat,” identifying patients’ unique anatomy and offering precise, personalized treatment for each patient.

Launched within the last year, AI assisted plaque analysis software, called HeartFlow, is now helping the Upstate cardiovascular team to better assess a patient’s risk for a future heart attack. Dr. Al-Quthami explained how this new technology offers improvement over the traditional coronary calcium scan.

“With the new AI-supported technology, we can look at the entire coronary tree and get a calcium score. But in addition, it gives us the amount of non-calcified plaque, detecting whether these types of plaques are low attenuating or fatfilled plaques. If those reach a certain percentage, the patient is determined to be very high-risk in terms of future heart
attacks,” said Dr. Al-Quthami.

Planning for the Future of Heart Care

By recruiting more cardiovascular experts to Upstate and continuing to invest in the innovative technologies they use, Dr. Tucker highlighted how the Upstate cardiovascular program is committed to staying at the forefront of cardiovascular care.

“We’re really hitting all three tiers of the cardiovascular care continuum: We’re bringing the most cutting-edge technologies to diagnose, we’re bringing in cutting-edge technologies in therapy, and we’re now beginning to offer clinical trials in this space so we can identify the next wave of therapies that may be most impactful for patients,” Dr. Tucker outlined. “So, patients can have a true one-stop shop experience in cardiovascular care without having to travel outside our region.”

As Dr. Tucker explained, these forward looking advancements have garnered enthusiasm and excitement within the entire cardiovascular team. “I see a lot of enthusiasm to learn, to grow, and to continue to push boundaries,” she added. “There is so much insistence on the patient-centered nature of care. That enthusiasm and dedication is palpable, and it makes it an exciting time to be a part of the cardiovascular division here at Upstate.”

Techno Stress in Our Environments

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By: Kathryn Ruscitto, Advisor

Clinicians hear it every day, stressed patients, and stressed staff. The pressures of changing systems, social media chatter, and a world that seems to be restructuring at every level.

Change is not new. We have lived through transitions in the agricultural era, the industrial era, and age of information and now the age of technology.

What’s new is the speed at which it’s occurring and the demands on our time. How does an individual learn and apply new knowledge when they feel overloaded and stressed by emerging technology?

Techno stress is a documented result of technology demands on our lives. What are some current tips for approaches that help us cope.

Personal Habits
• Create “off” windows: set daily periods (for example, meals, evenings, or a fixed 2–3 hour block) with devices in another room with notifications off.

• Use “single task” blocks: limit email and messaging checks instead of constant monitoring; research on digital overload shows that continuous partial attention drives exhaustion.

• Practice short, regular reset rituals: brief walks, breathing exercises, or mindful pauses reduce the anxiety from the overload.

• Agree on response time norms with colleagues, boards, or teams (e.g., “email is for 24‑hour responses, text is for true urgent issues”); consistent expectations reduce the pressure to respond instantly.

• Push for simple rules about after‑hours communication (no expectation of replies after a set time, delayed send for late night emails); organizational studies show that after hours demands significantly increase burnout.

• Where you can, simplify toolsets: fewer platforms. This applies to all AI bots.

Ultimately we have to place an individual priority on managing the amount of change, and our work environments must also recognize the importance of boundaries.

We must learn and find the right framework that works for us.

A young woman on one of my social media feeds was describing how she focuses on service to others as a way of coping. Clearly understanding that while she cannot slow down the pace of change and demands on her time, she can find a focus that helps her cope.

For me it’s taking time to recognize others who are stressed and ask how I can best support their work.

Peter Drucker said, “The greatest danger in time’s of turbulence is not the turbulence, it is to act with yesterday’s logic.”

Learn, apply boundaries, take risks with new tools, listen and  support those around you. We have before us a unique opportunity to use the accelerated knowledge to better diagnose, treat and prevent. First, we must ensure we are personally well positioned and then we can turn to help others.

Resources
Mind–body and mindfulness
• NCCIH (NIH) – Mind and Body Approaches for Stress and Anxiety: Summaries of the evidence for mindfulness, yoga, relaxation, and related practices, plus patient‑friendly links.[nccih.nih]

• Harvard Stress & Development Lab – Mindfulness Apps list: list of reputable apps like Insight Timer, Calm, and Smiling Mind .[sdlab.fas.harvard]

• Mindful.org – Mindfulness Apps With Mental Health Support: Short reviews of apps such as Sanvello, Rootd, and Unwinding Anxiety that blend CBT and mindfulness.

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