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State comptroller audit finds Town of Guilford in Chenango County did not develop realistic budgets
GUILFORD — A recent audit by the office of New York State Comptroller Thomas P. DiNapoli showed the Town of Guilford board failed to develop realistic budgets, underestimating revenue, and not using the appropriated fund balance. That resulted in an unrestricted fund balance in the general and highway funds that exceeded the town’s fund-balance policy […]
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GUILFORD — A recent audit by the office of New York State Comptroller Thomas P. DiNapoli showed the Town of Guilford board failed to develop realistic budgets, underestimating revenue, and not using the appropriated fund balance.
That resulted in an unrestricted fund balance in the general and highway funds that exceeded the town’s fund-balance policy limit, according to the audit summary released by DiNapoli’s office. The report, issued on March 14, also included the results of three other local government and school audits in New York state.
The Guilford audit showed that actual revenue exceeded estimates by an average of $210,000 (42 percent) in the general fund and $180,000 (17 percent) in the highway fund. The town board adopted budgets that planned to use $228,000 of fund balance to offset projected operating deficits in the general fund, but the general fund actually incurred operating surpluses each year for a combined total of $378,991 for the audit period of Jan. 1, 2020, to May 31, 2023, the comptroller’s office found. As a result, appropriated fund balance was not used as planned.
The audit was originally intended to begin from Jan. 1, 2022, but was extended to review historical trends in the budgets, per the comptroller.
The unrestricted fund balance for the general and highway funds exceeded the maximum allowable limit under the town’s policy — ranging from $464,000 to $709,000 in the general fund and $168,000 to $225,000 in the highway fund.
As the Town of Guilford’s two main operating funds, revenue for the general fund comes primarily from real property taxes and sales taxes, while revenue for the highway fund emanates from real property taxes and Consolidated Local Street and Highway Improvement Program (CHIPS) funding.
Following the audit, DiNapoli’s office recommended that Guilford adopt budgets that contain realistic revenue estimates based on available current data and historical trends, appropriate fund balance when needed, and reduce the unrestricted fund balance amounts to within the amounts allowed by the town’s policy.
Audit findings were presented to the Town of Guilford board for review at its Feb. 14 meeting.
“A corrective action plan for incorporation into the town’s 2025 budget planning activities [is] forthcoming and will be provided to your office in the near future,” Town Supervisor Susan McIntyre wrote in response to DiNapoli’s office.
Guilford is a rural town located on the eastern border of Chenango County.
Water Safari Resort’s new owners promise no big changes
OLD FORGE — The Water Safari Resort in Old Forge may have new owners, but fans of the popular water and amusement park in the Adirondacks don’t need to fear sweeping changes, both the new and the prior owners say. K&K Old Forge, Inc. and the Noonan family announced the sale of the resort —
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OLD FORGE — The Water Safari Resort in Old Forge may have new owners, but fans of the popular water and amusement park in the Adirondacks don’t need to fear sweeping changes, both the new and the prior owners say.
K&K Old Forge, Inc. and the Noonan family announced the sale of the resort — which includes Enchanted Forest Water Safari, Calypso’s Cove, Old Forge Camping Resort, and Water’s Edge Inn — on March 1 to Innovative Attraction Management (IAM) of Windermere, Florida. The company manages a number of amusement and water parks across the U.S. and several other countries.
Water Safari is the company’s first venture into owning a park of its own, IAM President Mike Friscia tells CNYBJ. Typically, IAM takes over management of a park for the owner, often when the park has been struggling financially, and works to turn things around.
“We’ve always wanted to migrate toward the owner/operator,” Friscia says of himself and his business partner James Harhi, IAM’s CEO. The two met when they both worked at Walt Disney World for nearly a decade.
When the opportunity to purchase Water Safari came along, Friscia says they jumped on the chance.
Katie Wojdyla, one of the Ks in K&K of Old Forge, says she and her sister, Kelly Greene, began talking a little over a year ago about the possibility of selling the resort.
“We’re second generation in the industry,” she says. The original Enchanted Forest roadside attraction opened in Old Forge around 1956. Wojdyla’s father, Timothy Noonan, purchased it in 1977 and continued adding on.
“We both worked here pretty much our entire lives,” Wojdyla says. The sisters bought the hotel and campground from their father in 2012, and transitioned ownership of the water park a few years later.
With a 13-year age difference between them, the sisters recently found themselves at slightly different career stages, with Greene eyeing retirement in the less-distant future, Wojdyla says. While there is a third generation that is involved in the business to some extent, none of them have an interest in taking it over, she says, leading to the decision to sell. “I think we just felt it was time.”
The sisters talked to a bunch of companies looking for the right fit before they found IAM, she says. They liked that the company founders have worked in the amusement-park industry and shared the same focus and values on making the customer experience great.
Both Wojdyla and Greene will still be on site this upcoming season to help ensure that great experience. While the sale is final, both are maintaining a role at the organization. Greene will work at least through this season, Wojdyla says, while she may stay for a few more years. The resort’s year-round staff of between 60 and 70 employees are also staying, she adds.
Friscia stresses that IAM does not plan to make many, if any, changes this summer season. This first season is really about learning, he says, and while he understands the fears fans of the resort may have, he wants to allay those fears.
“We don’t have any plans to change prices,” he adds. The same goes for just about every other aspect of the resort — no big changes planned. They would like to encourage more purchases of season passes, so they might tweak offerings there, he notes.
IAM hired a new employee that will serve as president of Water Safari Resort. That employee is a Central New York native with lots of experience after 38 years of working for Disney, Friscia says. He and Harhi also plan for one of them to be on site once a month throughout the season.
“I love that it’s a legacy for a lot of folks,” he says of Water Safari. The goal, he adds, is to continue that legacy.
Federal grant to aid SUNY Oswego student equity, success efforts
OSWEGO — SUNY Oswego has plans for a “range of initiatives building student equity and success” after the federal government awarded the university a five-year, $1.9 million grant. The U.S. Department of Education is providing the nearly $2 million Title III grant, SUNY Oswego announced in a Feb. 28 news release. The project is titled
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OSWEGO — SUNY Oswego has plans for a “range of initiatives building student equity and success” after the federal government awarded the university a five-year, $1.9 million grant.
The U.S. Department of Education is providing the nearly $2 million Title III grant, SUNY Oswego announced in a Feb. 28 news release.
The project is titled “Student Success Equity Project: Advancing Equity Through Intentional Peer-to-Peer Supports and Inclusive Pedagogies.” It was funded under the Title III Strengthening Institutions program, with funding running from 2023-2028, SUNY Oswego said.
“We are thrilled to receive the support from the U.S. Department of Education to improve our programs and we see it as an important investment and vote of confidence in the direction that SUNY Oswego is moving,” Kristin Croyle, principal investigator and dean of the College of Liberal Arts and Sciences, said in the school’s release.
The Student Success Equity Project is designed to increase the capacity of SUNY Oswego to “engage, retain and graduate all students” while addressing any possible gaps in course performance, retention, and graduation rates.
Scott Furlong, SUNY Oswego provost and VP for academic affairs, is the project’s co-principal investigator. Michelle Bandla, assistant VP for student support, serves as project coordinator.
One key feature of the project involves establishing peer-to-peer tutoring systems, with mathematics providing an early example, SUNY Oswego noted.
“We have students who serve as embedded tutors both in classes and outside of classes,” Croyle said.
“Making these connections with the classes and the student tutors is very beneficial,” Furlong said in the release “It’s important to see that other students like them have made it and figured things out.”
Another key initiative under the grant is developing financial materials that can help students in both short- and long-term ways, the school noted.
“One thing that came through in the student focus groups was a desire for students to better understand their financial options, and what resources they can access, to support their decision-making,” Croyle said. “The Office of Financial Aid is developing financial literacy materials to address some of the uncertainties many students face.”
In addition, the university will develop a program with student financial-literacy mentors, similar to the mathematics tutoring model, sometimes paired with first-year classes to ensure it reaches students “early in their experiences.”
The grant also supports specific groups of faculty working with the SUNY Oswego’s Center for Excellence in Learning and Teaching to redesign courses and develop more inclusive lessons and processes that will “enhance a sense of student belonging and course completion,” the university said.
SUNY Oswego’s participation in an Equity Success Student Intensive study sponsored by AASCU — the American Association of State Colleges and Universities — is described as the “foundation for the grant project.”
That project explored data and created conversations dedicated to addressing equity gaps, often focusing on challenges to underrepresented, first-generation and financially challenged students, SUNY Oswego explained.
“For that project, we examined data, hosted student focus groups, talked to our faculty and staff, and studied what other institutions do,” Croyle said.
Furlong noted that this initiative found that the biggest challenges included financial literacy and capacity, “enhancing a sense of belonging,” and improving credit completion.
“We were beginning to think about what to do in these spaces when the [U.S.] Department of Education put out a call on these grants,” Furlong said. “It was great timing, as we were able to gather our data and ideas to develop a successful proposal.”
“We made an intensive and purposeful effort to understand student experiences and the barriers they faced, and that is what went into the proposal,” Croyle said.
The grant is intended to create permanent institutional change beyond its five-year cycle.
“Receiving the grant allowed us to be more ambitious in what we can accomplish and allowed us to ramp up our efforts right away,” said Furlong.
Over $180M in federal money slated for neighborhoods near I-81 viaduct
SYRACUSE — More than $180 million in federal funding will target work in the neighborhoods surrounding the elevated portion of Interstate 81 (I-81). The U.S. Department of Transportation (USDOT) has awarded the I-81 viaduct-replacement project the funding, which targets neighborhoods like the new 15th ward and Syracuse’s north side. After the I-81 viaduct comes down,
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SYRACUSE — More than $180 million in federal funding will target work in the neighborhoods surrounding the elevated portion of Interstate 81 (I-81).
The U.S. Department of Transportation (USDOT) has awarded the I-81 viaduct-replacement project the funding, which targets neighborhoods like the new 15th ward and Syracuse’s north side.
After the I-81 viaduct comes down, these parts of the city will have “modern safe complete streets, new and improved parks, greenery, and community infrastructure to have a brighter, more interconnected and dynamic future for the next generation of Syracuse residents,” the office of U.S. Senate Majority Leader Charles Schumer (D–N.Y.) contends.
The funding comes from USDOT’s Neighborhood Access and Equity program, both Schumer and U.S. Senator Kirsten Gillibrand (D–N.Y.) announced on March 11.
Schumer created the program in the Inflation Reduction Act (IRA), based on the work he and Gillibrand did creating the Reconnecting Communities program in the Infrastructure Investment & Jobs Law, his office noted.
The award makes the New York State Department of Transportation (NYSDOT) and City of Syracuse project — dubbed I-81 Connecting Syracuse — “among the first in the nation” to tap the program.
“This [more than] $180 million is about laying the foundation for the next generation in Syracuse. It will create new modern tree-lined streets, add new parks for our families, bike paths, and new opportunity,” Schumer said in the news release. “When I negotiated the Inflation Reduction Act, I knew we needed to increase funding to the critical reconnecting communities’ initiatives, so places like Syracuse could access the robust funding needed to turn the dreams of I-81’s transformation into a reality. Today’s major award will help make Syracuse a national model for the future of reconnecting communities across America.”
This $180 million in federal money will provide about $150 million to NYSDOT and $30 million to the City of Syracuse to pay for elements of the community grid, specifically to “help connect and enhance quality of life for disadvantaged communities in Syracuse to ensure this once-in-a-generation project will help transform and reconnect the communities divided by I-81,” Schumer’s office said.
More specifically, NYSDOT and the City of Syracuse will use this funding to “transform and modernize” transportation infrastructure, enhance parks and greenspaces, and create new community destinations in the neighborhoods closest to and most severely impacted by the I-81 viaduct, it added.
The award will help pay for reconstruction of existing streets like those in the new 15th ward and “other disadvantaged neighborhoods” using complete street designs. They will include “modern features that prioritize safety, comfort, and connectivity” like new lighting, greenery, sidewalks, bike paths, enhanced pedestrian-safety features, and improved storm sewer, and other utilities, per Schumer’s office.
New pedestrian and bicycle paths will allow walkers and bikers to safely move along roads and bridges connecting the northside to Syracuse’s inner harbor.
The funding will also help pay for the effort to enhance the existing parks and greenspaces such as Wilson Park, where the work will include reseeding existing playing fields and adding new basketball courts, a splash pad, bleachers, benches, shade trees, and drinking fountains.
McFarland Johnson names director of technology
BINGHAMTON — McFarland Johnson (MJ) recently created the new position of director of technology and promoted Jason Shevrin to fill it. In this post, he will be responsible for the strategic direction and execution of the company’s future technology requirements. Shevrin is tasked with developing MJ’s sustainable strategic plan, identifying the firm’s operational and special
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BINGHAMTON — McFarland Johnson (MJ) recently created the new position of director of technology and promoted Jason Shevrin to fill it.
In this post, he will be responsible for the strategic direction and execution of the company’s future technology requirements. Shevrin is tasked with developing MJ’s sustainable strategic plan, identifying the firm’s operational and special system’s requirements, and overseeing and collaborating with MJ’s divisions and departments to implement these technologies.
As McFarland Johnson continues to pursue national expansion and generate above-industry growth, this heightened focus on the firm’s infrastructure and implementation of more efficient systems positions the company to best serve its clients, according to an MJ news release.
Shevrin will also continue to lead McFarland Johnson’s technology solutions division, InfraSolutions. He has been leading the firm’s strategic planning, solution roadmaps, and client relations, as well as overseeing a team of software engineers responsible for the development of the firm’s Dynamic Analysis suite of applications that improve client’s data-collection, forecasting, and decision-making processes in this role.
“I’m looking forward to the additional responsibilities, driving the firm’s long-term direction on developing plans for more resilient operational systems,” Shevrin said in the release. “It’s an exciting time for McFarland Johnson, and I’m proud to see the firm investing in the systems and solutions that will make a positive impact on our clients and employee owners.”
Chad Nixon, president at McFarland Johnson, said that elevating Shevrin to director of technology will help the company to provide more efficient systems, improve internal processes, and utilize its resources more efficiently.
McFarland Johnson says it offers planning, engineering, environmental, technology, and construction services of innovative aviation, transportation, civil/facilities, and environmental projects.
Syracuse University’s new housing strategy takes shape
Plan includes two new residence halls, demolishing two existing dorms SYRACUSE — A “modern, new” residence hall will replace the current Marion Hall, Kimmel Hall, and Kimmel dining center on the Syracuse University campus after the existing buildings are demolished. The university also has plans to build a new residence hall at 700 Ostrom Ave.
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SYRACUSE — A “modern, new” residence hall will replace the current Marion Hall, Kimmel Hall, and Kimmel dining center on the Syracuse University campus after the existing buildings are demolished.
The university also has plans to build a new residence hall at 700 Ostrom Ave.
Those elements are part of the first phase of the new strategic housing plan that Syracuse University Chancellor Kent Syverud announced Feb. 26 on the university’s news website.
The announcement follows the completion of a three-year housing review, which found that undergraduate students wanted more options for living in university housing on North Campus that provides “seamless access to various campus facilities and amenities.”
The strategy follows approval from the Syracuse University board of trustees.
As part of the new strategy, the university plans to build a new residence hall at 700 Ostrom Ave., adjacent to Thornden Park. The new facility will house at least 450 students.
The architect has been selected, and the student-experience team will host several meetings this spring for student input. Syracuse University’s goal is to begin construction this year.
In addition, Syracuse University also plans to demolish Marion Hall and Kimmel Hall and dining center on the corner of Comstock and Waverly Avenues to make way for a “modern, new” residence hall.
The university is currently working through a timeline for the design and construction of this new facility.
As Syracuse explained it, the strategy was informed by an experience Syverud had when he first arrived at the university. He lived among first-year students in Brewster, Boland, and Brockway Halls “with the goal of understanding how students were experiencing campus and what the University could do to make it better.”
“Over the years, we’ve made renovations to residence hall bathrooms, and expanded and improved community spaces,” Syverud said in the news release. “But many of the residence halls on campus have remained largely the same for too long. Today’s students have dramatically different wants and needs for student housing. This ambitious plan will provide our students with the living environments they expect that will allow them to succeed and thrive.”
The group charged with development of the new strategy was co-led by Allen Groves, senior VP and chief student experience officer; Brett Padgett, senior VP and CFO; and a group of university trustees. Together with other campus leaders —including John Papazoglou, senior VP and COO and Pete Sala, VP and chief facilities officer, among others — the group analyzed what students expect in housing stock; the existing facilities of peer institutions; and what Syracuse needs to “meet expectations of our future students.”
These two new facilities will be the first new residence halls since Ernie Davis Hall opened 15 years ago, Padgett noted.
“Modern, comfortable housing is important for achieving our enrollment and retention goals, and it is key to the success of our students — both inside and outside the classroom,” Padgett added. “This multi-year strategy is innovative, and achievable, and will benefit Syracuse University long into the future.”
The housing strategy builds on the recent announcement that new housing will be made available at the Sheraton Syracuse University Hotel & Conference Center and at 727 South Crouse Ave. — the apartment complex formerly known as the Marshall, Syracuse University said.
LEAD Council awards $20K in impact grants to North Country nonprofits
WATERTOWN — A mental-health awareness campaign, improved access to swimming lessons, and nutritious foods for a teen culinary program are but three of 11 initiatives that will receive a share of $20,000 in grant funding from the LEAD Council of the Northern New York (NNY) Community Foundation. A recent series of LEAD Impact Grant Program
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WATERTOWN — A mental-health awareness campaign, improved access to swimming lessons, and nutritious foods for a teen culinary program are but three of 11 initiatives that will receive a share of $20,000 in grant funding from the LEAD Council of the Northern New York (NNY) Community Foundation.
A recent series of LEAD Impact Grant Program awards will support 11 tri-county (Jefferson, Lewis, and St. Lawrence county) nonprofit organizations, the foundation announced in mid-February. They were chosen from among nearly three-dozen applications for funding, Council members say they sought to address current community needs while supporting a wide breadth of organizations whose work improves the quality of life in Northern New York.
The following tri-county nonprofit organizations were awarded LEAD Impact Grant Program funding:
Adams Free Library — $3,000 to help introduce a “Mental Health Matters” program that will engage adults, children, and families in mental-health awareness and build strategies for a supportive community.
Northern TRIBS Swimming, Massena — $2,700 to improve access to its Learn to Swim programs for second graders across St. Lawrence County. Grant funding will enable month-long lessons to second graders with financial need in seven different St. Lawrence County communities.
Children’s Home of Jefferson County — $2,500 to help purchase healthy and nutritious foods for a culinary program at its SoZo Teen Center in Watertown. At least 20 teens help prepare a meal for the center five nights a week. The activity forges the strongest bonds between peers and builds confidence in the teens preparing the meals, while educating teens about essential life skills, the NNY Community Foundation said.
Thousand Islands Arts Center, Clayton — $2,500 to expand its after-school arts and summer youth programs. The after-school program operates eight weeks in the spring and fall, while the summer youth camp runs eight weekly camps for children ages 5 to 10. Funding will help with promotion and material costs.
Arc Jefferson-St. Lawrence Foundation — $2,500 to enhance and expand its therapy equipment and gross motor areas on the outdoor playground at the Bright Beginnings Early Learning Center in Watertown, which includes daycare, early intervention, clinical therapies, and an integrated preschool for children of all abilities. Participants range from 18 months to 5 years old.
Gwen’s Food Pantry, LaFargeville — $2,000 to help bolster its inventory of food and toiletries to help individuals and families during the winter season. In early 2023, the pantry assisted about 40 families; today, that number has doubled. It also supports five-day meal plans for Town of Orleans residents in need.
Frontier Housing Corporation, Dexter — $1,900 to develop effective outreach materials for homeowners that the organization serves through its Owner-Occupied Rehabilitation program. Frontier Housing helps income-eligible homeowners in nine Jefferson County townships — Brownville, Hounsfield, Henderson, Lyme, Adams, Ellisburg, Rodman, Lorraine, and Worth — make homes safe and energy efficient.
Canton Day Care Center — $1,400 to help the center augment its book collection and materials focused on early childhood literacy. New books and play-based materials will help center staff encourage children between the ages of 18 months and 4 years old to develop a love for reading and learning that will enhance their overall development.
Church & Community Program Church of Canton — $500 to help secure locally sourced goods and bolster the local economy and agriculture industry. The organization offers a food pantry, thrift store, senior meals, and more to seven different St. Lawrence County communities. More than 500 people were served in late summer and patrons have steadily increased through the winter.
Encompass Recreation — $500 to support efforts to expand access to one-to-one and smaller group swim lessons for youth with high-support needs, in partnership with the Watertown Family YMCA. The YMCA plans to present five, 8-week swim sessions where five exceptional youth can receive lessons and learn essential water-safety skills.
South Jeff Backpack Program — $500 to acquire essential inventory and support operations as they evaluate their current scale. The organization operates solely on charitable contributions with food secured through the Food Bank of Central New York. Grant funding will help offset a recent decrease in charitable contributions.
The LEAD Council was chartered in 2014 as an advisory committee of the Northern New York Community Foundation empowered to identify and address strategic needs in Jefferson, Lewis, and St. Lawrence counties. The Council is comprised of 12 young professionals who live and work in the tri-county area with an interest in enhancing the quality of life for all in the North Country. LEAD is an acronym that reflects four important guiding principles of the Community Foundation’s work: Leadership, Engagement, Access, and Direction.
VIEWPOINT: Marketing Metrics Gaining in Popularity
The landscape of marketing metrics is constantly evolving. As we gain new ways of harvesting more granular and more-accurate data points, it’s critical for marketers to understand which metrics are gaining in popularity and why. Here is a quick roundup of which traditional automated marketing metrics are still worth keeping an eye on, and which
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The landscape of marketing metrics is constantly evolving. As we gain new ways of harvesting more granular and more-accurate data points, it’s critical for marketers to understand which metrics are gaining in popularity and why.
Here is a quick roundup of which traditional automated marketing metrics are still worth keeping an eye on, and which new metrics are becoming worthy of your attention.
Established key metrics to watch
Social-media metrics: Tracking social-media growth provides insights into the expansion of your online presence and audience reach. Additionally, monitoring engagement rate allows you to gauge the level of interaction and connection with your audience, indicating the effectiveness of your content and campaigns.
Website-traffic metrics: Understanding website traffic is fundamental to assessing the performance of your online platform. Organic traffic — visitors who find your website through unpaid search results — offers insights into the effectiveness of your SEO efforts. Monitoring traffic per channel helps identify which channels are driving the most visitors, enabling targeted optimization strategies. Referral traffic indicates visits from external sources, shedding light on the effectiveness of your partnerships and backlinking strategies.
SEO metrics: Search-engine optimization (SEO) plays a crucial role in enhancing your online visibility and attracting organic traffic. Monitoring keyword ranking allows you to track your website’s position in search-engine results for specific keywords, guiding your optimization efforts. Google’s quality score assesses the relevance and quality of your ads and landing pages, influencing your ad rank and cost-per-click.
User-engagement metrics: User-engagement metrics provide valuable insights into the level of interaction and interest from your audience. Average page views per session indicate the depth of exploration and interest in your website content. Monitoring website traffic overall allows you to track the volume and patterns of visitor interactions, informing content optimization and user-experience enhancements.
Conversion metrics: Ultimately, the success of your marketing efforts lies in converting visitors into customers or leads. Conversion rate measures the percentage of visitors who take a desired action, such as making a purchase or filling out a form, reflecting the effectiveness of your conversion-optimization strategies. Return on ad spend (ROAS) evaluates the profitability of your advertising campaigns by comparing the revenue generated to the amount spent on advertising, guiding budget allocation and campaign-optimization efforts.
Emerging metrics to investigate
Data-driven personalization: Personalized campaigns are crucial for standing out in a competitive market, demonstrating understanding of individual customer needs and preferences. Metrics include the success rate of personalization campaigns and customer response to personalized content.
Voice-search optimization: This is vital to ensure visibility and relevance in an era where voice assistants are increasingly shaping consumer search behavior. Monitoring metrics such as voice-search impressions and conversion rates from voice searches is essential.
Data privacy and compliance: Prioritizing data privacy and compliance is essential for maintaining customer trust and loyalty in an age where data breaches and privacy concerns are prevalent. Metrics to consider include compliance adherence and customer-trust metrics.
Video marketing: We see that video marketing continues to dominate content-consumption trends, offering unparalleled engagement and storytelling opportunities. Tracking metrics like video engagement and conversion from video content is key.
Influencer marketing: As consumer skepticism grows toward traditional advertising, influencer marketing remains a priority for fostering authentic connections and driving purchasing decisions. Look at metrics, such as ROI from influencer campaigns and audience sentiment.
Customer-segmentation effectiveness: Effective customer segmentation is key for delivering personalized experiences that resonate with diverse audience segments, driving engagement and loyalty. Metrics to watch include segmentation accuracy and engagement with personalized content.
Brand-advocacy metrics: Measuring brand advocacy is essential for leveraging the power of word-of-mouth marketing and harnessing the influence of loyal brand advocates. Look at metrics such as advocacy reach and customer-generated content metrics.
Cross-channel attribution models: Implementing cross-channel attribution models is important for accurately measuring campaign effectiveness and optimizing resource allocation amid the expanding number of marketing channels. Evolution in attribution models necessitates tracking metrics like multi-channel attribution success and customer-touchpoint influence.
Relatively recent developments, such as voice search and data-privacy regulations, and the proliferation of influencer marketing and video marketing, have given rise to their own host of useful metrics. Not all of these metrics will be relevant to your marketing success, but ignoring those that are could be depriving your business of actionable feedback.
At the same time, don’t ignore the social media, SEO, user engagement, and conversion metrics that have proven successful in the past. A successful marketing campaign will often still rely on these numbers to determine how best to activate new customers and retain your existing audience. How you adapt, adopt, and integrate the old and the new will be critical to any successful digital-marketing strategy.
JoAnne Gritter is the chief operations officer at ddm marketing + communications, a B2B digital-marketing agency for highly complex and highly regulated industries. She is responsible for overseeing and facilitating collaboration between all major functional areas at ddm, including finance, human resources, IT, operations, sales, and marketing.
Great Northern Mall property to get more than $1B redevelopment
CLAY — What’s described as a “more than a $1 billion investment” will bring new housing, medical facilities, professional offices, a Clay Community Center, hotels and retail, dining, and entertainment options to the Great Northern Mall property in the town of Clay. The Hart Lyman Companies and Conifer Realty, LLC on March 14 revealed the
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CLAY — What’s described as a “more than a $1 billion investment” will bring new housing, medical facilities, professional offices, a Clay Community Center, hotels and retail, dining, and entertainment options to the Great Northern Mall property in the town of Clay.
The Hart Lyman Companies and Conifer Realty, LLC on March 14 revealed the next step in their plans to “radically redevelop, rename, and redefine” the former mall.
The firms say they have submitted a site application to the Town of Clay, following consultation with town and county leaders.
Hart Lyman Companies is headquartered at 500 Plum St. in Syracuse’s Franklin Square area, while Conifer Realty is based in Rochester.
The planned development of the 215-acre property will include a walkable town center, entertainment district, health and wellness campus, and a residential community — all located just a few miles from the planned Micron Technology Inc. (NASDAQ: MU) campus in Clay.
The project plans at the former Great Northern Mall include more than 600,000 square feet of retail, community, grocery, restaurant, and entertainment space; over 790,000 square feet of medical and office space; more than 750 hotel rooms; and several mixed-use clusters, each featuring 300 to 500 new housing units with “options for all members of the community who wish to call Clay home.”
The new Town of Clay Community Center will be a public venue where residents can go to socialize, participate in recreational or educational activities, and seek support services.
Hart Lyman and Conifer Realty contend “it will provide residents throughout the Syracuse MSA (metropolitan statistical area) with a recruitment tool for area businesses to address our area’s housing shortage and accommodate expected growth from the [Micron] project.”
Construction is set to begin in the fourth quarter of this year, depending on finalizing permitting and approvals.
“This project is transformative for the Town of Clay and our region,” Guy Hart, Jr., managing partner of the Hart Lyman Companies, said in the announcement. “Our goal is to reverse decades of sprawl and segregation between housing and lifestyle amenities that isolate people from each other, stifle a sense of community and building relationships between neighbors. It will enable our community to redevelop a blighted mall into a truly unique and dynamic environment. Over the many months since we acquired the property, we brought on a best-in-class team of professionals to design an ambitious project. This site doesn’t just provide housing, it provides better housing and a recruitment tool for healthcare institutions, businesses that locate here and anyone who points to the inspiration it evokes. By providing housing, a new Town of Clay Community Center, medical facilities, and hotels, we will establish a premier site for Central New York that will accommodate future growth and create a unique living environment.”
Sam Leone, president of Conifer Realty, called it a “significant milestone” in the effort to “transform” Great Northern Mall.
“With our partners at Hart Lyman, and in collaboration with local leaders and stakeholders, we are on an exciting journey to revitalize this space into a vibrant community hub that will help to breathe new life into our region,” Leone said. “This project is not merely about revitalizing a mall; it’s about providing much needed high-quality, housing supply and choices and laying the foundation for a thriving community that meets the evolving needs of our area and fosters growth and prosperity for years to come.”
“The redevelopment of the former Great Northern Mall is a priority for the Town and this ambitious plan by Hart Lyman and Conifer will improve the quality of life for all the residents of Clay,” Town of Clay Supervisor Damian Ulatowski said in the announcement. “With space for a Clay Community Center, housing, entertainment, and healthcare facilities, it will provide our residents with options they have never had before.”
The redevelopment plan is inspired by the vision of Onondaga County Executive Ryan McMahon for a county interspersed with vibrant “town centers” and articulated by Onondaga County’s comprehensive plan, the firms said.
“We have always known the former Great Northern Mall site offered incredible potential to become a premier, center driven development. Thanks to the vision and partnership from Hart Lyman Companies and Conifer, that potential will soon be realized.” McMahon said. “This redevelopment will establish a dynamic, engaging environment that will add much needed housing units as well as retail, office, grocery, restaurant and entertainment space. This transformational project is an important part of our efforts to ensure we maximize the opportunity in front of us and look forward to more exciting announcements in the future.”
Welcome to the 2024 edition of The Central New York Business Journal’s Manufacturing Directory. The directory is an alphabetical listing of manufacturers throughout the 16-county Central New York region. The organizations included are of all sizes and represent a wide range of manufactured goods. The listings contained in the directory provide data on number of
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Welcome to the 2024 edition of The Central New York Business Journal’s Manufacturing Directory.
The directory is an alphabetical listing of manufacturers throughout the 16-county Central New York region. The organizations included are of all sizes and represent a wide range of manufactured goods.
The listings contained in the directory provide data on number of employees, products manufactured locally, markets served, certifications, key management, and revenue figures (if available).
— Vance Marriner (vmarriner@cnybj.com)
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