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Southern Tier HealthLink moving to new service model
BINGHAMTON — The Southern Tier’s regional health information organization (RHIO) is adopting a new service model that will cut its expenses and move it away from technology it has used since its founding. The RHIO, called Southern Tier HealthLink NY, agreed in September to partner with the New York eHealth Collaborative (NYeC) and use that […]
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BINGHAMTON — The Southern Tier’s regional health information organization (RHIO) is adopting a new service model that will cut its expenses and move it away from technology it has used since its founding.
The RHIO, called Southern Tier HealthLink NY, agreed in September to partner with the New York eHealth Collaborative (NYeC) and use that organization’s Statewide Health Information Network of New York (SHIN-NY) service model. The move could eventually slash Southern Tier HealthLink’s technology-licensing costs by two-thirds.
It essentially transfers Southern Tier HealthLink’s health information exchange (HIE) off a software platform from New York City–based Infor to one from Cambridge, Mass.–based InterSystems Corp. A health-information exchange gives authorized medical providers in a certain area access to patient information and medical histories in real time. Southern Tier HealthLink is in charge of building a HIE for Broome, Chenango, Tioga, Delaware, and Otsego counties.
Southern Tier HealthLink has been using the Infor software since the RHIO’s founding in 2005, according to its executive director, Christina Galanis. The software platform actually dates back to the early 2000s, when it was adopted by Southern Tier HealthLink founding member UHS, she adds.
“What we found ourselves with was pricing that was determined years ago when the market did not have as many competitive vendors in which to drive the cost down,” Galanis says. “And we were increasingly seeing that we could obtain this technology at a much lower rate.”
Southern Tier HealthLink chose to go with the NYeC’s model in part because it would save money on vendor fees, Galanis says. Five other RHIOs in New York use the SHIN-NY service model, giving them savings rooted in group-purchasing power. Southern Tier HealthLink does not yet have final savings estimates, but it could pay as little as one-third of its current annual vendor fees of about $609,000 once the new platform is fully in place.
Moving to a software platform shared by other HIEs in the state has another benefit, Galanis adds.
“We found it was to our best advantage not only for costs, but for our ability to have less expense in innovating new products and new functions,” she says. “We basically go to the vendor and say, ‘This is an emerging-use case in our community, we need our system to be advanced to do this and this.’ And they come back and say it’s going to cost $150,000. In this scenario, it won’t cost us $150,000, because we’re sharing that cost with five others.”
Implementation of the new software underpinning the HIE started in early October. Southern Tier HealthLink does not yet have a firm completion date marked, but it expects to finish in the summer of 2013.
“The new system will do exactly or pretty close to what we’re able to do today,” Galanis says. “And the value is, we’ve already started to collaborate with the other RHIOs on creating additional or new functionality to support new things in the market, such as Medicaid Health Homes or case-management functionality.”
When the new platform is fully operational, Southern Tier HealthLink should be able to send electronic health information to providers connected to exchanges from the other five RHIOs that use the SHIN-NY service model in the state. And Southern Tier HealthLink will be able to receive records from those providers as well.
At a yet-to-be-determined point, the state’s other HIEs, those that do not use the SHIN-NY service model, will be able to link their existing software platforms to the rest of the network, according to Galanis. Patient consent will be required before a provider can view transferred health information, she says.
The other exchanges currently using the SHIN-NY service model are the Brooklyn Health Information Exchange, the E-Health Network of Long Island, Healthix, Inc. of New York City, Interboro RHIO of Elmhurst, and Taconic Health Information Network and Community in the Hudson Valley.
It makes sense for the HIE that covers Binghamton to be able to connect to exchanges in the New York City area, Galanis says.
“We have students at our university that come from Downstate in large numbers, as well as vacationers who come up from the city,” she says. “It would be advantageous for us to query Downstate if they show up at one of our emergency rooms to be able to get their medical history.”
Southern Tier HealthLink employs 10 people and is headquartered at 45 Lewis St. in Binghamton. Its budget for this year is $1.7 million. Future budgets are likely to decrease with cost savings from the new service model, Galanis says.
The RHIO’s hospital stakeholders fund it, along with health-insurance payers. Hospital stakeholders include UHS hospitals and Lourdes Hospital. Funding insurers include Excellus BlueCross BlueShield, Aetna, Inc., MVP Health Care, UnitedHealthcare, and Capital District Physicians’ Health Plan, according to Galanis.
Southern Tier HealthLink has connected five hospitals, 115 practices, an imaging center, a public health department, a mental-health organization, and two long-term care facilities. More than 138,000 patients have provided consent for their records to be transferred via its HIE.
NYeC is a New York City–based not-for-profit that works to help health-care providers move to electronic health records and set up a way for providers to securely exchange information from those records.
Contact Seltzer at rseltzer@tgbbj.com
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Tessy preps for more expansion at Elbridge HQ
ELBRIDGE — Tessy Plastics Corp. didn’t take very long to outgrow a new building at its headquarters complex. The plastic component and packaging manufacturer is almost ready to break ground on an expansion of its 90,000-square-foot “south” building at 488 Route 5 in Elbridge. That building, which is one of three on Tessy’s campus at
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ELBRIDGE — Tessy Plastics Corp. didn’t take very long to outgrow a new building at its headquarters complex.
The plastic component and packaging manufacturer is almost ready to break ground on an expansion of its 90,000-square-foot “south” building at 488 Route 5 in Elbridge. That building, which is one of three on Tessy’s campus at that address, was completed in 2010.
Crews are slated to break ground on the addition in November. The expansion will add nearly 100,000 square feet of warehouse space that is necessary after Tessy took on new work, according to its president and CEO, Roland Beck.
“In order to do those new projects, we’ve encroached on our existing warehouse space,” he says. “We need to make up for that.”
Beck does not want to name the specific customers Tessy is working with on the new projects. But he notes that half of the new work involves manufacturing medical products and the other half is making consumer products.
Tessy currently employs around 820 workers in Central New York, about 100 of which are temporary. But it expects to make 40 of those temporary employees full time in the next few weeks.
And it will continue to add employees as its sales grow, Beck says. The south building’s new warehouse will likely require 30 new employees once it is open, he says. Construction could be completed as early as June.
“I don’t have exact numbers,” Beck says. “We grow about 10 percent a year, so we add on fairly steadily.”
Beck projects 10 percent revenue growth again in 2012. Tessy’s Central New York operations generated about $180 million in revenue in 2011, while the company tallied about $220 million between its New York locations and sites in Lynchburg, Va. and Shanghai, China.
Tessy’s other Central New York facilities include a 206,000-square-foot “west” plant and an “east” plant of approximately the same size at 488 Route 5 in Elbridge. The company also operates a 270,000-square-foot warehouse and assembly facility in the town of Van Buren. That facility, the former Syroco, Inc. building on Route 48, had been strictly warehouse space until this year.
Building the new warehouse on the south building in Elbridge will cost between $5.4 million and $8 million, according to Carl Hulett, Tessy’s director of maintenance. The company will finance the expansion with funding from M&T Bank. Syracuse–based VIP Architectural Associates, PLLC and VIP Structures, Inc. are set to design and build the addition.
It will include some energy-efficient features, like low-energy lighting and motion sensors that switch lights on and off. That’s keeping with an emphasis on energy efficiency in the south building.
The facility has energy-efficient injection-molding machines, high-efficiency chillers for air conditioning and process chilling, and water-economizing heat exchangers that allow Tessy to shut down its chillers during colder months. It also has water-cooled air compressors that reject heat to the building’s heating system to offset heating requirements.
Constructing the building and its energy-efficient features cost about $15 million, Hulett says. Sources of funding included Tessy’s cash, M&T Bank financing, and a $978,000 incentive from the New York State Energy Research and Development Authority’s (NYSERDA) Industrial Process and Efficiency Program.
“We estimate they’re saving approximately 50 percent over and above what they would have if they built that conventionally,” says Samuel Cosamano, president of IPD: Engineering of Syracuse, which helped to design the facility.
NYSERDA estimates show the building saves about $800,000 in energy costs annually, according to Stacey Sabo, a senior project manager at the authority. It saves over 8 million kilowatt-hours a year, she adds.
“The incentive is performance based,” she says. “So it’s based on actual savings.”
Tessy hasn’t signaled whether it plans to work with NYSERDA on the south building’s warehouse expansion. But NYSERDA is hoping to drum up corporate interest in its programs at the NEXT technology and innovation conference on Nov. 8 at the Holiday Inn Syracuse-Liverpool.
“NYSERDA was looking for a venue for us to present program information and to engage industrial manufacturing customers in Central New York,” Sabo says. “NYSERDA does have the capability of working with large industrial companies on very complex process projects.”
Contact Seltzer at rseltzer@cnybj.com
Credit unions move toward video teller machines
Technology is pushing banks and credit unions into new territory, including the use of video teller machines. In a legal opinion, the National Credit Union Administration (NCUA) in August ruled that credit unions aren’t prohibited from using the machines, says Mark Harrington, an attorney with Syracuse–based law firm Mackenzie Hughes, LLP. Like any new technology
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Technology is pushing banks and credit unions into new territory, including the use of video teller machines.
In a legal opinion, the National Credit Union Administration (NCUA) in August ruled that credit unions aren’t prohibited from using the machines, says Mark Harrington, an attorney with Syracuse–based law firm Mackenzie Hughes, LLP. Like any new technology though, credit unions need to consider all the costs involved before jumping in, he says.
Video teller machines are somewhat similar to ATMs, Harrington explains. The machines themselves look like their older counterparts, but have video-conferencing capabilities so customers can talk with and see tellers as they conduct their business.
“You would be speaking with an actual teller of your institution and be able to transact business in the same way as if you did go into a branch and spoke with the same person,” Harrington explains.
And while ATMs are limited to transactions like deposits, withdrawals, and balance checks, video teller machines could handle business that’s a little more complex because of the presence of an actual human on the other end.
“Certainly there’s an element of convenience,” Harrington says of the potential appeal of the machines. “It’s a relatively new technology.”
The machines also offer a cost-effective way for credit unions to add another service facility where they might not be able to otherwise because of cost or space limitations, Harrington adds. It could be a way for institutions to explore new markets as well.
If a credit union placed a video teller machine in a new community and it proved to be popular, the institution might then follow up with a branch.
“That would be a part of the business plan in determining whether it’s a suitable area and if there’s enough traffic there,” Harrington says.
Finding a good location for one of the machines wouldn’t be any more difficult than setting up an ATM, a task most credit unions have completed numerous times, he adds. The machines do cost more and there are more back-office concerns.
A credit union would have to set up specific times that a teller would staff the machine, Harrington notes. An institution might choose to have a teller in an office dealing with in-person customers while staffing the machine at the same time, for example.
“Offering services that way may take some different coordination,” Harrington says.
He notes that most credit unions are highly sensitive about the level of service they provide to members. They would have to be sure they were not ignoring members who come to branches in person in favor of video customers, he says.
In its August decision, NCUA said it would allow video tellers to count as service facilities and satisfy the requirements of credit unions that would like to expand their membership territory or serve underserved areas, according to an article in the Sept. 26 issue of Credit Union Times magazine.
Contact Tampone at ktampone@cnybj.com
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