admin, Author at CNY Publications

Quiet Resolve, Big Impact: Dean Denise Baker Drives Change at Syracuse Community Health

Posted on February 25, 2025March 11, 2025 by admin

Denise Baker, BSN, RN, CCM, director of Quality Improvement at Syracuse Community Health (SCH), is a leader with a vision for advancing healthcare access and equity. Known for her thoughtful approach and strategic focus, Baker works tirelessly to address barriers that prevent many patients from receiving the care they need.

“Connecting people with resources— healthcare, food, housing, and transportation is essential,” Baker explained. “Our work begins by meeting people where they are and understanding their unique journeys.”

Since joining SCH’s leadership team in 2021, Baker has led initiatives aimed toward reducing health disparities and strengthening SCH as a trusted resource for the Syracuse community. Her efforts reflect one of the health equity goals of SCH to ensure everyone has an opportunity to reach their true health potential.

Syracuse Community Health at a Glance SCH, a federally qualified health center, serves Syracuse and Onondaga County residents through three main locations: 930 South Salina St., 603 Oswego St., and 1938 E. Fayette St. SCH also has three quick care locations, including its newly opened Onondaga Community College location. Eight school-based health centers are located throughout the city of Syracuse. The health system offers a range of specialized services to patients, including: behavioral health, pediatrics, internal and family medicine, dental, podiatry, nutrition counseling, obstetrics, gynecology and more. Walk-in services and support groups, including smoking cessation, grief counseling and parenting, are also available.

SCH accepts Medicaid, Medicare and commercial insurance and it offers a sliding fee scale to ensure care remains accessible to all.

Improvements on the Horizon
So, what does a director of Quality Improvement do?

“Quality improvement is a way to drive meaningful change,” she said, noting, “I am always looking at areas to improve.” By analyzing patient data and listening to feedback, Baker and her team have developed impactful programs like the HOPE (Help Our People Eat) Pantry to improve health outcomes.

Committed to Feeding the Hungry
In collaboration with community partners like the Food Bank of Central New York, SCH has distributed more than 2,000 boxes of fresh produce to patients, staff and the community. Boxes of fresh produce are distributed at the main location, on a first come, first served basis on the third Thursday of each month between 1 and 4 p.m.

SCH also works with organizations, such as the Brady Farms, United HealthCare and FLIPA (Forward Leading Independent Provider Association), “to empower patients to make healthier choices for managing chronic conditions like diabetes and hypertension,” Baker explained.

The success of HOPE Pantry has led to the creation of HOPE Med, a program that focuses on providing patients diagnosed with chronic conditions like diabetes and hypertension access to healthier food options tailored to their needs. Patients of the health center who may struggle with access to healthy foods will be eligible to receive additional items from the food pantry. HOPE Med integrates education and resources to empower patients to better manage their health.

“Our goal is to ensure no one has to choose between paying bills and eating well,” Baker said. “These programs go beyond addressing hunger they focus on dignity, empowerment and building healthier lives.”

Through collaboration and innovation, Baker and her team are breaking barriers and setting the foundation for a healthier, more equitable future.

Advances In Cardiac Technology:Diagnosis, Treatment, And Monitoring

Posted on February 25, 2025 by admin

Data from the World Health Organization indicates that cardiovascular diseases (CVDs) are responsible for approximately 17.9 million or 32% of deaths worldwide, necessitating continuous innovation in diagnostic and therapeutic technologies. Recent advances in cardiac technology have significantly improved patient outcomes, with breakthroughs spanning early detection, minimally invasive treatments, and personalized care.

Advancements in Cardiac Imaging: Enhancing Diagnostic Accuracy and Treatment Planning

One of the most significant advancements is the use of Cardiac Magnetic Resonance Imaging (MRI). Cardiac MRI is an essential tool for assessing myocardial viability, scar tissue, and heart chamber functionality. A breakthrough in MRI technology, Late Gadolinium Enhancement (LGE) imaging allows for highly accurate detection of myocardial infarction and fibrosis. This non-invasive imaging modality provides details on heart tissue structure, enabling clinicians to better predict patient outcomes and guide therapy decisions.

Another notable advancement is 3D Echocardiography. Unlike two-dimensional echocardiograms, 3D imagining allows for a more precise evaluation of cardiac morphology, valve function, and hemodynamics. This is especially beneficial when assessing mitral valve diseases and congenital heart defects, facilitating improved surgical planning and postoperative care.

Minimally Invasive Cardiac Interventions: Revolutionizing Treatment, Reducing Recovery Time, and Improving Outcomes

One of the most significant developments in recent years is the evolution of Transcatheter Aortic Valve Replacement (TAVR). TAVR, a procedure in which a catheter replaces a damaged aortic valve without open-heart surgery, has gained widespread acceptance for the treatment of aortic stenosis, particularly in elderly and high-risk patients. Advances in valve design and catheter technology have significantly improved the success rate and reduced the risk of complications, making TAVR an increasingly preferred option over traditional valve replacement surgery.

Similarly, left atrial appendage closure (LAAC) devices, such as the WATCHMAN™ device, offer a minimally invasive solution for stroke prevention in patients with atrial fibrillation. By occluding the left atrial appendage, thrombus formation is prevented and reduces the risk of stroke, eliminating the need for long-term anticoagulation therapy in certain patients.

The Rise of Digital Health: Wearable Technology and Remote Monitoring

Wearable devices have become integral to the management of cardiovascular diseases. Technologies such as smartwatches with built-in electrocardiograms (ECGs) can detect arrhythmias, including atrial fibrillation (AF), in real time. Devices like the Apple Watch® and KardiaMobile® capture high-quality ECG readings that can be instantly transmitted to healthcare providers for analysis, allowing for earlier detection of cardiac abnormalities and timely interventions.

Additionally, remote monitoring systems are improving the management of heart failure. Implantable devices, such as Cardiac Resynchronization Therapy CRT) devices and implantable cardioverter-defibrillators (ICDs), can continuously monitor heart function and send data to clinicians for analysis. This allows for personalized adjustments to treatment regimens and early intervention when abnormalities are detected. The use of artificial intelligence (AI) to analyze large datasets from these devices further enhances clinical decision making, making care more proactive and individualized.

The Landscape of the Future

Cardiac technology continues to make tremendous strides, improving the ability to diagnose, treat, and monitor cardiovascular diseases. Advances in imaging techniques along with minimally invasive procedures have revolutionized management of heart disease. Furthermore, wearable technologies and remote monitoring systems are ushering in an era of personalized, continuous care, enabling better management of chronic conditions like heart failure and atrial fibrillation. As technology continues to evolve, these innovations promise to further transform cardiovascular care, improving patient outcomes and quality of life.

Working Together to Fight Seasonal Influenza

Posted on February 25, 2025 by admin

Generated by OpenAI. (2024), ChatGPT (40 mini)
Edited by Kimberly Graf, Marketing Consultant & Contributing Writer

As healthcare providers, we must champion effective strategies to fight influenza as it remains a public health concern. Together, we can help mitigate the impact of the flu, which includes prevention, early diagnosis, antiviral treatment, and patient education.

Prevention: The First Line of Defense
Vaccination remains the most effective way to reduce the incidence of influenza. The Centers for Disease Control and Prevention emphasizes annual flu vaccinations for everyone six months and older, particularly high-risk groups such as the elderly, children, pregnant women, and those with chronic conditions like asthma, diabetes, and cardiovascular disease.

• Vaccination:
Encourage patients to get vaccinated early in the flu season, ideally before the end of October. Even if the vaccine doesn’t completely prevent infection, it can significantly reduce the severity of illness and risk of complications.

• Hygiene Practices:
Advise patients to practice good hygiene—handwashing with soap and water, using hand sanitizers, covering coughs and sneezes with a tissue, and avoiding close contact with sick individuals.

• Masks and Social Distancing:
Recommend mask-wearing and maintaining social distance in crowded areas. Early Diagnosis and Symptom Management Early recognition of symptoms can mitigate the severity of the illness and limit spread to others. Influenza often presents fever, chills, cough, sore throat, muscle aches, fatigue, and headaches. Because other viral infections, like COVID-19 and RSV, may share similar symptoms, rapid diagnostic tests (e.g., molecular assays or antigen tests) can help distinguish influenza from other respiratory illnesses and guide treatment decisions.

• Differential Diagnosis:
Not all respiratory infections are influenza, and testing can help differentiate between viral causes. PCR-based tests and rapid antigen tests remain essential in confirming the diagnosis.

•Symptom Management:
Recommend hydration, rest, and over-the-counter medications (e.g., acetaminophen or ibuprofen) to manage fever and aches. Remind patients not to give aspirin to children due to the risk of Reye’s syndrome.

• Antiviral Treatment:
Antiviral drugs, when started early (within 48 hours of symptom onset), can reduce severity and duration of flu symptoms. Oseltamivir (Tamiflu®), zanamivir (Relenza®), and baloxavir marboxil (Xofluza®) are FDA approved antivirals that can be used to treat uncomplicated flu, especially in patients at high risk of complications.

• Indications for Antivirals:
Consider antiviral treatment for patients with severe symptoms, underlying health conditions, or those who are immunocompromised. It is especially important in preventing complications such as pneumonia, hospitalization, and death.

• Early Intervention:
The key to effective antiviral use is early intervention. Educate patients that starting antivirals within 48 hours of symptom onset provides the best outcomes. Delayed treatment may offer limited benefit.

Patient Education:
Empowering Communities Educating patients about flu prevention, recognition, and treatment is crucial. Ensure patients are aware of the importance of vaccination, early treatment, and seeking care if they experience complications such as difficulty breathing, chest pain, or worsening symptoms.

• Community Outreach:
Consider hosting flu vaccine clinics, providing informational materials, and using social media platforms to encourage vaccination and proper hygiene practices.

• Addressing Vaccine Hesitancy:
Engage in open discussions with patients about their concerns regarding the flu vaccine. Provide evidence based information on vaccine safety and efficacy to dispel myths and misinformation. Monitoring and Surveillance Stay informed on flu activity in your region through resources like the Centers for Disease Control and Prevention and World Health Organization. Monitoring trends can help you anticipate outbreaks, implement preventive measures in your practice, and allocate resources appropriately.

By staying proactive in our approach to flu prevention, diagnosis, and treatment, we can reduce the burden on our patients and healthcare systems.

Arnot Health and Cayuga Health Unite as Centralus Health:

Posted on February 25, 2025 by admin

A New Era for Healthcare in the Southern Tier, Finger Lakes & Central New York Regions

Arnot Health and Cayuga Health formally announced their new affiliation, which will now operate under the name Centralus Health. Two media events were held—one at Cayuga Medical Center in Ithaca, NY, and another at Arnot Ogden Hospital in Elmira, NY— to mark the milestone, showcasing the partnership’s vision for transforming healthcare delivery across the Southern Tier, Finger Lakes and Central New York Regions.

“This partnership represents a shared commitment to expanding access to high quality care for the communities we serve,” said Dr. Martin Stallone, CEO of Cayuga Health and CEO of Centralus Health. “Together, we are strengthening our ability to offer a wider array of services, reach underserved populations, and invest in the future of healthcare delivery – locally. We are already planning for increased access to primary care in Chemung and Tompkins counties, while preparing for the upcoming launch of EPIC and MyChart to enhance patient care through technology.”

The rollout of EPIC, an industry-leading electronic health record system, will begin in March 2025. EPIC’s integration across Arnot Health and Cayuga Health locations promises enhanced patient and workforce experiences. Additionally, MyChart, the patient portal powered by EPIC, will empower individuals to manage appointments, communicate with healthcare providers, and engage more effectively in their care.

“Our collaboration isn’t just about joining forces—it’s about reimagining how we can best serve our communities,” said Tom LiVigne, Chairman of the Board of Directors for Cayuga Health. “This partnership is rooted in shared values, a deep commitment to local communities, and unwavering focus on delivering superior healthcare. Together, we’re ensuring better access to the critical medical services our patients need.”

The exploration of a collaborative relationship between Arnot Health and Cayuga Health was first announced on April 14, 2023. Since then, both organizations have conducted comprehensive evaluations, held extensive discussions, and gathered feedback from stakeholders including patients, staff, and community leaders.

“As health systems face increasing financial and workforce challenges, this partnership enables us to leverage shared resources, increase efficiencies, and ultimately lower operational costs,” said Jonathan Lawrence, CEO of Arnot Health and Executive Vice President of Centralus Health. “Centralus Health will continue to focus on deepening community connections and setting a higher standard for personalized care in every service we provide.”

Centralus Health is committed to investing in capital improvements across its facilities and workforce. The partnership will expand access to a full spectrum of services, including specialized care that may have been challenging to provide independently. These services encompass emergency care, critical cardiac care, cancer care, labor and delivery, NICU, outpatient care, behavioral health, substance use rehabilitation, long-term care, home nursing, durable medical equipment, and emergency transportation.

“We are excited about the opportunities this partnership creates to deliver even more value to our communities,” said Jan van den Blink, Chairman of the Board of Directors for Arnot Health. “The combined strengths and complementary expertise of both organizations position Centralus Health to better meet the needs of our patients while enhancing the care we provide.”

Centralus Health in Numbers:
• 6,500 Employees
• $1 billion in annual medical services
• 1,800 births per year
• 15,600 hospital visits annually
• 86,400 emergency room visits annually
• 847,000 outpatient appointments annually

W2O: Finding Success Through a Service-Based, Customer-First Approach

Posted on January 6, 2025 by admin

By Elizabeth Landry

When Dereck Withey ventured out to start W2O Pump & System Services in 2015, the decision was made with his family in mind.

“I had been working as a regional service manager for Wilo, a pump manufacturer, since 2012, doing most of the troubleshooting across the US. My daughter was born in 2014 and at the time I was on average about 25 days away from home every month. You can’t be a part of your family’s lives when you’re not there. It was time for a change,” Withey explained.

Today, almost 10 years later, Withey is the owner of the successful W2O business located in Cortland, NY, a family-owned pump and system services company that specializes in the operation and maintenance of water and wastewater treatment plants along with collection and distribution systems. He shares part ownership with his sister, Jenae Withey, and the company was created as a division of W2Operator Training Group, a retirement business that Withey’s parents, Douglas and Marian, created in 2005. W2Operator Training Group offers initial certification and recertification for every grade of water license, as well as additional training based on customer requests.

Withey grew up around the water treatment industry. His father spent about 30 years with the City of Cortland Water Department, ending his career as the Superintendent. With almost 18 years of experience working in various aspects of the industry, Withey has built W2O to be a one-stop shop for everything related to service and maintenance of pumping equipment, while remaining true to his focus on family and doing what’s best for his team.

“The motivation behind our day-to-day efforts is ultimately our team,” said Withey. “Most of us come from big corporations where you put in long hours but at the end of the day, you’re a number. With W2O, we decided we wanted to do things differently, where your co-workers and your employees truly matter. With that in mind, we have a lot of flexibility and we’re very supportive of our employees and their families.”

Service First, Sales Later

Alongside the focus on family and flexibility, W2O’s business model emphasizes service-based sales, in which the main offering is maintenance and repair work, and the actual sale of equipment follows later. Withey explained how this style of business is somewhat unique in the industry and stands out from other businesses in the water treatment and pump space.

“Most other companies in the industry are sales companies that have a service department. They typically have exclusive contracts for sales from numerous manufacturers within a given territory,” Withey explained. “We approach things differently, understanding that customers may prefer one brand versus another, and we want to service and maintain their equipment no matter the manufacturer. We offer service on all manufacturers and types of pumps, including preventive maintenance, repair, and installation. We’re the distributor as well as an installing contractor, and we offer turnkey proposals on projects where we’re involved from beginning to end.”

This service-based approach makes W2O a true one-stop shop for all their customers’ various needs. Jeff Kruger, Superintendent of Water and Sewer for the City of Binghamton, described how W2O’s service-first, yet all-encompassing offerings make the company stand out from the rest.

“It’s quite easy to choose a company that’s getting everything done, working above and beyond. Dereck and his team have been an amazing resource – he’s been my first call for the past four or five years and he hasn’t let me down yet. The service, sales and installation being out of the same shop is a bit different from other places. With W2O you get everything from start to finish. It really makes the business unique,” stated Kruger.

Solving Problems Reliably and Efficiently

W2O’s service-based sales approach includes an emphasis on troubleshooting, preventive maintenance and guaranteeing that their work will continue to perform over the long term for customers. All the company’s repairs are warrantied for 12 months from the date of invoice, and sometimes that warranty has been extended to 18 months. Withey explained how the team’s deep knowledge of how pumps and water systems operate allows them to deliver high-quality work for their customers.

“We stand behind our work. If we have a pump go in and it fails at 18 months and we can’t figure out why it failed, we’ll typically cover it. We have a very good knowledge of installation standards, the hydraulics and the electrical end of the pumps and the pump and system process overall. When issues arise, we can do a full evaluation of every part of the system in detail to find out what’s causing the failure and then come up with the best way to fix it,” said Withey.

W2O provides service and preventive maintenance for customers of various sizes, from large cities and municipalities to small villages and towns, and their customer base extends throughout New York State and Pennsylvania and into New England. One of W2O’s preventive maintenance contracts is with the Village of Marcellus Wastewater Treatment Plant. Even though it’s one of the company’s smaller customers, Greg Chrysler, Department of Public Works Supervisor for the Village of Marcellus, said they’ve received consistent reliability from Withey and his team.

“Probably the number one reason we do preventive maintenance with W2O is they’re always right there and on time when we have a problem,” Chrysler said. “That’s huge for a wastewater treatment plant because everything needs to run 24/7 and when something breaks, we need a quick response. The team at W2O is very efficient and we don’t have to worry about whether the job is done right or wrong – it’s always done right. Even though we’re a smaller customer for them, we still get the same quality and efficiency they offer their larger customers.”

Focusing on Customers’ Needs

Working with customers of all sizes means W2O provides service plans and contracts ranging from one pump all the way up to several municipalities. As Withey explains, “There’s no ‘cookie cutter’ or ‘take it or leave it’ approach with us. Everything we do is centered on what the customer wants and what’s in the customer’s best interests.”

W2O’s customized service offerings go hand-in-hand with a reputation for honesty and integrity that often also benefits customers financially. Withey described a project in which W2O consulted with engineers during a wastewater treatment plant upgrade at the Village of Moravia, in which several pieces of equipment were failing and wouldn’t last until construction on the upgrade was planned to begin.

“We worked with the engineers to make sure the equipment used for the urgent repair could be repurposed for the future upgrade as well, so they only had to spend the money once,” Withey said. “Through the process, we also found an engineer had made a mistake, but we caught it on the front-end, helped them fix it right away and ultimately saved them money down the line. With every project, our main goal is to provide the best service possible at a fair price.”

Another project Withey and his team completed was a pump replacement for YAWS Environmental at the Cayuga Heights Wastewater Treatment Facility in Ithaca. Three of the facility’s pumps that distribute to the trickling filters had either failed or were failing, and by leaning on a relationship Withey had developed with Wilo Pumps, he discovered the best solution for the specific needs of the facility.

“We had reached out to Wilo about a different style of pump we initially thought would be best, but through the conversation we found they had been developing a brand-new style of pump that turned out to be a great application for this project. Wilo Germany agreed to let us bring the pumps in and install them here in the US for the first time. It’s been a tremendous success,” Withey explained.

Mike Albro, Lead Operator for YAWS Environmental, emphasized how Withey and the team at W2O continue to provide honesty and cost-savings as they focus on how to best meet their customers’ needs.

“Dereck genuinely cares about his work and the people he’s doing the work for,” said Albro. “If he can ever help anyone out by giving them a break or saving them some costs, he’s always looking to do that, and so honesty is a big factor. If he feels like something isn’t going to work right or if there’s a better way to go about a situation, even if it’s through another company, he’ll be honest and tell you the truth. He’s just a stand-up individual. I’ve enjoyed working with him very much.”

Plans for Future Growth and Expansion

With Withey leading the way and developing an honest business strategy that delivers value for customers time after time, W2O has seen consistent growth since its inception. In almost 10 years of business, the team has grown to include five employees, completing between 200 and 240 projects per year and driving revenue growth by nearly $1 million over the last year. For Withey, these accomplishments fuel his drive for even more expansion in the coming years.

“The thing I’m most proud of is how everyone on the team has come together and how much the company has grown in a short period of time. We’re now in the planning phases of a very large expansion of our repair shop – we currently operate out of a 3,000-square-foot building and we’ll be adding 13,000 additional square feet. We’re also going to expand the services we offer, getting into some light manufacturing and taking the leap into engineered sales, and we’ll be expanding our service fleet from two to four service body crane trucks. I hope to double our staff by 2026 and then expand the training side of the business, as well, within the next five years.”

Although the business continues to grow, it appears the focus on meeting customers’ needs first will remain at the center for W2O, as emphasized by the company’s customers themselves.

“We’ve been with W2O for several years and they’ve grown a lot as a business – they’re offering many more services and products. But Dereck has made sure he has enough great people on the team to continue that quality of work and reliability we need to keep things running smoothly. As the business is getting bigger, he’s not forgetting about the needs of customers when something breaks – it’s the same level of service as when they were a smaller company,” said Chrysler.

It’s a sentiment echoed by Albro, as well: “I believe they’re going to go very far. The quality of work is nothing less than the highest expectation. With Dereck and his team, the relationships they develop with customers are personal – it’s not always about business. I believe that’s going to go a long way for the company as they continue to expand in the future.”

www.W2Pump.com

2024 Laws That Businesses Need To Comply With

Posted on January 6, 2025 by admin

Diana Plue, Esq., Sheats & Bailey, PLLC

Every year New York State passes new regulations and laws that impact how you do business. This past year was no different. Below is a summary of new laws and regulations that Employers must comply with or risk potential fines.

Effective January 1, 2024, small businesses will be required to file Beneficial Ownership Information (BOI) Reports with the US Department of Treasury, disclosing the company’s ownership information. Failure to file a BOI report can result in hefty fines of up to $10,000.00 per violation and prison time. The deadline for filing depends on when the company was formed. Companies formed before January 1, 2024, must file their BOI report by December 31, 2024. Companies formed after January 1, 2024, must file a BOI report within 90 calendar days from the formation date to comply.
Effective February 15, 2024, the statute of limitations to file a claim with the Division of Human Rights for claims involving any type of unlawful discriminatory practices (race, sex, gender, age, disability, etc.), is extended from one year to three years.
Effective March 12, 2024, employers are prohibited from requesting or requiring access to worker’s social media information and accounts. Employers cannot require an employee to disclose their social media accounts username and passwords.
Effective March 13, 2024, executive, administrative and professional employees making $1300.00 or less per week will no longer be confined to commencing a civil action in court to recover owed wages but may now bring an action with the Department of Labor to recover owed wages.
Effective June 19, 2024, employers must provide 30 minutes of paid lactation breaks to an employee each time an employee has a reasonable need to express breast milk for up to three years following the birth of a child. These breaks are in addition to regular meal and break times. Prior to this date, lactation breaks did not have to be paid. Employers must inform employees when they are hired, once a year thereafter and when they return from maternity leave about their right to take paid breaks for pumping breast milk.
Effective December 30, 2024, contractors and subcontractors must be registered with NYS Department of Labor as a public works contractor, before submitting a bid or commencing work on public projects or private projects subject to prevailing wages. Contractors and subcontractors who submit bids or work on public projects without registering will be subject to a civil penalty.
Effective January 1, 2025, employers must provide eligible employees with 20 hours of paid prenatal leave during any 52-week period. Prenatal leave is in addition to any statutory sick leave benefits. Notice of this leave must be given in writing to employees.
Effective January 1, 2025, minimum wage for counties outside of NYC, Long Island and Westchester County is increasing to $15.50/hour and the salary exempt threshold for overtime exempt employees increases almost two thousand dollars to $60,405.80 per year.
Effective January 1, 2025, NYS Buy Clean Concrete Act, which puts forth emission limits for concrete used in state funded public building and transportation projects becomes mandatory. All State agency building contracts over $1 million that involve the use of 50 cubic yards of concrete and all transportation contracts over $3 million that include at least 200 cubic yards of concrete are subject to the Buy Clean Concrete Act. Starting January 1, 2025, concrete used in these projects will need to comply with mandatory emissions limits and all concrete used in such projects needs to have an environmental product declaration (EPD) submitted.
Effective July 1, 2025, Covid Sick Leave Act expires, and employers no longer must provide paid Covid Leave.

As New York State is constantly enacting new laws and regulations, expect additional laws to be passed in 2025. If you need further assistance or have additional questions, please contact Sheats & Bailey, PLLC. www.TheConstructionLaw.com; Tel. 315-676-7314.

The information provided above is not intended to serve as specific legal advice for any particular situation. Competent legal and experienced counsel should be consulted.

Simplifying Safety: The Urgent Need for Usable Safety and Health Plans by Small Construction Firms

Posted on January 6, 2025 by admin

Wael Khalil, Vice President, Director of Safety & Health, Lovell Safety Management

For small construction firms and subcontractors, having a usable safety and health plan is not just a formality, it’s a necessity for safeguarding their workforce. Regardless of a company’s size, it’s crucial to have a clear, effective strategy to mitigate workplace hazards and ensure employee safety.

Many small construction business owners believe that extensive field experience can substitute for a formal safety and health plan. This perception often stems from their day-to-day involvement in operations, which they feel gives them direct control over safety issues. Many others have the approach that a safety and health plan is only a document needed when bidding for new work.

However, this informal approach lacks the structured benefits of a documented plan.

A concise and relevant safety and health plan is more than a compliance measure, it organizes essential safety protocols and serves as a practical guide for employees. It helps standardize responses to high-risk tasks and ensures consistent safety practices among all workers, thereby enhancing overall site safety.

Safety and health plans should encompass a variety of elements tailored to the specific needs and risks of the workplace. Key components should include hazard identification, risk assessment, control measures, emergency procedures, and employee training. Plans should clearly outline responsibilities and provide a framework for reporting incidents and near misses, which is crucial for ongoing improvement and prevention strategies.

Moreover, the plans should facilitate compliance with relevant OSHA standards and other legal requirements, but they must also remain practical and directly applicable to the daily operations of the workers they are designed to protect. For instance, topics like proper handling of tools and materials, specific protocols for working at heights, and guidelines for the use of personal protective equipment are essential for construction sites. Each procedure outlined should be actionable and devoid of unnecessary complexity that could hinder its real-world application.

The prevailing trend steered by larger general contractors often emphasizes voluminous safety documentation, valuing quantity over quality. This leads to overly extensive safety plans that are cumbersome and impractical for actual field application. Rather than improving safety, these exhaustive documents primarily serve to shield the job site from potential litigation, rather than ensuring the actual safety of workers on the ground. Additionally, general contractors frequently employ third-party vetting firms, which contribute further to the complexity of subcontractors’ safety and health plans.

For instance, I came across a drywall contractor that was required to have a crane and rigging policy, a demand imposed by the general contractors but disconnected from the subcontractor’s actual work. This mismatch exemplifies the disconnect that arises when safety plans are dictated by entities removed from the specific realities of the job site.

Instead of one-size-fits-all documents, safety plans should be dynamic, living documents that are updated regularly to reflect actual job scope and hazards. This approach not only enhances compliance and safety but also fosters a safety culture that values input from employees, making safety an observed priority every day.

For real improvement in workplace safety, the industry needs to assist small construction firms and subcontractors in crafting straightforward, pertinent safety and health plans. These plans should focus on actionable, relevant safety measures tailored to the specific needs of the job and the workers. By moving away from unwieldy documents to more manageable and applicable plans, we can ensure that safety protocols are not just theoretical requirements but practical tools that significantly enhance safety on construction sites.

Larger general contractors have a significant responsibility to prioritize the relevance and effectiveness of the safety and health plans they require from subcontractors. It’s imperative that they shift their focus from merely mitigating litigation risks to genuinely enhancing on-site safety. This approach ensures that the safety and health plans demanded are not just formalities or overly cumbersome documents but are instead practical, applicable tools that subcontractors can realistically implement and maintain. This change will foster a safer workplace environment, where the actual safety of employees is the cornerstone of all safety protocols. By aligning safety documentation with the real-world needs of those on the ground, larger contractors can play a pivotal role in promoting a culture of safety that transcends legal compliance and truly protects workers.

At the end of the day, training employees on a 250-page safety and health plan filled with information that doesn’t directly apply to their tasks or the specific hazards they encounter is not just difficult, it’s ineffective. Workers are far more likely to understand and adhere to safety protocols when they are presented in a straightforward, relevant, and concise manner. Complex, overly lengthy safety plans can overwhelm employees, obscuring the key safety measures that directly impact their day-to-day work. Streamlined, tailored plans make training simpler, helping employees retain critical information and apply it effectively, creating safer job sites where every worker feels protected and empowered.

For more information on this issue and other safety related concerns you may contact Wael Khalil, VP & Director of Safety & Health, Lovell Safety Management at wkhalil@lovellsafety.com or 917-692-9108. You may also visit online at www.LovellSafety.com.

How Trump’s Presidency Could Impact Taxes for Construction Companies

Posted on January 6, 2025 by admin

Shawn T. Layo, CPA, Dannible & McKee, LLP

Donald Trump’s victory in the 2024 presidential election has revived discussions about potential tax policy shifts his administration could implement. Many provisions from the 2017 Tax Cuts and Jobs Act (TCJA), President-Elect Trump’s major tax code overhaul signed into law during his first presidency, are set to expire at the end of 2025.

With his reelection, Trump has signaled a commitment to extending and building upon these reforms, potentially introducing new measures designed to lower costs, incentivize investments and spur job creation within industries aligned with his infrastructure-focused agenda.

Most contractors are familiar with the Qualified Business Income (QBI) deduction, also known as Section 199A, which has allowed owners of pass-through entities to deduct up to 20% of qualified business income. This provision, which originated with the TCJA, has been a substantial benefit for pass-through companies by serving as a 20% deduction from taxable income passed through to partners and shareholders. It is currently scheduled to expire on December 31, 2025. With Trump’s potential push to extend or enhance tax cuts, the QBI deduction could be preserved, further easing financial pressures on small and mid-sized construction businesses.

Another significant component of the TCJA that has already begun to phase out is bonus depreciation for qualified property, such as heavy construction equipment. For assets placed in service from September 28, 2017, through December 31, 2022, contractors and other businesses were allowed to take 100% bonus depreciation. This has been a huge benefit for companies. Unlike Section 179 expensing, bonus depreciation can be used to create a loss. However, this provision began to sunset in 2023, with bonus depreciation decreasing to 80% for assets placed in service during 2023 and 60% during 2024. If not extended, bonus depreciation will continue to decrease by 20% each year and eventually expire entirely at the end of 2026. Trump’s return to office could result in the extension or expansion of these provisions, enabling construction companies to modernize their operations without incurring sizable upfront tax liabilities.

Corporate tax rates also remain a topic of discussion. Before the TCJA, corporate tax was calculated on a progressive basis, with a maximum tax rate of 35%. Post TCJA, corporations are now taxed at a flat rate of 21% which was made permanent and is not expiring. While there is no specific proposal currently regarding the corporate rate, Trump has suggested reducing it to 20% or possibly even lower for companies that make their products in the United States.

Infrastructure development has long been a cornerstone of Trump’s platform. His administration is expected to push for significant federal spending on roads, bridges, and other critical projects. Tax policies may be structured to incentivize private-sector participation, such as offering tax credits for companies engaging in public-private partnerships.

Furthermore, the administration could introduce targeted tax breaks for companies sourcing materials domestically, benefiting companies that rely on U.S.-produced steel, concrete and other construction inputs.

While many of these potential tax changes could positively impact construction companies, such tax cuts would likely need to be offset by revenue-generating measures. Trump has proposed steep tariffs on foreign-manufactured goods, which may increase the cost of imported materials such as steel and aluminum. Construction companies would need to account for these potential price increases when budgeting for projects.

Undoubtedly, 2025 will be a year full of proposed major tax legislation changes. Trump’s presidency could create a favorable environment for construction companies to expand and thrive. However, companies must remain vigilant about balancing potential benefits with challenges like rising material costs or fluctuating federal budgets. Staying informed and engaging in proactive tax planning will be crucial for businesses seeking to maximize opportunities under the new administration.

Shawn T. Layo, CPA, is a tax partner at Dannible & McKee, LLP, a public accounting firm with offices in Syracuse, Auburn, Binghamton and Schenectady, NY, and Tampa, FL. The firm has specialized in providing tax, audit, accounting and advisory services since its inception in 1978. For more information on this topic, you may contact Shawn at slayo@dmcpas.com or (315) 472-9127.

Effective Management of Workers’ Compensation Claims: A Guide for Employers

Posted on January 6, 2025 by admin

By: OneGroup

Managing workers’ compensation claims can be daunting. There are some key items to be aware of in order to effectively work through this process. With the state’s revision to the rating formula for the Experience Modification Rate (EMR) in 2022 and evolving trends in the claims world, workers’ compensation claims are having a significant impact on businesses. Variables like this make it even more important to pay attention in the unfortunate event of a claim. This article outlines the essential steps employers should take following a workplace accident to ensure the best possible outcome for their business.

Immediate Response to an Accident

When an accident occurs, the first step is to investigate the claim thoroughly. This involves gathering detailed information about the incident, including the who, what, where, when, and how. It’s crucial to ask as many questions as possible early on to capture accurate details before memories fade or stories change.

Key steps include:

Interviewing the injured employee: Ask specific questions about what happened, how it happened, and where it happened.
Examining the accident site: Verify any claims about broken equipment or hazardous conditions.
Identifying witnesses: Speak to coworkers immediately to get their accounts before they have a chance to discuss the incident among themselves.

Documentation

Proper documentation is vital in managing workers’ compensation claims. Employers should use incident reports to record all relevant details. If an incident report is not immediately available, have the employee write a statement or write it for them and have them sign it. This creates a paper trail that can be crucial if the claim is later disputed.

Important documentation practices include:

Detailed incident reports: Ensure they cover the who, what, where, when, and why. The injured employee needs to sign and date the document.
Specific injury details: Clearly document the body part or parts injured to minimize the potential for the claim to evolve and include other sites.
Witness statements: Collect and have witnesses sign their statements immediately. Try to secure a phone number, home, and email addresses for the witness.

Reporting Process

Employers must document and maintain a record of any injury or illness for 18 years. The injury or illness must be reported to the insurance carrier (and the Board) within 10 days of the disability or employer knowledge of disability—defined as lost time or restricted duty—if there is more than one day of lost time beyond the shift when the injury occurred or if medical treatment extends beyond first aid.

Steps in the reporting process:

Timely reporting: Ensure the claim is reported to the insurance carrier within the mandated timeframe to avoid penalties, and to provide time for the carrier to investigate the loss. Reference New York form C-2F (Employer’s First Report of Work-Related Injury/Illness) for information the carrier will need. Contact your broker if you are uncertain how to report a loss.
Share your concerns: If you question a loss or there are details which seem important which are not addressed in reporting, let the carrier know you would like to be contacted to discuss further. When the carrier contacts you, it is appropriate to share your concerns with them.
Let the employee know you have reported the loss. If a claim number is provided by the carrier, share that with the employee. Medical providers will request this information at the time of treatment.
Involve risk management: Reporting losses helps identify and address potentially hazardous situations and avoid future incidents.
Electronic Data Interchange (EDI): Understand that state-mandated EDI reporting requires timely and accurate submission to avoid penalties.

Components of a Claim

A workers’ compensation claim typically includes several components:

Indemnity: Payments for lost time, which can be a temporary closed period of lost time or a schedule loss of use (SLU) award or Loss of Wage-Earning Capacity (LWEC) award for permanent injuries.
Medical expenses: These are lifetime expenses and can increase annually due to rising average weekly wages and fee schedules.

Active Management of Claims

Active management of claims is crucial for minimizing costs and ensuring a positive outcome. Employers should:

Provide prompt medical attention: This helps the injured employee recover quicker and return to work, even in a limited role, which can reduce the overall cost of the claim.
Engage in proactive communication: Keeping open lines of communication with the injured employee can foster a sense of loyalty and reduce the likelihood of litigation. Set the expectation that employees inform you and provide documentation of their medical examination dates and status after each appointment. Failure to do so may jeopardize their workers’ compensation benefits and perhaps their employment status. Share the medical status information with your carrier.
Inform your carrier when an employee’s work status changes (out of work, returns in a transitional duty capacity, returns full duty, etc.)
Update your carrier with any relevant developments you become aware of, i.e., employee is unable to work but is still participating in outside activities, etc. Don’t assume the carrier shares your knowledge.
Complete the forms. Yes, there are many. Yes, they are cumbersome. However, if they are not completed fully and accurately, you will be asked to do them again. If you do not, penalties and adverse findings will follow. Do it right and do it once! (If you have questions on how to complete, ask your broker before you submit)

In Summary

Effective management of workers’ compensation claims involves prompt investigation, thorough documentation, timely reporting, and active management. By following these steps, employers can mitigate the impact of claims on their business and ensure compliance with state regulations. Proper handling of claims not only helps in reducing costs but also supports a safer workplace environment.

If you have any questions or need further assistance, please do not hesitate to reach out to OneGroup’s team for guidance and support.

2024 Year in Review

Posted on January 6, 2025 by admin

Earl R. Hall, Executive Director

As the Syracuse Builders Exchange (“SBE”) prepares for a new year, and the abundance of opportunities that await the Association and our member employers. Let’s reflect upon the highlights of 2024 and the importance of the region’s only not-for-profit construction industry Association.

Membership

The stability of SBE’s loyal and diverse membership remains our greatest strength. While the membership data reflects a consistent composition of general contractors/construction managers, specialty subcontractors, suppliers, manufacturers’ representatives, and professionals (architects, engineers, accountants, etc.), the core of SBE’s membership remains specialty subcontractors (72%) followed by general contractors/construction managers (11%).

Membership activity experienced an unusually high number of membership applications from out of area employers (both from within and outside of New York State) as contractors are eager to take advantage of anticipated economic development opportunities throughout central and upstate New York.

Today, SBE remains New York State’s largest construction industry Association with approximately 960 member firms.

Electronic Plan Room

Enhancements to the e-plan room were well received by our 900+ firms and over 4,500 end users. Upgrades to the e-plan room during 2024 included:

The elimination of jpg and tif files and the implementation of PDFs for all bidding documents, thus making it easier for end users to export such to various estimating and take-off software platforms.
Launching a new blueprint viewer with additional and user-friendly features.
Deploying state-of-the-art estimating and take-off software features within the new blueprint viewer, providing firms with limited budgets to use built-in estimating and take-off software.

In addition to the enhancements, SBE reported on over 6,000 projects in 2024, including projects in the planning stages, projects in the bidding stages, addenda, apparent low bidders and contract awards.

Education and Safety Training

Never in the history of SBE has the Association provided more in-depth education and safety training classes and content to member employers, and their employees.

New in 2024 was the launch of SBE’s Building Information Modeling (“BIM”) classes. To accommodate SBE’s investment in BIM, SBE purchased laptop computers for the classroom for students to use, along with pre-loaded Autodesk material. During the process, SBE was awarded the title of an Autodesk certified and approved training center, the only Builders Exchange in the country with this designation. To teach our BIM classes, SBE hired BIM expert Eric Wing, who is the director of BIM at C&S Companies and professor at the Syracuse University School of Engineering.

SBE continued our relationship with the Rochester Institute of Technology, providing construction industry employers throughout central New York the ability to receive the many highly regarded RIT construction education curriculum right here in the Association’s classroom. SBE and RIT will continue this relationship into the future.

Mohawk Valley Builders Exchange Merger

As reported throughout 2024, the Mohawk Valley Builders Exchange (“MVBE”) and Syracuse Builders Exchange (“SBE”) Boards of Directors and memberships voted to merge. While the New York State Attorney General’s Office Anti-Trust Bureau still must approve of the merger, such is anticipated to occur on or about January 1, 2025.

Although this merger marks the end of an era, it does not erase MVBE’s rich history and tradition in the Mohawk Valley region. This new chapter reflects an evolution in which employers will begin to receive enhanced services built on collaboration, innovation, trust, and strong values. Together, we aim to provide a more vibrant, impactful, and cohesive construction industry community throughout a large geography of upstate New York.

Social and Networking Events

SBE’s social and networking events continue to be well attended and supported. As a result of the MVBE merger, SBE anticipates hosting additional social and networking events in the Utica region.

Conclusion

2024 was an excellent year for the organization, driven by increased income, reduced expenses and strong investment performance. SBE has no debt and remains fiscally strong in many ways, enjoying revenue streams only made possible by the support of our resilient member employers and their employees.

On behalf of SBE’s staff, Officers, and Board of Directors, I would like to thank our membership for the tremendous, continued support of your Association. The success of SBE is attributed solely to the incredible membership our staff has the privilege of serving. Thank you for the trust and confidence you have placed in SBE as we remain excited about playing an important role in your business. Thank you for including us on your team.