Northeast Pennsylvania Business Journal--10-16

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October 2016 VOL. 31 NO. 10

The American Dream redefined

Dream is more elusive, but Americans and immigrants still chase it “That dream of a land in which life should be better and richer and fuller for everyone, with opportunity for each according to ability or achievement . . . It is not a dream of motor cars and high wages merely, but a dream of social order in which each man and each woman shall be able to attain to the fullest stature of which they are innately capable, and be recognized by others for what they are, regardless of the fortuitous circumstances of birth or position.” — James Truslow Adams, The Epic of America

INSIDE: FAll HEALTHCARE UPDATE

When you think of the countryside, words describing pleasant scenes, such as bucolic and pastoral, come to mind. However, the rural poor find life anything but cheerful. Take a look into the unique health and lifestyle problems faced by generations of rural dwellers.

OCTOBER 2016

A

merica has faced a roller coaster ride of economic boom-and-bust since Adams wrote this in 1931.

Challenges faced in recent years have highlighted systems and industries that no longer provide the opportunities they once did, raising questions about whether the American dream still exists.

“Some people are doing well; some aren’t,” said William J. Parente, professor of political science for the University of Scranton. “It’s always that way. I don’t think the American dream is slipping away for those that are sufficiently together that they can pursue their dream.”

Parente sees similarities today with events during and after World War II when the British Empire saw a decline as the U.S. economy boomed.

“We are in that situation now and there is not much we can do about it,” he said. “I don’t think we should panic. We should try to get our act together and do the best we can.”

One local educator sees both sides of the argument.

Thomas J. Baldino, Ph.D., professor of political

Send the nomination to biz570@ timesshamrock.com by Oct. 10. Include your name and number, as well as your nominee’s, along with a description of why he or she should be honored.

HEALTHCARE UPDATE

By Kathy Ruff

The quality of life and health is anything but idyllic for the poor in rural areas.

Center insert

Perpetuating greatness

science at Wilkes University, sees lower compensation, job insecurity, unfair trade and a lack of investment contributing to the notion that the American dream is slipping away.

“My parents wanted me to be better off than they were,” he said. “I had the same vision for my children, and I worry about their future. Job security for my children and the coming generations is no longer

what it was when I started out. In other words, you would go to work for a company and probably stay there for your entire career. I don’t see that happening for my children, and I certainly don’t see it happening for the kids who are graduating now.”

Baldino notes that if you asked illegal immigrants if they believe in the American dream, that answer would look different.

“Their efforts to come to the United States to do things they could never do in their home countries strongly suggests there is still something out there called the American dream, that our system offers something that the immigrant’s home counPlease see AMERICAN, Page 12

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Nominate the ‘Top 20 Under 40’ business professional in your organization

PENNSYLVANIA

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Representatives of some of the region’s most succesful businesses visited the NPBJ and talked about their beginnings, their challenges, their vision for the future and what makes their ‘gears turn.’

PAgE 21

FIND US ONLINE AT BIZ570.COM

Business Journal NortHeASt

PeNNSYlVANiA

Vol. 31, No. 10 • october 2016 149 PeNN AVeNue ScrANtoN, PA 18503 www.biz570.com

On THE COvER

A nOTE FROM THE EDITOR

the American Dream redefined

Business Journal gives readers a look into businesses that continue ‘Perpetuating Greatness’ Pages 21-31

The Northeast Pennsylvania Business Journal is a member of Times-Shamrock Publishing Division

EDITOR christine Fanning — ext. 5415 cfanning@timesshamrock.com COnTRIbuTIng REpORTERs Dave Gardner, Kathy ruff, Phil Yacuboski ADvERTIsIng sAlEs ExECuTIvE Judy S. Gregg — ext. 5425 jgregg@timesshamrock.com Cng MAnAgIng EDITOR tom Graham — ext. 3492 Cng sAlEs MAnAgER Alice manley — ext. 9285

In a knowledge-driven economy, people are finding it more difficult to attain the American dream. Hard work, determination and initiative only gets you so far without the education necessary in our technologically advanced job market.

FiND uS oNliNe: www.Biz570.com facebook.com/570 • twitter.com/biz570

ADvERTIsIng/subsCRIpTIOns (570) 207-9001 or (877) 584-3561 Fax: (570) 207-3452

COvER sTORIEs

MAIlIng ADDREss: NPbJ editorial Dept., 149 Penn Ave., Scranton, PA 18503 EDITORIAl E-MAIl ADDREss: biz570@timesshamrock.com NPbJ is protected under the federal copyright act. reproductions of any part by any means or facsimiles without the express written permission of the publisher are not permitted. reprints of NPbJ articles are available. Northeast Pennsylvania Business Journal cannot be responsible for the return of unsolicited materials — manuscripts or photographs — with or without the inclusion of a stamped, self-addressed return envelope. information in this publication is gathered from sources considered to be reliable, but the accuracy and completeness of the information cannot be guaranteed. No information expressed herein constitutes a solicitation for the purchase or sale of any securities. Northeast Pennsylvania Business Journal (iSSN 1078-5698) is published monthly except twice in the month of may by The Scranton Times from offices located at 149 Penn Ave., Scranton, PA. Periodicals postage paid at Scranton, PA. The Journal serves business owners, managers and professionals in a 10-county region.

Subscriptions are available for $28 per year, $49 two years or $64 for three years. PoStmaSter: Send address changes to Northeast Pennsylvania Business Journal, 149 Penn Avenue, Scranton, Pa.18503.

The American Dream Redefined ...... 1 Movin’ On up ............................ 4 Trans-pacific partnership ............. 7

REgIOnAl nEWs & FEATuREs Economy.................................. 5 business & The Arts.................... 6 Environment ............................. 6 Real Estate .............................. 9 Women Entrepreneurs ............... 10 Marketing .............................. 11 Your gateway To growth............. 15 Made in nEpA ......................... 16 small business spotlight ............ 17 Heritage Tourism...................... 17 Economic Development.............. 20

FEATuREs Healthcare update................ Insert perpetuating greatness ......... 21-31

busInEss bullETIn For the Record ........................ 32

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OCTOBER 2016

From left: Alex Fried, Procter & Gamble, Bud Quandel, Quandel Enterprises; Phil Amend, OneSource HR Solutions; Richard O’Brien, Frontier Communications; Chuck Cohen, Benco Dental; Nancy Sarno De Los Rios, Sarno & Son; John McCarthy, McCarthy Tires; and LP Frieder, Gentex Corp.

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Clockwise from left: Nancy Sarno De Los Rios, Sarno & Sons; John McCarthy, McCarthy Tires; LP Frieder, Gentex Corp.; Jim Barrett, Road Scholar; David Farrington, Vistage of NEPA and forum moderator; Richard Guditus, Highland Associates; Mia Bartoletti Haney CareGivers America, Christine Fanning, NEPA Business Journal editor, Joseph Grasso, Northeast Title & Tag and Alex Fried, Procter & Gamble. Other attendees are shown below.

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When Geisinger Blood Center needed help, CenterPoint came through.

A recent blood drive in the park saw a record number of employees donate, thus supporting 108 local lives.

We thank all of the tenants and employees who participated and especially thank and congratulate Geisinger Blood Center, Communications Test Design, Inc., Comcast, and our team from Mericle for organizing this second annual event.

CenterPoint Cares is a coalition of 47 CenterPoint businesses and their 5,000 employees. From collecting toys for the U.S. Marine Corps Reserves Toys for Tots Program, to donating food to the Weinberg Northeast Regional Food Bank, to giving badly needed blood, our CenterPoint tenants strive every day to make our community a better place.

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COVER STORY

‘Moving on up’ the socio-economic ladder, ‘takes a whole lot of trying’

He pointed to Mark Zuckerberg, who dropped out of Harvard to start Facebook.

Part of the American Dream is the ability to “We have a challenge in the educational world move up the social ladder — a concept to try and convince people that a college academics call “social mobility.” Yale education is still relevant,” he said.

University researchers Jacob Hacker He said if the trends continue, he and Paul Pierson, who have analyzed sees class antagonism and social tension income inequality since 1978, report continuing. in their book, “Winner Take All Politics: “The more we go on this trajectory, How Washington Turned its Back on the the less educated and competitive the Middle Class” that the richest 1 percent population is going to become,” he said. of Americans have gained 256 percent Starkey But still, others argue, it’s the type of due to inflation, while the income of the education that can really vault someone lower 80 percent only grew 20 percent. up the economic ladder.

The book claims those at the top “I’m an advocate of a college of the economic ladder have used their education, but I’m also an advocate power and influence to bust unions, for students to finding the appropriate force deregulation and cut taxes, thus education,” said Paul Starkey, Ph.D., vice hurting the American worker. president for academic affairs at Penn And while some argue that might be College of Technology. “That’s regardAdekola part of the problem, workforce readiness, less if they are looking for a certificate training and education are all part of a in plumbing or looking to become a changing economy that may contribute greatly. physician’s assistant.”

“We have to make sure that what we are teachStarkey said students can choose from more ing and the education we are giving is very much than 100 majors and certificate programs — choicmarket relevant,” said Abel Adekola, D.B.A., dean es that can lead to students bridging the skills gap of the Jay Sidhu School of and thus moving up the Business at Wilkes University. economic ladder. He “I’m an advocate of a college “I think if we start thinking cited a placement rate education, but I’m also an that way, we’ll start seeing a of 95.5 percent with advocate for students to finding a graduating class of positive reverse.” the appropriate education.

To measure movement in around 800 during the society, most people calculate That’s regardless if they are last academic year. He the fortunes (or lack of) of said Penn College’s looking for a certificate in their parents with their own plumbing or looking to become students “didn’t suffer” financial worth and quality of during the recession, a physician’s assistant.” life. Adekola said many people adding that many are — Paul Starkey, Ph.D. lack access to capital. Many skilled in areas that Pennsylvania College of Technology people and businesses simply were not affected by don’t have the resources the recent economic needed to grow a business or don’t have the money downturn. to invest in an education.

“You’ve got to be able to think, decipher and “We also have to a better job as educators,” he communicate,” he said. “And that’s what we said. “Fifty years ago, there was a lot of entrepreintegrate into our degree programs as it relates to neurial activity that didn’t require technology, but applied technology.” now it’s made things significantly different. People To show things have change over the past five can start a business from their living room and not decades, Starkey pointed to the field of automotive even have to leave your house.” technology. The field is drastically different.

By Phil Yacuboski

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OCTOBER 2016

“I was of the generation that we tinkered with cars in the backyard,” he said, “and I could retool the engine. I can’t do that now. Our students are taught that rarely do their hands get dirty fixing the same things I did 50 years ago.”

How does what they are teaching affect the issue of economic inequality? Starkey said according to a Penn College internal polling of recent graduates, a student with an associate’s degree made around $40,000. He said the average starting salary for those with a baccalaureate degree was $55,000.

“And that’s just the beginning,” he said. “All of these programs have room for moving up the ladder.

When they graduate, they have jobs that let them pay off their student loans and be mobile.”

Starkey said he also finds that some adult students are choosing a school like PCT to fine tune their skills or even advance their skill set having been in the workforce for two decades.

David Taylor, president of the Pennsylvania Manufacturers’ Association said social mobility is often tied to the skills gap and workforce readiness of those looking to be employed — two things he said are pressing concerns.

“Many schools have a disconnect with the future, that they are encouraging their students to pursue (a course of study) and where the actual opportunities are. It’s a social tragedy that’s often avoidable when you have parents and guidance counselors who are focused on having every student pursue a four-year degree.

We’re depriving them of what’s possible for them. Success in life comes in many different ways.”

Taylor said the skilled trades and manufacturing sector offer jobs that are family-sustaining. However, many employers simply can’t find the workforce who are educated and trained to do the job.

“People talk about the skills gap all the time when it comes to job opportunities,” said Bob Durkin, president of the Greater Scranton Chamber of Commerce. “There’s something happening out there that’s almost organic and even natural that’s pushing some

people out on the lower end.”

Durkin said those on the lower end are unable to compete because they simply don’t have the skills to compete in the job market.

“The traditional entry-level job has changed a great deal,” he said. “Yes, there are still entry level service jobs, but if you’re talking about manufacturing positions that back decades ago, maybe would have allowed someone with a high school diploma to step in, learn the job and through hard work and commitment advance, that’s not the case. Today’s technology requires those jobs have someone have more than a basic working knowledge of things.”

Durkin said to help with that, he’s been working with his membership to bring jobs that can be family sustaining jobs in the areas of trades and career technology, where a four-year degree isn’t required.

The program called Skills in Scranton helps to find jobs for people in the area of plumbing, carpentry and utility work.

“That might allow someone who started at the bottom of the socio-economic ladder to grow.”

ECONOMY

Drones: ‘It’s a brave new world’ we started getting some business interest,” he said.

DeAngelis said they are hired to do things like infrastructure inspection, construction site progression and 3D mapping. They were also recently hired by a railroad company to inspect track damage after a forest fire.

“From what we’ve seen over the past two years, people who have no clue what they are doing are giving drones a bad name — flying over crowds of people or flying up

DeAngelis had to take a test, making him a certified drone pilot.

The Federal Aviation Administration is making “There are now guidelines on what we can it easier for businesses to use drones. In changes and cannot do as a drone pilot,” he said. “We that went into effect Aug. 29, the drones must meet don’t have to compete with the kid who got a certain set of requirements and the pilot must a drone on Christmas morning and pass a test to operate the drone. some guy wants to hire him to take It’s a big deal that should have a big impact, pictures of his new house that’s said Lee DeAngelis, co-owner of Access Aerial, a being built.”

Jessup company that uses drone photography in DeAngelis and his busiits operations. ness partner, John Culkin, “When we started two years ago, there were started looking into using really no rules in place,” he said. “It was kind of drones as a business venture like the wild west of the air, but now the FAA has about two years ago. DeAngeactually made it easier for us now that they’ve put lis was a video editor new rules in place.” who was He said before the rules were in place, they had looking for to hire a certified commercial pilot when they were the next hired to do business projects. That pilot would then best thing. have to accompany them as they flew the drones.

“Once we started “But now, we’re able to do business a little putting out videos easier, we don’t have get someone with a pilot’s of landmarks around license,” he said.

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to 1,500 feet – that is what the FAA is looking to avoid,” he said.

DeAngelis expects there to be more changes in the future, but much of that he thinks will be based on the technology.

For example, if you have a commercial drone business, you can’t fly after the sun goes down, however you’ll be able to apply for a waiver.

“The FAA is all about safety,” he said. “They don’t want you flying over a concert having the propellers hit someone or having someone throw a beer bottle at it and it smashes.”

He said the FAA is looking into smaller drones — weighing about two pounds — and may allow them to fly over people.

“For instance, Amazon wants to deliver packages to people using a drone. They are going to have to fly over people to do that,” he said. “It sounds like something out of a novel, but I honestly think that in the next five years or so, you’re going to see ordering a package and 30 minutes later, the package will be at your doorstep. It’s a brave new world,” DeAngelis said. “Buckle up.”

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ENVIRONMENT

Grocery stores eliminate 1 billion grocery bags Customers can help the environment by using reusable bags, recycling plastic and paper ones.

Giant Food Stores and Martin’s Food Markets have eliminated 1 billion grocery bags from the environment. That’s enough bags to circle the earth seven times.

This summer, Giant/Martin’s reached the billion bag reduction milestone committed to in 2011. Over the past five years, the markets have encouraged customers to use reusable bags each time they shop.

Cashiers and baggers are employing better bagging efforts to reduce the number of plastic and paper bags by ensuring they are properly filled to avoid using extra bags unnecessarily.

Giant/Martin’s remains committed to this effort, partnering with its associates and customers to reduce future bag usage.

“Giant/Martin’s is committed to being a responsible retailer by doing what we can to lessen the environmental impact of our operations and reduce waste,” said Tom Lenkevich, Giant/Martin’s president. “Our goal is to divert 90 percent of our waste by 2020. While we have made great strides towards this goal, diverting 88 percent of waste in 2015, our customers can help by using reusable bags and recycling plastic and paper bags.”

Giant/Martin’s other sustainable retailing efforts include food waste and energy reduction.

In addition to donating bakery items and other dry goods to regional food banks, the companies also donate high quality meat products through the Meat the Needs program. Since its inception, the program has donated more than 2.6 million pounds of meat to help feed those in need in the communities served.

In addition, the companies also continue to invest significant resources to reduce waste and save energy in its stores including the installation of solar panels at stores, the installation of energy efficient refrigeration units and the expansion of cardboard recycling programs.

Giant has markets in this region in Scranton, Bartonsville, Danville, Bloomsburg and Hazleton. Founded in 1923 in Carlisle, Giant/Martin’s operates nearly 200 grocery stores in Pennsylvania, Maryland, Virginia and West Virginia, under the names of Giant Food Stores and Martin’s Food Markets. The companies employ more than 33,000 associates and are subsidiaries of Ahold Delhaize, one of the world’s largest food retailers, which is based in the Netherlands.

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BUSINESS AND THE ARTS

8 reasons to partner with the arts 1. Recruit and Retain Talent Employees want to live and work in a vibrant community. When you partner to support local theater, music, museums, dance and public art, you help to make your community more attractive to current and future employees.

Happier employees make for a happier workplace.

ing for a local arts group, the arts let your employees use their current skills and develop new ones. For instance, sitting on an art organization’s board is great training for sitting on your company’s board. In fact, studies show that millennials who frequently participate in workplace volunteer activities are more likely to be proud, loyal and satisfied employees.

2. Put Your Company in the Spotlight The arts help you build market share, enhance your brand and reach new customers.

Celebrating the arts is a way to build a powerful presence and engage with multiple stakeholders quickly and effectively. Museums, symphonies, dance performances, festivals and more allow you to reach customers and are venues to entertain prospective and current clients. Businesses agree that the arts increase name recognition (79 percent) and offer networking opportunities to develop new business (74 percent).

6. Embrace Diversity and Team Building The arts create an environment that blends backgrounds, ethnicities and cultures.

Through exhibitions, performances and workshops, the arts provide opportunities for employees to grapple with workplace concerns and become more familiar with their coworkers in the next cubicle or around the world. What’s more, committing to the arts lets people inside and outside your company know that you value (and promote) innovative thinking and a creative culture.

3. Advance Corporate Objectives and Strategies The arts help you get your message across in engaging ways. The arts can educate the public and your employees about core business issues such as informing them about your products or teaching them to make healthy choices.

7. Say Thanks The arts are a great way to show you appreciate your employees.

Providing tickets to events, museum memberships and other arts experiences is the perfect way to inspire employees and say “thanks.”

4. Foster Critical Thinking Did you know that creativity is among the top applied skills sought by employers?

More often than not, business leaders say creativity is of high importance when hiring. The arts are about critical thinking, solving and reframing problems and facts in ways that reveal insights and opportunities. Music, creative writing, drawing and dance provide skills sought by employers of the third millennium. In fact, 72 percent of companies that give to the arts recognize that it stimulates creative thinking, problem solving and team building.

8. Contribute To the Economy and Quality of Life When you partner with local arts, you partner with the whole city.

The arts are essential to the health and vitality of neighborhoods, cities, states and our nation. They enhance community development, create jobs, spur urban renewal, attract new businesses, draw tourism dollars and create an environment that attracts skilled and educated workers.

Nationally, the nonprofit arts and culture industry generates $135.2 billion in economic activity every year — $61.1 billion in spending by organizations and an additional $74.1 billion in event-related spending by their audiences.

5. Engage Your Employees The arts challenge employees to be their best.

Whether it’s showing off their own creative talent in a company art show or battle of the bands, or volunteer-

Reprinted with permission by Americans for the Arts at AmericansForTheArts.org

COVER STORY

Proponents: TPP addresses 21st century realities; Opponents: agreement poses threat to American jobs

barriers in the financial and other service industries.

“This is a pretty unique and progressive agreeDebate continues around the passage of the ment that’s addressed things that haven’t been Trans-Pacific Partnership (TPP), one of the largest addressed by U.S. trade agreements,” she said. “It proposed multi-national trade agreements in U.S. has some newer items that hadn’t been addressed history. in previous agreements on the e-commerce side of The partnership would eliminate more than things. It’s recognizing that a lot of small business 18,000 taxes and other trade barriers for Americanrelies on the internet to sell. From what I understand, made products and expanded market access to 11 it’s attempting to eliminate some of those barriers other countries in the Asia-Pacific region, including that some countries put up.”

Australia, Japan and Malaysia.

Pennsylvania’s manufacturing industry has felt the The partnership would promote, among other effect of those barriers for many years as it works to things, stronger environmental and labor protecexpand its market base throughout the world. tion practices and fairer competition. It would also “The United States contains only 5 percent of the Leaders of prospective member states at a TPP summit in 2010. deal with factors such as e-commerce, intellectual world’s population,” said David N. Taylor, president in an increasingly global economy,” said Alex Harper, employment in the U.S. manufacturing sector. property and financial services. of the Pennsylvania Manufacturers Association, director of government affairs for the Pennsylvania “A couple of reports that have come out have said While proponents champion the growth of Harrisburg. “In order to continue to expand domestic Chamber of Business & Industry. “Trade has also it looks like the impact of the TPP will be minimal but Made-in-America exports and boost in the national manufacturing, if we are going to grow our manufachelped many Pennsylvania employers remain viable it will impact negatively in manufacturing jobs,” Coyle economy, opponents believe the sheer size and scope turing economy, we have to increase exports which during difficult economic times by expanding and said. “Many people in the auto industry and manuof the proposal — with over 5,000 pages of informa- means we have to continue to open new markets to diversifying their customer base. We believe trade facturing industry will lose out. American workers will tion — would be as unwieldy as they say the Afordreach new customers.” advocacy includes supporting vigilant enforcement have to compete against foreign workers and a lot able Care Act is, and it would negatively affect jobs in According to Taylor, generally the U.S. has of existing trade laws — only then can advocates, of manufacturing jobs will be sent overseas because the country’s manufacturing and other industries. expanded its trade through mutually beneficial free policymakers and the general public have confidence they can produce things cheaper than we can.”

The partnership would promote, among other trade agreements. that trade policy we support as a matter of principle is It’s unclear if Clinton will hold to her present things, stronger environmental and labor protection “The point of a free trade agreement is to lower living up to expectations once implemented.” stance. Donald Trump, though, remains consistent in practices and fairer competition. Components would tariffs, to harmonize regulations and to essentially his opposition to the deal.

Living up to expectations has become one also cover aspects such as e-commerce, intellectual expedite the sale of our stuff in that country and the “This has been one of his main points that he has focal point in this year’s property and financial services. sale of their stuff in our campaigned on, that the United States has entered presidential race. While Countries included in In NEPA, some observers believe jobs will be lost country,” he said. “It’s into bad trade deals,” Coyle said. “He is more for President Obama hopes proposed Trans-Pacific while others believe the deal would expand opportuni- about taking down barriers to get Congress to vote on bilateral deals than large multi-national deals that we ties for small- and medium-sized businesses. and making sure that we Partnership agreement: don’t have direct control over. He wants to engage in adopting the partnership “It’s a global economy and we have to recognize have the same set of rules. trade deals on a one-on-one basis in all of these difbefore leaving office, at pieces and parts come from all over the world,” said In general, this is a good Australia • Brunei Darussalam present most presidential ferent countries rather than where the United States Debbie Phillips, international business development thing. However, I believe won’t be able to change things as easily as they want candidates oppose TPP’s • Canada • Chili • Japan manager for the Northeast Pennsylvania Alliance that free trade is much like to in a multi-national deal.” adoption.

• Malaysia • Mexico (NEPA), Pittston. “Leveling the playing field at its world peace. It’s a noble Coyle says Trump also believes the deal would “Right now Republimost basic is a good thing.” concept and something we • New Zealand • Peru hurt manufacturing jobs and send more jobs cans, Democrats and the NEPA’s overall program promotes trade and helps need to aspire to but at the • Singapore • United States Green Party all oppose the overseas, especially in the auto industry. He also local companies navigate through the processes and same time we still have to • Vietnam Trans-Pacific Partnership,” opposes the living agreement aspect that creates an nuances created by international trade. live in the real world where said Kelly Coyle, associate International TPP Commission, a group commis“TPP probably is still years away at best,” she things are never as clean, sioned to update the agreement to address trade project director of Federal said. “It’s a very ambitious proposal, one of the larger simple or straightforward as we might wish them to affairs for Ballotmedia.org, an encyclopedia of Ameri- issues that emerge in the future as well as new issues trade deals that the United States has been involved be.” can politics and elections based in Wisconsin. “The that arise with expansion of the agreement to include in. It offers a lot of opportunity for small manufacturTaylor believes the highly multi-faceted nature Libertarian party is the only party that supports it.” new countries. ers both on the export side and also on the supply of the agreement makes it problematic. He thinks a According to Coyle, Hillary Clinton reversed her “His problem is that the American voters won’t chain side of things. Overall, we see trade as a good bi-lateral arrangement or one with two or three of the support for the TPP when the final language didn’t have a say in that because it would be a commission thing and look forward to learning more about what allies might be a better way to open market access in meet her standards, saying it contains too many of unelected bureaucrats,” she said. “He doesn’t like this one will bring.” today’s global economy. loopholes to allow China to circumvent the agreePhillips sees the agreement covering factors “The PA Chamber supports pro-trade policies that ment’s rules of origin and will reduce wages and Please see TPP, Page 14 addressing 21st century realities, including removing help employers capitalize on business opportunities

By Kathy Ruff

NORTHEAST PENNSYLVANIA BUSINESS JOURNAL OCTOBER 2016 7 TS_CNG/NPBJ/PAGES [B07] | 09/28/16

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Portrait by renowned illustrator Joseph Adolphe.

WILMINGTON TRUST RENOWNED INSIGHT

“You’ve led your family business to success.

How are you working together to share that success?”

Carol G. Kroch Managing Director, Wealth and Philanthropic Planning Carol is responsible for charitable planning for Wilmington Trust’s Wealth Advisory Services. She has extensive experience working with individuals and nonprofit organizations in estate, trust, and charitable gift planning. Carol is a fellow of the American College of Trust and Estate Counsel and was named one of the 50 most influential women in private wealth by Private Asset Management magazine in 2015 and 2016.

For access to knowledgeable professionals like Carol and the rest of our team, contact Ed Barone at 570-327-2155.

As a business owner, seeing your enterprise thrive is the ultimate reward for years of hard work. What can be equally fulfilling is using your success to give back to the causes that are most important to you. And involving your family in your philanthropic vision can make it all the more meaningful.

Just like the family business, family philanthropy can be hard work, yet immensely rewarding. When a family takes the time to identify goals and where and how to give, it can create a family legacy for generations to come.

Communication is key. It’s important to remember that multigenerational philanthropy should not be the senior generation showing younger generations how to engage in philanthropy, or even giving by example. Rather, it’s about the family collaborating. Together, you need to determine the approach to giving that is right for your family now, and how that might evolve down the road.

Where to begin. As philanthropist John D. Rockefeller advised, charitable giving should be treated like investing. A family needs to think about its portfolio of assets and its

portfolio of interests. Some assets may work best for family philanthropy, while others may be best for personal giving or better suited for family investment. But even as you consider assets to give, you need to decide collectively on your philanthropic interests. The savviest business owners also take advantage of estate planning and income tax minimization benefits while they fulfill philanthropic goals.

81%

O F T H E W O R L D ’ S L A R G E S T FA M I LY B U S I N E SS E S P R AC T I C E P H I L A N T H R O PY Source: EY & Kennesaw State University Survey

Wilmington Trust has been working with successful business owners and their families for 113 years. We’ve not only helped their enterprises grow, but also helped their families thrive by aligning their visions with the right charitable giving strategies.

For more insight on how we can guide you through family philanthropy, visit us at wilmingtontrust.com/philanthropy.

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This article is for informational purposes only and is not intended as an offer or solicitation for the sale of any financial product or service. This article is not designed or intended to provide financial, tax, legal, accounting, or other professional advice since such advice always requires consideration of individual circumstances. If professional advice is needed, the services of your professional advisor should be sought.

Private Banking is the marketing name for an offering of M&T Bank deposit and loan products and services.

Investments: • Are NOT FDIC-Insured • Have NO Bank Guarantee • May Lose Value Wilmington Trust is a registered service mark. Wilmington Trust Corporation is a wholly owned subsidiary of M&T Bank Corporation (M&T). Investment management and fiduciary services are provided by Wilmington Trust Company, operating in Delaware only, and Wilmington Trust, N.A., a national bank. Loans, retail and business deposits, and other personal and business banking services and products are offered by M&T Bank, member FDIC. ©2016 Wilmington Trust Corporation and its affiliates. All rights reserved.

8 NORTHEAST PENNSYLVANIA BUSINESS JOURNAL TS_CNG/ADVERTISING/AD_PAGES [ADB08] | 09/28/16

OCTOBER 2016

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REAL ESTATE

Home-price gains unfettered in most metro areas Home prices maintained their robust, upward trajectory in a vast majority of metro areas during the second quarter, causing affordability to slightly decline despite mortgage rates hovering at lows not seen in over three years, according to the latest quarterly report by the National Association of Realtors®. The report also revealed that for the first time ever, a metro area –— San Jose, California — had a median single-family home price above $1 million.

The median existing single-family home price increased in 83 percent of measured markets, with 148 out of 178 metropolitan statistical areas (MSAs) showing gains based on closed sales in the second quarter compared with the second quarter of 2015. Twenty-nine areas (16 percent) recorded lower median prices from a year earlier.

There were slightly fewer rising markets in the second quarter compared to the first three months of this year, when price gains were recorded in 87 percent of metro areas. Twenty-five metro areas in the second quarter (14 percent) experienced double-digit increases – a small decrease from the 28 metro areas in the first quarter. A year ago, 34 metro areas (19 percent) experienced double-digit price gains.

Lawrence Yun, NAR chief economist, said a faster pace of home sales amidst languishing inventory levels pushed home prices higher in most metro areas during the second quarter.

“Steadily improving local job markets and mortgage rates teetering close to all-time lows brought buyers out in force in many large and middle-tier cities,” he said. “However, with homebuilding activity still failing to keep up with demand and not enough current homeowners putting their home up for sale, prices continued their strong ascent — and in many markets at a rate well above income growth.”

The national median existing single-family home price in the second quarter was $240,700, up 4.9 percent from the second quarter of 2015 ($229,400), which was previously the peak quarterly median sales price. The median price during the first quarter of this year increased 6.1 percent from the first quarter of 2015.

Total existing-home sales, including single family and condos, rose 3.8 percent to a seasonally adjusted annual rate of 5.50 million in the second quarter from 5.30 million in the first quarter of this year,and are 4.2 percent higher than

Metro area condominium and cooperative prices — covering changes in 59 metro areas – showed the national median existing-condo price was $227,200 in the second quarter, up 4.8 percent from the second quarter of 2015 ($216,700). Forty-four metro areas (75 percent) showed gains in their median condo price from a year ago; 14 areas had declines.

NAR President Tom Salomone, broker-owner of Real Estate II Inc. in Coral Springs, Florida, said Realtors in most areas say market conditions have remained competitive well into the summer. “The further decline in mortgage rates in recent months is bringing new buyers into the mix on top of the pool of those who have yet to close on a home because of insufficient supply,” he said. “With the large number of homes selling at or above listing price, buyers should work with a Realtor to ensure they’re only searching for and making offers on a home that fits within their budget.”

Regional Breakdown Total existing-home sales in the Northeast because of severely inadequate supply,” added the 5.28 million pace during the second quarter jumped 7.6 percent in the second quarter and are Yun. “This in turn dented affordability and withof 2015.

11.3 percent above the second quarter of 2015. out a doubt priced out a segment of buyers at“Primarily from repeat buyers moving up The median existing single-family home price tempting to seek relief from fast-growing rents.” in the Northeast was $273,600 in the second or trading down, existing sales increased each month last quarter and could’ve been even higher Despite falling mortgage rates and a small quarter, up 1.6 percent from a year ago. if not for a few speedbumps,” explained Yun. increase in the national family median income In the Midwest, existing-home sales leaped “Closings were slowed a bit by meager supply ($68,774), swiftly rising home prices caused 10.4 percent in the second quarter and are 6.6 levels and home prices in many areas that are affordability to decline in the second quarter percent higher than a year ago. The median still rising too fast.” compared to a year ago. To purchase a singleexisting single-family home price in the Midwest At the end of the second quarter, there were family home at the national median price, a increased 5.1 percent to $191,300 in the second 2.12 million existing homes available for sale, buyer making a 5 percent down payment would quarter from the same quarter a year ago. which was below the 2.25 million homes for sale need an income of $52,255, a 10 percent down Existing-home sales in the South inched at the end of the second quarter in 2015. The av- payment would require an income of $49,504, forward 0.3 percent in the second quarter and erage supply during the second quarter was 4.7 and $44,004 would be needed for a 20 percent are 4.2 percent higher than the second quarter months — down from 5.1 months a year ago. down payment. of 2015. The median existing single-family home According to Yun, without enough new conThe five most expensive housing markets in price in the South was $214,900 in the second struction being built, existing inventory seriously the second quarter were the San Jose, California, quarter, 5.9 percent above a year earlier. failed to keep up with the growing demand for metro area, where the median existing singleIn the West, existing-home sales climbed 1.4 buying. As a result, homes typically stayed on the family price was $1,085,000; San Francisco, percent in the second quarter but are 2.2 percent market for around a month throughout the sec$885,600; Anaheim-Santa Ana, California, below a year ago. The median existing singleond quarter, and over 40 percent of listings sold $742,200; urban Honolulu, $725,200; and San family home price in the West increased 6.5 at or above list price, with June being the highest Diego, $589,900. percent to $346,500 in the second quarter from share since NAR began tracking in December The five lowest-cost metro areas in the second the second quarter of 2015.

2012 (43 percent). quarter were Youngstown-Warren-Boardman, The National Association of Realtors®, “The Voice for “Many listings in a majority of markets — and Ohio, $85,400; Cumberland, Maryland, $94,900; Real Estate,” is America’s largest trade association, especially those in lower price ranges — had Decatur, Illinois, $95,600; Binghamton, New York, representing over 1.1 million members involved in all aspects of the residential and commercial real estate multiple offers and went under contract quickly $105,500; and Rockford, Illinois, $109,000. industries.

NORTHEAST PENNSYLVANIA BUSINESS JOURNAL OCTOBER 2016 9 TS_CNG/NPBJ/PAGES [B09] | 09/28/16

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W E A LT H

Pictured L-R: John Pekarovsky, Neil King, Warren Rozelle, Richard Kazmerick, Mary Beth D’Andrea, Matthew Dougherty, Robert Matley, Paul Baynum, Stacia Arnaud, David McHale, Edward Nork, Joseph Tomko and Walter Sarafinko.

10 NORTHEAST PENNSYLVANIA BUSINESS JOURNAL TS_CNG/NPBJ/PAGES [B10] | 09/28/16

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OCTOBER 2016

The Post Home and Body

By Claire Marangelli and Lauren Pluchinsky

Ashley Paschke is an entrepreneur who owns a natural product shop called The Post Home and Body. Located in Scranton, The Post Home and Body sells handcrafted goods including soaps, shampoos and lotions, to name a few. Each item is made with natural ingredients that are locally sourced and safe for the whole body. The shop also offers homemade items for the home. As a testament to the authenticity and naturalness of her products, Paschke makes her soaps in her shop.

Paschke’s interest in the natural products market sparked five years ago when she started Reclaimed A Candle Co. Within this company, she produced soy candles in vintage containers.

Interestingly, Paschke’s in-laws took an interest in the natural lifestyle and started making their own natural products. From here, she started experimenting with soapmaking and other items for her and her husband. Each product is unique, and every vintage item is handpicked to be sold.

After moving to Scranton six years ago from California, Paschke has come to love NEPA. She especially enjoys Scranton because she believes that there is a movement happening here. And when there is a movement, people want to invest their time and resources into a place with so much potential. She is a proponent of investing where you live, and since she lives in the city that is where she opened her shop.

Paschke has kept a positive attitude about encountering any struggles during the process of opening her own businesses. She explained that there are slow seasons in the industry, but mentions that she has sales to make up for it. She promotes her products for small business Saturdays and First Fridays in Scranton where people can come and support her store and others.

Paschke takes pride in all of the achievements that have come along with the establishment of her business. She explained that, along the way, “there have been so many little ones,” but they all add up. She has repeat customers whocome in every couple of weeks, and has she been able to stay open in Scranton for two years which, at times, can be difficult. She enjoys knowing that she is part of Please see POST, Page 12

MARKETING

TCMC partnership with LSEO generates admissions for medical college calls contacted each attendee during the life of the total marketing effort. According to Jones, the results The sales power of a tightly focused, digital of the overall program proved that a highly targeted, marketing campaign has been demonstrated through digital marketing program which is part of an intea partnership between the Wilkes-Barre digital market- grated strategy can be highly successful with a terrific ing services firm LSEO and The Commonwealth financial return. LSEO was rewarded for their success Medical College (TCMC). by inclusion in the marketing of TCMC’s master’s The collaborative campaign used cyber-delivery degree and alumni development programs. vehicles Google AdWords and Facebook ads to gener“I consider this one of the highlights of my career ate interest in the college’s new master’s of biomedical as we demonstrated the power of digital marketscience (MBS) degree program, which was launched ing,” Jones said. “Almost any business can leverage in Doylestown and operates in conjunction with the these tools which are highly targeted to appropriate Baruch S. Blumberg Institute. Central to the campaign buyers without the usual spray method. Alignment, was the identification of the buying “avatar,” based execution, and a focus on the target audience all are on specific demographic profiles of past and current possible with digital marketing. matriculated MBS students Michelle Schmude, Ed.D., associate dean for Marketing efforts developed by LSEO created an admissions, enrollment management and financial aid easy-to-follow pathway for potential students through with TCMC, said t the MBS program was not an easy initial requests for information, campus open house sell. The four-semester, 16-month flex schedule curvisits and application to the MBS program. Total riculum includes courses in biochemistry, genetics, advertising budget spent on the four-month initiative neuroscience and cell biology and has a total cost of was $33,000, but it generated admission revenue almost $45,000. TCMC competes for students against for TCMC of approximately $1 million from 23 new schools such as Drexel and Temple. students.

She said this was the first time TCMC partnered As an added bonus, the campaign was nominated with an agency for student recruitment, and that the for a prestigious Landy Award by Search Engine clear understanding of program goals displayed by Land for “Best Integration of Search Into CrossJones was vital for the program to succeed. Upon Channel Marketing.” completion 22 students and one transfer had entered Kris Jones, founder and CEO of LSEO, explained the MBS program, creating the remarkable return on that the campaign was heavy with budget restrictions the slim marketing budget. and time expectations. Earlier this year, he connected “Partnering with LSEO was a strategic venture with TCMC about the MBS program’s April launch and to align our recruitment strategies with integrated was hired to create a micro-targeted digital-market marketing communications, specifically digital campaign based on demographics and geographic marketing,” Schmude said. “We credit our success profiles. to our plan to support recruitment efforts through The avatar principle of detailing a potential custhe use of a digital platform based on a candidate’s tomer revealed to Jones and his team that the TCMC- specific stage.”

MBS target audience involved a diverse student base According to Search Engine Land, the category with ethnicity. However, the group being “sold” to was of Landy award which the TCMC-LSEO campaign not age diverse and, with the TCMC campus close to competed “recognizes most successful and creative Philadelphia, involved a somewhat broad geographic integration of search (organic and/or paid) executed base. by internal and/or external resources, including “The Google search and Facebook ads developed agency or consultant services as part of a larger

by LSEO utilized highly customized images and ad (corporate/brand) marketing campaign, including but copy and spoke specifically to this avatar,” Jones said. not limited to social media, email marketing, digital “We offered to ‘Let us tell you more’ and attend a free video to offline advertising such as print, outdoor and open house with TCMC’s experts. This was an easy television.” ask.”

“The purpose of the campaign was to recruit Open multiple houses were held, with 30 to 50 students for TCMC, not to be nominated for a national prospective students at each event. A final virtual award,” Jones said. “But, the Landy recognition is online open house followed for students who could great . . . considering how much return-on-investment not attend in person, and emails as well as outgoing was achieved for TCMC by the digital marketing

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NORTHEAST PENNSYLVANIA BUSINESS JOURNAL OCTOBER 2016 11 TS_CNG/NPBJ/PAGES [B11] | 09/28/16

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FROM PAGE 10

a community and that people trust her products.

She said this is one of her biggest accomplishments.

Paschke is grateful to her husband for being one of her champions and one of her biggest supporters. She mentions that her friends and the small businesses downtown have been of great help because of the guidance and support they offered in sharing their knowledge and insight.

When Paschke is not working, she likes to

travel with her husband. They enjoy exploring their new home region, and she said there is so much to see and do. Paschke attended California State University in Sacramento, California.

You can visit The Post Home and Body in Downtown Scranton at 344 Adams Ave or visit her website theposthomeandbody.com for more information.

Claire Marangelli and Lauren Pluchinsky are The University of Scranton Women’s Entrepreneurship Center interns who work under the supervision of Donna Simpson, consultant manager.

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12 NORTHEAST PENNSYLVANIA BUSINESS JOURNAL TS_CNG/NPBJ/PAGES [B12] | 09/28/16

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OCTOBER 2016

FROM PAGE 1 taxes for the middle class, raising the minimum try doesn’t offer,” he said. “What Americans need wage and ensuring the wealthiest pay their fair to also appreciate is it’s still possible to have success share. Republican Donald Trump proposes reformin this country; it’s just a little more difing the tax code and trade policies such ficult. Those folks who come illegally or as NAFTA to make it easier to hire, legally are working harder than in some invest, build and produce in the U.S. ways than some Americans are working But long-term economic stability to achieve a dream that they have that and revitalizing the American dream Americans are seeing slipping away. I’m requires making hard decisions for the not so sure that Americans aren’t working good of all, according to Terri Ooms, harder or that the opportunities for them executive director of the Institute for Ghosh to work harder and make more money Public Policy and Economic Developare just not there. I know they are.” ment at Wilkes University.

Coming out of the Great Depression the “We are seeing an eroding of the middle class American dream and opportunities also seemed and more haves and have nots,” she said. “We elusive, but FDR revitalized the economy by making are at a crossroads. If we’re going to maintain the investments and creating Social Security and other American dream, if we’re going to really improve safety nets for people. the standard of living and quality of life for U.S. “It slipped away before and we’ve recreated it citizens, we have to abandon the parochialism again, at least in part,” said Fred Croop, associate that has developed where you walk the party line, professor of accounting and business at Misericor- period. I don’t think any viable solution is following dia University. “It’s never going to be 100 percent a specific Republican or Democratic agenda ideolof what everybody visualized because everybody ogy. It’s the 21st century. Things have changed. It’s has different talents, different capabilities or unique time to change with it.” views. When we look at it now and it seems such a Ooms sees merit in what both political parties challenge. We have had this challenge before and say but sees no strong details or strategies from we found a way to deal with it.” the candidates on how the country will move forCroop believes we need to look at what work ward. She personally believes education is a start. in the past but also recreate solutions based on “The quality of education shouldn’t be based today’s realities. on your zip code,” she said. “We need to be more “We want to learn from history but this is a in tune with the direction of business and industry whole different world we’re dealing in with so many and innovation. If we’re going to rebuild our more dynamics changing so much more quickly economy and create jobs, maintain jobs and still than we saw in history,” he said. “If what has been be a leader in innovation in the world in the global successful in the past has been social programs but economy, that success stems from having an yet they were designed to be safety nets and now in educated and talented workforce at all levels.” many cases they are just entitlements, I’m not sure Success at all levels through education lies at that is the way to go in today’s world. We see that it the foundation of the American dream, according worked, but it morphed into something different.” to Satyajit Ghosh, Ph.D., professor of economics Croop also sees that morphing in the use of and finance at the University of Scranton. technology compromising true economic growth.

“Education is supposed to give us the opportunity “[Technology] shouldn’t drive us,” he said. “It for lowering income inequality, moving us upwardly should be supporting what we’ve decided to do so we can do better and better,” he said. “Education exclusive of the technology that can be used to has become that expensive that it’s becoming an accomplish it. If we’re using the wrong motivatelusive thing for people to get a good education.” ing factors to drive us, in the long run everybody Those escalating expenses reduce opportuis going to suffer. There has to be that tempering, nities and increase economic and educational that balance with what is good for the middle class, inequalities even more. what is good for the working class, what is good “I actually like the idea to make education more for society, not just the company that you’re workaffordable so that education does not become a ing for, the company you’re managing or running, luxury,” Ghosh said. “The quality and the type of not just the industry that you’re in. I really think we education that will make our kids ready for the see short-term gains to the detriment of long-term changing requirements of this knowledge-based economic stability.” society would also be key. No matter what, we are This year’s presidential candidates offer differin a global arena and we will have to compete with ent ideas to create long-term economic stability. educated workers from all over the world, so our Democrat Hillary Clinton advocates cutting kids need to be prepared for it.”

REGIONAL

Seminar illustrates criminal behavior and ways to avoid victimization

By Linda Scott

Many people assume crime just happens by chance, said Martina Coon founder and chief executive officer of Stay Safe Solutions Ltd., but the reality is criminals work through a process before they commit crimes.

The criminal element is present in our communities and these individuals spend time mastering their diabolical crafts. Crime and victim selection are usually a planned process and certain behaviors and habits make us more vulnerable.

Experts say characteristics associated with criminal behavior include manipulation, viewing niceness as a weakness, constantly seeking opportunities for crime, overconfidence, demeaning victims and masking themselves with a facade of conformity.

According to FBI statistics, there were 1,165,383 violent crimes in the U.S. in 2014, including murder, rape, robbery and aggravated assault and more than eight million property crimes including larceny-theft, burglary and motor vehicle theft. Crimes of opportunity are committed without any planning when the criminal realizes they have a chance to commit a crime and then act on it.

For years, Coon persevered through a stalking crime against her. “I never thought I would find myself in this position,” she said. “Rather than allow this situation to define me or limit me in any way, I decided to channel my energy into educating myself.”

A veteran of the Air Force, Coon served during Desert Storm. She is a graduate of Penn State University with a bachelor’s degree in labor studies and employment relations, and she is working toward her online master’s degree in negotiation and resolution at Creighton University School of Law, Omaha, Nebraska.

Her “Refuse To Be a Victim” crime prevention and personal safety seminar provides practical information geared toward awareness and avoidance of criminal attack. The registered trademark program was established in 1993 by the National Rifle Association (NRA) and has been taught internationally.

According to program literature, “there isn’t a one-size-fits-all approach to crime prevention and personal safety. Every crime has variables that make it unique: the victim’s personality, the

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motivation of the criminal and the environment of the confrontation. Of all the variables the easiest to control is your environment.”

The seminar offers an awareness of the criminal element in society, criminal techniques and the ways to behave to avoid criminal confrontation.

Topics include mental preparedness for physical safety in the home, automobile and out of town, technology and personal protection devices and domestic violence, stalking and more.

Through a power point presentation, attendees are informed how to be safe using an automatic teller machine, what locks to use at home on doors and windows, how to use a security camera on your property and having a defense plan and safety room at home.

Road rage, a topic frequently in the news is discussed as well as safety tips on automobile breakdowns and how to use an ATM. The Refuse To Be A Victim seminar is open to men and women and is appropriate for young adults to senior citizens. Corporations, non-profit groups, educational institutions and individuals in the community can benefit taking this program.

An upcoming seminar is scheduled for Saturday, Oct. 22, from 9 a.m. to noon at the Ramada Inn, 820 Northern Blvd. in Clarks Summit. The cost is $30. For more information contact Coon at 570-565-9362, refuse2bav@gmail.com or stayss. com.

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The Region’s Award-Winning Source of Business News and Information 570-348-9190 • 877-584-3561 • Fax 570-207-3452 149 Penn Avenue, Scranton, PA 18503 75 North Washington Street, Wilkes-Barre, PA 18711 mrade@timesshamrock.com NORTHEAST PENNSYLVANIA BUSINESS JOURNAL OCTOBER 2016 13

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MARKETING

FROM PAGE 7

that the American people won’t have an opinion on what changes are made. He thinks it’s giving too much power to people who are unelected and doesn’t give American voters enough of a say in what this deal will do.”

Opponents of TPP: Most criticism of the

TPP is coming from the left and is concerned with threats over American job loss. This can be attributed partially to a more skeptical economic outlook on trade, and partially due to alliance with interest groups that object to the pact. Many Democrats believe the Pro TPP: Supporters argue it will boost AmeriTPP looks too similar to the North American Free can economic growth, create domestic jobs, protect Trade Agreement that caused a trade deficit and is Asian workers, and strengthen strategic relations in widely lamented by critics as an economic drain. a region that is quickly gaining influence. By opening Labor unions, a crucial Democratic constituency, are new markets and making it easier to sell goods in generally among the most vocal anti-trade voices in others, this deal would allow the U.S. to export more this country, due to the potential threat trade poses and reap the associated benefits. Beyond that, the to American jobs. It is natural that union opposition TPP ensures higher standards for both labor laws to this deal would spark unrest in Democratic circles. and environmental protection. This will level the play- And labor unions are far from the only groups that ing field for American manufacturers who struggle to have an issue with the TPP. There are also groups, compete with countries that have looser regulations, like the Sierra Club, that argue this deal will be harmand thus lower costs for production. Some comful to the environment, contrary to the White House’s panies, like Nike, have argued that with these new claims. regulations, it will be cost effective to move jobs back There are also some opponents on the right, to America that were previously being lost overseas. but they tend to focus more on the trade promotion Those stricter laws are also seen as an important step authority and less on the terms of the partnership. forward globally in terms of both human rights and Some Republicans feel this cedes too much authority environmental stewardship. President Obama has to a president they tend not to trust. There is further referred to this agreement as “the most progressive concern over the lack of transparency in the deal. trade deal in history.” Source: nolabels.org/blog/just- Source: nolabels.org/blog/just-the-facts-trans-pacificthe-facts-trans-pacific-partnership/ partnership/

O F F I C E

L E A S E

Addiction treatment center updates name, logo Marworth Treatment Center will now be called Geisinger Marworth Treatment Center to align with Geisinger Health System’s recent rebranding campaign. Nearly 35 years ago, Geisinger founded Marworth Alcohol and Chemical Dependency Treatment Center in Waverly, to provide residential programs for those struggling with addiction. Today, the treatment center is updating its name and logo to reflect its long-time connection to the health system based in Danville, Pa. Geisinger Marworth Treatment Center continues to provide personalized residential and outpatient programs for adults using state-of-the-art therapeutic techniques, such as recreation therapy, expressive therapy, acupuncture, medication assisted treatment and more. Treatment involves patients’ family members, and Geisinger Marworth has specialized programs for healthcare and law enforcement professionals.

The new brand identity also emphasizes Geisinger’s system-wide message of “caring.”

“Caring has always been an important tenet here,” said Dominic Vangarelli, vice president of

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As part of the Geisinger system, Geisinger Marworth is routinely involved in multi-disciplinary programs aimed at advancing addiction medicine and treatment for patients across the care continuum. For example, a Geisinger Marworth addiction counselor provides support for patients at several Geisinger primary care locations. Also, Geisinger Marworth provides training and ongoing educational opportunities for healthcare professionals in several disciplines, including psychology, pharmacy and pain management.

Historically, the estate served from 1931 to 1981 as the family home for three generations of the Scranton family. The name, Marworth, is derived from the first names of Margery and Worthington Scranton, parents of former Pennsylvania Governor William Scranton, who donated the property to Geisinger to help those struggling with addiction.

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OCTOBER 2016

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OCTOBER 2016

advertorial

THE SMALL BUSINESS SPOTLIGHT IS ON:

The Daisy Collective

HERITAGE TOURISM

local business leaders support heritage events

The Sixth Annual Bonfire at The Iron Furnaces will be held on Saturday, Oct. 15, from 6 to 10 p.m. A Member since 2014 and grow my business. It is an amazing Celebrating a milestone is always a celebration of the region’s unique heritage, 570 880-7991 feeling to be a part of the downtown wonderful way to gain perspective. the festival has become an autumn tradithedaisycollective@gmail.com “network” of other creative and motiAs Lackawanna Heritage Valley Nation in Scranton. The bonfire explores the vated businesses and their owners who tional and State Heritage Area (LHV) comroots of Halloween in Celtic culture, and it For Maggie Mineo, owner of The all share the same passions and dreams. memorated its 25th anniversary at a gala celebrates other cultural autumn festivals Daisy Collective, Downtown Scranton along the downtown Scranton Riverwalk in while highlighting the region’s industrial What is the best is the place to be.

September, 300 guests were reminded that past. For tickets and information, visit part about owning a When an opportunity home really is where the heritage is. scrantonbonfire.com. business in downpresented itself to Several generous multi-generational And don’t forget that Saturday, Dec. town Scranton? move her store from Gelb businesses made this event possible, MM: There are so its original location 3, is the day when the Santa Train arrives many amazing things including Gentex, Times-Shamrock Comin Scranton’s Hill Secagain to deliver Santa and Mrs. Claus to six about downtown tion to its new locamunications and Gertrude Hawk Chocolates. State Sen. communities from Carbondale to Scranton. Now in its Scranton. It is so nice John Blake served as honorary co-chair, and under the tion on Penn Avenue, 20th year, LHV and Steamtown National Historic Site to see people walking direction of co-Chairs Matthew and Christina O’Brien she knew she couldn’t will sponsor this wonderful event — that has become around. I’ve seen a refuse. An example of Haggerty and Joseph and Bridget Kosierowski, a coma family tradition, attracting thousands to historic train huge increase in foot a small business helpmittee of volunteers organized a lovely evening in honor stations, several of which were restored by the Lackatraffic coming into ing to contribute to of the founders of LHV. Monsignor Joseph G. Quinn wanna Heritage Valley — at the following times and my store. There are a downtown Scranton’s Maggie Mineo, owner of received the Founder’s Award in recognition of his vision places: 10:30 a.m. at the Carbondale Train Station, River ton of young people revitalization, The The Daisy Collective and leadership in developing the organization.

Street, Carbondale; 11:35 a.m. at the Archbald Train living and working Daisy Collective sells Charter members of the Founders Circle were also Station, Pike Street, Archbald; 12:20 p.m. at the Jessup unique clothing brands and accessories downtown, and it is great that they have that represent a modern, fun and eclec- local shops and restaurants to visit and honored for their important contribution to the Lacka- Train Station, Church Street, Jessup; 1 p.m. at the support. Knowing that my store can be tic style of dress. Meet Maggie Mineo. wanna Heritage Valley, including: Ray A. Alberigi, Ray- Olyphant Train Station, Lackawanna Avenue, Olyphant; a little escape to some of the employmond S. Angeli, Alex Camayd, Gov. Robert P. Casey 1:45 p.m. at the Dickson City Train Station, Boulevard ees of the downtown area during their What sets your store apart from (awarded postumously), Joseph J. Corcoran, Deborah Avenue, Dickson City; and 3 p.m. at Steamtown NHS in lunch breaks is a great feeling. other retail businesses?

A. Darden, Robert F. Durkin, J. Glenn Eugster, Harry D. Scranton.

MM: At The Daisy Collective, I put Lindsay, Congressman Joseph M. McDade, D. Allen At each stop, children will visit with Santa and Mrs. How do you feel the Chamber a lot of emphasis on engaging with my Sachse and Alan Sweeney (awarded posthumously).

Claus to share their holiday wish lists. Santa and comhelps your business? customers. I have built great relationSpecial photos from the gala will be featured in a pany will be available for photos, and families will enjoy The Chamber offers great opportuships with the people who come through Legacy Keepsake Book that will include the history of refreshments, live entertainment and special activities. nities to meet and network with other the door. There is a fun atmosphere in Lackawanna Heritage Valley along with ads commemAlthough train rides for the public are not available the store, and I think customers can feel business owners in the area. Hearing orating the businesses, organizations and people that at this event, there are plenty of other opportunities what works and what hasn’t worked that when they are shopping. It is also for them has been extremely helpful in make this region so special. This special publication important to offer something different; to enjoy excursions and tours on Steamtown trains. growing my own business. The Chameach line I carry is a well thought-out will be printed just in time for the holidays, and it will be Visitnps.gov/stea/planyourvisit/trainrides.htm. ber is also a huge advocate for young decision. I spend a lot of time looking available at Lackawanna Heritage Valley’s Holiday Open Like other LHV events, the Santa Train, also known people coming back to Scranton and for new brands to bring to the area and House on Nov. 17. Save the date! as Christmas in a Small Town, is made possible doing what they love. It is awesome to curating a collection that tells a story LHV also is busy preparing for Bonfire Week in the through the generosity of sponsors. The Lackawanna have a support system like that. about myself and my inspirations.

Electric City, which kicks off with First Friday in October Heritage Valley National and State Heritage Area is followed by an Eco-Friendly Scarecrow Making Party, proud to support this event in partnership with SteamGet in the spotliGht! every month, the Why did you relocate to downhosted by LHV, on Saturday, Oct. 8, from 1 to 3 p.m. town National Historic Site, the Delaware Lackawanna Greater scranton chamber of comtown Scranton? at the Nay Aug Avenue Natural Play Area in Scranton.

Railroad, Pennsylvania Northeast Regional Railroad MM: The Hill Section is a great merce features a member small busiLHV will supply bases for the “bodies” of the scareAuthority, City of Carbondale, Carbondale Business neighborhood, and it was very hard to ness in the small business spotliGht. crows and stuffing (while quantities last), and children Association, Archbald Borough, Jessup Borough, leave for sentimental reasons. However, Don’t miss your chance to be seen! visit should bring old clothes including button-down shirts, Jessup 21st Century, Olyphant Borough, Dickson City with the revitalization efforts happenwww.scrantonchamber.com to apply ing in downtown Scranton, I couldn’t for membership or to fill out a small hats, scarves, gloves to dress up their scarecrows.

Borough, City of Scranton, Lackawanna Historical pass up such a great opportunity to try business spotliGht application toDay! This event provides parents with teachable moments Society, Anthracite Heritage Museum, Lackawanna about recycling, and it can serve as a great example County Council on Arts and Culture, Propst Transporof how nature can ignite a creative spark in people of tation, Community Bank NA, and Peoples Security all ages. Not to be confused with Nay Aug Park in East Bank and Trust.

Scranton, the Nay Aug Avenue Natural Play Area is located in the Green Ridge section of Scranton, near Natalie Gelb is executive director of the Lackawanna the Green Ridge Shopping Center.

Heritage Valley National and State Heritage Area.

By Natalie Gelb

NORTHEAST PENNSYLVANIA BUSINESS JOURNAL OCTOBER 2016 17 TS_CNG/NPBJ/PAGES [B17] | 09/28/16

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OCTOBER 2016

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HeALtHcAre updAte

When you think of the countryside, words describing pleasant scenes, such as bucolic and pastoral, come to mind. However, the rural poor find life anything but cheerful. Take a look into the unique health and lifestyle problems generations of rural dwellers face.

OctOber 2016

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HEALTHCARE UPDATE

Place affects delivery of healthcare, but access does not determine good health Healthcare factors plaguing some rural dwellers include a knowledge deficit of healthy lifestyle choices

extremely difficult and create financial “The video game kids are to this, Wayne has opened pressures. already becoming physicians a cardiac catheterization Healthcare has become a major and opening a new world of lab where heart vessels can “Physician and nursing shortages economic driver for Pennsylvania’s treatment possibilities.” be opened on-site with no are very real, along with burnout and rural communities, but the system patient transport to another intense stress,” Lopatofsky said. “We appears to be rolling along in low gear hospital. therefore need Medicare parity with New financial model as community wellness problems, “Time equals heart With financial concerns payment to create workforce incentives resource scarcities and caregiver remuscle during a heart attack, among the issues at the top that work. Loan payoff that removes cruitment shortages inhibit the delivery so it was obvious that we of the rural health pyramid, debt, dating back to the educational Hoff Murphy Bulger system. could help many patients Pennsylvania Secretary days of these providers, would be a Overall, the state’s rural residents by opening the catheterizaof Health Karen Murphy, great tactic.” must deal with one-third fewer primary care tion lab right here,” Hoff said. “We still have to R.N., Ph.D., has proposed a multi-payer global John Bulger, D.O., medical director of populaphysicians and dentists per capita compared cope with a growing shortage of EMS personnel budget initiative in rural Pennsylvania known tion health with Geisinger Health System, said to urban environments, as well as a measurwho transport these patients and others, such as as Pennsylvania Rural Health Transformation. the greatest overall challenge in rural healthcare ably fewer number of hospital beds per person. the elderly who have fallen, because the existing Her department describes this as a payment is matching patients with the specific care and Despite these metrics, healthcare delivery is now system of rural volunteerism for EMS is declining.” model “in which states provide a fixed amount of physicians they need. This is being fueled by a vital part of the rural landscape as facilities such funding for a fixed period of time for a specified Also, a problem for healthcare providers are scarcity of access with providers and complicated as Wayne Memorial Hospital offer opportunities population, rather than fixed rates for individual lengthy police responses in mental health and by the rural poor who often work long hours in for 150 different jobs including caregivers, CPAs, drug crisis situations because of the distances services or cases.” low-wage service jobs and cannot miss work time IT professionals, bio-med technicians and HVAC Six hospitals will pilot this approach, with they have to travel in the countryside. Hoff is for healthcare appointments. mechanics. among the advocates of police and EMS person- a kickoff early in 2018. According to plans, the Patient transit, a lack of extended family and Dave Hoff, CEO of Wayne Memorial Hospital, initiative has an escalating goal of 30 participating middle generations, often tied down with caregivnel carrying Narcan, an injection that blocks the said that virtually all rural healthcare systems are effects of opioids and may reverse an overdose. hospitals by 2020. ing responsibilities, all inhibit patient compliance dealing with caregiver recruitment problems due David Lopatofsky, M.D., executive vice presiImproving rural wellness is a must for with healthcare services. Women, with ill parents to scarce resources. His region houses 21 percent systems such as Hoff’s, and his organization dent and chief administrative officer with Susque- and grandparents in particular may need respite of Medicare-eligible residents who are age 65 hanna Health Medical Group and Tioga Healthcare from their care duties to seek their own care. conducted school assessments and education or above, plus a privately insured populace that Partners, lists patient access with long transports, about good health habits. The program touched “Getting the right person to the right provider often has high deductible plans with annual deon smoking, the need for vehicle recreational hel- lengthy ambulance trips and frustrating distance can be tough, but often these issues are not on ductibles of $1,000 person and $5,000 per family. mets, seat belts and drug use but was terminated between home health patients to be among the the surface,” Bulger said.

“It’s true that the Affordable Care Act has practical concerns his rural system copes with. after parental privacy concerns surfaced.

Rural providers have a variety of reasons for helped to lower our hospital’s annual bad debt Rural patients present assorted profiles, with Wayne also deals with the consequences of serving there despite lower levels of compensadown to $7 million, but the emergency departfamily instability, unmarried and teen parents and dementia numbers approximately the same as tion. They may grow up in the area, have been ment is still the largest generator of bad debt co-morbidities accompanying patient obesity. He within urban counterparts, but smoking, diabetes, trained close by or enjoy the quality of life and from uncompensated care and this remains a big noted that his staff has had to be careful in this obesity and the effects of sedentary life may be lower costs of living. problem,” Hoff said. worse. Lopatofsky said opiate use and patient arena because of potential community criticism.

These providers also encounter different sceA rural hospital’s patient profile varies, with behavioral problems are higher than within cities. narios than their urban peers. They will deal with “We have a long way to go with wellness, some differences from its urban counterparts.

“ATV accidents also are frequent here, but and need a real mindset shift within the resident fewer gunshot wounds, more auto accidents and Wayne County has a large number of summer urgent care centers are reducing the pressure population,” Hoff said. “Behavioral changes are various occupational injuries, and while alcohol camps and lakes, making emergency department the key, because chronic disease often is the for providers who are dealing with more routine is a problem everywhere, opioids use is real but visits from injured sports enthusiasts, campers, patient ailments,” Lopatofsky said. “Tele-health result of lifestyle choices.” perhaps not as overt as within a city. horseback riders and boaters the norm, along Technological breakthroughs in video technol- offers big advancement in areas such as respiraPatient wellness remains a frustrating probwith ATV riders. tory ailments and dermatological problems.” ogy and robotics already benefit rural systems lem, compounded by fresh food in surprisingly The hospital also deals with routine numbers such as Wayne. The system now operates a short supply, which accentuates the scourge of Attraction and retention of a trained caregiver of patients with orthopedic and neurological prob- tele-stroke program in which patients and their diabetes. Cultural issues, such as intergenerationworkforce remains one of Lopatofsky’s biggest lems, hernias and gall bladders requiring surgery high-definition imaging studies can be quickly headaches, and he said 77 Pennsylvania hospitals al smoking, inattention to diet and food scarcity, and influenza, pneumonia and other respiratory evaluated via video by Geisinger radiologists and have closed since 2010. In some ways, a physiall appear within a rural physician’s workday. problems. Diabetes, heart congestion and COPD neurologists in Danville.

“It’s important that we remove the notion cian arms race is underway as caregiving systems problems are also common. that mental and physical problems are separate,” “Within five to 10 years, telemedicine technolo- compete for healthcare talent, but because the Like their urban counterparts, rural residents gy will advance dramatically, with 3-D imaging and Medicare Wage Index pays rural caregivers Bulger said. “They are often integrated. Education are plagued by blocked heart vessels. In response remote surgery by robots the norm,” Hoff said. less, luring physicians to a rural system can be is the key.”

By Dave Gardner

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HEALTHCARE UPDATE

Rural poor often work more and are paid less

COMMUNITY

WELLBEING

INNOVATION

By Dave Gardner

A snapshot of Pennsylvania’s rural residents will reveal a picture of intergenerational health challenges as well as the tough realities inhibiting upward mobility.

In 2010, 27 percent of the state’s 12.7 million residents lived in its 48 rural counties.

In 2009, 17 percent of this rural population was 65 or older compared to 15 percent of the urban population. Meanwhile, the average household income in rural Pennsylvania was $54,840, and 41 percent had incomes below $35,000.

During 2009, the rural poverty rate was 13 percent, making these residents usually eligible to participate in the federal Supplemental Nutrition Assistance Program, formerly known as food stamps. The rural business community is also somewhat sparse, with 52 percent of rural businesses employing fewer than five employees during 2008 and a 2 percent decline in the number of business from 2000 to 2008.

Pennsylvania’s rural poor earn an average of $11,000 less annually than their urban counterparts. James Calderone, Ed.D., professor of social work at Misericordia University, noted that most of these residents are Caucasian and work in low-paid, service-sector jobs with little possibility of promotion.

In many cases, their lives are plagued by poor housing, a lack of mentors, no professional networks, limited mass transit and a questionable quality of public education. Healthcare options can also be sporadic.

“For so many of these residents any real hope is lacking,” Calderone said. “They see no way out of their situation. The fact remains that where you are born is still the greatest indicator of future wealth, right down to a particular neighborhood.”

Calderone emphatically rejects the claims that many of the poor are lazy and take government assistance while receiving some sort of joy in the process. He claims that research clearly indicates rural poor people actually work more, often with multiple jobs, and they are paid less than many of their urban peers.

THANK YOU...

He added that there is no quick fix for the plight of rural poverty. Fixes may include infrastructure investment, school enhancement, child nutrition, small business expansion, increased mass transit and incentives for skilled workers to stay in these communities.

“Mentors also are vital,” Calderone said.

“When a person has a lack of hope, they also are more likely to self-medicate with opiates, which is what we are seeing.”

Abhijit Roy, Ph.D., professor of management, marketing and entrepreneurship at the University of Scranton, said a lack of networking and marPlease see RURAL, Page 4

to the 1,200 doctors and healthcare professionals from all over our 17-county region who help us educate our medical students.

www.tcmc.edu Scranton

Wilkes-Barre

Williamsport

Sayre

The Commonwealth Medical College is committed to non-discrimination in all employment and educational opportunties

NORTHEAST PENNSYLVANIA BUSINESS JOURNAL OCTOBER 2016 3 TS_CNG/SPECIAL_SECTION/PAGES [L03] | 09/27/16

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HEALTHCARE UPDATE

FROM PAGE 3 they have to make hard decisions with limited ket connections are strong inhibitors for a rural resources,” Burke said. “It’s therefore a moral resident seeking upward mobility. They also may question of whose job it is to help. The governbe uninformed about educational opportunities ment can play a role, and during the Great Dethat would assist them. pression the states begged the feds to step in.”

Roy advocates government interHe also questioned what conditions vention as the only proven method of actually support economic mobility. enhancing upward mobility among Data clearly indicates that public policy the poor. But this idea isn’t popular has helped, and that food stamps, Medipolitically because the poor are not a care, Medicaid and enhanced civil rights big voting block, and both sides of the all effectively combat poverty. political aisle usually don’t reach out to “Above all, the magic bullet is educathose in poverty. tion access that must start as young Ghosh He also acknowledged that governas possible,” Burke said. “The early ment assistance programs can misfire. grades are vital, with pre-school for The famed federal tobacco settlement socialization and best school habits. It’s evolved to be unfriendly to farmers, and also never too early to warn kids of the unending public handouts can create a dangers of drugs such as opiates.” culture of dependency.

Satyajit Ghosh, Ph.D., professor of “The alternative is less or no governeconomics and finance with the Univerment intervention, where poverty only sity of Scranton, sums up the situation gets worse,” Roy said. “The real key is with rural poverty by stating that it is Calderone to create opportunities. The poor need fundamentally different from urban investment, not handouts.” settings. Rural plights often are generational, Hidden rural poverty is a problem across with family farming roots and residents seeing no Pennsylvania, according to Stephen Burke, potential for upward mobility.

Ph.D., interim director, school of social work at “We should be asking why the American Marywood University. Scores of children receive dream is deserting these folks,” Ghosh said. no breakfast at home, which makes them reliant He said rural secondary education is often on schools for food and a resultant inability to of questionable quality, regional infrastructures function in the classroom. According to Burke, can be shocking, and many rural lifestyles do this is not an indictment of parents, because not prepare residents for inclusion in today’s the majority of them play by society’s rules and knowledge-and tech-based economy. Education work intensely while deriving few benefits. He may be seen as a foreign world, but only with said female heads of households in particular get modern job training is upward economic movefinancially “clobbered,” and while some welfare ment possible. fraud is a reality, the majority of the working poor “Conservatism can be an inhibitor for protoil diligently, perhaps with multiple jobs. gressive thinking and upward mobility,” Ghosh “The functionally poor are in especially dire said. “This contrasts with education and expostraits, because they receive no tax credit help, sure to other cultures and thinking, which creates no benefits, they deal with food scarcity, and open minds to fit into the modern world.”

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Pediatric mental health problems a growing complication in rural areas contributing to substance abuse in rural America, including low educational atWhen it comes to behavioral probtainment, poverty, unemployment and lems, substance abuse and genuine isolation. This corresponds with data mental illness, rural dwellers appear indicating that from 2005 to 2009, only to be quite similar to their urban 18 percent of rural Pennsylvanians 25 counterparts. years and older earned a bachelor’s deThe scale of the problems in which gree or higher compared to 29 percent Bulger these ailments are involved cannot of urban peers. be overestimated. According to Web In addition, among rural residents, MD, millions of Americans from 25 or older, 14 percent do not have a every locale suffer from various types high school diploma, with 41 percent of mental illness and mental health of households generating total annual problems that include anxiety, depresincomes lower than $35,000. Heroin sion, dementia, obsessive compulsive the king of opioids, currently may disorder, and personality disorders. have a street price cheaper than a Lopatofsky Less common but diagnosable bottle of wine. mental illnesses also include bi-polar A lack of patient capacity and disorder, schizophrenia and paranoia. resources for mental health treatWhatever the ailment, modern treatment is now plaguing the rural health ment options include medication and system, according to Fred Jackson, psychotherapy, with assessments and executive director of Wayne Memorial treatments delivered by a caregiver Community Health Centers. He said lineup of physicians, psychiatrists, clinhis organization has lost one of its two ical psychologists and clinical social working psychiatrists for a two-county Jackson workers who may also recommend area, and anxiety and depressive dissocial interventions, peer support orders are among the most numerous and self-help. conditions to treat.

A regional organization What has changed re“Transit access for known as Project Bald Eagle cently is the scale of Pennsylpatients is also an issue, is a promising initiative that vania’s rural drug problems. is fighting heroin as well as because rural areas have limAlcohol has been and still is ited mass-transit systems,” prescription drug abuse. A the most widely abused rural Jackson said. coalition of organizations, recreational substance, but in During 2015, Wayne community leaders, recent years the destructive County officially recorded professionals and citizens scourge of opioids, including at least 25 drug overdose are working together to heroin, has become a popular deaths. Jackson expects this stem the tide of the heroin method of emotional escape. epidemic — the single largest number to climb as opioids, According to the Rural threat to community health in such as heroin, continue to Health Information Hub, “subbe used in increasingly large Pennsylvania. stance abuse has long been amounts. perceived to be a problem of “Along with this drug use the inner city. However, alcohol abuse has long comes more robbery to support the drug habits,” been a problem in rural areas, and illicit drugs Jackson said. have infiltrated towns of every size. Substance John Bulger, D.O., medical director, population abuse can be especially hard to combat in rural health with the Geisinger Health System, agrees communities due to limited resources for preven- that mental health diagnoses are similar whether tion, treatment and recovery.”

This source acknowledges a variety of factors Please see MENTAL HEALTH, Page 5

By Dave Gardner

HEALTHCARE UPDATE FROM PAGE 4

viewing rural or urban areas. What differs is greater difficulty to access for rural patients.

“Pediatric mental health problems are particularly numerous in rural regions,” Bulger said.

Dave Hoff, CEO of Wayne Memorial Hospital, noted that the lack of specialized treatment options for mental health issues may show up as patients use a hospital emergency department for initial care. These patients, because of a lack of specialized treatment beds, may have to wait as an emergency department inpatient and then be transferred long distances for specialized care with anxiety, depression or other ailments.

“Cases like these may require a one-on-one staff-to-patient ratio, which is very expensive,” Hoff said.

He added that rural substance abusers seeking treatment often may wind up drying out at a hospital emergency department for 24 to 48 hours before referral to a treatment facility is approved.

Depressive disorders in particular may strike older people as well as those with workplace difficulties. All factors considered, Hoff said that mental illness has become a huge national problem.

“The Affordable Care Act recognized the need

for behavioral health to be covered by insurance, but unfortunately there is not enough patient reimbursement within the current insurance climate,” Hoff said.

Fighting heroin David Lopatofsky, M.D., executive vice president and chief administrative officer with the Susquehanna Health Medical Group and Tioga Health Care Partners, identifies a regional organization known as Project Bald Eagle to be a promising initiative that is fighting heroin as well as prescription drug abuse. The project is billed as, “A coalition of organizations, community leaders, professionals and citizens working together to stem the tide of the heroin epidemic,” and identifies this epidemic as the single largest threat to community health in Pennsylvania.

“Partnerships such as this are working to stem the tide of drug use through education, prevention, treatment, enforcement and data monitoring,” Lopatofsky said. “We’re also working to reset expectations for pharma use by the healthcare system and have achieved great success with medicine return boxes and prescriptions that are smaller in quantity.”

Exercise boosts mood

Many studies show that people who exercise regularly benefit with a positive boost in mood and lower rates of depression.

Improved self-esteem is a key psychological benefit of regular physical activity. When you exercise, your body releases chemicals called endorphins. These endorphins interact with the receptors in your brain that reduce your perception of pain.

Endorphins also trigger a positive feeling in the body, similar to that of morphine. For example, the feeling that follows a run or workout is often described as “euphoric.” That feeling, known as a “runner’s high,” can be accompanied by a positive and energizing outlook on life.

Endorphins act as analgesics, which means they diminish the perception of pain. They also act as sedatives. They are manufactured in your brain, spinal cord and many other parts of your body and are released in response to brain chemicals called neurotransmitters. The neuron receptors endorphins bind to are the same ones that bind some pain medicines. However, unlike with morphine, the activation of these receptors by the body’s endor-

phins does not lead to addiction or dependence.

Regular exercise has been proven to reduce stress, ward off anxiety and feelings of depression, boost self-esteem and improve sleep.

Exercise also strengthens your heart, increases energy levels, lowers blood pressure, improves muscle tone and strength, strengthens and builds bones and helps reduce body fat.

It appears that any form of exercise can help depression. Some examples of moderate exercise include biking; dancing; gardening; golf (walking instead of using the cart); housework, especially sweeping, mopping or vacuuming; jogging at a moderate pace; low-impact aerobics; playing tennis; swimming; walking; yard work, especially mowing or raking; and yoga.

Because strong social support is important for those with depression, joining a group exercise class may be beneficial. Or, you can exercise with a close friend or your partner. In doing so, you will benefit from the physical activity and emotional comfort, knowing that others support you.

Source: webmd.com

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HEALTHCARE UPDATE

Young area physicians among the best 40 Under 40 The physicians named to this year’s “Physician 40 Under 40” by the Pennsylvania Medical Society have demonstrated a significant amount of success so early into their medical careers.

In Northeast Pennsylvania, Thomas Jordan, M.D.; John Vasudevan, M.D.; Matthew Novak, M.D.; Lindsey Vu, M.D.; and Ariane Conaboy, D.O. were selected.

Those selected were chosen by a committee of physicians after being nominated for outstanding contributions to the practice of medicine and the delivery of patient care, despite being early in their medical careers.

According to Scott Shapiro, M.D., president of the Pennsylvania Medical Society, this new award is one of several efforts by his organization to recognize the special place Pennsylvania has in training physicians and also to encourage physicians to stay and practice in Pennsylvania.

Among other projects at the Pennsylvania Medical Society to encourage early career physicians to stay in the state are advocating for physician-led

team-based care, meaningful tort reform, increased medical residency training positions and medical school student loan forgiveness programs for those willing to practice in rural and/or underserved areas of the commonwealth.

“These 42 physicians under 40 are trailblazers who are redefining the way we see health care,” said Shapiro, who likely is the youngest president in the history of PAMED at age 44. “In a state like Pennsylvania, the young talent we have throughout the health care spectrum is outstanding, but these 40 individuals are going to be the ones to watch in upcoming years.”

The following 12 are recognized young physicians from NEPA and central and eastern Pennsylvania (in alpha order by location): Anastasia Shnitser, M.D., Allentown — Shnitser initiated two separate additions to the Eastern Pennsylvania Gastroenterology & Liver Specialists practice including small bowel enteroscopy and hemorrhoidal banding.

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phens is an internal medicine specialist He serves as program director for the with the Lehigh Valley Health Network.

Penn State Hershey Family Medicine During the past two years, she spearResidency Program, an accomplishheaded the development of a comprement for a physician so early in his hensive opioid practice tool box to assist career. clinicians when managing a patient’s Afif Kulaylat, MD, Hershey — chronic pain.

Kulaylat is a general surgeon with the Cynthia Bartus, M.D., Allentown — Penn State Hershey Medical Center. His Vasudevan Bartus is a dermatologist with Advanced sense of innovation and creativity in Dermatology Associates Ltd. She cultivating a positive learning environwas recently elected president of the ment are noteworthy, with effects felt Philadelphia Dermatological Society, but among medical students, residents and more importantly is the effort she takes attending surgeons alike at Penn State to educate patients and her community Hershey Medical Center. on the importance of sun protection and Lindsay Surace, M.D., Hummelskin cancer awareness. Bartus never stown — Surace practices with Jackson Conaboy turns down a chance to help others unSiegelbaum Gastroenterology and West derstand the importance of skin cancer Shore Endoscopy Center, specializing in prevention and early detection.

Hepatitis C diagnosis and treatments.

Pamela Valenza, M.D., Bethlehem Lindsey Vu, M.D., Kingston – Vu is — Valenza returned from her residency a family medicine resident at the Wright in Colorado, to become part of the Center for Graduate Medical Educafaculty at St. Luke’s Hospital Family tion in Wilkes-Barre. Despite the busy Medicine residency program. She has schedule of a second-year resident, Vu already been a game-changer; she rehas found time to provide health and Novak searched preventive health and obesity, well-being assistance to members of her with additional research in prenatal community through activities such as women, and now brings that expertise to organizing a fundraising effort to benefit her practice. She sits on a Robert Wood the St. Vincent DePaul Soup Kitchen.

Johnson Community Health Network Matthew Novak, M.D., Sayre — Noresearch grant and is Primary Care and vak is a nephrologist with Guthrie MediCommunity Health Research Committee cal Group PC-Sayre. Not only is he the chair at St. Luke’s Health Network. section chief for the nephrology departVu Aaron George, D.O., Chambersburg ment at Guthrie Medical Group, P.C., he — George is a primary care physician is also the current program director for with Summit Health Primary Care, and also asthe internal medicine residency program. Novak has sistant clinical professor at the Penn State College a large patient base and is actively involved in Quality of Medicine. He is described as throwing “his full Improvement projects with both his outpatient clinic, devotion into so much of medicine.” outpatient dialysis center, in addition to the care Thomas Jordan, M.D., Dickson City — Jordan patients who are admitted the Guthrie Robert Packer. practices with Scranton Orthopaedic Specialists. His Ariane Conaboy, D.O., Waverly Twp. — commitment to medical education is outstanding, Conaboy, who recently turned 34, is one of the serving on the admissions committee at Georgeyoungest presidents in the history of Lackawanna town University School of Medicine and also as County Medical Society. She has been integral a volunteer clinical faculty member at the Comin formulating the region’s first Clinically Intemonwealth Medical College. He has also published grated Network that services three counties and several journal articles, most recently one cover allows physicians who are both independent and ACL reconstruction for active, under-50 individuals. employed to work together to provide high quality, cost-conscious medical care. Conaboy is a memDaniel Schlegel, M.D., Hershey — Schlegel ber of the medical executive committee at Moses is with the Department of Family and Community Medicine at the Penn State Hershey Medical Center. Taylor Hospital.

HEALTHCARE UPDATE

State examines access to addiction treatment The Pennsylvania Department of Drug and Alcohol Programs (DDAP) held the first of six public hearings in Philadelphia last month, to examine existing laws governing access to drug and alcohol treatment and identify ways to help consumers access treatment.

“Several critical themes emerged during today’s testimony,” said DDAP Secretary Gary Tennis. “We heard time and again how important it is for people with the disease of addiction to have access to the full continuum of care. We also heard what we have been hearing for months — wait times for detoxification and residential treatment beds are unacceptable and adding to the growing number of overdose deaths in Pennsylvania.

“More than 3,500 people died of drug overdose in Pennsylvania in 2015. The insight we gained today will be invaluable to the task force convened to address these very barriers to addiction treatment and to reversing the tide of rising overdose deaths.”

Those testifying also discussed existing laws, including Acts 106, 152 and the Mental Health Parity and Addiction Equity Act (MHPAEA) of 2008, that, despite providing for access to appropriate levels and lengths of care in most cases, are often not followed.

Act 106 entitles individuals covered under many group insurance plans in Pennsylvania to coverage for clinically appropriate alcohol and drug addiction treatment, with the level of care and length of stay determined by a licensed physician or licensed psychologist. Act 152 requires state Medicaid to provide coverage for the full continuum of treatment, including but not limited to intervention services, non-hospital detoxification, outpatient, rehabilitation, and halfway houses in the continuum of covered addiction treatment services, including the clinically appropriate length of stay in residential treatment, as determined by the Pennsylvania Client Placement Criteria. MHPAEA requires health insurance carriers that offer behavioral health and substance use disorder benefits to achieve coverage parity between those benefits and medical/surgical benefits.

“As someone in long-term recovery, I know first hand how important it is to have access to treatment,” said Patrick Kennedy, who testified at the hearing and is a former member of the U.S. House of Representatives and the nation’s leading political voice on mental illness, addiction, and other brain diseases. “I applaud this task force and Secretary

Tennis for tackling this important issue, especially given how hard the opioid overdose crisis has hit the state. We need true parity for these diseases in Pennsylvania, and my hope is that your efforts will help provide a blueprint for the nation.”

Other issues identified as barriers to treatment at the hearing included lack of funding across the treatment continuum and inadequate reimbursement rates, both of which have strained the treatment system.

“The worst-ever overdose death and opioid addiction epidemic, increasing complexity of the disease of addiction along with co-occurring mental health issues, a more enlightened approach to treating criminal justice offenders rather than simply incarcerating and an expansion of Medicaid have all put great stress on our treatment system,” said Lieutenant Governor Mike Stack, who along with Tennis is co-chairing the hearings. “However, we know that treatment works and recovery is possible.

We need to do everything we can to ensure barriers do not block the path to recovery. These hearings will help us do just that.”

Those testifying at the hearing also included: • Dario V. La Rocca, M.D., behavioral health medical director, Independence Blue Cross; • Charlie Folks, director of Community Integration and Strategic Partnerships, Eagleville Hospital; • Diane Rosati, executive director, Bucks County Drug & Alcohol Commission; • Carol Rostucher, family member and founder, Angels in Motion; • Michael Harle, CEO, Gaudenzia Inc.; • Joanne Ramsey, family member; and • Vince Brown, executive director, Chester County Drug & Alcohol Services.

House Resolution 590 charges DDAP with establishing and administering a task force to review compliance with all current relevant laws, regulations and agreements. In July, DDAP convened the task force, which will hold five more public hearings across the commonwealth.

The multi-agency initiative includes representation on the task force from the Pennsylvania Departments of Health (DOH) and Human Services (DHS), the Pennsylvania Insurance Department (PID), addiction treatment programs, patient advocates and parents and loved ones of those with addiction.

A report detailing the task force’s findings as well as recommendations to address identified barriers to treatment is due to the General Assembly in May 2017.

DEA releases 2016 national heroin threat assessment

The U.S. Drug Enforcement Administration (DEA) overdose deaths, and seizures from traffickers all released the 2016 National Heroin Threat Assessincreased over those reported in last year’s summary. ment Summary — Updated (NHTA) last month. The In addition, heroin was the greatest drug threat report outlines the expanding public health crisis reported by 45 percent (up from 38 percent last afflicting America due to the use and abuse of heroin year and 7 percent in 2007) of state, local, and tribal and other opioid drugs. Some key facts: law enforcement agencies responding to the 2016 • The number of people reporting current heroin National Drug Threat Survey, an annual survey of a use nearly tripled between 2007 (161,000) and 2014 representative national sample of 2,761 agencies.

(435,000).

And while the heroin threat New to this year’s summary is is particularly high in the • Deaths due to information on a recent synthetic opioids, such Northeast, Mid-Atlantic and as fentanyl and its Midwest areas of the United phenomenon — fentanyl analogues, increased disguised as prescription pills. States, law enforcement 79 percent from 2013 agencies in cities across the to 2014. country report seizing larger • Deaths involving heroin more than tripled than usual quantities of heroin. National Seizure between 2010 (3,036) and 2014 (10,574) — a rate System data show an 80 percent increase in heroin faster than other illicit drugs. seizures in the past five years, from 3,733 kilograms New to this year’s summary is information on in 2011 to 6,722 kilograms in 2015. a recent phenomenon — fentanyl disguised as Many users of controlled prescription drugs prescription pills — something allegedly responsible (CPDs) become addicted to opioid medications for the death of 19 people in Florida and California originally prescribed for a legitimate medical purpose. during the first quarter of 2016. Motivated by enorThe reasons an individual shifts from one opiate to mous profit potential, traffickers are exploiting high another vary, but today’s heroin is higher in purity, consumer demand for illicit prescription painkillers, less expensive and can be easier to obtain than illegal tranquilizers and sedatives by producing inexpensive CPDs. counterfeits containing fentanyl that can be sold on The NHTA is prepared in close collaboration the street. with federal, state, local and tribal law enforcement “We tend to overuse words such as ‘unprecagencies throughout the country and is intended to edented’ and ‘horrific,’ but the death and destruction provide policymakers, law enforcement personnel connected to heroin and opioids is indeed unprecand prevention and treatment specialists with straedented and horrific,” said DEA Acting Administrator tegic drug intelligence to help formulate counterChuck Rosenberg. “The problem is enormous and drug policies, establish law enforcement priorities growing, and all of our citizens need to wake up to and allocate resources. The 2016 National Heroin these facts.”

Threat Assessment Summary can be viewed online The number of users, treatment admissions, at dea.gov.

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HEALTHCARE UPDATE New $15 million hospital and surgical GCMC brings healing sounds of center slated for Humboldt Station Campus to make care available close to home for Hazleton residents and employers

Coordinated Health, a privately held, physicianowned acute-care hospital network in eastern Pennsylvania and western New Jersey, with a current location at Church Hill Mall, broke ground in August on a 42,000-square-foot state-of-the-art medical campus and ambulatory surgical center in Humboldt Station at the intersection of Route 924 and Interstate 81. Humboldt Station is located in Hazle Township, adjacent to Humboldt Industrial Park.

Coordinated Health officials were joined by representatives from CAN DO along with state and local leaders at the groundbreaking, including state Sen. John Yudichak, state Rep. Tarah Toohil and state Rep. Gerald Mullery. Local officials who spoke at the event included Jim Montone, chairman of the Hazle Township Board of Supervisors; Mary Malone, president of the Greater Hazleton Chamber of Commerce; and Brian Poveromo, president of the Humboldt Park Association.

The six-acre Coordinated Health campus is the company’s 17th location and is projected to open in

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spring 2017. It will offer orthopedics, sports medicine, joint replacements, spine care, foot and ankle care, hand and wrist care, cardiology, women’s health, specialty care, advanced imaging and rehab.

Additionally, the medical campus will feature a primary care and employer clinic for occupational health, workers’ compensation and on-site/near-site care.

Coordinated Health has offered care to Greater Hazleton residents and employers since opening in early 2012 from its current location, Church Hill Mall on Church Street in Hazle Township, with eight physicians.

Coordinated Health CEO Emil Dilorio, M.D., said he envisions the new Humboldt Station campus will further demonstrate that Coordinated Health is a part of the community and the future of Hazleton.

“We believe that the residents and employers of Hazleton and Luzerne County deserve the highest level of quality, access and care,” DiIorio said. “With the addition of our new ambulatory surgical center, patients will now have a choice for a new level of out-patient surgical procedures in a beautiful, safe and modern environment close to home.”

CAN DO President Kevin O’Donnell said, “Coordinated Health’s new facility will be an outstanding addition to Humboldt Station. The company has said that the new campus will employ 50 professionals, the 30 who currently are employed at the Church Hill Mall facility and 20 additional team members supporting the ambulatory surgical center. We welcome these high-quality jobs to our area.”

Humboldt Industrial Park is one of the largest industrial parks in Pennsylvania, stretching more than five miles long and 2 I/2 miles wide at it widest point.

“Coordinated Health’s new center will be an ideal addition to Humboldt Station for the more than 60 companies and 10,000 employees that are in our industrial park,” O’Donnell said.

Coordinated Health employs more than 1,000 people and operates from 17 locations, five of them across Northeast Pennsylvania, including Lehighton, Pittston, East Stroudsburg/Pocono and Broheadsville.

“Many of our clinicians and their families are natives of Hazleton and call the region home,” said CH Regional Director Jessica Huber. “Our investment in Humboldt will lead to more jobs, opportunities and economic growth.”

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music to patients’ families

The tranquil sounds of violinist Mark Woodyatt and hand pan player Jacob Cole float through GCMC’s ICU waiting area, offering soothing live, musical performances to patients and their loved ones.

The soft strum of Jay Stevesky’s classical guitar drifts through GCMC’s ICU waiting area, bringing the healing power of live music to the hospital’s most critically ill patients and their loved ones during the ICU Concert Series.

Geisinger Community Medical Center (GCMC) has launched a new program that brings the healing power of music to the hospital’s sickest patients and their families. The recently launched Intensive Care Concert Series offers soothing live musical performances in the hospital’s ICU waiting area.

Multiple studies have demonstrated that listening to music can have a relaxing effect on those suffering pain or anxiety. Music has shown to have a beneficial effect on physiological functions, slowing the pulse and heart rate, lowering blood pressure and decreasing the levels of stress hormones.

“A critical illness is almost always stressful and often life-changing for our patients and their families,” said Laurie Anne Loiacono, M.D., a critical care physician who also serves as program director of Geisinger’s ICU Medicine Experience Enhancement Team. “Our team recognizes that effective medicine is as much a human art as it is a science, and requires attention to the emotional and physical needs of our patients and their loved ones beyond medication and machines. The music therapy program is just one of our efforts to bring a small measure of comfort and stress relief to our patients and their families during a challenging time.”

GCMC’s pilot program is presented in conjunction with the Lackawanna County Office of Arts and Culture and Traditional Home Health as part of the Arts Heal program. Each performance features local musicians, including classical guitarist Jay Stevesky, flute duo Melanie Castiblanco and Emily Leyrer, the Mark Woodyatt Trio, jazz pianist Jimmy Waltich, harmonium player/pianist Brenda W. Fernandes and theremin player Jason Smetlzer. Performances are slated Tuesdays and Thursdays through December.

“Art can be a powerful and positive tool for creating a space and environment for healing and coping,” said Maureen McGuigan, deputy director, Lackawanna County Office of Arts and Culture. “This project will look at using the power of music to enhance the ICU waiting room area not only for patients’ family and friends but also hospital staff.”

“Music can reduce anxiety and promote peace in stressful situations,” said Donna Doherty of Traditional Home Health and Hospice. “Live music as an experience is so much more than something that’s beautiful to listen to when you add in the musician’s interpretation of each song and the meaning perceived by those listening.”

HEALTHCARE UPDATE

Study: Offspring live longer when parents lived longer

In middle-aged populations, the risks of cardiovascular conditions are progressively lower the longer a person’s parents lived past 69 years old, according to a study of 186,000 participants using a voluntary database published last month in the Journal of the American College of Cardiology.

Researchers in the United Kingdom (working with colleagues in Connecticut, France and India) examined 186,151 non-adopted participants aged 55 to 73 years with deceased parents who participated in U.K. Biobank, a project that collects data on volunteers for health research. Follow-up data was collected over eight years from hospital admissions records and death records. At the start of the

study, increased parental longevity was associated with higher education, higher income, more physical activity and lower rates of smoking and obesity.

There was an inverse relationship between age of parent’s death and the mortality rate of offspring.

When the mother and father survived past age 69, all-cause mortality of offspring declined 16 percent and 17 percent, respectively, per additional decade of the parents’ lives, and coronary heart disease mortality declined by 20 percent and 21 percent per additional decade of the parents’ lives.

Participants with parents who lived longer also showed lower incidence of peripheral vascular disease, heart failure, stroke, hypertension, anemia,

“Ask a Doctor” uncovers reliable information about heart conditions A Google search for heart conditions will now prominently display important questions patients should ask their doctor based on clinical guidelines developed by the American College of Cardiology.

The ACC teamed up with Google to create a list of essential questions that patients should ask their doctors about conditions like heart attack, coronary artery disease, hypertension, high cholesterol and atrial fibrillation through a new “Ask a Doctor” feature that appears within Google Health Knowledge Graphs, the in-depth search result that appears for health-related conditions.

The ACC develops clinical practice guidelines with leading experts around the country and reaches out to these experts to create questions and answers for the public based on the guidelines. The goal is to make it easy for patients to access guideline information in order to spark conversations with their doctors about recommended treatments and encourage patients to be fully engaged in their care.

Knowledge graphs also include a link to CardioSmart.org, the patient engagement and empowerment initiative from the ACC, directing users to information in line with guideline recommendations The basic information is not intended to provide medical advice, but it can help educate

people on what questions to ask their doctor. Given the importance of these topics in the treatment of patients, the knowledge graphs also include a share feature to facilitate sharing information with friends and family who may have heart disease.

“This is a unique opportunity to marry the broad reach and power of Google’s internet search engine with the clinical and scientific expertise of the ACC,” said ACC Chief Innovation Officer John Rumsfeld, M.D., Ph.D., FACC. “This project makes it easier for the public to get accurate answers to health and medical care questions and will aid in promoting engagement between patients and their clinicians.”

The American College of Cardiology is a 52,000-member medical society that is the professional home for the entire cardiovascular care team. The mission of the college is to transform cardiovascular care and to improve heart health.

The ACC leads in the formation of health policy, standards and guidelines. The college operates national registries to measure and improve care, offers cardiovascular accreditation to hospitals and institutions, provides professional medical education, disseminates cardiovascular research and bestows credentials upon cardiovascular specialists who meet stringent qualifications. For more information, visit acc.org.

hypercholesterolemia and atrial fibrillation.

The researchers previously found that offspring of parents who lived longer had lower genetic risk scores for coronary artery disease, systolic blood pressure, body mass index, and cholesterol and triglyceride levels.

“It’s been unclear why some older people develop heart conditions in their 60s while others only develop these conditions in their 90s or even older. Avoiding the well-known risk factors such as smoking is very important, but our research shows there are also factors inherited from parents that influence heart health. As we understand these parental factors better, we should be able to help more people to age well,” said David Melzer, MBBCh, Ph.D., professor of epidemiology and public health at the University of Exeter Medical School in Exeter, United Kingdom, professor at the University of Connecticut Center on Aging and an

author of the study.

The study’s limitations include that the cohort of volunteer subjects may not be representative of the greater population, as well as the limited age range of the offspring studied.

The American College of Cardiology is a 52,000-member medical society that is the professional home for the entire cardiovascular care team. The mission of the college is to transform cardiovascular care and to improve heart health.

The ACC leads in the formation of health policy, standards and guidelines. The college operates national registries to measure and improve care, offers cardiovascular accreditation to hospitals and institutions, provides professional medical education, disseminates cardiovascular research and bestows credentials upon cardiovascular specialists who meet stringent qualifications. For more, visit acc.org.

We hold every moment

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HEALTHCARE UPDATE

Uniforms for nurses appealing to patients

NIH sets plan for future of nursing science The National Institute of Nursing Research (NINR) has released a new strategic plan that details the institute’s priorities for the conduct and support of future nursing science. The plan, “Advancing Science, Improving Lives: A Vision for Nursing Science,” grew from NINR’s 2011 strategic plan, past scientific accomplishments and current research priorities. NINR is part of the National Institutes of Health.

“Given nursing science’s strong clinical focus, NINR-supported research is indispensable in addressing the health challenges of today and tomorrow,” said Dr. Patricia A. Grady, director, NINR. “Our new strategic plan will guide nurse scientists as they shape their research programs.

It also shows the public how nursing science provides the evidence base to support the practice of the largest healthcare profession to improve health, wellness and quality of life.”

The new plan was shaped by the NINR Innovative Questions (IQ) initiative, an effort to encourage new thinking and creativity in nursing science from the broader scientific community

and general public. The IQ Initiative sought to explore unanswered questions, promote resultsoriented research and guide the science over the next five to 10 years. The innovative questions that emerged from the IQ Initiative played a major role in informing the future research directions that are presented in the strategic plan.

The plan highlights four areas of scientific focus — symptom science, wellness, selfmanagement and end-of-life and palliative care.

Promoting innovation and developing 21st-century nurse scientists are emphasized across all of NINR’s research programs.

“Advancing Science, Improving Lives: A Vision for Nursing Science,” is available online.

To order print copies, call 301-496-0207, email info@ninr.nih.gov (link sends e-mail).

NINH supports basic and clinical research that develops the knowledge to build the scientific foundation for clinical practice, prevent disease and disability, manage and eliminate symptoms caused by illness and enhance end-of-life and palliative care. Visit ninr.nih.gov.

GCMC Nurse leaders in new uniforms: Front row, from left: Glenna Barletta, BSN, R.N.; Kelly Worsnick BSN, R.N.; Megan Walbeck BSN, R.N.; and Joi Siebecker, R.N. Back row: Mary Clare Rotell, R.N.; Paul Burke, R.N.; Julie Rutledge BSN, R.N.; and Doris Keating, BSN, R.N. Decision-making in large institutions often starts at the highest levels and is then passed down through the levels to employees. Geisinger’s recent implementation of a dress code for nurses and other front-line employees was initiated from another source — its patients.

In an article published this year in The Online Journal of Issues in Nursing, Geisinger nurses and nursing leaders show how patients were surveyed on perceptions of professionalism based on clothing, jewelry, tattoos and piercing. The authors used evidence-based practice — the use of evidence, clinical nursing knowledge and patient values — to assess how patients perceive the quality of care and professionalism of the nursing staff.

“Our goal was to increase our understanding of patient perceptions regarding the professional image of nurses at Geisinger Medical Center,” said one of the authors, Crystal Muthler, R.N., chief nursing officer and vice president of nursing at Geisinger Medical Center. “We continuously strive to improve the patient and family experience. When the patients and families responded, we listened.”

About 400 patients participated by filling out surveys and reviewing photos of nurses in various types of clothing to identify the look they preferred.

While they generally rated nurses highly, the patients sometimes had problems identifying the registered nurse, licensed practical nurse and the nursing assistant.

The respondents said they wanted all nurses to dress the same, but were divided as to whether solid colors or patterns were best. T-shirts with

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pictures or sayings were not liked at all.

While it may be OK for a waitress to call someone “honey” or “sweetheart,” patients said they want to be called Mr. or Mrs. when first introduced, and then by their first name afterward.

In January, registered nurses began wearing pewter gray and white scrub uniforms embroidered with the Geisinger logo and “Registered Nurse.”

As the study was being implemented, the study team found that Geisinger Medical Center had about 70 dress codes. Those policies have been consolidated into a single document. “Today not only nursing has made changes in dress code, but many other departments are pursuing the same,” Muthler said.

Geisinger Health System is an integrated health services organization widely recognized for its innovative use of the electronic health record and the development of innovative care delivery models such as ProvenHealth Navigator and ProvenCare. As one of the nation’s largest health service organizations, Geisinger serves more than 3 million residents throughout 45 counties in central, south-central and northeast Pennsylvania, and also in southern New Jersey with the addition of AtlantiCare, a National Malcolm Baldrige Award recipient. The physician-led system is composed of approximately 30,000 employees, including nearly 1,600 employed physicians, 12 hospital campuses, two research centers and a 510,000-member health plan, all of which leverage an estimated $8.9 billion positive impact on the Pennsylvania economy. Visit geisinger.org.

HEALTHCARE UPDATE

Delta Medix moving to Marketplace at Steamtown

In spite of his optimism, he questioned whether Delta Medix could draw retailers to fill the remaining An independent specialty medical group will fill a vacant storefronts. Modern shoppers generally prefer long-vacant anchor store spot in the Marketplace at places where they can drive up to the door.

Steamtown.

“It’s not retail space (any more) because it wasn’t As part of the deal with Delta Medix, downtown the best location for retail space,” he said.

Scranton mall owner John Basalyga will buy two of the But the developer and Delta Medix anticipate the group’s nearby offices. practice will draw 100,000 visits each year, and they’re Delta Medix, with offices throughout Lackawanna betting patients and their families will increase foot County, will occupy about 40,000 square feet of street- traffic to other mall tenants. level space in the former Bon-Ton department store.

Delta Medix also continues a trend of bringing The medical group plans to consolidate its better jobs to the Scranton retail center that had all but Scranton offices at 225 and 236 Penn Ave. and 940 collapsed until Basalyga bought it at auction last year, Jefferson Ave.; its Dickson City office at 503 Sunset Gibbons said.

Drive; and its office in Regional Hospital of Scranton’s He pointed to Crunch gym and the Luzerne County general services building.

Community College satellite campus as two other Only the group’s Center for ComprehensiveCancer examples.

Care on the Morgan Highway will stay in place.

After his initial mall purchase, the Roaring Brook Basalyga will purchase Delta Medix’s two Penn Twp. developer has been making his mark on ScranAvenue buildings, which are about a block and a half ton’s business district. away from the mall.

He also owns Electric City garage, which he bought Officials, on Sept. 21, declined to share any plans from the city for $1 then leased it back to the Scranton for the Penn Avenue buildings or disclose the sale Parking Authority. The authority assigned the garage to price, although Delta Medix Chief Executive Officer the nonprofit National Development Council to operate Margo Opsasnick said Basalyga agreed to a fair-market as part of a larger parking deal. price.

For his part of the deal, Basalyga reserved the use After relocating 22 physicians and more than of 60 unspecified parking spaces for future, unspeci50 staff, Delta Medix will become the mall’s largest fied apartments. employer.

Opsasnick said Delta Medix had been eyeing the “We are thrilled to have Delta Medix in this key mall for some time, and the move is similar to other location in the marketplace,” Basalyga said in a news repurposed shopping malls elsewhere in the country, release. “It fits perfectly into the diversity of use that we where, as Foust said, one large center makes way for have been striving for since we purchased the property other ancillary services.

13 months ago.”

Amid the ongoing discussions, Scranton Mayor Bill Medical practices moving in include general and Courtright and the Greater Scranton Chamber of Comvascular surgery as well as urology, pulmonary, ear, merce worked hard to facilitate the final deal, she said. nose and throat specialty care. The group’s Breast Care Delta Medix plans to update some of its technology Center and Allergy Center also will relocate to the mall. during the transition. It has ordered two new tomosynPreparations should take about nine months, thesis mammogram machines and will purchase a new Opsasnick said.

CAT scan machine.

“It really fits into our central strategy for growth,” When renovations are complete, patients will she said, explaining the medical group recently hired enter the practice from a new outside entrance along two new physicians and plans to recruit two more by Lackawanna Avenue near the state office building and the end of the year. also from the parking garage below and from inside Delta Medix’s arrival could raise a beacon for the mall. others — like a physical therapy provider or medical “Our patients now will be able to receive specialty supply dealer — to set up shop inside the mall, said care all under one roof (and) park under cover for free Brady Foust, Ph.D., a University of Wisconsin-Eau and in a safe and secure environment,” Opsasnick said.

Claire professor emeritus and retail site selection expert This story previously appeared on Sept. 22, on page one, familiar with the woes that had plagued the former Mall of The Times-Tribune. at Steamtown.

Medical services tend to cluster, he said.

By Jon O’Connell

Management change at Commonwealth Health Parent company exploring sales options and alternatives for its regional properties

Davis On the heels of the news that Commonwealth Health transferred the management oversight of its two Scranton hospitals to one chief executive officer, it was learned that Community Health Systems Inc.(CHS), the parent company of Commonwealth Health, is looking into selling its regional healthcare operations.

Effective Sept. 19, Justin Davis assumed the role of CEO of Regional Hospital while retaining the CEO roles for Moses Taylor Hospital and Commonwealth Health Emergency Medical Services.

Regional Hospital of Scranton CEO Brooks Turkel was promoted to a new professional opportunity with Community Health Systems.

“As we look to the future and continue our efforts to provide the Scranton community with the best-quality clinical care, we believe that having one individual oversee both hospitals will allow the facilities, their physicians and staffs to work more closely together as we look to the future,” said Cor Catena, chief executive officer of Commonwealth Health.

All other executive leadership positions, medical staffs and boards of trustees will remain in place, according to reports.

On Sept. 20. The Times-Tribune reported that CHS — which owns Regional Hospital of Scranton and Moses Taylor Hospital in Scranton, Wilkes-Barre General Hospital in Wilkes-Barre and Tyler Memorial Hospital in Tunkhannock Twp. — has been in talks with financial sponsors exploring options and alternatives to a potential sale.

Commonwealth Health employs more than 6,500 people across its Northeast Pennsylvania hospitals, according to its website, and the two Scranton hospitals employ about 2,500.

CHS, based in Franklin, Tennessee, posted a net loss of $1.4 billion in its most recent quarterly report with the U.S. Securities and Exchange Commission.

With the transfer of management to Davis, Moses Taylor will continue to develop its women’s and children’s services as well as its commitment to senior behavioral healthcare. Regional Hospital will continue to develop and build its Commonwealth Health Heart & Vascular Institute.

Both hospitals will continue the new initiative to develop an integrated cancer network to improve cancer care for the community. Emergency services, orthopedic services and other service lines will continue at each hospital.

“Each hospital has a respected legacy of care and provides unique services that benefit patients,” said Doug Allen, R.Ph, chairman of the Moses Taylor Hospital board of trustees. “The perspective Justin has gained leading Moses Taylor and developing Commonwealth Health EMS will help him lead both hospitals in the common goal of improving health care for our community.”

Davis is serving as the United Way campaign chairman this year as well as a board member of the Greater Scranton Chamber of Commerce, Ronald McDonald House of Scranton, Leadership Wilkes-Barre and United Way of Lackawanna and Wayne counties.

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ECONOMIC DEVELOPMENT

Economics: A dismal science?

Loan Facility, another step in the process to recover topic of economics well beyond the dismal nature of the subject as typified today. from the results of the recession. PDCF means Is economics a dismal science or is it an excit- Primary Dealer Credit Facility. The Regionally, economics has become ing topic that deserves far more attention? It has Emergency Economic Stabilization Act known through economic development become a key factor in the growth and developwas the official names for the legislation activities that have changed the course of ment of the Pocono-Northeast, but as a national which became TARP. CFTC is the Comhistory. New industries have popped up subject, it is often forgotten. modity Futures Trading Commission. across the region over the last decades The recession of 2008-09 shows the impact of Add up the alphabet soup of and opened up many new jobs. More economics on and among the U.S. and other nations. economics and you have a set of condiare needed, but “the greatest regional Abbreviations such as FOMC, TARP and other tions that is difficult to follow, hard to economic comeback in the history of the Grossman acronyms have become essential to the discusunderstand, yet essential to the nation’s United States” is right here in this region sions that take place at the Federal Reserve Bank economic viability and stability. Thereand should be recognized accordingly. and other locations across the nation. In fact, stufore, the longer school districts can teach this topic, The impact of world-wide economics has dents who attend the 51 school districts in NEPA the more knowledge will be gained about how the become an essential ingredient in determining should become more familiar with these acronyms. county works economically. future economic development activities, thus FOMC is the Federal Open Market Committee The hit show “ Hamilton” is a lesson in civics learning about the Federal Reserve Bank and other which makes decisions at the Federal Reserve and government and our national history as much terms should become far more meaningful in study Bank. TARP is the Troubled Asset Relief program as it is a musical production. Alexander Hamilton is components in coming years. This can be done that was instituted to help combat recession-relat- one of the great heroes of the country who founded through a series of steps that could be applied ed issues before they lead to depression. TLGP is our financial system. His biography is a must read through various means across the region. Some of the Temporary Liquidity Guaranty Program. Stress and the Broadway production should be seen by these steps include: tests means that banks were examined thoroughly as many people as possible. The words used are a • Make sure that all school districts have a course to help determine their ability to survive during the history lesson beyond comprehension and deserve in economics and encourage active participation in recession. TALF is Term Asset Backed Securities the many awards it has received. It may liven the business development and the three sectors of the

By Howard J. Grossman, AICP

economy — private, public, and nonprofit.

• Bring in special speakers such as members of the Federal Reserve Bank, people associated with some of the alphabet agencies and others who can provide basic information about the system and its impact across the region.

• Bring together representatives of banks, credits unions, savings and loan facilities and others in panels to demonstrate the role they play.

• Create an economics task force that can evaluate global economic considerations and how the region can best respond to this trend.

• Speakers such as author Tom Friedman who has written on global matters and others should come to the region and bring their expertise to regional conferences on this topic.

• A regional economic club should be formed, similar to what exists in larger cities and used as an instrument to cover topics that otherwise might not be highlighted in this region.

Howard J. Grossman is the former executive director of EDCNP, now NEPA Alliance. Email him at GrossmanHJ@aol.com

PERPETUATING GREATNESS A letter to our readers from the publisher third generation and a mere 3 percent for the fourth generation.

Entrepreneurial spirit defines our economy and Others began as family businesses but this attitude was apparent in the business owners passed on succession to well-qualified employees and representatives who visited the Times-Tribune or outsiders. in August.

These companies have persevered through We were interested in bringing our readers wars, economic downturns and competition. stories of the people — many of them immiThey’ve had the inevitable ups and downs but have grants — who saw a need way back when, filled withstood them, transformed when needed and the need and built a business. Their successors planned for succession. have sustained, transformed and propelled those Great companies endure when they act with a companies into the 21st century. vision for the future and ambition that addresses They all have an interesting story and our an unmet customer need. They deliver quality business guests shared them with the Business products or services, fulfill their promises and pay Journal in a special roundtable event called Perattention to their customers while also engaging petuating Greatness: Then and Now. their employees.

Many are family businesses that have survived As we celebrate the 50th anniversary of The and grown throughout the years, despite studies Sunday Times and 121 years of family ownership, that tell us that only 30 percent of family firms we believe we are also one of those companies. succeed to the second generation of the family.

We, along with these other great companies, are That number decreases to 13 percent for the proud to call Northeast Pennsylvania home.

By George Lynett Jr.

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OCTOBER 2016

PERPETUATING GREATNESS

Perpetuating greatness: A look at our region’s stalwart businesses

On Aug. 10, 12 business owners and decision-makers in their companies met with the Business Journal to talk about their companies’ beginnings, how they made the transition into the next century and how they continue to “Perpetuate Greatness” — the name of our forum. From left are Bud Quandel, Quandel Enterprises; Phil Amend, OneSource HR Solutions; Richard O’Brien, Frontier Communications; and Chuck Cohen, Benco Dental.

Alice Manley: My name is Alice Manley. I want to welcome you. I’m the sales manager for the Community Newspaper Group. The Northeast Pennsylvania Business Journal is part of that group.

We’ve asked you here today to talk about what makes a company great, what it takes for a company to last decades and decades and multi-generations.

We think our readers would like to hear about that.

Nobody can answer those questions better than you at this table.

David Farrington has been kind enough to moderate the program. David is the head of the local Vistage program — Northeast Pennsylvania. It’s a great program for executives and business owners.

Thanks for giving us your time today.

David Farrington (DF): Terrific. Thank you. I asked Christine Fanning to say a few words. Christine is editor of the Northeast Business Journal. I just want to, on behalf of Times-Shamrock Communications and attorneys, thank you for coming today, not just to this landmark building, but actually to this room. I think there have been a good number of historic deals cut in this room over time.

Christine Fanning (CF): Thanks for joining us today. I’m delighted to be here with you all. Thanks to David for agreeing to moderate our discussion. A

little background: The Business Journal conducted an economic roundtable in April that was attended by 11 business leaders representing eight different industry sectors. It was invigorating, informative, and eye-opening. We gave our readers a look into the product of the discussions in June when we published a special section called The State of the Economy. The sectors that our business leaders represented were banking, finance, economic development, healthcare, information technology, management, manufacturing, and real estate.

Our writers and I were struck by how much each division of the economy is connected to the others through key values that determine whether the business or the employees would be successful. This is the second in a series of economic round tables designed to understand the businesses that we at the Business Journal champion. Thank you again for your time.

DF: Terrific. Thank you very much, Christine. This is going to be fairly informal. We’ve got a wonderful mix of different industry groups at this table, so I think we’ll have a good number of perspectives.

Tell us about your business, some milestones, where you’ve come from, what the vision was when you started out, maybe how that’s morphed over

time. Maybe some of you reinvented yourselves a couple of times as it went on. I like to understand how that all came together and how you got to where you are today and where perhaps you intend to take it going forward.

I can pick on somebody, if you will, like Alex?

Alex Fried (AF): Let me give you some little bit of background about Procter & Gamble. I’ll go back to the corporation because we’re a division of a much larger parent corporation. Procter & Gamble has actually been around headquartered in Cincinnati, Ohio, since 1837. It’s called Procter & Gamble because it was a partnership between two gentlemen, William Procter and James Gamble. One was a soap maker, one was a candle maker, and they both married into the Norris family in Cincinnati.

At one point during their courtship of the two sisters, their future father-in-law sat them down and said, “You both make similar stuff. Maybe there’s some logical reasons here to consider instead of going from two separate businesses to form the partnership.” From there, almost 180 years later, next year will be our 180th anniversary of operation. It’s certainly grown significantly, because back then, they were making soap and candles predominantly for the Ohio area, expanded across the Midwest, nationally

incorporated in the late 1800s. Today, we serve billions of consumers and over 80 locations around the world. We’re the world’s biggest consumer products company.

The more local story with us goes back to the ’60s, to understand why Mehoopany (P&G regional location) was really founded. It deals to the birth of two brands. It was going to happen at some point.

In 1956, we had a very smart chemical engineer who worked in our research and developments departments in Cincinnati by the name of Victor Mills. Mr. Mills became a new grandfather, saw his grandson being changed using cloth diapers and he said, “There’s technology and even weird businesses today that would know how to do something different and better than this, to serve the world’s consumers.”

He pitched the idea to the corporation. Literally, the corporation worked with him to design the first disposable diaper, literally stitched the first few by hand and, from there, approved the concept and developed a manufacturing process that could make it at scale and at a reasonable cost to consumers.

In the early ’60s, we began making Pampers disposable diapers at a facility in Cheboygan, Michigan. Cheboygan, Michigan was the first facility. That was there since the early ’60s, did a number of test markets within the Midwest.

The only issue that Procter & Gamble had was you have this plant located well away from the majority of United States and even Canadian consumers.

They began a search for a facility that could actually make this nationally and for the majority of U.S. consumers near where they actually are, which is in the Northeast, Mid-Atlantic, and the Eastern half of Canada. It’s still the case that over 50 percent of the U.S. population is up here, in the original 13 colonies.

In the case of our products, it doesn’t make sense, they’re light, they’re fluffy, to ship them long distances. We make, today, 300 truckloads a day of that product. It’s silly to have that be thousands of miles away. That was really the story and the need that germinated the idea. We need to expand the Pampers brand and the location obviously somewhere nearby where we are.

The same type of thing happened literally a year later where in ’57, we decided to get into the

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PERPETUATING GREATNESS consumer paper products business by the purchase and acquisition of the Charmin Paper Products Co. located in Green Bay, Wisconsin. Made facial tissue, toilet tissue, bath tissue, paper towels, but nothing really that exciting. Hopefully, I won’t offend anyone, but similar to the products made at the time by Scott Paper, for example, fairly thin, unexciting stuff. Typically, Midwestern distribution.

Procter & Gamble had some very smart engineers who took a look at the process along with some data we had from consumers and test market where we understood the consumers wanted a thicker product, more absorbent product, in the case of paper towels, a stronger product, but you have this process which really went back to the late 1800s that we were using and all the other manufacturers were using that just wouldn’t be able to make that.

The engineers figured out a way. A key was a patent that we developed called TAD in our industry. It stands for through-air-drying and it basically involves the way you technically can use hot air as a part of drying the paper as a manufacturer versus direct, either vacuum or heat conduction, which was the way it’s been done since the late 1800s.

P&G retrofitted a few of those machines in Green

Bay, started making that product, and consumers loved it. They knew they have likely what would be a number one brand in all those paper categories.

Again, plant in the Midwest, over 1,000 miles away from the majority of U.S. consumers. It doesn’t make sense to expand that.

P&G went on a search for what I’d like to call the four Ws. Those are wood, water, workforce and warehousing. Warehousing, again, close to those consumers. We are here in the Northeast. Water, because when you run a large scale paper-making operation, you use millions of gallons of water a day.

We actually take from the Susquehanna River every day over 10 million gallons and return about 8.5 million gallons. The remainder is just vented off as steam to the surrounding atmosphere.

Wood, because originally in our business model, and this was the case for the first 30 years, we wanted to use local resources for the pulp, the cellulose pulp, and we did that up through 1999, and then at that point, shut that operation down because of some technical changes. Workforce, we knew that with the plant we had in the consumer research that if we could take it to a greenfield site and have the right type of people that could learn the operation,

because it was very technical in nature, the plant would likely grow very large. It has. We promised to the state when we made the announcement that we were going forward in 1965, 350 jobs and a $2 million payroll. Today, we have 2,000; 1,000 other associated contractors that are there because we are.

The payroll just on the PG side is over $200 million.

It’s been that way for the whole 50 years, so we will exceeded that.

That’s really the background as to where we are, why we’re there and a little bit of the 50-year history.

DF: Are you the largest P&G facility in the country?

AF: We’re the largest P&G facility of about 138 across the world if you go by value of the product we make. We make over 3 billion a year by number of employees or by the amount of installed capital that’s been invested at that facility.

DF: I assume there’s no question about the fact that you are totally anchored by your location.

AF: Yes. You could say that. It would be quite a feat to try to move the operation.

DF: Fantastic. Thank very much, Alex. Bud, do you mind if we move on here?

Bud Quandel: Sure. I’m Bud Quandel. I’m

the fourthgeneration family ownership of a business that started in Schuylkill County in Minersville in 1882.

Back then, the history of the company started when my great grandparents set up a wine-making facility. It morphed into building supplies, lumber and construction around the turn of the century. Today, we’re an enterprise that employs about 250 people in 10 locations.

One of our major locations is right here in Scranton. A lot of the landmark buildings you see around Scranton, the Commonwealth Medical College, we were the construction manager, the builder on Scranton High School. A lot of the larger buildings, the Loyola Science Hall University, the Occupational Physical Therapy building on Jefferson Avenue, conference hall, Goodwill Industries project and even your wastewater treatment plant over in Chinchilla.

In our company today, our specialties are in four key areas. Hospitals is a big market for us, new hospital construction. Higher education, obviously logistics and warehousing as a specialty and wastewater treatment plants. We’re currently a family

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PERPETUATING GREATNESS

business with 80 percent ownership. For our employees, we have an employee stock ownership plan that’s currently at 20 percent and growing, and expect over the next 12 to 15 years, we’ll be making the conversion to employee-owned company.

We have achieved, I think, customer loyalty in a lot of regards by having a philosophy that when we undertake a project, certainly, we look at being time-sensitive and allowing our owners to focus on their own business without having to worry about whether their construction project is going to get done on time. That’s been, we think, the hallmark of our success.

DF: Customer loyalty is what you do. What’s your biggest challenge?

BQ: We see, increasingly, talent acquisition, talent development as being one of the bigger challenges that we currently have and we think it’s getting harder. In fact, just to share an article, Rich Karlgaard had a Forbes Magazine editorial on this same subject that was a classic, I brought a copy of it, the economy’s tragic mismatch. It was written on this subject that we’re heading into a war of talent that we think it’s going to get crazy. We see a lot of regulatory burdens in our business too. It takes longer to permit a job than it does to build them.

We just see that process getting more complicated all the time.

DF: Probably come back and talk about that in a larger context. Probably just a good segue to you, Phil, with regard to talking about talent acquisition.

Phil Amend: Thank you. I’d want to say thank you for this opportunity to be here to represent OneSource. Phil Amend, I’m the vice president of OneSource HR Solutions. We are a human capital type business. We are locally owned and operated. We started back in the 1980s really just doing staffing, temporary staffing, trying to respond to the market as it relates to what Bud just talked about, trying to find talent for our client base.

At that time, I believe we had one office. We then opened up in Scranton and happy to report today that we have 14 offices really throughout NEPA. Furthest is Lansdale and the York area that we just opened up. At this point now, we now have just launched a mobile recruiting center because we continue to get pressure and request from our clients to find talent. We decided that opening up brickand-mortar type buildings didn’t make a whole lot of sense, or at least it wasn’t getting the people in that we had wanted.

Each person had a compelling story to tell about their businesses’ beginnings. From left, in back are John McCarthy, McCarthy Tires; LP Frieder, Gentex Corp.; Jim Barrett, Road Scholar; David Farrington, Vistage of NEPA (moderator); Richard Guditus, Highland Associates; and Mia Bartoletti Haney, CareGivers America.

We stole an idea from the bloodmobile and we went out and bought a big old Winnebago. It says OneSource Mobile Recruiting Center on it. We decided to try and go out to the population and try and find people that perhaps can’t get to our offices or don’t know about us. It’s really been a great success and more so than we even thought at this point. Just a testimony to how tough it is what Bud was talking about, that it’s our No. 1 challenge (talent recruitment) right now.

Let me go back to the business. At that time, it was staffing and recruiting that we’ve done primarily all that time. We were franchised originally. We became independent, broke away from the franchise label in ’93, and have now expanded the business model to four business units, primary business units, staffing and executive recruiting. We started an HR outsourcing business in ’99, saw a market need that said players out there are really struggling to keep in compliance with labor law, finding talent, just doing all the things that are required to have an employee.

All the transactional functions are typically out.

They’re looking to outsource it. We saw a need in the market and, from there, we started off and grew it to a benefit brokering business as well. Those four business units are the backbone of the service that we provide our clients.

It’s interesting. You asked about a mission statement. The way I look at it is that we try to become the preferred provider of the services that we offer.

All of us prefer things in life and if we could be looked upon in this market as someone that, if you’d have

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a need as it relates to HR, go to OneSource. That’s what we’re trying to achieve.

Challenges and opportunities ahead, I’m really excited to hear what everybody else is facing. It sounds like a common theme, is talent acquisition. I will tell you growing up, my father was a lifelong guy, had the same job, and ended with a pension. Since I graduated college I’ve had two jobs. Today, we don’t see that. That’s just not what the millennials are looking for today. It’s a work-life balance that’s different.

I grew up to a career and a pension, and that’s what you did. Richard shared with me a story about Frontier as we were talking before this session got going. A former employee of Commonwealth would retire, yet, signs in their yard say “Commonwealth Telephone.” It’s the second family. We don’t see that today. If there’s anything I would tell you, we need to be aware of that. If we’re trying to get talent, we’re trying to groom and retain, attract talent, we got to understand, they’re looking for something different today and we’ve got to respond to that.

That’s our biggest challenge. It’s changing. I look forward to having some discussions on the other things that challenge us and our clients as it relates to the labor force. I agree with Bud. I’m getting off-topic a little bit, but we’ve got to do some things that attract talent in our area to maybe the vocational schools and some of those higher tech trades. College isn’t necessarily for everybody. Yet, societal-wise, I think we drive that way. That was the way it was. There’s some good incomes to be made out there if some people take a different track sometimes.

DF: In your business, is there an invisible line between executive recruiting and staffing to the people who could play both sides of that or just a breakdown, usually, that people focus more on staffing or people focus more on executive recruiting?

PA: It depends on what you mean by focus.

The clients need both. People come in that might be a little bit different because they might be in a middle-level position, which isn’t quite executive recruiting. There’s a pretty clear line, at least from our perspective, of what either a client is looking for or an employee or an individual coming and looking for work. Just to be clear, the recruiting piece is usually our higher level if you’re looking for a CEO or a VP of sales.

DF: In terms of staffing, Rich, you’ve got a lot of people.

Richard O’Brien (RO): We do.

DF: Are you new to our region?

RO: June 1 was my first day.

DF: Welcome.

RO: Thank you. I’ve been in the business for about 27 years. Through a series of acquisitions, that’s why I’m here. I started in 1989 for a company called Chesapeake and Potomac Telephone that later became Bell Atlantic, Verizon. In 2010, Verizon acquired Frontier, and I came over through that acquisition. This has been a great opportunity, and I want to thank you all for inviting me to come here.

I’ve met some great people and look forward to increasing my network.

This exercise has really forced me to dive in and understand the history of Commonwealth, which

PERPETUATING GREATNESS is quite interesting. If you think about who we are as a company, we pride ourselves on being a 100 percent U.S.-based workforce. We also are friendly to veterans. We look for veterans to hire them. Our company, Commonwealth got started in 1897 by a gentleman named Bert Stroh, who was a farmer.

He constructed a telephone wire that went from his house to another person’s house using some poles on their farm.

That was innovation. If you think about it, he was a farmer, and he just decided to innovate something. Here we are today, and we’re a Fortune 300 company, and we acquired Bert’s property. In 1897, that’s how it got started, but I think it was 1905, Centermoreland and Northern Lackawanna merged.

In 1928, (state) Sen. (Andrew J.) Sordoni acquired that company, which later became Commonwealth.

It was through a series of acquisitions that he grew the company.

Now we have our state headquarters in Dallas.

The company was acquired by Frontier, and it was through a series of acquisitions, and it was because of the people in Pennsylvania, in Northeast Pennsylvania, that had a vision to perpetuate greatness. It was through their business acumen. It was through their innovation. It was through their concern to communicate. Today, about 14 percent of our total revenues come from residential voice service, but

our company was founded on that.

It’s just interesting to see how our company has evolved, but we still use the same practices through innovation and acquisition. I’ll show some other statistics with you that I learned. In 1952, we became a publicly owned company that’s Commonwealth.

Commonwealth took advantage of deregulation in 1978 and formed other subsidiary businesses, including Commonwealth Cable, which was later acquired by RCN Corp. Today, this is something else that’s interesting, through acquisition, we’re now the eighth largest cable company in America.

When you think of Frontier, people think of telephone companies. We’ve evolved from the telephone company to a very savvy commercial company. We cater to commercial customers. I’m proud to report that just about everyone at this table is a customer of ours, and thank you for your business. We focus on the commercial community as well as the residential community.

In 1999, we offered the first internet service. That was through Epic, and that was a dial-up internet.

Actually, that was 1994. In 1999, we used the telephone lines that Bert Stroh had decided to use to start delivering data services through those telephone lines. What’s changed so much over the years is that, when the internet was first developed, it was engineered so that people would press enter and send a

command to a server, then that information would come back to them through those lines. Consumers’ habits have changed so much today in that when they press enter, data is constantly streaming. You’ve got Netflix. You’ve got Hulu, Pandora, all of the different things streamed. It’s no longer a request-on-demand.

It’s constant request.

Our business has changed over the years. We’ve gone through from just delivering phone service to data services, to TV and commercial-type services.

That’s quite a bit about Frontier.

In 2010, they acquired Verizon properties in 14 states. In 2014, we bought some property from AT&T in Connecticut. This year, we just completed our largest acquisition, which was in California, Texas and Florida. That included some properties around the Los Angeles Beltway, Dallas and Tampa.

DF: You have satellite communication?

RO: We use satellite communication for some things. We partner with Dish for television. We’re also using our own assets now to deliver television through our own network.

DF: Your footprint is national.

RO: 29 states. We have 28,600 employees, about a $14 billion business — all U.S.-based.

DF: Is the company headquartered here, or is it in Connecticut? This is the local?

RO: Local is in Dallas, Pennsylvania. Head.

Nancy Sarno De Los Rios, center back, a third-generation partner in Sarno & Son Tuxedos, explains that her grandfather came to the United States from Naples, Italy, in the 1920s. He opened a tailor shop in Scranton and started his business. De Los Rios is a third generation owner with her brother Michael Sarno.

quarters is in Norwalk, Connecticut.

DF: Thank you. Chuck?

Chuck Cohen (CC): Thank you.

CC: Thank you for having me. I’ve been in my business for 25 years. I hope I do as good a job explaining as you just did. You’ve been there since June. I’m impressed. You got the founding and the whole thing. That’s pretty cool. My name is Chuck Cohen and our organization, our company is Benco Dental. We’re a third-generation family business based now in Pittston, Pennsylvania. My grandfather started Benco. His name is Benjamin Cohen, hence the name. He started in 1930 when he settled in downtown Wilkes-Barre to sell dental supplies to local dentists.

He got into business because he had a cousin who manufactured dental instruments. My grandfather had a sixth-grade education, but he knew he didn’t want to work in a sweatshop. He succeeded at figuring out how to sell dental instruments to dentists. He’s originally from Europe, came over, and he moved to Philadelphia and then he relocated to Northeast Pennsylvania, where there was a pretty large population of miners and a lot of miners of Eastern European descent.

Dentistry at the time was very different than today. Dentists at the time basically made dentures. There was nothing that we would consider dentistry today that went on in 1930. What we have today is basically restorative dentistry. Back then it was mostly pulling the patient’s teeth and making dentures, not much more sophisticated than that. My grandfather started in downtown Wilkes-Barre, and we’re now in the third generation. My father ran the business from about 1960 to around the mid ’90s and my brother and I own the business and run the business today.

From downtown Wilkes-Barre, we have grown over the past 85 years, we now have operations in all 50 states. We have five distribution centers and around 50 local offices and about 1,300 employees.

We basically sell everything you see in a dentist office, whether it’s latex gloves or cotton balls or instruments or the silver fillings or white fillings the dentist puts in your mouth, to the chairs, and the stools, and the lights that you see. That’s the hard equipment, the hard assets.

We also design dental offices, and we fix dental equipment when it breaks. We have around 300 service techs around the country. When the dental equipment doesn’t work properly, the dentist will call

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PERPETUATING GREATNESS here in Northeast Pennsylvania, and then we’ll dispatch the service tech who’s in Orlando or Dallas, Texas, or LA. It’s been great. The third-generation family business, to those of us who are in family business as you know, it is the best business in the world when the family gets along. When the family doesn’t get along, it’s a living nightmare.

DF: Amazing story, Chuck.

CC: Right. We all have amazing stories when we get along. The good news is, in our family, we get along about 95 percent of the time. The rest of the time, we just ignore it, which is what I think a lot of families do. We’ve been, I think, fairly successful.

I don’t know if this is exactly on the questions, but we’re now the third-largest company in our business in the United States. The two larger are public companies. We’re the largest independent family-owned.

DF: What is the secret to your success? The secret to our success is very simple. It’s being in the right business. I don’t think we’re the smartest guys in the world or even the best operators, but where we are is in a good business. Dentists do very well. It’s a

segment of healthcare. Everyone around this table, if you haven’t been to your dentist regularly, you’re not taking care of your teeth. At some point, you will go to the dentist because your teeth will start to hurt.

We’re in a terrific business with really good solid customers who do well over time. That’s a pretty obvious secret, which is, it’s better to be a mediocre operator in a really good market, which is our secret.

DF: What’s your international reach like?

CC: We do a lot of international business, but we don’t sell internationally. We do a fair amount of importing, internationally. My brother is in charge of that. He’ll spend several weeks a year over in the Far East. We do a lot of private brand products. He has sourced products from around the world. In our business, a fair amount of the product comes from China and the Far East, but a lot still come from Germany and Europe. It’s a pretty technical product line.

We do, I would say, a considerable amount of importing. We do a lot of private branding. We also have a small office in the Philippines where we do some computer programming, and we have employees actually in the Philippines. At this point though, we only sell in the 50 states. We don’t go outside the U.S.

DF: How long have you been at Center Point?

CC: Since 2010. It’s been great. Before that, we were in three different locations in Wilkes-Barre.

I don’t know if any of you were in more than one location. It’s a total drain. No matter where you are, it’s the wrong place. We had outgrown all the places we were. Moving to Center Point was terrific,and it’s a great location for us. One of the things that’s cool that leads to a conversation around the area is, we have the largest dental equipment showroom in the world. It happens to be in Wilkes-Barre, Pennsylvania. I’m sure you’re all now dying to go.

We actually have developed not only in Center Point, but we’ve got a large showroom, and we bring customers in and prospects from around the country to actually show them all the different choices.

We’ve got all kinds of dentistries undergoing a real transition over to a lot of technology, imagine, all the digital imaging. It’s going from film-based to actually digital. Dentists are investing a lot of money in their practices.

We also have a location in Dallas, Texas, and in California, but a lot of them come here, and we bring them to Center Point. We show them different equipment. Hopefully, at the end they sign an order. Not

everyone does, but hopefully they do. Center Point has been great.

DF: You went into a KOZ, correct?

CC: I don’t think it was a KOZ. Is there LERTA? DF: Yeah.

CC: We did get a tax abatement, but it wasn’t officially a KOZ. The tax abatement I think was a lot of local taxes, but it was not officially a KOZ. It was a bit helpful. Thank you all for helping subsidize our Center Point. We appreciate it.

As with all of us, I don’t think I’m speaking out of school when I say this: Those (tax abatement vehicles) things are nice, but at the end of the day, you make the decision that’s right for your business. If you get a little extra tax money out of it, it’s a bonus.

I still don’t know of any business owners actually made a decision like that because of a tax incentive.

It’s always nice when the local officials show the love. That was a nice little benefit.

DF: Nancy, can we pass the baton to you?

Nancy Sarno De Los Rios (NS): Good morning, everyone. I’m Nancy Sarno De Los Rios. I’m also a third-generation partner in Sarno and Son Tuxedos.

My brother and I are partners, Mike Sarno. My grandfather came from Italy, Naples, Italy in the

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PERPETUATING GREATNESS ’20s. Ironically, my son had to do a lineage project for school. He said, “Mom, can we go to Ancestry. com?” I said, “Sure.” I got all hooked and was able to find the manifest of the ship that my grandfather came over from Naples, Italy. You all should do it. It’s really a hooyah.

I saw his name written there and where he came from, and it was really amazing. The ship was later sunk, U-boat attack, by the Germans.

Very fortunate they came. He landed in Philadelphia. My grandfather was a custom suit maker.

Somebody said they need suit makers in Scranton.

He was on his way to California. He made a right and came up to Scranton and worked for a couple suit manufacturers in the area for a while, and then he opened his own tailor shop in the Chamber of Commerce Building right here on Washington Avenue and started his business, brought his wife over, and they settled here.

He worked many years as a custom suit tailor.

She had a grocery store on Cedar Avenue. At one point, they asked for him to come back because he was the last in his family, actually orphaned, to go back to Italy to take over the estate. My grandmother said, “No, our family is here.” They gave up the estate and everything. Then World War II broke out and they were happy that they stayed.

The second generation came into the business, which was my father, right after World War II. He came in and learned the tailoring business next to my grandfather. I would love to have seen the fireworks there. They work side-by-side. At the time, there were only three styles of tuxedos. You had a white dinner jacket, a black tuxedo and a morning suit.

The morning suit you wear to your wedding. You had white dinner jacket and then you had black for ultimate formal, and there were tails as well.

My father saw the need to move that product from the backroom to the front window, and then he started to market tuxedo rental and take it out of the backroom. When my grandfather retired, he said to my father, “Give me a dollar.” My father handed him a dollar and he said, “You now own a business.”

He said, “There’s $500 in the checking account. If there’s not $500 when you come in next month, you’re out of business.” He took over the reins and took it to where we had an 11-store chain all through Pennsylvania, down into Philly a little bit, New York, Binghamton, Syracuse, Fayetteville Mall.

We’re very economy-based. When the economy isn’t doing well, people aren’t having large weddings.

They’re postponing weddings. We’re very affected by what happens in the economy. We’re so affected by what happened on the calendar. 7-7-07 was the

biggest wedding date, so you couldn’t project what happened in June. You’re like, “Why are we so down in June?” That’s because everybody moved their wedding to 7-7-07. You just hold your breath a lot.

My father decided that with the recession, double-digit inflation and all these types of things, it was very difficult to maintain a chain store, so we reinvented the company. He reinvented the company and went to wholesale. We found people who need a supplement to their business. We were talking about Pottsville, Pennsylvania, and we have many customers in Pottsville, bridal shops, dry cleaners, florists, who see our customer and use our business as a supplement. It’s a win-win because they don’t have to maintain inventory to service our customer and I don’t have to maintain an employee in that shop. It’s their employee.

We developed a network of wholesale customers and grew that business. We were primarily in three states, New York, New Jersey, Pennsylvania. My brother and I came into the business. My brother is five years my senior, and so he started working with my father. He is very, very, very good at computers.

He started to integrate a computer system, technologies and programming with another gentleman. We started barcoding items, tracking from the manual system into a barcoded computer system.

We then acquired some business in Washinton, D.C., built a model where we sent feeder trucks down at night to the Washington, D.C. market, and then the next day dispatch trucks on the day, time and service of the D.C. market. We mimic that exposure in the Boston area. Now we cover Boston. We’re on Long Island every day of the week now. We go out to Pittsburgh. Between this network of wholesale customers, we service this territory.

Again, we are affected by what happens in the world. 9/11 really hit us as hard as everybody, in that a lot of people didn’t get married. We serviced the whole corridor that was affected, and a lot of people lost their jobs, lost family members. Their lives went on hold for a while, so our business went on hold for a little while. What did we do when 9/11 hit? We bought the building behind us, knocked it down and expanded. Wouldn’t you?

We went from a 20,000-square-foot building on Washington Avenue, the lower part of Washington.

I forgot to mention we were in Dunmore for many, many years. That was 12,000 square feet. We then moved to Washington Avenue, which was 20,000 square feet. It was the old Wyoming paints building.

We then took down the slaughter house that was behind us and expanded. We brought in our contemporaries from across the country and said, “Here’s

an empty shell. What would you do with it?”

With their input, we designed the back half of our building and our production facility. Now we’re under 45,000 square feet, servicing our customers. Again, reinventing ourselves, changing our business model.

We are now focusing on expanding through a series of network stores.

What does that mean? We have our own store locations and then we have our computer system which is called Wintux that is able to communicate from different locations. A series of independent businesses can be on our computer system and you can have a wedding party that’s in Philadelphia get measured with a wedding party that’s in Bay Shore, Long Island, and they can see the same event and then handle the need.

Our competitors that are national, the big box stores, that’s their big push. Go to any store and we can take care of it. Guess what? We can do it too and we can do it better. That’s a model that we’re moving towards.

It’s a benefit to the independent business because if fashion changes on a dime, we can have the latest, greatest styles. They don’t have to manage that inventory. They can just take care of their

customers. What is the benefit to the customer?

They’re dealing with a local person who really cares about their wedding, the local expert, supported by our inventory.

We are now 42 stores under this chain in addition to our wholesale network and we’re continuing to grow that.

What are our big opportunities coming down the road? In the past three years, many companies are trying to be on the internet to rent a tuxedo. Mr. Zimmer who left Men’s Warehouse has started a company based out of Kentucky. There’s several others that are trying to foray into this world. It is wrought with problems, thank God. That is a challenge and it’s going to take a certain amount of units from our business model.

The big box stores are out there and they have an advertising budget that we can’t compete with.

We are continuing to go to avenues that we can, internet advertising, social media, getting our name out. We do surveys. The number one reason why someone chooses us is because of a previous rental or because of a friend or family. We’re continuing to

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work on that, I think.

Another obstacle for us is the seasonality of our business. We swing from prom season, which is just crazy, and we’re running 24 hours a day, seven days a week to the dead of winter, where you could blow a cannon through the place, then staffing that.

What do we feel is our biggest success? I sincerely feel that constantly remembering the lessons that our grandfather taught us is really what drives us. Every time we have an issue, we think about what Ralph would have said, “Take care of the guy walking through your door, not the guy down the street, and make sure that it’s the best garment that he could put on his back and that it’s really great quality.” That’s what we try to keep doing.

DF: What’s in in tires, John?

John McCarthy (JM): I can’t even touch any of these guys. My name is John McCarthy. I’m president of McCarthy Tire service. We’re based in Wilkes-Barre, Pennsylvania. Not quite as long as Bud, but this is our 90th year in anniversary in business, which we’re very proud of.

My grandfather started the company in 1926. My father took over in ’57. I took over in ’97. There’s two other owners in the business. I’ve got my sister, Katie, who is our CFO, and my sister Mary Ellen, who is not in the business. I’m third generation. Our fourth generation is very active in the business. We’ve got four fourth-generation people in the business, including my son. He’s a salesman for us down in Philadelphia and they’re involved in all aspects of the business. I’ve got one as a sales manager right now.

Again, the way that my father taught us is, you don’t just come in and get a job. I started in the business when I was 13 and I think I was a janitor, in my first job. My son and my nieces and nephews really started in the exact same way. The first day that I graduated from college, I came into the business, my accountant said, “85 percent of family businesses fail by the time they get to the third generation.” I said, “Thanks, Bob. That makes me feel real good on my first day of work. I’m really happy about this.”

I’m sure everyone knows this in family businesses, by the time you get to the fourth generation, only 3 percent are successful. I’m very happy that I have my son and my nieces and nephews who want to be in the business. One is in operations. One is a sales manager. One is in the HR department. I have one who’s working in public accounting right now, because he needs to get some training before he comes in with us. I have another niece who is

an accountant and has a law degree. She’s working at a law firm in Wilkes-Barre to try and get a little information and then she’ll come with us in a couple years.

We have 49 locations. Our marketing area goes from upstate New York down to Atlanta, Georgia, and basically everywhere in between. Our primary business is commercial, which means customers like Jim Barrett from Road Scholar is a customer of ours, and Frontier Communications is a customer of ours. Other customers would be Ryder, UPS, Waste Management. All of those folks we handle almost exclusively in our marketing area. We get relationships with these folks and it just blossoms.

Another part of our business, which there’s not a lot of people in, is the large construction business, quarry business. You see tires that are twice the size of this room, so customers like Lafarge and Hanson and Vulcan Materials, where one tire actually could cost about $80,000. It’s easy to make quota those months, but we have a bunch of those going out.

The mining business, we all know the coal mining business is not doing well in this area. That used to be a big part of our business. That’s going away or at least slowing down a little bit.

The quarry business, every time you see infrastructure being built, I always tease my wife, it’s like when we’re out on a highway and you got caught in construction. We’re not allowed to complain about it. That’s normally one of our customers doing the work, doing the paving, putting the stone down. It’s a very good and a very big part of our business.

We have 49 locations in nine states. We have eight manufacturing plants. We use a retread process. When a tire wears out, a truck tire wears out that you see riding down the road on an 18-wheeler or a tri-axle, we take that tire and we recycle it. We do about 2,000 of those a day in manufacturing plants that we have. Proud to say we’re making a huge investment in the Wilkes-Barre market. We just rented a 75,000-square-foot-building across from our 180,000-square-foot corporate office is in Wilkes-Barre. It will be the largest retread plant in the world, which I didn’t know that until this morning.

It’s funny.

Not only will we produce 1,000 tires a day out of this plant, but it will be something that we can bring people, our customers from all over our marketing area into. It’s about maybe 60 percent completed.

We plan on producing tires there in the middle of September. Again, very happy about that.

Employees, we have about a little over 1,000 employees. We have 600 trucks that run every day, about 35,000 miles a day servicing our customers.

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Our growth plan right now, as I said, our marketing area goes from upstate New York down to Atlanta, Georgia. Between our five- and our 10-year plan, we expect to be from Maine to Florida with our marketing area. It’s a great business to be in.

Very happy to be in the business with my family.

Again, family businesses are tough. Chuck had talked about getting along, and that’s one of the most important things. The reason why most businesses fail is because everybody is worrying about what the other guy is doing. We keep everything equal and we all work hard. It was something that my father had taught us. We’ve been successful and hopefully we’ll continue.

DF: Thank you very much. We’ve got Gentex over here, and you’ve got an international reach.

LP Frieder (LP): Not quite P&G, but yes, and growing internationally. My name is LP Frieder. I’m president of Gentex Corporation. I am fourth-generation leadership for a privately-held company. Interestingly, we’re a privately-held business, but we did the reverse of what most people do. We started out as a public company over 100 years ago as a general silk mill, which was one of the largest silk spin and manufacturing companies in the world, about 10,000 employees. My great-grandfather was a bookkeeper, immigrated from Hungary. Today, he would have been considered the CFO of the company. At that point, he was the bookkeeper and ultimately took over the company.

The silk industry went through a really negative change. They got significantly impacted by synthetic fabric. As DuPont came up, silk went down. General silk was really forced to made some significant changes and decisions in the business, and as a result started shrinking dramatically to a much more different company focused on engineered products.

My great-grandfather was running the company at the time and it shrank so much that he and his son decided to purchase the company, and take it private.

Obviously, it wasn’t a 10,000-employee company at that point. This was right around the time of the First World War. They were in the engineered products business, looking for things to make out of silk and became very entrenched in the war effort making parachutes. That became the core of the business, parachute manufacturing and gunpowder bags, which interestingly there’s a connection to DuPont because DuPont was making the gunpowder and they were making the bags.

The company became very successful as a parachute manufacturer, which we do none of today.

However, as a result of manufacturing parachutes, this is an ironic story, they were packaging the para-

chutes in a hard composite box to ship around the world. It’s just a large shipping container which at the time was an innovative packaging material. Between the World Wars, they were starting to introduce jet aircraft and the Navy approached Gentex as a result of their partnership with parachutes and said, “Do you think you could manufacture a helmet out of that composite material that you ship in parachutes in?”

They did and that actually became the core direction of the company from that point forward.

Luckily, as another change process was occurring, the parachute market was shifting over to synthetic fabrics, we got into the helmet business. That was in the ‘40s. From that point forward, that was really the platform for the company’s growth until today.

How we evolved as a company was really in partnership with the military, manufacturing helmets.

As technologies and needs came up through the military, we would add technology to that helmet platform, where today we consider ourselves more of a headworn systems company rather than a helmet company, because we’re focused as much on the technologies that you integrate onto helmets as we are the helmets themselves.

Through that strategy which continues today, we’ve added a respiratory protection business and optical business, communications business. We really look at anything that goes on the helmet as an opportunity, either to do ourselves or to partner with somebody to integrate that technology onto the helmet.

DF: LP, my memories are, you’ve expanded beyond silk and military, right?

LP: Certainly. We are primarily military. I would say we’re still 80 percent military, which has pros and cons, but we are active in the industrial safety market as well, but still with the same strategy in terms of headworn systems and integrating technology. We don’t try to compete with the 3Ms of the world and in commoditized industrial safety applications. It’s more specialized niche applications where the market can benefit from what we do.

Over time, we’ve stayed consistent in our focus, but at the same time, there’s been a bit of a constructive tension between staying consistent with our focus and needing to change along the ways. We have gone through a number of changes. As our business has evolved, really the most significant recent change was the Budget Control Act sequestration in 2009, where our largest customer, the U.S. military, very dramatically and quickly, stopped spending money.

At that point in time, we were about 10 percent overseas, 90 percent U.S.-based revenue. Today we’re 40 percent overseas, 60 percent U.S.-based

PERPETUATING GREATNESS FROM PAGE 28

revenue. That period of time really forced us to very quickly turn on a dime without taking our eye off the ball in terms of our overall mission and go after a completely different set of customers and regions in the world, which we’re still adjusting to today. It’s been a quick dramatic shift. We also at that point in time had to stop thinking solely about very large government programs and become much more of a commercially oriented, commercial thinking company, able to go after a larger number of smaller opportunities.

A pretty significant shift is special operations community, which has a whole different set of requirements. At that point, it really forced us to rethink our business approach while staying true to our overall mission, which has been creating some excitement over the last five years.

We really, I would say, manage the situation through acquisition. We acquired a company in the U.K. to help us grow overseas and a couple of companies in the U.S. to help us shift our product mix to a different and more appropriate mix based on the conditions of the market we were operating in,. and to allow us to diversify a bit into industrial applications. What keeps me up at night? I’m not going to talk about talent acquisition because we’ll talk about that later. Really, the biggest issue for me is the sometimes unpredictable, uncontrollable environment that our business operates in. Govern-

ment spending can be challenging and you have big chunks of revenue tied up in very bureaucratic processes that can sometimes be difficult to overcome. That’s just the nature of our business, and we’ve managed through it over time. However, we’ve now added the dynamic of a significant amount of our business being international to the complexity of the situation.

Just to give you an idea of some of the things that I get the benefit of dealing with. I was headed to a social event at the end of July, and as I was walking out the door, I looked at my phone and saw that there was a coup occurring in Turkey. Turkey is one of our largest customers this year. If the coup is successful, the U.S. government no longer recognizes the Turkish government. If it’s unsuccessful, better and hopefully more stable for us, but still not sure what the outcome would be.

I literally add this uncontrollable event which could completely disrupt the year for me, which I have very little influence over. We’re still managing through it today. Luckily, our primary, the generals that we’re working with in Turkey are not in jail, which was the first check-the-box. Are they part of the coup or not part of the coup? A lot of other people are in jail, so the process has slowed down.

DF: Jim, how’s the trucking industry?

Jim Barrett (JB): Pretty uneventful lifestyle that I live in terms of trucking. That being said, I came from

an environment where I was the promise-maker, meaning I was vice president of sales. Unfortunately, I was not nor had any influence over being the promise-keeper. Operations in sales were in constant conflict and not making deliverables against the promises that we were making. The company I was in was operation dysfunctional, but I learned a lot. I learned a lot what not to do and apply it.

I would say that that’s probably the direction that we’ve taken at our organization. That was in 1988. It was a roller coaster uphill. We never looked backwards. We borrowed $10,000 to start. If we spent $10,010, we’re out of business. I remember the bank, Ryan, would come up and try to assess if we had $10,000 equity in our house, and my wife was crying that we’re going to be homeless. It was desperate, but we were operation dysfunctional. I, as a promise-maker, just couldn’t take anymore, so I went to the bank and I borrowed the 10 grand. I had a 52-week performance, a seven-page narrative.

Ryan asked me, “What makes you think you can get by in this trucking industry? It’s a pretty desperate business.” I wasn’t prepared for it. I said, “I can drive the truck.” I meant it. I could be both the promisemaker and the promise-keeper. It’s really a delightful position to be in. It’s also humbling and embarrassing when operations fail at this point, but we can still respond and react and be a first responder to taking care of what didn’t go as it should have. That being

Mia Haney, gesturing, speaks about her initiation into the family business, CareGivers America. It has since been sold, but Haney continues Pennsylvania operations.

said, we started in ’88. We’re now running 115 to120 power units. We have about 250,000 square feet of mobile warehousing, trailers.

We’re a 53 foot “mobile warehouse” for our customers. I have mobile deliveries I make to LP’s place at 6 o’clock religiously. Mass doesn’t start as early. At 6:05, it’s DEF CON 5, and I know that. It’s been an interesting ride. If you asked our customers to paint a portrait of what we do for them, not one would look similar to the next. Each is quite unique to themselves. Instead of us taking this business and trying to be a source supplier to, if you will, a shipper, a buyer, we try to design our talents to what their customers need, what’s their specific need.

There is a different profile for each of those customers. It’s been an advantageous position because it makes it difficult for us to be “off the shelf” replaced. That doesn’t mean that we can sit here with a boosted ego and think you can’t be, but in a field where there’s a dramatic absence of talent, if you can execute at the level that they design for you, you can survive and perhaps thrive. Not unlike anybody else, the talent is a big, big problem for us.

We run 8 million miles a year currently. Knock on wood, we have an impeccable safety record. These are 80,000-pound missiles. They travel at 65, 66 miles per hour. They can do carnage. We actually had something that happened over in Nice, France that changed the whole dynamic of trucking. You now can declare a truck as a weapon of mass destruction.

Again, we’ve been fortunate. To repeat, as I think you’re going to hear here, the number one challenge that we’re all going to have is workforce replenishment. When the baby boomers get out and gen-xers get out.

D.F. How many employees do you have?

JB: None. We have 158 PVs, paid volunteers. Every one of them go someplace else and work. That’s an absolute fact. Some of them could stay at home and not have to work. Honest to goodness, when we talk, we talk about my responsibilities too ’cause these people to want to be there as a volunteer. I’m not trying to be politically correct here. My role is to try to cause them to want to come to work and then put up with the conditions that are there, whether they’re weather, they’re construction, whether the department of transportation, state police, whatever the agencies are.

If you want to get what we call a hazardous material endorsement, you have to go through a 10-year Please see GREATNESS, Page 30

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PERPETUATING GREATNESS FROM PAGE 29

criminal background check.

Nine-panel drug testing is what we do. The statutory minimum is five-panel, we do nine because of some of the stuff we transport. They’re paid volunteers.

D.F. Thank you. Pass it to you.

Rick Guditus (RG): OK. I’m Rick Guditus. I’m with Highland Associates. I’m the treasurer and shareholder with Highland, along with 13 other shareholders. We started in 1988. Our firm was started by three gentlemen who worked for another firm local to the area. Those three gentlemen were principals with GSGSB at the time. They didn’t like the buy-out deal that was being given to them with GS to get higher ownership in that company, so they decided to go out on their own and start Highland Associates. They grew Highland Associates fairly quickly, from three guys to 230 people in the mid90s.

That was among three offices at the time. One in Clarks Summit, which is where we started, a New York City office which was started probably within the first year of Highland, and also an office in New Jersey that was basically dedicated to AT&T. We had done all of AT&T’s work for about 17 years out of that office. In the mid 2000s, one of our largest clients was Lockheed Martin, which had taken us all over the country, and we were even doing some projects in Australia for Lockheed Martin.

We had fallen into the upside-down triangle problem of if you have one client at the bottom of your triangle and that client fails, you’re triangle’s going to topple. You need to broaden your client base. Lockheed Martin was primarily government contracts, so as those contracts went away and Lockheed Martin work dried up, our largest client fell over. We had reduced our work with Lockheed Martin by about 50 percent, so we had to broaden that client base.

We did that, but in the process around 2001, the dot-com industry went away. We had been doing a lot of dot-com work.

Our company shrunk to probably about 150 people. Mostly in the New York office because they were more affected by it than in our Clarks Summit office. We built that back up over the last 10 or 15 years, and we’re now up to 170 people, 100 here at Clarks Summit and actually 75 in New York City.

We’re primarily an architecture and engineering firm.

One of the unique things about us is that as a full service architecture and engineering firm we do a lot of engineering work for other architects. That’s a little different approach than what a lot of AE firms have.

Our client base is still a very large client base, a lot of healthcare clients. We’ve got a lot of the larger clients, like General Electric, Lockheed Martin, AT&T, Procter & Gamble. We have done projects for Gentex as well, and Commonwealth Telephone. With the size of our firm, we can’t be supported by local projects, so we find that the bulk of our work is probably within

a four-hour driving distance. We do a lot of work in New Jersey, Maryland and New York. Some projects locally that we’ve done along with Bud (Quandel), Scranton High School, Commonwealth Medical College. Some other local projects that you may know, the Scranton Wilkes-Barre International Airport is something that we did quite a few years ago. The Hilton downtown. Like I said, most of our work is outside of the area. We have won a lot of awards over the years and been published in a lot of magazines, which helps promote with other clients. Our key to success is probably keeping our clients happy. Eighty percent of our projects are repeat clients, so I’d say that’s probably our No.1 success. The other thing that allows us to do that is talented people. You need to surround yourself with people that are smart and talented.

Challenges, again like everybody said, is acquiring talent.There aren’t a lot of architects and engineers coming out of school, first of all and there aren’t a lot in our area that you can choose from.

We, years ago, started a program of developing kids coming out of college and basically bringing them up through the ranks. You bring an engineer in out of college and you basically train them from the ground up. We’ve been very successful with that. We haven’t been successful with bringing talent in from outside the area.

You hire an engineer out of Atlanta, he’s here two years, he doesn’t like NEPA, he’s gone. We’ve had

The forum panel: clockwise at top of table are Christine Fanning, Business Journal editor; Joseph Grasso, Northeast Title & Tag and Alex Fried, Procter & Gamble

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OCTOBER 2016

that happen so many times, so that’s why we kind of have resigned to the homegrown approach. We have a very good intern program, so every summer we bring in, this year we have seven interns in our office, and we have eight interns in our New York City office. That’s it.

DF: We appreciate that very much. Mia, I’ll pass it to you. I think you’re somebody in a business that all of us will be interested in at some point in the future.

Tell us a little bit about CareGivers.

Mia Haney (MH): My name’s Mia Haney, originally Mia Bartoletti. I say that because my parents started the business, and so my last name holds a lot of power when I have conversations like this. I guess the best place to start with CareGivers America is just kind of explaining that I come from a very entrepreneurial family. Both of my parents were IBMers and knew that they did not want to stay IBMers. We moved from Florida to New Jersey up to Northeast PA, which is where my mother is from, and finally planted roots here at the local IBM. They eventually distanced themselves from IBM. I remember growing up working in a variety of businesses. I scooped ice cream when we owned Manning’s Ice Cream stores. I was in the real estate business with my dad going on site when he had a real estate franchise. My mother had an in-home care program for children, a daycare program. I’ve just grown up in this environment where I didn’t get Please see GREATNESS, Page 31

PERPETUATING GREATNESS paid for any of that, you just worked because that’s what you did. My father started two personal care homes; my mother helped him. When he decided to get out of those, he really kept on hearing from the clients that they wanted to stay home.

He had this beautiful building that he had just built. Everything was brand new, and that was the last place they wanted to be. He started looking into the home care business and decided to go for it. It was a combination of the right industry, the right time, and the right person to do it. My dad is a great visionary and he was a great leader and he ran with it. In 2002, Gateway Senior Services was started. He had this vision that he wanted to franchise the business. He kept on trying to figure out what the name should be. He started with Gateway Senior Services because it wasn’t taken.

Very soon after, he came up with the name CareGivers America. One of our pet peeves is that everybody calls us CareGivers of America, and we still go back and forth on whether it’s appropriate.

We started CareGivers America. We provided largely non medical, in-home care. Over the years, we’ve expanded that. We also provide medical in-home care.

Our mission is just to keep people at home. It’s a very simple mission, but it’s a very complicated mission.

When somebody gets sick, they start thinking about how they’re going to stay home.

They don’t start thinking about it before they get sick because they just hope that that never happens.

Unfortunately, in Pennsylvania and all across the nation, if you want to get services at home you have to be extremely poor or you have to have saved for it your entire life. There’s nothing for the middle man.

We run into these circumstances all the time where we’re trying to help people navigate this extremely complex world of home care, and they need the services now. Trying to navigate that when you have a six-month waiting period to get into a program in Pennsylvania could be very complicated.

Our goal and our vision is to really take that stress off family members and bring it onto us and hopefully be the experts at making that a seamless seamless transition for people. We started this business in 2002 in the basement of our home. I was the master filer at the time. I also answered the phones and did a little bit of scheduling when my father didn’t see what I was doing. He told me that if I wanted to get involved in this business, I needed to do it from the ground up. I completely respect what you were saying before. I was a caregiver.

I’ve done a whole lot of different cases, from the hardest ones to the funniest ones, and I learned to appreciate the value of a bath. I know that that

sounds really odd to say, but when you are incapable of bathing yourself, a bath is one of the most powerful and most rewarding things that you could give somebody. I find it extremely rewarding even to this day, I go out and do some carryover cases myself because I think that just getting back to that is so important and how valuable that could be. I am listening to everybody’s stories. We’ve grown over the years, obviously.

We have 15 offices in Pennsylvania. We also started three offices in New York. When my dad was getting nearer to retirement and we were talking about what our succession plan was going to be, which was a five-year conversation, we decided that with 80 percent plus of our business being really government-based, we thought it would be good if we can continue in the business but maybe get some of the chips off of the table and work with somebody else who can help us be successful and bigger-scale.

We did sell the business in early 2015. I continue to operate the Pennsylvania operations.

It’s been really interesting because I would have said probably in 2014 working with family can be a really tough thing, and now all I can say about it is that it was the most rewarding thing. I graduated college, I got a job in New York City, and my plan was not to come back into the family business for five or 10 years. I came back almost immediately because the family business had a little bit of change and it was now or never. I’ve worked with my father and my mother, and I’ve gotten to know them as people.

That’s something that I would’ve never been able to do at the level that I’ve learned, because I saw them everyday.

They know me better than they ever would’ve known me. I’m jealous of the people who still get to work with their family. I miss working with them.

Enjoy it. Even when it’s crazy and you’re screaming at each other because you can do that because you’re family, it could be one of the most rewarding things you do. Knowing that there are some disasters out there, I’m going to say that I had a great experience.

We continue to run everyday. I really enjoy it. I think that the people I work with are like a second family to me. I do see the challenges of this generation.

I work with them everyday and trying to get them motivated and remember what it’s like to be part of this generation, but it’s not your family business when there’s not that sense of skin in the game. I would say that the two most challenging things are retention for us, not that we can’t retain people that stay for a long time. It’s that 30 to 60 day period when people say, “I can take care of somebody who’s elderly. I took care of my kids. I could do

this,” and you realize that taking care of an adult is a completely different thing. That 30-60 days is a really pivotal time for us. We do a lot of training.

Regulations are the other really important thing.

My father hated the regulatory side of the business, and I’m very operations-oriented so he said, “You’ll do this.” He was the visionary. He was going to figure out the next place we were going, I was going to do the operations. He used to tell me when I would get really frustrated, “We don’t make the rules, we just play the game.” That’s what it’s really become for me is a game of sorts in which we constantly need to be looking at the rules and double-checking ourselves.

It’s become so much more regulated than it was in 2002. It seems like 2002 wasn’t that long ago. It was a lifetime ago in regulations. They’ve changed three times since I started, and that’s a full change.

That doesn’t include the day-to-day, “Oh by the way, here’s another rule you should listen to.” These were full radical changes. We’ve enjoyed success over the years. I really love what I do, and I really appreciate where this family business has taken us. When we talk to other agencies that are looking to potentially partner with us that are family-owned and operated, what they like about us is that we still feel like we’re family-owned and operated, even though we’re part of a much bigger organization now. I should probably say that the organization that bought us was originally family-owned and operated. We now are Pennsylvania, New York, New Jersey and Florida.

Primarily non-medical care, but a significant medical side too. Just enjoying what we do.

DF: Terrific. Thank you very much. can you wrap it us for us? Tell us a little bit about Northeast Title & Tag. Joe Grasso (JG): The best for last, right? I’m here in place of my mother, Maria Carter. She’s the CEO of Northeast Title & Tag. She’s away on business for the week. Northeast Title & Tag is the largest privately owned title and tag agency in the state of Pennsylvania. Started in the ’70s by my grandfather, John Roy Thompson. He was originally a insurance salesman for MetLife. He opened his own little shop on Depot Street in Clarks Summit.

Eventually, he moved across the street to State Street, and he expanded his agency from just life insurance to property and casualty. In the early ’90s, he had the opportunity to work with the state and be a messenger.

There’s hundreds of messengers now in the state. We were the 11th one. We were one of the first. My grandfather’s definitely a pioneer of the industry. In the 2000s, my mom got aboard. It wasn’t as easy for her to get a job there that it is for me, I’ll

tell you that. She tells me stories all the time about how my grandfather wouldn’t let her out front and this and that. She would always question the people who were in charge. One day, one of the ladies got so aggravated that she left, and my grandfather said, “OK, you do it now. You’re in charge. Now who’s going to run it?” That’s how she got her start.

Me, I got my start a little after. About three years now I’ve been here. I spent five in Philadelphia. I went to school, I worked for some hotels, things like that. I have a hospitality degree. Then I came back here because I saw that I wasn’t really going to get a job on a cruise ship. I came back here and I started work with my mother. I got my insurance license. I basically handle the aggravation my mom passed on to me. The employees ... Everyone keeps saying, “Talent, talent.” I thought I was the only one with that problem, but it’s true. It’s hard to get good help.

When you do, that’s definitely a key to success, having the right people in the right places. Some of the things that make our business better than our competitor’s business is location. Location, location, location. We have the 11 sites. We’re conveniently located for our customers. That’s why we have such a large number of customers over the years. A challenge for us is definitely regulatory. We deal with the state every single day. The state is our best friend, and they’re our largest competition. They take things away from us and then the customers come to us and they complain.

We’re like, “It’s the state,” but there’s nothing we can do about that, so we have to take it. Another thing is the competition. AAA is obviously out there.

The state is obviously here to do some of the things. We’ve been fortunate enough to get as many customers as we have and retain those customers. I know that some of our customers are sitting at this table right now. The reason they are our customers is because of the way we do things. We do them correctly the first time and you’re not there 10 times after that. Definitely the customer service aspect . . . my entire family has always instilled that in me.

“Appreciate your customer, appreciate your customer. Go over and beyond.” I definitely agree.

I’m dealing with customer complaints and PR issues until 10 o’clock last night. I figure get on top of it now. That’s about it. The future, I can’t tell you what the future holds for us. What I’d like to do in the future is to have the state basically let us pay the electric bill and we handle all the DMVs, as many as we can. We’ll privatize it and they’ll have the bureau there in Harrisburg, and then we’ll run everything else.

I’m sure a lot of people would be happy with that, since you go to the DMV now, it’s crazy busy. Some

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FOR THE RECORD DEEDs

Columbia County

Ki moon bang, Hanoka K bang, and Sam S bang.

Property Location: Hemlock Township. Seller: KS Land Development Corp. Price: $750,000.

Scotch Valley Estates. Property Location: Beaver Township. Seller: Dolores M. Pomante. Price: $1 f-m-v $5,468.40.

J&D Powersports llC. Property Location: Briarcreek.

Seller: Carl R. Majer. Price: $350,000. maybrook P orangeville Propco llC. Property Location: Orangeville. Seller: Orangeville Nursing Center Associates. Price: $10 f-m-v $5,433,120. maybrook P orangeville Propco llC. Property Location: Millville Nursing Center Associates. Price: $10 f-m-v $3,152.520.

Red oak mHP llC. Property Location: Briarcreek.

Seller: Berlin Brothers Partnership. Price: $1 f-m-v $1,081,203.20.

Gardner Realty investments llC. Property Location: Berwick. Seller: Judith A. Monroe. Price: $25,500. arthur a and mary ann b naugle. Property Location: Briarcreek Township. Seller: Scott M. and Paula G. Shea.

Price: $305,000.

Pennsylvania Corp for Economic Development RbaK inc. Property Location: Braircreek. Seller: BVK Inc. Price: $1,776,240.35 (corrective deed) Scotch Valley Estates. Property Location: Beaver Township. Seller: Robert C. and Elaine C. McClure. Price: $1 f-m-v $4,959.36. may’s Rentals llC. Property Location: Berwick. Seller: LSFB Participation Trust. Price: $27,900.

Columbia County Housing Corp. Property Location: Bloomsburg. Seller: Bloomsburg Industrial Ventures LLC. Price: $2,500,000. b&l Properties llC. Property Location: Bloomsburg.

Seller: Dworsak, Enterline and Keller LLC. Price: $525,000. b&l Properties llC. Property Location: Bloomsburg.

Seller: Robert Dworsak, Partner and Kenneth Enterline, Partner t-a Dworsak Enterline. Price: $875,000.

Randy a Rhoads. Property Location: Main Township.

Seller: Douglas J. and Dwight N. and Janet J. Simmons.

Price: $382.500. matthew P and natalie l mcintyre. Property Location: Montour Township. Seller: Tony R. W. Briggs and Alexandra M. Luhrs. Price: $450,000. matthew burgess Dufford and Jennifer lyn Dufford.

Property Location: Catawissa. Seller: Jennifer Lynn Dufford f-k-a Jennifer Lyn Gregorowicz. Price: $10 f-m-v $424,350.

Cole associates. Property Location: South Centre Township. Seller: Edward C. Wade. Price: $59,000.

Gardner Realty investments llC. Property Location: Berwick. Seller: Hurl M. and Joyce M. Rex. Price: $61,900.

Columbia County Housing Corporation. Property Location: Orangeville. Seller: Estate of Phillip John Karas.

Price: $17,500.

laCKawanna County

Kevin R barnett. Property Location: Clifton Twp. Seller: Diane Dellaperuta. Price: $455,000. monica a Vnuk. Property Location: Covington Twp. Seller: Veronica A. Borowski. Price: $312,500. national Retail Properties trust. Property Location: Dickson City. Seller: Viewmont Drive Realty LLC. Price: $4,042,648. michael Cianfichi. Property Location: Dickson City. Dan M. Kilker Price: $272,000.

Cara llC. Property Location: Dunmore Borough. Seller: Salvatore C. Guarnieri. Price: $278,000.

Jonathan S Strzelec. Property Location: Jefferson Twp. Seller: Christopher Fulton. Price: $274,900.

Forrest D Reinhard. Property Location: Madison Twp.

Seller: David M. Spadea. Price: $324,000.

David machiesky. Property Location: Mayfield Borough. Seller: Anthony J. Depoti IV. Price: $298,700. meelove Patel. Property Location: Moosic Borough.

Seller: Kenneth Powell. Price: $276,000.

Pranjal Kumar boruah. Property Location: Moosic Borough. Seller: Robert F. Cherundolo. Price: $799,000. antoinetter lisowski. Property Location: Old Forge Borough. Seller: Shazad L. Shaikh. Price: $445,000.

1126 South main Street llC. Three parcels. Property Location: Old Forge Borough. Seller Antoinette Lisowski Price: $83,333.

Ernest w Griffis. Property Location: Olyphant Borough.

Seller: Patrick Muia. Price: $295,000.

Phong bui. Property Location: Olyphant Borough.

Seller: Barry M. McGee. Price: $360,000.

Eugene J walsh. Property Location: Scott Twp. Michael Charles Broomhead. Price: $265,000.

SKb Scranton llC. Property Location: Scranton. Seller: GH Scranton Associates Two LP. Price: $1,100,000. amerco Real Estate Co. Property Location: Scranton.

Seller: JPMCC 2005-LDP 2 Storage 210 LP. Price: $1,023,750.00.

Joe laury. Property Location: Scranton. Seller: Paul S. Mansour. Price: $475,000. todew Clarks Summit. Two parcels. Property Location: S. Abington Twp. Seller: David M. Epstein. Price: $535,000. national Residential nominee Services inc. Property Location: S. Abington Twp. Seller: Kevin P. Murray. Price: $279,000.

Christopher lee tyler. Property Location: S. Abington Twp. Seller: National Residential Nominee Services Inc. Price: $279,000.

Jeremy Jayne. Property Location: S. Abington Twp. Seller: Maurice Clifton. Price: $292,000. marcee a Kneisel. Property Location: S. Abington Twp. Seller: Gary D. Howell. Price: $302,500.

Gerald Conover. Property Location: S. Abington Twp. Seller: Alexander E. Werz. Price: $345,000.

David martin Eisele. Property Location: S. Abington Twp. Seller: Carl M Baruffaldi. Price: $298,000.

Sirva Relocation Credit llC. Property Location: S. Abington Twp. Seller: Anthony Aliberti. Price: $799,000.

Kevin m Cloutier. Property Location: S. Abington Twp. Seller: Seirva Relocation Credit LLC. Price: $799,000. matthew J Grotzinger. Property Location: S. Abington Twp. Seller: Vincent M. Kuchinski. Price: $252,000.

Mark D Knox. Property Location: S. Abington Twp. Seller: James Calogero. Price: $255,000.

Julie Ferguson. Property Location: S. Abington Twp. Seller: Susan Colombo. Price: $356,000. nusrat bhuiyan. Property Location: S. Abington Twp. Seller: Michael P. Prisco Price: $360,500.

CC Key Properties llC. Property Location: Taylor Borough. Seller: LA Investments LLC. Price: $270,000. anthony P DeEugenio Jr. Property Location: Thornhurst Twp. Seller: Stephen V. Carroll Price: $330,000.

K & D Parts and Service Co. Property Location: THroop Borough.Seller: JCE Real Estate LLC. Price: $420,000. thomas marino Curra. Property Location: W. Abington Twp. Seller: Michael G. Donahoe. Price: $372,000.

Zachary J Ellis. Property Location: W. Abington Twp. Seller: Peoples Security Bank & Trust Co. Price: $325,140. todd D. Spanish. Property Location: W. Abington Twp. Seller: Barry Weiss. Price: $361,500.

Ryan D tierney. Property Location: W. Abington Twp. Seller: John R. Ramey. Price: $315,000. timothy Kirtley. Property Location: W. Abington Twp. Seller: Theodore R. Schoch. Price: $282,500.

Calvin D o’Rourke. Property Location: W. Abington Twp. Seller: John Paulish. Price: $299,900.

Vitaly izgur. Property Location: W. Abington Twp. Seller:

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David Onofrey. Price: $470,000.

Daniel mcardle. Property Location: W. Abington Twp. Seller: Joseph J. Rama. Price: $251,500.

John Sacco. Property Location: W. Abington Twp. Seller: Michael T. McCarthy. Property Location: W. Abington Twp. Price: $305,000.

James tates. Property Location: W. Abington Twp. Seller: Geraldine W. Ellis. Price: $715,000. t&D alliance inc. Property Location: W. Abington Twp. Seller: First National Bank Of Pa. Price: $375,000. brian Grady. Property Location: W. Abington Twp. Seller: Howard Fragin. Price: $315,000.

monRoE County

wyatt macmanus. Property location: Jackson Township. Seller: Eric Wayne, Janet Mason N/B/M Janet Magrosky, Jim Magrosky. Price: $363,000. mandel Cabin llC. Property location: Middle Smithfield Township. Seller: Jared Mandel Architect PC. Price: $18,000.

P Carey Real Estate llC. Property location: Pocono Township. Seller: Deborah Klein. Price: $260,000.

Rakesh and Elixandra Sookah. Property location: Pocono Township. Seller: Christopher Florence. Price: $330,000. murat Hokka and Dilek ozdemir-Hokka. Property location: Ross Township. Seller: James and Kimberly Swinhart.

Price: $334,900. operation Homefront inc. Property location: Smithfield Township. Seller: JPMorgan Chase Bank NA, S/B/M Chase Home Finance LLC. Price: $1. Tax basis: $153,891. operation Homefront inc. Property location: Stroud Township. Seller: JPMorgan Chase Bank NA. Price: $0. Tax basis: $245,032.

Hemlock Holdings Group llC. Property location: Jackson Township. Seller: Robert and Paulette Schank.

Price: $189,000.

Jean and Cristal Daudier. Property location: Stroud Township. Seller: Steven Im. Price: $364,000. american Standard llC. Property location: Middle Smithfield Township. Seller: Dylan and Stephanie Burtness.

Price: $110,000.

DEPG mosier associates lP. Property location: Smithfield Township. Seller: Kenbar Investment Group, Kenneth Schuchman and Barth Rubin (partner). Price: $1,450,000.

Peter and michele Rubincam. Property location: Tobyhanna Township. Seller: Thomas and Holly Wilgus.

Price: $379,000.

Robert and margaret antila. Property location: Stroud Township. Seller: Hari and Pamela Asthana. Price: $325,000. luxury Pocono Rentals llC. Property location: Tobyhanna Township. Seller: Eugene Bykhovski. Price: $1.

Tax basis: $309,800. nicholas and lou ann Parillo. Property location: Jackson Township. Seller: Matthew and Emy Seeley. Price: $385,000.

Konstantinos, Helen and George Koutros. Property location: Middle Smithfield Township. Seller: James and Francis Harlukowicz. Price: $327,500. lindsey austin. Property location: Delaware Water Gap. Seller: Lester Abeloff Est., Charles Cahn and Samuel Newman (exr.) Price: $325,000.

Hericson torres. Property location: Jackson Township.

Seller: Jiemin Shen. Price: $305,000.

John and Jennifer Staub. Property location: Stroud Township. Seller: Anthony and Joann Cartiglia. Price: $342,000.

David and Donna Roulston. Property location: Tobyhanna Township. Seller: J. Arthur and Laurie Johnsen.

Price: $529,000.

Joshua and Raechel Goldberg. Property location: Hamilton Township. Seller: Robert and Libby Nonnemacher.

Price: $347,500.

Homes of the Poconos llC. Property location: Pocono Township. Seller: Percudani House III LP, Gene Percudani (managing partner). Price: $375,000. united States of america. Property location: Ross Township. Seller: Lee Zelitzky Est. A/K/A Leona Zelitzky Est., Jay Zelitzky (exr.). Price: $360,000. mcGwyne management llC. Property location: Smithfield Township. Seller: PPA Building Management Inc. Price: $490,000. mcGwyne management llC. Property location: Smithfield Township. Seller: Milford Road LLC. Price: $2,060,000. allister williams and nancy monestime-williams.

Property location: Hamilton Township. Seller: Benny Salerno. Price: $960,000.

Julio and ada Diaz. Property location: Tobyhanna Township. Seller: Joseph and Patricia Carr. Price: $338,000. a-Rich auto works inc. Property location: Polk Township. Seller: Bank of New York Mellon. Price: $129,879. too much Fun llC. Property location: Smithfield Township. Seller: Too Much Fun, Frank Ottinger III (partner).

Price: $1. Tax basis: $56,241.

Glenn Johnson. Property location: Middle Smithfield Township. Seller: DE&S Properties Inc. T/A Classic Quality Homes. Price: $302,000.

Golden Fluger llC. Property location: Tobyhanna Township. Seller: Fannie Mae. Price: $34,000. monique mosley-Colvin. Property location: Middle Smithfield Township. Seller: DE&S Properties Inc. T/A Classic Quality Homes. Price: $338,060.

Rocheline Georges and Jean modestile. Property location: Middle Smithfield Township. Seller: DE&S Properties Inc. T/A Classic Quality Homes. Price: $310,695.

John Ferentinos and Svetlana Gekht. Property location: Tobyhanna Township. Seller: Glenn Cummins. Price: $600,000.

Paul and Cynthia tanzosh. Property location: Middle Smithfield Township. Seller: Dal, Mija and Steven Son. Price: $339,000.

Suzanna Grant. Property location: Smithfield Township.

Seller: Christopher and Anne McKenna. Price: $442,000. andrew and lesley may, Sandra towner. Property location: Ross Township. Seller: Dmirty Levin. Price: $322,500. oren and Judith Friedman. Property location: Tobyhanna Township. Seller: Richard and Jan Strouse. Price: $430,000.

Kenneth murray. Property location: Tobyhanna Township. Seller: Kathryn Shimer Inter Vivos Revocable Trust.

Price: $593,000. anthony Johnson. Property location: Middle Smithfield Township. Seller: DE&S Properties Inc. Price: $318,000.

PiKE County

John Elphinstone. Property Location: Hemlock Farms.

Seller: Robert H. Preusser. Price: $280,000.

Richard Savarino. Property Location: Hemlock Farms.

Seller: Diane Grodzicki. Price: $269,000.

Howard R Hoehmann iii. Property Location: Hemlock Farms. Seller: Steven Telmar. Price: $252,500.

Robert J wray. Property Location: Hemlock Farms.

Seller: Josephine Aronica. Price: $250,000.

Cartus Financial Corp. Property Location: Hemlock Farms. Seller: Erich Elmer. Price: $265,000.

Ebrahim Paybarah Family trust. Property Location: Tanglwood Lakes. Seller: Bruce W. Weidenbaum. Price: $290,000.

Eric C boehm. Property Location: Tanglwood Lakes.

Seller: Sandra A Krapsho. Price: $305,000.

Gregg burgess. Property Location: Sunrise Lake. Seller: John J. Schneider and Jill Davis, successor trus., under Schneider Revocable Management Trust. Price: $287,000.

FOR THE RECORD Vincent J Annunziato. Property Location: Pocono Mt. Woodland Lakes. Seller: William L. Gaddy. Price: $290,000.

Giancarlos Veras. Property Location: Old Mill Estates.

Seller: George W. Keller. Price: $250,000.

Gregory Martucci. Property Location: Not Listed. Seller: James P. Froehlich. Price: $255,000.

James Silva. Property Location: Conashaugh Lakes.

Seller: Cary J. Giacalone. Price: $409,500.

Mirabito Holdings Inc. Property Location: 10.1997; 096.00-02-07. AC. Seller: Drake Petroleum Co. Inc. Price: $1,700,000.

Buist Road LP. Property Location: 9.3 AC. Seller: Samall Properties Inc. Price: $550,000.

Jee Ling Wu. Property Location: Rocky Acres. Seller: Christopher Caccavale. Price: $320,000.

Lonnie K Somra. Property Location: Falling Waters at Masthope. Seller: William Hanrahan. Price: $257,000.

Keith T Demarest. Property Location: 61 AC 152 Perches. Seller: Albert Parisella. Price: $450,000.

Joseph S Murdock. Property Location: 17.55 AC. Seller: Estate of Jeffrey S Melody by James Melody, exec. Price: $328,000.

Welcome Lake Holdings LLC. Property Location: 0.82 AC. Seller: Anthony D. DeSimone Jr. Price: $300,000.

Christopher Johnston. Property Location: Lots 1, 3A &3B; 182.00-01-18.004. Seller: Freddie Mac. Price: $260,000.

Linda Dauer. Property Location: Lot 602; 113.09-0249. Seller: Gregory D. Yetter. Price: $275,000.

Alfred Pitrelli. Property Location: Milford Highlands.

Seller: Anella Aloia. Price: $544,900.

Robert Quattrocci. Property Location: Big Woods.

Seller: Hugh Heisler. Price: $527,500.

PM Enterprise. Property Location: 8.25 AC, parcel 2: 213 AC; 055.02-01-07. Seller: Tafton Fire Co. Inc. Price: $253,000.

WAYNE COUNTY

John J Glasner ux. Property Location: Newfoundland.

Seller: Jonathan W Sawford ux. Price: $350,000.

Borischka Vieira and Nelson Vieira. Property Location: Salem Twp. Seller: Fannie Mae. Price: $385,000.

Anthony Besten ux. Property Location: S. Canaan.

Seller: Bank of America NA. Price: $410,000.

Shpendim Bauta ux. Property Location: Tobyhanna.

Seller: Rena P Schuman. Price: $325,000.

Delaware Valley Cut Stone LLC. Property Location: Lake Como. Seller: Kevin E Schrader. Price: $1,000,000.

WYOMING COUNTY

Kevin Dobrinski. Property Location: Overfield Twp. Seller: Mark R. Mohon. Price: $330,000.

Peter J Napoli Jr. Property Location: Tunkhannock Twp. Seller: Marcie Lynn Doster. Price: $262,000.

Christopher D Roberts. Property Location: Noxen Twp. Seller: Diane Scherer. Price: $350,000.

Jonathan Fish. Property Location: Nicholson Twp. Seller: Kendra Realty LLC. Price: $270,000.

Lake Winola Holding LP. Property Location: Overfield Twp. Seller: MIchael J Valle. Price: $485,000.

John L Chipak. Property Location: Overfield Twp. Seller: Paul McNally. Price: $470,000.

MORTgagEs

COLUMBIA COUNTY

Amos K and Katie S Smoker. Property Location: Madison Township. Lender: Old Order Amish Helping Program.

Amount: $315,000.

Jonas M Beiler. Property Location: Madison Township.

Lender: Amos K. and Katie S. Smoker. Amount: $537,400.

Tre Mom Properties LLC. Property Location: Blooms-

burg. Lender: First Keystone Community Bank. Amount: $80,000.

J&D Powersports LLC. Property Location: Briarcreek. Lender: First Keystone Community Bank. Amount: $350,000.

Gerald and Dorothy Morris. Property Location: Benton Township. Lender: First Keystone Community Bank.

Amount: $350,000.

Maybrook P Orangeville Propco LLC. Property Location: Orangeville. Lender: Privatebank and Trust Co. Amount: $101,975,000.

A+ Stdent Housing LLC. Property Location: Bloomsburg. Lender: QNB Bank. Amount: $168,000 Musselman Realty LLC. Property Location: Benton.

Lender: FNB Bank N.A. Amount: $163,750.

Robert Dworsak, partner and Kenneth Enterline, partner d-b-a Dworsak Enterline. Property Location: Scott Township. Lender: First Keystone Community Bank.

Amount: $125,000.

Christopher L and Shawnna Lupini. Property Location: Mifflin Township. Lender: First Citizens Community Bank.

Amount: $768,550 and $580,000.

Columbia County Housing Corporation. Property Location: Bloomsburg. Lender: First Columbia Bank & Trust Co. Amount: $1,553,500.

Columbia County Housing Corporation. Property Location: Bloomsburg. Lender: Bloomsburg Industrial Ventures LLC. Amount: $946,500.

B&L Properties LLC. Property Location: Bloomsburg. Lender: First Columbia Bank & Trust Co. Amount: $1,120,000.

Randy A Rhoads. Property Location: Main Township.

Lender: AgChoice Farm Credit. Amount: $300,000.

Matthew P and Natalie L. McIntyre. Property Location: Montour Township. Lender: first Columbia Bank & Trust Co. Amount: $405,000.

LACKAWANNA

Quality Perforating Inc. Property Location: Carbondale. Lender: Peoples Security Bank & Trust Co. Amount: $8,000,000.

Kevin R Barnett. Property Location: Clifton Twp. Lender: Bank Of America. Amount: $352,000.

Joseph Ellison. Property Location: Clifton Twp. Lender: Quicken Loans Inc. Amount: $275,614.

Mari A Hart. Property Location: Covington Twp. Lender: PNC Bank. Amount: $718,000.

Judah Whitney. Property Location: Covington Twp. Lender: Allied Mtge Group Inc. Amount: $298,000.

Jason C Siegfried. Property Location: Covington Twp. Lender: Fidelity Dep & Disc Band. Amount: $401,200.

Monika A Vnuk. Property Location: Covington Twp. Lender: Fidelity Dep & Disc Bank. Amount: $250,000.

Jean M Rechlicz. Property Location: Dalton Borough.

Lender: PS Bank. AmountL $250,000.

Metz Enterprises Inc. Property Location: Dickson City.

Lender: M&T Bank. Price: $360,000.

Thomas J Garrahan. Property Location: Dalton.

Lender: P&G Mehoopany Emply Fed Credit Union. Amount: $300,000.

Thomas A Dempsey III. Property Location: Dunmore.

Lender: FNCB Bank. Price: $346,000.

Northeastern Realty Partners Ltd. Property Location: Dunmore. Lender: Peoples Security Bank & Trust Co. Amount: $3,113,504.

Timothy Dailey. Property Location: Dunmore. Lender: Readycap Lending LLC. Amount: $1,990,000.

Seth Linker. Property Location: Glenburn Twp. Lender: PNC Bank. Amount: $250,000.

Jean M Rechlicz. Property Location: Dalton Borough.

Lender: PS Bank. Amount: $250,000.

Anthony J Besten III. Property Location: Greenfield

Twp. Lender: NBT Bank. Amount: $250,000.

Heidi Stephens. Property Location: Greenfield Twp. Lender: Honesdale National Bank. Amount: $293,000.

Joseph T Costanzo. Property Location: Jefferson Twp. Lender: Valor Federal Credit Union. Amount: $292,000.

Jonathan S Strzelec. Property Location: Jefferson Twp. Lender: Freedom Mtge Corp. Amount: $274,900.

Forrest D Reinard. Mayfield Borough. Lender: Mortgage Electronic Reg Sys. Inc. Amount: $307,800.

Ashley Machiesky. Property Location: Mayfield Borough. Lender: Dime Bank. Amount: $275,000.

Meelove Patel. Property Location: Moosic. Lender: Peoples Security Bank & Trust Co. Amount: $262,200.

Pranjal Kumar Boruah. Property Location: Moosic Borough. Lender: Prospect Mortgage LLC. Amount: $639,200.

Shazad L Shaikh. Property Location: Moosic Borough.

Lender: Bank Of America. Amount: $422,750.

John A Rubino. Property Location: Moosic Borough.

Lender: Fidelity Dep & Disc Bk. Amount: $417,000.Acres Kon S Hahn. Property Location: Moosic Borough.

Lender: Citizens Savings Bank. Amount: $360,000.

Frank W Hubbard. Property Location: Moscow Borough. Lender: Penn East Federal Credit Union. Amount: $500,000.

Samuel P Caprari Jr. Property Location: Newton Twp. Lender: Paramount Residential Mortgage Group Inc. Amount: $269,700.

Kenneth W Stewart. Property Location: Newton Twp. Lender: PS Bank. Amount: $365,000.

Richard W Cordiano. Property Location: Old Forge.

Lender: Manufacturers & Traders Trust Co. Amount: $340,000.

Harry T Jenkins. Property Location: Old Forge. Lender: Navy Federal Credit Union. Amount: $254,273.

Christopher J Bonshock. Property Location: Olyphant Borough. Lender: Citizens Savings Bank. Price: $262,844.

Ernest W Griffis. Property Location: Olyphant Borough.

Lender: Stearns Lending LLC. Price: $280,250.

Daniel Glucksnis. Property Location: Roaring Brook Twp. Lender: Community Bank. Amount: $359,000.

Michael C Boyle. Property Location: Roaring Brook Twp. Quicken Loans Inc. Amount: $323,000.

Michael R Tracy. Property Location: Roaring Brook Twp. Lender: NBT Bank. Amount: $650,000.

Michael R Tracy. Property Location: Roaring Brook Twp. Lender: NBT Bank. Amount: $72,500.

Joel Laury. Property Location: Scott Twp. Lender: Fidelity Dep & Disc Bk. Amount: $300,000.

Dixon Ave LLC. Property Location: Scranton. Lender: First National Bank of Pa. Amount: $1,550,000.

Keyser Valley Ind Center Assoc. Property Location: Scranton. Lender: Standard Insurance Co. Amount: $6,426,000.

PP&M Realty LLC. Property Location: Scranton.

Lender: Essa Bank & Trust. Amount: $1,300,000.

Joel Laury. Property Location: Scranton. Lender: Fidelity Dep & Disc Bank. Amount: $300,000.

SKB Scranton LLC. Property Location: Scranton.

Lender: Customers Bank. Amount: $880,000.

R&A LLC. Property Location: Scranton. Lender: First National Bank Of Pa. Amount: $345,000.

Thomas Dailey. Property Location: Scranton. Lender: Readycap Lending LLC. Amount: $1,990,000.

Thomas F Dailey. Property Location: Scranton. Lender: Readycap Lending LLC. Amount: $1,990,000.

Frederic R Leber Jr. Property Location: Scranton.

Lender: PNC Bank. Amount: $500,000.

Community Development Properties Scranton Inc. Property Location: Scranton. Lender: US Bank National Association. Amount: $41,202,683.80.

Community Development Properties Scranton Inc .Property Location: Scranton. Lender: US Bank National

Association. Amount: $41,202,683.80 Community Development Properties Scranton Inc. Four parcels. Property Location. Scranton. Lender: Us Bank National Association. Amount: $41,202,683.80 Appletree Apts LLC. Property Location: S. Abington Twp. Lender: Investors Bank. Amount: $9,500,000.

Papp Real Estate Holding LLC. Property Location: S. Abington Twp. Lender: Wayne Bank. AMount: $355,000.

Tyler Christopher Lee per atty. Property Location: S. Abington Twp. Lender: Bank Of Kansas City. Amount: $288,207.

William J Farrell. Property Location: S. Abington Twp. Lender: FNCB Bank. Amount: $250,000.

Northeastern Realty Partners Ltd. Property Location: S. Abington Twp. Peoples Security Bank & Trust Co. Amount: $4,750,000.

Gerald P Conover. Property Location: S. Abington Twp. Lender: Wells Fargo Bank. Amount: $275,000.00 David Martin Eisele. Property Location: S. Abington Twp. Lender: Everett Financial Inc. Amount: $298,000.

William P Herold. Property Location: S. Abington Twp. Lender: PNC Mortgage. Amount: $307,000.

Kevin M Cloutier. Property Location: S. Abington Twp. Lender: UBS Bank USA. Amount: $639,200.

Julie Ferguson. Property Location: S. Abington Twp. Lender: Everbank. Amount: $284,800.00 Mushfiqur Rahman Tarafder. Property Location: S. Abington Twp. Lender: PNC Mortgage. Amount: $324,450.

Robert G Clarke. Property Location: Springbrook Twp. Peoples Security Bank & Trust Co. Amount: $255,000.

Philip J Vullo Jr. Property Location: Fidelity Dep & Disc Bk. Amount: 256,000.00 Anthony Bonanno. Property Location Thornhurst Twp. Lender: USA HUD. Amount: $382,500.

K&D Parts and Service Co. Property Location: Throop.

Lender: S&T Bank. Amount: $400,000.

Thomas Marino Curra. Property Location: W. Abington Twp. Lender: Everett Financial Inc. Amount: 353,400.00 Lisa C Thomas. Property Location: W. Abington Twp. Lender: NBT Bank. Amount: $250,000.

Spanish Katherine Dempsey. Property Location: W. Abington Twp. Lender: Fidelity Dep & Disc Bk. Amount: $288,000.

Northeastern Realty Partners Ltd. Property Location: W. Abington Twp. Lender: Peoples Security Bank & Trust Co. Amount: $4,750,000.

Vitalty Izgur. Property Location: W. Abington Twp. Lender: Fidelity Dep & Disc Bk. Amount: $376,000.

Joseph Gaughan. Property Location: W. Abington Twp. Lender: Peoples Security Bank & Trust Co 250,000.00 Damski Builders and Design LLC.Property Location: W. Abington Twp. Lender: Honesdale National Bank.

Amount: $300,000.

James B Stuenzi. Property Location: W. Abington Twp..

Lender: FNCB Bank. Amount: $282,000.00 Velaga Kalyan C. Property Location: W. Abington Twp. Lender: W. Abington Twp. Amount: 315,000.

MONROE COUNTY

Wyatt MacManus. Property location: Jackson Township. Lender: Wells Fargo Bank NA. Amount: $340,500.

PP&M Realty LLC. Property location: Pocono Township. Lender: ESSA Bank & Trust. Amount: $1,000,000.

Loren Keim Jr. Property location: East Stroudsburg.

Lender: Quaint Oak Bank. Amount: $1,110,000.

Kevin Fabiano Sr. Property location: Pocono Township.

Lender: Kevin Fabiano Sr. Amount: $1,000,000.

East Stroudsburg DG LLC. Property location: Smithfield Township. Lender: Sterling Bank. Amount: $1,292,300.

Chandrashekar Mandadi and Sujana Gavva. Property location: Middle Smithfield Township. Lender: Wells Fargo

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FOR THE RECORD Bank NA. Amount: $299,260.

Michael Zuckerman and Jan Levine. Property location: Tobyhanna Township. Lender: Wells Fargo Bank NA. Amount: $299,000.

Murat Hokka and Dilek Ozdemir-Hokka. Property location: Ross Township. Lender: Holland Mortgage Advisors.

Amount: $309,155.

OM Shrim Inc. Property location: Pocono Township.

Lender: Wayne Bank. Amount: $100,000.

Homes of the Poconos LLC. Property location: East Stroudsburg. Lender: Wayne Bank. Amount: $84,000.

Hemlock Holdings Group LLC. Property location: Jackson Township. Lender: Mauch Chunk Trust Co. Amount: $141,750.

Jean and Cristal Daudier. Property location: Stroud Township. Lender: Franklin American Mortgage Co. Amount: $345,800.

295 New Frantz Road LLC. Property location: Stroud Township. Lender: Community National Bank and Trust.

Amount: $360,000.

Mt Tom Road Properties LLC. Property location: Smithfield Township. Lender: Wayne Bank. Amount: $300,000.

JL Dawn141 LLC. Property location: Price Township.

Lender: LendingHome Funding Corp. Amount: $93,600.

DEPG Mosier Associates LP, DEPG Mosier GP LLC (gen. partner). Property location: Smithfield Township.

Lender: First National Bank of Pennsylvania. Amount: $1,100,000.

Royal Chemical Co. Ltd. Property location: Stroud Township. Lender: PNC Bank NA. Amount: $2,560,000.

Christian and Mihaela Sofineti. Property location: Tobyhanna Township. Lender: Iserve Residential Lending LLC. Amount: $447,000.

Peter and Michele Rubincam. Property location:

New Development & Relocation Opportunities Needed

Pennsylvania Counties of Interest Include: • Bradford, Bucks, Carbon, Columbia, Lackawanna, Lehigh, Luzerne, Lycoming, Monroe, Northampton, Pike, Schuylkill, Sullivan, Susquehanna, Tioga, Wayne, Wyoming Locations Wanted: • Flexible space requirements • End Cap, In-Line, Drive-Thru, Free Standing Bring us any and all potential locations.

We will determine if we can develop or possibly relocate to your site.

PLEASE CONTACT Abbie Muto muto_a@sdepa.com Cheryl Green green_c@sdepa.com (610) 366-8120 • www.sdepa.com

Tobyhanna Township. Lender: Freedom Mortgage Corp.

Amount: $303,200.

Nicholas and Lou Ann Parillo. Property location: Jackson Township. Lender: ESSA Bank & Trust. Amount: $308,000.

Leonza and Leona Sanders. Property location: Smithfield Township. Lender: The Money Source Inc. Amount: $341,215.

Frank A Louis LLC. Property location: Paradise Township. Lender: Jordan Capital Finance LLC. Amount: $88,605.

MWM Residential Services LLC. Property location: Polk Township. Lender: First Northern Bank and Trust Co. Amount: $56,000.

LTS Homes LLC. Property location: Middle Smithfield Township. Lender: Beneficial Bank. Amount: $195,920.

LTS Homes LLC. Property location: Price Township.

Lender: Beneficial Bank. Amount: $258,400.

LTS Homes LLC, Eastern Premier Holding Co. LLC. (member). Property location: Stroud Township. Lender: Peoples Security Bank and Trust Co. Amount: $95,550.

Raechel and Joshua Goldberg. Property location: Hamilton Township. Lender: Wells Fargo Bank NA. Amount: $337,075.

Homes of the Poconos LLC. Property location: Pocono Township. Lender: Wayne Bank. Amount: $304,000.

Amy and Michael Albert. Property location: Smithfield Township. Lender: ESSA Bank & Trust. Amount: $371,000.

Jay and Anne Jablonski. Property location: Tobyhanna Township. Lender: Merrimack Mortgage Co. LLC. Amount: $384,000.

LTS Homes LLC. Property location: Jackson Township.

Lender: Wayne Bank. Amount: $198,400.

Allister Williams and Nancy Monestime-Williams.

Property location: Hamilton Township. Lender: PNC Mortgage (Div.) PNC Bank NA. Amount: $768,000.

Stonemor Holding of Pennsylvania LLC. S/I/I Laurelwood Cemetery Co. Property location: Stroudsburg. Lender: Capital One NA. Amount: $310,000,000.

We All Win Real Estate Solutions LLC. Property location: East Stroudsburg. Lender: LendingHome Funding Corp. Amount: $82,700.

IDOX Investment Co., Mark Gotchel, Gerald Negvesky, Douglas Young and Garth Willis (gen. partners). Property location: Smithfield Township. Lender: First Keystone Community Bank. Amount: $356,000.

Cynthia and Paul Tanzosh. Property location: Middle Smithfield Township. Lender: Summit Mortgage Corp.

Amount: $305,100.

Wood Hills Properties of PA LLC. Property location: Coolbaugh Township. Lender: Peoples Security Bank and Trust Co. Amount: $420,000.

Kip Bunting. Property location: Middle Smithfield Township. Lender: 360 Mortgage Group LLC. Amount: $342,655.

Good as New Ventures LLC. Property location: Tunkhannock Township. Lender: Peoples Security Bank and Trust Co. Amount: $3,250,000.

Cramers Cashway Inc. Property location: Tobyhanna Township. Lender: Peoples Security Bank and Trust Co. Amount: $75,000.

Kenneth Murray. Property location: Tobyhanna Township. Lender: ESSA Bank & Trust. Amount: $500,000.

Anthony Johnson. Property location: Middle Smithfield Township. Lender: Acre Mortgage & Financial Inc. Amount: $327,506.

PIKE COuNTy

Member of International Council of Shopping Centers

Kenneth Heaton. Property Location: Dingman Twp. Lender: Dime Bank. Amount: $382,000.

Daniel Senior. Property Location: Milford Twp. Lender: MERS. Amount: $273,132.

Alfred Pitrelli. Property Location: Milford Twp. Lender: MERS. Amount: $417,000.

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Christopher Eisloeffel. Property Location: Dingman Twp. Lender: MERS. Amount: $245,440.

Woodloch Spa Resort LP. Property Location: Lackawaxen Twp.Lender: Peoples Security Bank & Trust Co. Amount: $400,000.

Patricia L Dundon. Property Location: Westfall Twp. Lender: Live Well Financial Inc. Amount: $457,500.

Patricia L Dundon. Property Location: Westfall Twp. Lender: Secretary of Housing & Urban Development.

Amount: $457,500.

Thomas M Ryan. Property Location: Westfall Twp. Lender: MERS. Amount: $309,918.

Marcia L Hopkins. Property Location: Lackawaxen Twp. Lender: Live Well Financial Inc. Amount: $280,000.

Anthony Pedone. Property Location: Milford Twp. Lender: MERS. Amount: $251,117.

Thomas N Gutmann. Property Location: Lackawaxen Twp. Lender: Wayne Bank. Amount: $262,720.

Barbara A Nylund. Property Location: Lehman Twp. Lender: MERS. Amount: $259,260.

Lynn Elizabeth Nordstrom. Property Location: Shohola Twp. Lender: Wayne Bank. Amount: $650,000.

Daniel Arenson. Property Location: Blooming Frove Twp. Lender: MERS. Amount: $251,200.

Robert L Sachs Jr. Property Location: Shohola Twp. Lender: MERS. Amount: $412,825.

Robert Quattrocci. Property Location: Palmyra Twp. Lender: MERS. Amount: $395,625.

James Silva. Property Location: Dingman Twp. Lender: MERS. Amount: $288,750.

Thomas F Burke. Property Location: Dingman Twp. Lender: Honesdale National Bank. Amount: $253,000.

Tracy Moricone. Property Location: Milford Twp. Lender: Commonwealth Capital LLC. Amount: $300,000.

WAyNE COuNTy

Martin J O’Hora V ux.Property Location: Paupack and Lake. Lender: Honesdale National Bank Amount: $305,000.

Shpendim Bauta ux. Property Location: Lehigh. Lender: MERS-Summit Mortgage. Amount: $92,500.

Delaware Valley Cut Stone LLC. Property Location: Buckingham and Preston. Lender: M&T Bank Amount: $2,584,000. Ralph D Rothwell and Marilyn.

Property Location: Damascus. Lender: MERS-Nationwide Equities. $232,500.

Ralph D Rothwell and Marilyn. Property Location: Damascus. Lender: Housing and Urban Development.

Amount: $232,500.

George D Pahls ux.Property Location: Cherry Ridge.

Lender: The Dime Bank. Amount: $322,000.

Thomas C Galiardo. Property Location: Starrucca.

Lender: PNC Bank NA. Amount: $380,800.

John J Glasner and Heather.Property Location: Dreher.

Lender: MERS. Amount: $315,000.

Charles E Welch, trustee. Property Location: Paupack.

Lender: M&T Bank. Amount: $250,000.

William A Rutkowski.Property Location: Salem.

Lender: MERS-Stearns Lending. Amounnt: $219,200.

Jason Dilorenzo, ux. Property Location: Dreher. Lender: MERS-New Day Financial. Amount: $327,286.

Adam C Antonis, ux. Property Location: Salem. Lender: Wells Fargo Bank NA. Amount: $ 396,150.

Stephen Poremba, ux. Property Location: Berlin.

Lender: Citizens Savings Bank. Amount: $296,100.

WyOMING COuNTy

Silver Springs Ranch LLC. Property Location: Monroe Twp. Lender: Landmark Community Bank. Amount: $255,000.

Frank T Ross IV. Property Location: Tunkhannock Borough. Lender: MERS. Amount: $273,531.

Sally A Steele. Property Location: Tunkhannock Twp. Lender: Community Bank NA. Amount: $360,000.

Paula L Puza. Property Location: Eaton Twp. Lender: MERS. Amount: $259,462.

Robert J Parry. Property Location:Tunkhannock Twp. Lender: Peoples Security Bank and Trust Co. Amount: $251,411.06.

Robert J Parry. Property Location:Tunkhannock Twp. Lender: Peoples Security Bank and Trust Co. Amount: $251,411.06.

Robert J Parry. Property Location: Tunkhannock Borough. Lender: Peoples Security Bank and Trust Co. Amount: $251,411.06.

Michael Bouselli. Property Location: Overfield Twp. Lender: Fidelity Deposit & Discount Bank. Amount: $372,000.

Douglas W Dodge Sr. Property Location: Falls Twp. Lender: MERS. Amount: $282,000.

Chief Exploration & Development LLC. Property Location: Lemon Twp. and Washington Twp. Lender: Texas Capital Bank NA. Amount: $500,000,000.

Citrus Energy Corp. Property Location: Washington, Meshoppen and Tunkhannock townships. Lender: International Bank of Commerce. Amount: $1,000,000.

Chief Exploration & Development LLC. Property Location: Lemon Twp. and Washington Twp. Lender: Wilmington Trust NA. Amount: $400,000,000.

Bobbie Lee Morris. Property Location: Tunkhannock Twp. Lender: MERS. Amount: $480,000.

Bobbie Lee Morris. Property Location: Tunkhannock Twp. Lender: Secretary of Housing and Urban Development.

Amount: $480,000.

Jason P Williams. Property Location: Fall Twp. Lender: Peoples Security Bank and Trust Co. Amount: $384,000.

Christopher D Roberts. Property Location: Noxen Twp. Lender: Muncy Bank and Trust Co. Amount: $280,000.

Stephen M Reinhart. Property Location: Braintrim Twp. Lender: Pennsylvania State Employees Credit Union.

Amount: $272,000.

Noxen DG LLC. Property Location: Monroe Twp. Lender: Centennial Bank. Amount: $1,299,945.

NEw INCORpORaTIONs CARBON COuNTy

Beltzville Enterprises LLC. Filed: Sept. 6. Real estate.

7355 Interchange Rd., Lehighton.

East Coast Steel Challenge Series. Filed: Sept. 14.

Firearm shooting events. 229 Center St., Lehighton.

LACKAWANNA COuNTy

106 S Main LLC. Filed: Sept. 26. Real estate. 1115 Electric St., Scranton.

1350 Von Storch Ave LLC. Filed: Sept. 14. Real estate.1350 Von Storch Ave., Scranton.

3 Jacks Burger Bar. Filed: Sept. 13. Full service restaurant. 233 E. Drinker St., Dunmore.

8 Count Dancewear. Filed: Sept. 9. Sell dance related items. 534 Lackawanna Ave., Scranton.

Clocktower Theater Co. Filed: Sept. 13. Theater production. 1303 Marion St., Dunmore.

Abby’s To Go. Filed: Sept. 13. Convenience Store. 150 Adams Ave., Scranton.

Active Construction Services LLC. Filed: Sept. 8.

General Contracting. 523 Green Ridge St., Scranton.

Birdie LLC. Filed: Baby Boutique. 120 South State St., Clarks Summit.

Bronze Studio LLC. Filed: Sept. 12. Salon. 203, Greenwood Ave., Clarks Summit.

Clocktower Theater Co. Filed: Sept. 13. Theater production. 1303 Marion St., Dunmore.

Covatar Inc. Filed: Sept. 12. Auto and trailer sales. 1

FOR THE RECORD Sonny Dr., Old Forge.

Electric City Surge Inc. Filed: Sept. 12. Basketball club.

300 Hillside Dr., Moscow.

CTA Solutions LLC. Filed: Sept. 1. Teaching and auditing for compliance. 117 Decker Rd., Jermyn.

Cypress House at St Luke’s Inc. Filed: Sept. 7. Services to people in need. 232 Wyoming Ave., Scranton.

Death Valley Tactical LLC. Filed: Sept. 9. 265 Sickler Pond Rd., Jermyn.

East Realty LLC. Filed: Sept. 14. Real estate. 321 Spruce St., Scranton.

Death Valley Tactical LLC. Filed: Sept. 9. Long rifle sales and gunsmith along with tactical accessories. 265 Sickler Pond Rd. Jermyn.

Design Management Group LLC. Filed: Sept. 14.

Design & project services. 1509 Oram St., Scranton.

Dickson City Sushi Inc. Filed: Sept. 9. Restaurant. 1030 Fairfield Circle. Clarks Summit.

EA Champlin Lift Truck Repair LLC. Filed: Sept. 6. Fork lift maintenance. 1242 Winola Rd. Clarks Summit.

Eagle Billiards LLC. Filed: Sept. 1. Billiards hall. 873 Scranton Carbondale Highway, Dickson City.

LuzERnE CounTy

318 Realty LLC. Filed: Sept. 12. Sale or lease of real estate. 318 Bunker Hill Rd, Wyoming.

425 South Franklin LLC. Filed: Sept. 2. Real estate.

138 S Main St., Wilkes-Barre.

A Walk in the Bark Pet Services. Filed: Sept. 8. Dog Walking Service. 340 N Main St., Plains.

A&B Door Sales & Service Inc. Filed: Sept. 8. Sale and installation of doors. 693 S. Mountain Blvd., Mountain Top. Advanced Inpatient Medicine Lock Haven. Filed: Sept.

9. Medical hospitalist and medical treatment. 150 Ice Lake Dr., Mountain Top. American Paper Bag LLC. Filed: Sept. 2. Paper bag manufacturer. 2 Public Square., Wilkes- Barre.

Anthony J Capisto Inc. Filed: Sept. 9. Business consulting. 696 Franot St., Rear, Nanticoke.

Applied Ecoscience Inc. Filed: Sept. 12. Environmental consulting. 258 Karchner’s Rd., Nescopeck.

Arlo Holdings LLC. Filed: Aug. 31. Real estate. 69 Public Square, Wilkes-Barre.

Avoca Convenience Store. Filed: Sept. 2. Convenience store.104 Kimberly Dr., Duryea.

B&B Septic Solutions LLC. Filed: Sept. 1. Consulting/ septic testing. 410 Berwick St., White Haven.

Berger Cadillac. Filed: Sept. 6. Vehicle sales. 508 Susquehanna Blvd., Hazleton.

Boldful Enterprises LLC. Filed: Aug. 30. Education, training, coaching, consulting and speaking services. 275 S. River St., Wilkes-Barre.

Bounce Kings LLC. Filed: Sept. 14. Childrens exercise and entertainment. 925 Wilkes-Barre Township Blvd., Wilkes-Barre.

Brody’s Closet LLC. Filed: Sept. 12. Consignment shop business. 7 Jackson St., Edwardsville.

Calidad Solutions LLC. Filed: Sept. 2. Software development. 31 Garden Ave., Mountain Top. Cookfella’s Kitchen. Filed: Sept. 6. Restaurant. 285 Laurel Mall Store 6, Hazleton.

D&D Antiques LLC. Filed: Sept. 6. Purchase and sale of antiques. 698 Switze Rd., Nescopek.

D Force EMS LLC. Filed: Aug. 31. Environmental consulting. 40 Sorber Rd., Shickshinny.

Disaster Response Solutions. Filed: Aug. 29. Construction/contractor. 156 Foote Ave., Duryea.

MonRoE CounTy

5157 Route 209 LLC. Filed: Aug. 31. Restaurant.105 Foundry St., Stroudsburg.

Classic Racing Times LLC. Filed: Sept. 13. Event

promotion.141 Idlewood Dr., Brodheadsville.

B&B Health and Fitness LLC. Filed: Sept. 12. Health and fitness center. 126 North First St., Stroudsburg.

Barely used Tires & Alignment Inc. Filed: Sept. 1. Tire sales. 632 N. Courtland St., East Stroudsburg.

Brodhead Brew. Filed: Sept. 2. Coffee Shop. 87 Crystal St., East Stroudsburg.

Delicious Things That I’ve Created LLC. Filed: Sept. 6.

Create food recipes and products to sell. 306 Rustic Drive E. Stroudsburg.

PIKE CounTy

Clear Choice Plumbing. Filed: Sept. 13. ConstructionPlumbing. 3371 Hemlock Farms, Lords Valley.

Catalytic Capital LLC. Filed: Sept. 7. Stock market investments and other portfolio activities. 126 Roan Dr., Hawley.

Classic Pest Control LLC. Filed: Sept. 6. Pest Control.

104 Court Lane. Dingmans Ferry.

Affordable painting and home repair LLC. Filed: Sept.

12. Home improvement. 100 W. Pine, Greentown.

CM MuLLER. Filed: Sept. 12. Tow truck owner and operator. 116 Miller Rd., Milford.

Dingman Wood Products. Filed: Sept. 2. Build and sell wood fixtures. 125 Cobb Rd., Milford.

STOCKS

This report on insider trading activity has been prepared for informational purposes only by James Blazejewski, CFP, senior vice president-investment officer, Wells Fargo Advisors LLC, 672 North River St., Suite 300, Plains, Pa. 18705. It is based on information generally available to the public from sources believed to be reliable. No representation is made that the information is accurate or complete and it does not constitute a recommendation to buy or sell any particular security. Current information contained in this report is not indicative of future activity. Wells Fargo Advisors, LLC, member NYSE & SIPC. Source of data: Thomson Financial

Insider Trading Activity on Stocks of Local Interest For october (APD – 157.40) AIR PRoDuCTS & CHEMICALS InC. John Stanley, vice president of Air Products & Chemicals Inc., exercised options for 17,247 shares on Aug. 25 (exercised 4.3 years prior to the expiration date) at $86.39 per share for a total cost of $1,489,968 and on the same date sold those shares at $155.39 per share for total proceeds of $2,680,011. Stanley controls 18,882 shares directly and 312 shares indirectly.

Over the last six months, insiders of Air Products & Chemicals Inc., acquired 61,547 shares and disposed of 65,105 shares.

(AWK – 76.00) AMERICAn WATER WoRKS Co. InC. Walter Lynch, chief operating officer of American Water Works Co., Inc. exercised options for 6,514 shares on August 19 (exercised 2.4 years prior to the expiration date) at $34.12 per share for a total cost of $222,258 and on the same date sold those shares at $76.43 per share for total proceeds of $497,865. On Aug.17, Lynch exercised options for 10,000 shares (exercised 2.4 years prior to the expiration date) at $34.12 per share for a total cost of $341,200 and on the same date sold those shares at $76.00 per share for total proceeds of $760,000. Lynch controls 84,875 shares directly.

Mark Strauss, vice president of American Water Works Co. Inc., exercised options for 15,467 shares on Aug. 17 (exercised 1.4 years prior to the expiration date) at $27.08 per share for a total cost of $418,846 and on the same date sold those shares at $76.08 per share for total proceeds of

$1,176,729. Strauss controls 31, 794 shares directly.

Over the last six months, insiders of American Water Works Co., Inc., acquired 148,282 shares and disposed of 150,593 shares.

(BBT – 37.86 ) BB&T CoRP. Patricia Henry, director of BB&T Corp. sold 1,000 shares on Sept. 1 at $38.13 per share for total proceeds of $38,130. Henry controls 8,090 shares directly and 8,363 shares indirectly.

Kelly King, chairman of the board of BB&T Corporation exercised options for 162,415 shares on August 30 (exercised 1.5 years prior to the expiration date) at $34.29 per share for a total cost of $5,569,210 and on the same date sold those shares at $38.25 per share for total proceeds of $6,212,650. King controls 285,976 shares directly and 161,719 shares indirectly.

Bennett Bradley, vice president of BB&T Corp., sold 5,000 shares on Aug. 29 at $38.11 per share for total proceeds of $190,550. Bradley controls 16,644 shares directly and 16,295 shares indirectly.

David Boyer, director of BB&T Corp., sold 2,448 shares On Aug. 25 at $37.83 per share for total proceeds of $92,616. Boyer controls 9,414 shares directly and 4,071 shares indirectly.

Daryl Bible, chief financial officer of BB&T Corporation, exercised options for 44,293 shares on Aug. 24-26 (exercised 1.5 years prior to the expiration date) at $34.29 per share for a total cost of $1,518,807 and on the same dates sold those shares at $38.09 per share for total proceeds of $1,686,917. Bible controls 106,339 shares directly.

David Weaver, vice president of BB&T Corp., exercised options for 10,909 shares on Aug. 25 (exercised 1.5 years prior to the expiration date) at $34.29 per share for a total cost of $374,070 and on the same date sold those shares at $37.78 per share for total proceeds of $412,175. Weaver controls 10,742 shares directly and 17,120 shares indirectly.

Over the last six months, insiders of BB&T Corp., acquired 441,944 shares and disposed of 540,488 shares.

(CBu – 47.67) CoMMunITy BAnK SySTEM InC. Sally Steele, director of Community Bank System Inc., exercised options for 8,416 shares on Aug. 30 (4,566 shares exercised 5.6 years prior to the expiration date and 3,850 shares exercised 4.4 years prior to the expiration date) at $23.13 per share for a total cost of $236,745 and on the same date surrendered 5,721 shares back to Community Bank System, Inc. at $46.90 per share for total proceeds of $268,315. Steele controls 46,744 shares directly.

Scott Kingsley, chief financial officer of Community Bank System Inc., exercised options for 6,257 shares on Aug. 31 (exercised 2.4 years prior to the expiration date) for a total cost of $113,127 and on the same date surrendered 3,824 shares back to Community Bank System, Inc. at $47.22 per share for total proceeds of $180,569. Kingsley controls 35,717 shares directly and 4,867 shares indirectly.

Mark Tryniski, chief executive officer of Community Bank System, Inc., exercised options for 10,000 shares on Aug. 26 (exercised 3.4 years prior to the expiration date) at $19.48 per share for a total cost of $194,800 and on the same date surrendered 7,179 shares back to Community Bank System, Inc. at $46.67 per share for total proceeds of $335,044. Tryniski controls 122,452 shares directly and 15,954 shares indirectly.

George Getman, vice president of Community Bank System Inc., exercised options for 6,567 shares on Aug. 24 (exercised 3.4 years prior to the expiration date) at $19.48 per share for a total cost of $127,925 and on the same date surrendered 4,180 shares back to Community Bank System at $46.03 per share for total proceeds of $192,405. Getman controls 27,052 shares directly and 5,357 shares indirectly.

Over the last six months, insiders of Community Bank System Inc. acquired 110,012 shares and disposed of

85,319 shares.

(CznC – 21.61 ) CITIzEnS & noRTHERn CoRP. Frank Pellegrino, director of Citizens & Northern Corp., purchased 93 shares on Sept. 2 at $21.25 per share for a total cost of $1,976. Pellegrino controls 1,952 shares directly.

Leonard Simpson, director of Citizens & Northern Corporation, exercised options for 100 shares on Aug. 31 (exercised 5.3 years prior to the expiration date) at $18.54 per share for a total cost of $1,854. Simpson controls 35,747 shares directly and 476 shares indirectly.

Over the last six months, insiders of Citizens & Northern Corporation acquired 3,247 shares and disposed of 1,275 shares.

(FuLT – 14.34) FuLTon FInAnCIAL CoRP. PA Curtis Myers, vice president of Fulton Financial Corp.

PA, sold 15,580 shares on Aug. 29 at $14.34 per share for total proceeds of $233,430. Myers controls 14,004 shares directly and 43,590 shares indirectly.

Over the last six months, insiders of Fulton Financial Corpo. PA acquired 23,896 shares and disposed of 55,484 shares.

(MTB – 116.00) M&T BAnK CoRP. Rene Jones, vice president of M&T Bank Corp., exercised options for 7,099 shares on Sept. 1 (exercised 1.4 years prior to the expiration date) at $91.28 per share for a total cost of $647,997 and on the same date surrendered 6,279 shares back to M&T Bank Corp., at $118.33 per share for total proceeds of $742,994. Jones controls 43,913 shares directly and 6,689 shares indirectly.

Robert Wilmers, chairman of the board of M&T Bank Corp., sold 100,000 shares on Aug. 29-31 at $118.34 per share for total proceeds of $11,834,170. Wilmers sold 100,000 shares on Aug. 25-26 at $117.76 per share for total proceeds of $11,776,310. Wilmers controls 2,430,633 shares directly and 4,946,475 shares indirectly.

Michele Trolli, vice president of M&T Bank Corp. sold 5,000 shares on Aug. 26 at $117.88 per share for total proceeds of $589,400. Trolli controls 11,679 shares.

Kevin Pearson, vice president of M&T Bank Corp., exercised options for 34,474 shares on Aug. 26 (exercised 1.4 years prior to the expiration date) at $91.28 per share for a total cost of $3,146,787; on the same date sold 33,379 shares at $116.75 for total proceeds of $3,896,841 and surrendered 849 shares back to M&T Bank Corp., at $117.70 per share for total proceeds of $99,927.

Robert Bojdak, vice president of M&T Bank Corp. sold 1,152 shares on Aug. 25 at $117.37 per share for total proceeds of $135,215. Bojdak controls 20,278 shares directly and 2,575 shares indirectly.

Drew Pfirrman, vice president of M&T Bank Corporation, sold 500 shares on Aug. 25 at $117.47 per share for total proceeds of $58,736. Pfirrman controls 3,090 stocks directly.

Over the last six months, insiders of M&T Bank Corp. acquired 35,569 shares and disposed of 293,337 shares.

(uGI – 46.99) uGI CoRP. Roger Vincent, director of UGI Corp., exercised options for 25,500 shares on Aug. 15 (12,750 shares exercised 4.4 years prior to the expiration date and 12,750 shares exercised 3.4 years prior to the expiration date) at $18.61 per share for a total cost of $474,428 and on the same date sold those shares at $45.69 per share for total proceeds of $1,165,184. Vincent controls 7,516 shares directly and 62,353 shares indirectly.

Over the last six months, insiders of UGI Corporation acquired 310,250 shares and disposed of 298,379 shares.

Prices as of close of business Sept. 7, 2016

NORTHEAST PENNSYLVANIA BUSINESS JOURNAL OCTOBER 2016 35 TS_CNG/NPBJ/PAGES [B35] | 09/28/16

16:59 | FANNINGCHR

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