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NYPA launches energy-efficiency collaborative
The New York Power Authority (NYPA) on Thursday announced the formation of the energy-efficiency innovation collaborative (EE-INC), which seeks to improve energy efficiency in New York state buildings and spur economic growth in emerging technologies. EE-INC is a public-private partnership of energy industry leaders that NYPA is spearheading. The EE-INC is also announcing a request […]
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The New York Power Authority (NYPA) on Thursday announced the formation of the energy-efficiency innovation collaborative (EE-INC), which seeks to improve energy efficiency in New York state buildings and spur economic growth in emerging technologies.
EE-INC is a public-private partnership of energy industry leaders that NYPA is spearheading.
The EE-INC is also announcing a request for information (RFI), through which it is seeking commercial, but not yet widely deployed, energy-efficiency technologies that it can consider for use in projects targeting the state’s public buildings, NYPA said.
The EE-INC includes NYPA, the New York State Energy Research and Development Authority, and Empire State Development, which is New York’s primary economic-development agency.
Other members of the collaborative include the Syracuse Center of Excellence in Environmental and Energy Systems (SyracuseCoE); the Ashburn, Va.–based Institute for Building Technology and Safety, and the Palo Alto, Calif.–based Electric Power Research Institute.
The SyracuseCoE team includes Syracuse University, SUNY College of Environmental Science and Forestry, Taitem Engineering of Ithaca, and CDH Energy Corp. of Cazenovia, NYPA said.
Additional partners include CenterState CEO, MEG Control Products of DeRuyter, CHC Construction of DeWitt, Binghamton University, and Stony Brook University, the Power Authority said.
The goal is to generate growth in the “most promising energy-saving innovations,” with a focus on those that match the energy needs of public buildings, Gil Quiniones, president and CEO of NYPA, said in the news release.
“Encouraging highly promising and expanding energy-efficiency companies will also offer increased economic-development benefits for New York state. In short, it means jobs,” Quiniones said.
NYPA has plans to finance more than $800 million in energy-efficiency projects over the next several years in support of Gov. Andrew Cuomo’s Build Smart NY initiative.
The initiative’s goal is to improve the energy efficiency of state-government facilities by 20 percent by 2020, NYPA said.
The Power Authority aims to incorporate energy-saving technologies into the projects that it is undertaking at schools, colleges and universities, offices, health-care facilities, and other public buildings throughout the state.
The RFI process is currently open-ended, NYPA said, but it will have periodic cut-off dates to allow for review of the submitted information.
The first cut-off is scheduled for March 25, the Power Authority added.
Contact Reinhardt at ereinhardt@cnybj.com
UUP calls on state to restore funding for SUNY teaching hospitals, including Upstate Medical
New York should restore funding to its three teaching hospitals in Syracuse, Brooklyn, and Long Island, the union for State University of New York (SUNY) employees says. The state should also resume paying more of the cost of operating its public higher-education system instead of asking students to pay through tuition increases, contends Frederick Kowal,
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New York should restore funding to its three teaching hospitals in Syracuse, Brooklyn, and Long Island, the union for State University of New York (SUNY) employees says.
The state should also resume paying more of the cost of operating its public higher-education system instead of asking students to pay through tuition increases, contends Frederick Kowal, president of United University Professions (UUP), the union that represents SUNY academic and professional faculty.
His remarks were part of testimony Thursday at a legislative hearing in Albany on the proposed state budget.
UUP provided details of his testimony in a news release.
The UUP president asked lawmakers to increase the state subsidy for SUNY teaching hospitals from the proposed $69 million to its former level of $128 million, and to provide an additional $35 million for Upstate Medical University and $99 million for Downstate Medical Center and to maintain them as full-service public institutions, the union said in the news release.
“I find it alarming, and frankly, amazing, that the state, within the last month alone, has managed to find more than $43 million in state funds to support private hospitals. Yet, the state has not mentioned, nor provided for, the needs of SUNY’s teaching hospitals or the communities they serve. It is a shame that state dollars are being sent to private hospitals, when SUNY’s public hospitals are in such dire need of that funding,” Kowal said in his testimony.
Kowal also urged legislators to create the New York State Public Higher Education Full-Time Faculty and Professional Staff Endowment, according to the UUP news release.
“This endowment would rebuild SUNY and CUNY academic departments depleted by chronic underfunding. Endowment funds would also be designated to increase full-time faculty, professional, and support staff lines, and to move contingent and adjunct faculty into permanent positions,” Kowal said. “Considering that state funding to SUNY is down by nearly 40 percent since 2008, while enrollments have increased, the times demand that we be proactive and not reactive. This endowment accomplishes that, and much more.”
Contact Reinhardt at ereinhardt@cnybj.com
Giotto builds his 10th business, Oriskany Arms
ORISKANY — The Greeks called it “sunergia.” Today, we call the word “synergy,” meaning “cooperation” or “working together.” In business, it generally relates to the cooperative interaction of acquired subsidiaries or merged entities. For Frank Giotto, it’s the driving force behind his business enterprises. Not content to manage nine corporations, he incorporated his 10th last
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ORISKANY — The Greeks called it “sunergia.” Today, we call the word “synergy,” meaning “cooperation” or “working together.” In business, it generally relates to the cooperative interaction of acquired subsidiaries or merged entities. For Frank Giotto, it’s the driving force behind his business enterprises. Not content to manage nine corporations, he incorporated his 10th last May.
The new corporation, called Oriskany Arms, Inc., is a boutique firearms company. Located in Giotto’s Fiber Optic Research Park in the town of Oriskany, Giotto’s latest creation is currently restricted to producing non-functional prototypes of its version of the popular Colt 1911 pistol. “We are just waiting for a dealer’s license from New York State,” says Giotto, the irrepressible entrepreneur and sole stockholder. He says the license “should be received in February or March. That means production can begin in April.”
Giotto is utilizing a 5,000-square-foot building, of which his pistol assembly and testing requires 1,500 square feet. The gun components are manufactured by another Giotto enterprise, called Fermer Precision, Inc., which has manufactured gun parts since its founding in 1947 and was granted a federal firearms license in 1997. Giotto bought Fermer in July 2011. “They [Fermer] have the experience and capacity to produce the Colt 1911 parts, and Oriskany [Arms] can assemble them using our existing facility and supervisory experience,” notes Giotto. “That’s what I mean by synergy.”
Oriskany Arms projects manufacturing between 1,000 and 5,000 units in the first year, depending upon demand. “Oriskany will need four to five new employees initially, and Fermer will have to add another three to four,” says James Rabbia, president of Oriskany Arms and the vice president of operations at Giotto’s Fiber Instrument Sales, Inc. Rabbia previously worked at Remington Arms in Ilion, where he was a manufacturing engineer and quality manager before assuming the role of plant manager. Rabbia, who holds a mechanical-engineering degree from Syracuse University and an MBA from the Lally School of Management & Technology at Rensselaer Poytechnic Institute, joined Giotto Enterprises in 2010. Born in Utica, he and his wife have six children.
Oriskany Arms at first will aim to attract consumers, rather than police forces.
“We are initially targeting recreational users, especially gun collectors and target shooters, and additionally, those concerned about home security. At a later date, we may shift our focus to security forces, such as police departments.”
Even though the company is only producing prototypes, it has already begun to market the guns.
Oriskany Arms showed off its wares at the Shot Show, held Jan. 14-17 at the Sands Expo and Convention Center in Las Vegas. The company went to Vegas “to get our name out to the [professional] community and line up three to five good-sized distributors. Oriskany [had] a booth at what is the largest trade show of its kind in the world. The Shot Show features 1,600 exhibitors and draws more than 60,000 industry professionals [from all 50 states and 100 countries] involved with shooting sports, hunting, and law enforcement,” Giotto says.
“Oriskany Arms has also retained reps in Phoenix, [Arizona] and Tennessee to reach out to the larger dealers,” Rabbia adds, “and we are planning to exhibit at regional shows in 2014, in addition to the national show. We are also relying on the company website (www.oriskanyarms.com) to alert both distributors and dealers, as well as the general public. For now, our focus is strictly on the domestic market.” To aid the company’s marketing effort, Rabbia and Giotto are working with Rick Uselton, a manufacturer of custom pistols in Franklin Tenn. under the company name Uselton Arms, Inc. Uselton, who claims that a majority of Colt 1911 purchasers immediately replace factory parts with aftermarket parts, is consulting with Oriskany Arms on its marketing and production.
Fermer Precision started as a tool-and-die shop after World War II. Giotto bought the company to provide his group of companies a computer-numerical-control (CNC) production facility capable of producing metal-working and related solutions. The 65,000-square-foot plant is located in Ilion. The president is Stewart Bunce, who has worked at Fermer for more than three decades. At the time of Giotto’s purchase, Fermer employed 40. Today, it employs 70, working two shifts. In 2012, the company acquired 16 additional machining centers and is now one of the largest CNC machining facilities in Upstate, capable of machining ferrous and non-ferrous materials. Fermer’s customers include the Carrier Corp., Goulds Pumps, Magna Powertrain Systems, G.W. Lisk Co., and Remington Arms.
Classic gun
“The Colt 1911 is a classic and still very popular,” says Giotto. “Even though there are a number of manufacturers like Colt, Ruger, and Remington and the market seems to be saturated, our model fits a niche which is above entry-level and offers a good price-value. While Colt 1911s sell for between $400 for entry models and $5,000 for custom models, our pistol is priced in the $700 to $750 [retail] range. The gun offers a custom feel at a production price. Also, the gun is 100 percent American–made, and ammo is reasonably priced. That’s why we chose the Colt 1911 as our first product, and chose this time to start production: We have the greatest gun salesman in history — President Obama.”
The popularity of the Colt pistol can be traced to its inventor, John Browning, who developed the weapon as a substitute for the revolver. The 1911 was the standard of modern semi-automatic pistols, which rely on bullet-energy to reload rounds housed in a clip. The U.S. Army tested the weapon in 1910 by firing 6,000 rounds from a single weapon over a two-day period. When the barrel became too hot, the gun was immersed in water to cool it. There were no malfunctions.
The Army adopted the weapon in 1911 as its standard sidearm. While the military services officially replaced the model in 1985, many special-forces and police units still rely on it as standard issue.
“I chose the company name Oriskany Arms because of the epic battle fought here during the Revolutionary War,” says Giotto. “ ‘Oriskany’ is a name in history that’s synonymous with pride, tradition, and honor.” Giotto is referring to the battle fought on Aug. 6, 1777, when the local militia attempted to relieve the besieged Ft. Schuyler (Stanwix), which had been built by the British to protect a critical, water portage against invasion by the French. Ambushed by the British and Indian defenders, the militia sustained losses exceeding half their force. Nevertheless, the militia’s sustained effort broke the spirit of the attackers who subsequently deserted the fort and retreated to Canada.
Giotto Enterprises is comprised of the following companies: Fiber Instrument Sales, Inc.; The Light Connection; Fermer Precision, Inc.; FIS Blue, in which his Giotto’s daughter holds a majority interest; Molding Solutions, Inc.; Force Guided Relays; Energy Efficient Products, Inc.; Max L. Cowen Student Stores; The Mohawk Valley Jet Service, in which he is a 50/50 partner; and Oriskany Arms. Except where noted, Giotto is the sole stockholder in all of his companies.
Giotto Enterprises currently employs 362 and generates $75 million in annual revenue. Fiber Instruments, the largest company among his enterprises, exports to 11,000 customers in 110 countries. Giotto Enterprises includes 250,000 square feet of manufacturing and warehousing space, plus a 15,000 square-foot training center that is used to train 1,000 people annually in fiber optics.
Giotto was born in Oneonta and grew up in Utica. As a youngster, he developed and sold individual pizzas before they were popular, ran a taco stand, and invented a coffee maker that could brew single cups. Driven to create new companies, the newest addition not only leverages the synergy of his operation but also diversifies the customer base of Fermer.
It’s only a matter of time before Giotto launches his 11th company.
Contact Poltenson at npoltenson@tmvbj.com
Centers at St. Camillus prepares for improvement project
GEDDES — The Centers at St. Camillus, a nonprofit health-care facility in the town of Geddes, is preparing for an improvement project meant to relocate and improve its resident-gathering space. The project, which the facility hopes to complete before the end of the year, should begin in early March, says Christine M. Kearney, vice president
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GEDDES — The Centers at St. Camillus, a nonprofit health-care facility in the town of Geddes, is preparing for an improvement project meant to relocate and improve its resident-gathering space.
The project, which the facility hopes to complete before the end of the year, should begin in early March, says Christine M. Kearney, vice president for rehabilitation and community-based services at the Centers at St. Camillus.
The Centers’ desire to expand its community-based services prompted the project, which will cost about $160,000, she says.
“So we opened the social-day program in order to provide another array of services to people who are living at home but are in need of oversight and supervision during the day,” Kearney says.
Community-based services are for people who may have incurred some type of disability and may need additional support to continue living at home, she explains.
The project’s first phase involves the relocation of the organization’s resident-gathering space. The Centers at St. Camillus will use a $23,000 grant to cover the cost of the first phase.
The organization on Jan. 7 announced that the John M. & Mary L. Gallinger and John F. Marsellus Funds awarded the funding. The Central New York Community Foundation, Inc. recently notified the Centers at St. Camillus about this grant funding.
The first phase involves taking an area that the facility’s pharmacy is vacating, along with a storage area, and creating a new resident-gathering room, Kearney says.
The new location for the facility’s resident-gathering room is in a more central location compared to the some of the long-term care units, according to Kearney. It’s also close to the dining room and located near the elevators that go up to the second and third floors.
The updated room “will be a little bit larger space; will be closer to the front door so when family members come in and want to have a family gathering, it’ll be convenient for families as well,” Kearney says.
CBD Construction, LLC of Syracuse is handling the construction work, she adds.
Once the work on the new resident-gathering space is complete, the project’s second phase involves moving a beauty salon that is located near the facility’s sub-acute rehabilitation unit closer to the end of one of the long-term care units.
“The third phase [will involve] taking the vacated, existing resident-gathering room, the vacated existing beauty salon and merging that space with two smaller therapy gyms that are all within this one block right alongside our sub-acute rehab unit,” Kearney says.
To finance the total cost of more than $160,000, the Centers contributed more than $66,500 for the architectural design and development, along with environmental services, she says.
Besides the $23,000 in grant funding the Centers will use for the first phase, it also needs to raise more than $70,000 cover the remaining costs, which total more than $93,000.
The Centers at St. Camillus needs nearly $37,000 to relocate the beauty salon, which is part of the second phase.
The organization is among the 13 groups that will benefit from the charity preview event for the Syracuse Auto Dealers Association annual Auto Expo. The charity preview is set for Feb. 12. The Centers at St. Camillus will use that funding toward the second phase, Kearney says.
Beyond that funding, the organization also plans to seek additional grants, contributions, and conduct additional fundraising to meet the goal, she says.
Founded in 1969, the Centers at St. Camillus is located at 813 Fay Rd. It offers inpatient and outpatient services including subacute and brain injury rehabilitation programs; continuing care (nursing home); outpatient rehabilitation, home health care; medical transport and a variety of other support services.
Aileen Balitz is president and CEO of St. Camillus.
Contact Reinhardt at ereinhardt@cnybj.com
Oneida Financial profit slips in fourth quarter
ONEIDA — Oneida Financial Corp. (NASDAQ: ONFC), parent company of Oneida Savings Bank, recently reported that its net income fell to $1.6 million, or 23 cents a share, in the fourth quarter from nearly $1.8 million, or 26 cents, in the year-ago period. The banking company attributed the profit decline to an increase in non-interest
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ONEIDA — Oneida Financial Corp. (NASDAQ: ONFC), parent company of Oneida Savings Bank, recently reported that its net income fell to $1.6 million, or 23 cents a share, in the fourth quarter from nearly $1.8 million, or 26 cents, in the year-ago period.
The banking company attributed the profit decline to an increase in non-interest expense, a decrease in net investment gains, and a higher income-tax provision. Thos factors were partially offset by an increase in net interest income, a rise in non-interest income, and an increase in the fair value of equity investments.
Oneida Financial produced net income of almost $6.1 million, or 87 cents per share, for the full 2013 year, up from nearly $5.8 million, or 84 cents, in 2012.
The banking company reported total deposits of $637.3 million as of Dec. 31, up by $69 million, or 12 percent, from a year ago. Oneida Financial generated an increase of $29.4 million in retail deposits and a rise of $39.6 million in municipal deposits over the past year. The company said it invested the increase in deposits into securities and loans receivable.
Oneida Financial reported net loans receivable of $335.7 million as of Dec. 31, up nearly 8 percent from a year earlier, as the company boosted its loan-origination efforts.
Key Q4 operating items
Oneida Financial generated net interest income of $5.1 million in the fourth quarter, up from $4.9 million in the year-ago period. It posted a net interest margin of 3.14 percent in the latest quarter, down from 3.36 percent in the fourth quarter of 2012.
Non-interest income totaled $7.6 million for the fourth quarter of 2013, up from $7.1 million in the year-ago period. The increase was led by a rise in revenue at Oneida Financial’s insurance and other non-banking operations, the company said in its earnings report.
“Our insurance and financial services subsidiaries continue to post impressive results with revenue growth of 12.4 percent,” Michael R. Kallet, president and CEO of Oneida Financial, said in the report.
In addition to Oneida Savings Bank, Oneida Financial’s wholly owned subsidiaries include State Bank of Chittenango, a state chartered limited-purpose commercial bank; Bailey Haskell & LaLonde Agency, an insurance and risk management company; Benefit Consulting Group, an employee-benefits consulting and retirement-plan administration firm; Workplace Health Solutions, a risk-management company specializing in workplace-injury claims management; and Oneida Wealth Management, an investment-services firm. Oneida Savings Bank was established in 1866 and operates 11 branch offices in Madison and Oneida counties.
Contact Rombel at arombel@cnybj.com
New leadership, products mark start of 2014 at Otis Technology
LYONS FALLS — Otis Technology, a Lewis County–based manufacturer of gun-cleaning kits, has started 2014 with a new CEO and several new products that it says help promise growth. On Jan. 1, Leonard Puzzuoli stepped into the role as CEO, replacing company founder Doreen Garrett as part of a plan crafted five years ago to
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LYONS FALLS — Otis Technology, a Lewis County–based manufacturer of gun-cleaning kits, has started 2014 with a new CEO and several new products that it says help promise growth.
On Jan. 1, Leonard Puzzuoli stepped into the role as CEO, replacing company founder Doreen Garrett as part of a plan crafted five years ago to put a new person in place to handle the day-to-day operations
The move, says Garrett, frees her to move into a role on the company’s advisory board, where she can put her nearly three decades of experience to use guiding Otis Technology without being bogged down with the day-to-day tasks of a CEO. “I feel like it’s the best of both worlds,” Garrett says.
It’s a healthy move for the business, says Puzzuoli, who served as CFO at Otis Technology (www.otistec.com) since 2009. The advisory board, which has nearly a century of combined experience, works hand-in-hand with the management staff. “That’s a winning combination,” he quips.
Garrett founded the company in 1985 on her parents’ kitchen table and says she is so proud of the worldwide brand the company has developed. In particular, she is proud that Otis Technology was able to stay and grow in upstate New York. Opening the company’s 25,000-square-foot research and development center in Phoenix in 2010 is one of many highlights from her tenure as CEO.
“We’re very automated, and that allows us to use people where we need people,” Garrett says. The company operates a 43,000-square-foot manufacturing facility in Lyons Falls that is completely automated and uses a robotic delivery system. Otis employs about 120 people.
Otis customers include the U.S. armed forces, foreign military, the FBI and CIA, U.S. Border Patrol, the U.S. Postal Service, and a number of retail establishments that serve the commercial sector. Those retailers include Gander Mountain, Dick’s Sporting Goods, Cabela’s, and Walmart.
Puzzuoli declined to share the company’s revenue figures, but says commercial revenue, in particular, is up considerably. “We expect growth this year in all our segments,” he says.
Helping drive that growth are several new products the company introduced at the SHOT Show held Jan. 14-17 in Las Vegas.
The company’s Ripcord one-pass cleaning tool launched in August 2013, but was just officially introduced at the SHOT Show and is really taking off, Garrett says. “We’ve been making lots of Ripcords,” she notes. The Ripcord features a nylon flexible rod with a Nomex fiber coating that provides heat resistance, making it a popular choice for defense customers who can’t always wait for a weapon to cool before cleaning it, she says. The tool is also a popular choice on the commercial side with those who shoot at firing ranges.
The company’s other major new product for this year is the B.O.N.E. Tool that tackles the difficult-to-clean bolt face.
“We have so many different new products in our pipeline,” Garrett says. “There’s no lack of innovation here.”
Puzzuoli says his task as CEO is to now work to develop new channels and new markets for those products. At the same time, he says, the company needs to continue to work on developing new products that meet the need of its varied customer base.
Another goal, he says, is to continue to develop the company’s workforce (Otis employs about 120 people). “They are our most important asset,” he says.
Puzzuoli will work closely with Garrett over the next year as she continues to play an active role at the office. “It’s a recipe for success,” he says, “And we’re going to continue that.”
Garrett expects to retire from full-time work next January in conjunction with her 30th anniversary at the business. At that time, she plans to devote a bit more time to her charitable endeavors.
Garrett created her first product, the “Whole Kit and Caboodle” field clearing and cleaning kit, after an unexpected fall in the mud during a hunting trip with her father when she was just 16 years old. The company, headquartered at 6987 Laura St. in Lyons Falls, now carries a range of gun cleaning kits and products for the hunting and sporting, military, and law enforcement markets.
The company sponsors twin biathletes Tracy and Lanny Barnes. Lanny Barnes will compete in the Winter Olympics in Sochi, Russia.
Other executive changes
Besides the CEO appointment at the start of 2014, Otis Technology also promoted Harold Philbrick, who now serves as vice president of operations. He previously served as director of operations.
In his role, Philbrick leads the Otis manufacturing, warehousing, quality assurance, and materials teams, the company said.
He’s been with Otis Technology since July 2009.
Additionally, Otis Technology has appointed James Brooker as vice president of engineering, research and development (R&D).
He leads the R&D team in Otis’ Engineering Center of Excellence in the Oswego County village of Phoenix.
Brooker has worked for Otis Technology since September 2009 and formerly served as director of engineering.
Contact The Business Journal at news@cnybj.com
SMC, North Country Family Health Center outline plan to ‘stabilize’ agency
WATERTOWN — Samaritan Medical Center (SMC) and the North Country Family Health Center (NCFHC) last month announced details of a plan the organizations had devised to help “stabilize” the operations at NCFHC. The New York State Department of Health back in October appointed SMC as the temporary operator of NCFHC as the clinic had announced
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WATERTOWN — Samaritan Medical Center (SMC) and the North Country Family Health Center (NCFHC) last month announced details of a plan the organizations had devised to help “stabilize” the operations at NCFHC.
The New York State Department of Health back in October appointed SMC as the temporary operator of NCFHC as the clinic had announced plans to close.
The temporary-operator agreement is a six-month agreement, extending through the end of April, says Krista Kittle, director of marketing and community relations at Samaritan Medical Center.
“But we do expect it to go a month or so past that at this point,” says Kittle.
Based on a work plan that SMC and the health center submitted to the department, the organizations have outlined the “priority” focus areas and changes in processes and structure to help meet the objectives.
Their plan to increase revenue involves outsourcing its billing function and reducing no-show rates at the clinic.
The coding on a bill helps determine the amount of the organization’s reimbursement for a given patient’s treatment, Kittle says.
“So we want to make sure that we optimize and code correctly, so that we get the reimbursement for the correct level of care that was provided,” she adds.
NCFHC is outsourcing its billing to Visualutions, Inc., a Spring, Texas–based health-care-technology company that provides clinical, financial, and information-technology solutions to enterprise organizations such as federally qualified health centers (FQHCs), according to its website.
A patient no show means no reimbursement for the health center, Kittle says.
NCFHC is changing the way it schedules by building time into the schedule for additional visits, depending on what the centers determines as a percentage of no shows.
“It’s almost like overbooking but if you use that historical number based on the people who don’t show, you’ll have plenty of room in your schedule to make up for those no shows by those extra patients who are scheduled,” Kittle says.
In addition, they hope to certify the health center as a Level III patient-centered medical home, up from the current Level II status, and increase provider capacity for seeing patients, Kittle says.
Job cuts, funding
Besides the focus on increased revenue, NCFHC also intends to restructure and consolidate operations to reduce expenses.
It won’t fill seven currently vacant positions and one expected retirement this spring. The plan also includes laying off five employees, three of which occurred in December as part of the billing transition.
The organization also cut two management positions as of Jan. 13, including the adult-clinic manager and the dental clinic manager, according to Kittle.
“Those positions were consolidated into one person who will oversee all of the clinical services, and the title is clinical-services officer,” Kittle says.
The center hired a new person to handle those duties, she added.
The organizations will also pursue loan and grant opportunities to support the plan. The Northern New York Community Foundation awarded $100,000, the New York State Health Foundation awarded more than $32,000.
Another request for $100,000 is also pending.
When asked to provide details about what organization is considering the request, Kittle had to decline.
“Because it’s pending, I’m not a liberty to say,” she says.
That request, along with the funding from the Northern New York Community Foundation and the New York Health Foundation are grants that the NCFHC will use to pay for services such as outsourcing billing with Visualutions.
“It’s being able to fund those without taking funds from the clinic operations,” Kittle says.
The plan also calls for dealing with financial obligations and debt, including the refinancing of the NCFHC mortgage. The health center also repaid two short-term loans to Community Bank and Watertown Trust in November, along with a short-term loan from SMC, Kittle says.
It also intends to address delinquent vendor-payable balances.
They also want to use electronic-medical records and improve data collection to monitor and improve efficiency and productivity.
The plan also calls for reapplying for designation as a federally qualified health center, and the funding that comes with it, as well as opening the Lowville dental / medical site and continuing to serve the homeless.
In addition, the organization intends to collaborate with community leaders to expand the NCFHC board of directors.
Under the plan, SMC expects the NCFHC to end 2014 with a “near break-even budget and positive cash flow” in order to continue operations without interruption in services to patients.
Background
The North Country Family Health Center, formerly known as the North Country Children’s Clinic, had announced its intention to close in early October.
NCFHC had cited financial difficulties as the reason.
“It was really a surprise … to everyone including ourselves and the [New York State] Department of Health,” Kittle says.
At that point, executive director Daniel Wasneechak reached out to Samaritan CEO Thomas Carman to see if SMC could provide help.
The temporary operator agreement resulted following talks between the clinic, SMC, and the state Department of Health.
“We actually stepped in on the 10th of October,” Kittle says, noting the agreement was formalized on Oct. 31.
In that time, Wasneechak resigned, and SMC appointed Joey Marie Horton as interim executive director, who had previous experience with the clinic as part of its school-based clinic program.
“From the beginning, our role was … to find a long-term solution for the clinic’s stability,” Kittle says, noting clinic’s business model wasn’t sufficient to sustain its operations.
SMC brought in its officials with expertise in finance, communication, and other areas of need.
“Our CEO [Carman] was very active in assisting them as well to try to do what we could to keep the doors open temporarily until we could work together to come up with a long-term solution,” she says.
Contact Reinhardt at ereinhardt@cnybj.com
New York Air Brake parent to fund renovation project at Watertown food pantry
WATERTOWN — The parent company of New York Air Brake, LLC (NYAB) in Watertown will pay for a renovation project at the Watertown Urban Mission Food Pantry. NYAB announced the $205,000 project in a news release. The project seeks to improve the pantry’s ability to serve a “growing number” of North Country families in need.
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WATERTOWN — The parent company of New York Air Brake, LLC (NYAB) in Watertown will pay for a renovation project at the Watertown Urban Mission Food Pantry.
NYAB announced the $205,000 project in a news release.
The project seeks to improve the pantry’s ability to serve a “growing number” of North Country families in need.
Knorr-Bremse Global Care, a charity established by NYAB’s parent company, approved the firm’s project proposal.
NYAB, a global manufacturer of train-control systems for the railroad industry and member of the Knorr-Bremse Group, employs 450 workers at its headquarters in Watertown.
The firm generated about $290 million in revenue in 2013 and is projecting $285 million in 2014, according to CNYBJ Research.
Based in Munich, Germany, Knorr-Bremse is a manufacturer of braking systems for rail and commercial vehicles.
Knorr-Bremse established the charity Global Care in 2005 to assist people in need all around the world.
Knorr-Bremse Global Care has implemented 130 aid projects in 42 countries since its founding, helping more than 350,000 people on four continents, according to NYAB.
The Watertown Urban Mission offers lifelines to thousands of area families and individuals when they need it most, Michael Hawthorne, NYAB president, said in the news release.
“As the food pantry continues to serve growing numbers of people facing difficult times, we need to ensure a modern, safe, and efficient facility that is sustainable, comfortable, and provides a welcoming, dignified experience for those seeking help. We’re grateful to Knorr-Bremse Global Care for its leadership,” Hawthorne said.
The renovations will include creation of private-meeting areas for assistance interviews and nutrition-education programs; installation of more efficient heating and cooling systems, including new ductwork; replacement of the electrical systems; drywall and insulation to improve energy efficiency and climate control; and a new loading area with counters and storage for processing donations and food-bank deliveries, according to NYAB.
The upgrades seek to reduce expenses and allow the program to handle growing demand. The pantry will also be able to “more efficiently” keep food at proper temperatures and to better store nonperishable foods “to preserve quality and retain nutrients,” NYAB said.
Knorr-Bremse Global Care expects to complete the renovation project this September.
Contact Reinhardt at ereinhardt@cnybj.com
2014 NORTH COUNTRY PROGRESS REPORTS
The following are progress reports from businesses and nonprofits headquartered in the North Country — highlighting their 2013 accomplishments, 2014 plans, and some key statistics. The progress reports are based on forms the organizations completed and submitted. These North Country reports were also part of the broader Progress Edition, covering our entire 16-county area, published
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The following are progress reports from businesses and nonprofits headquartered in the North Country — highlighting their 2013 accomplishments, 2014 plans, and some key statistics. The progress reports are based on forms the organizations completed and submitted. These North Country reports were also part of the broader Progress Edition, covering our entire 16-county area, published in the Jan. 24 issue of The Central New York Business Journal.
ATLANTIC TESTING LABORATORIES, LIMITED
6431 U.S. Highway 11
Canton, NY 13617
Website: AtlanticTesting.com
Services: Subsurface investigations, water-based investigations, geotechnical engineering, construction materials engineering and testing, special investigation services, pavement engineering, non-destructive testing, and environmental services
Geographic Area Served: Serving the northeastern U.S. from 10 service offices located in Albany, Binghamton, Canton (HQ), Elmira, Plattsburgh, Poughkeepsie, Rochester, Syracuse, Utica, and Watertown.
BERNIER, CARR & ASSOCIATES
327 Mullin St.
Watertown, NY 13601
Website: thebcgroup.com
Services: Architecture, engineering, construction management, and land surveying
Total CNY Employees: 86
Top Executive: Rick W. Tague, president
Geographic Area Served: New York state
2013 Corporate Highlights: Bernier, Carr & Associates opened an office in Ithaca to serve Central and Southern New York state clients.
2014 Corporate Plans/Outlook: Bernier, Carr & Associates will continue to grow in the health-care, government, and higher-education markets.
CREDO COMMUNITY CENTER FOR THE TREATMENT OF ADDICTIONS
595 W. Main St.
Watertown, NY 13601
Website: credocommunitycenter.com
Services: Credo offers a full continuum of residential and outpatient counseling services for the treatment of alcohol and substance abuse addictions.
Total CNY Employees: 103
Top Executive: Jim Scordo, executive director
2013 Annual Revenue: $4.7 million
2014 Projected Revenue: $5.3 million
Geographic Area Served: New York state, with focus on the North Country
2013 Corporate Highlights: Expanded outpatient services into Lewis County
2014 Corporate Plans/Outlook: Looking at the potential to offer mental-health services
DEVELOPMENT AUTHORITY OF THE NORTH COUNTRY
317 Washington St.
Watertown, NY 13601
Website: danc.org
Services: Water/wastewater infrastructure; regional landfill operator; 1,500+ mile open-access telecom network; housing and business-loan programs
Total CNY Employees: 66
Top Executive: James W. Wright
Geographic Area Served: Jefferson, Lewis, and St. Lawrence counties
THE HOPS SPOT
214 Main St.
Sackets Harbor, NY 13685
Website: www.TheHopsSpot.com
Products/Services: A beer bar with a locally sourced pub menu (highlight: Black River Cattle Co. burgers)
Total Employees: 6 employees year-round, 25 seasonal
Top Executives: Ryan Chaif, Cheryl Chaif, Mark Crandall
2013 Annual Revenue: $350,000
2014 Projected Revenue: $450,000
Geographic Area Served: Jefferson County
2013 Corporate Highlights: Grew 30 percent over the previous year
NEW YORK AIR BRAKE CORPORATION (NYAB)
748 Starbuck Ave.
Watertown, NY 13601
Website: nyab.com
Products/Services: NYAB is a supplier of innovative train-control systems for the railroad industry. The company is recognized by its customers for outstanding service and value, and for the high quality and reliability of its products.
Total CNY Employees: 450
Top Executive: Michael J. Hawthorne
2013 Annual Revenue: $290 million
2014 Projected Revenue: $285 million
Geographic Area Served: Worldwide
SKEWED BREWING
Salmon Run Mall Loop Road
Sackets Harbor, NY 13685
Website: www.SkewedBrewing.com
Products: Brewery and restaurant
Total Employees: 30
Top Executives: Co-owners: Ryan Chaif , Cheryl Cring Chaif, and Mark Crandall
2013 Annual Revenue: $360,000 (in just 3 months)
2014 Projected Revenue: $1.5 million
Geographic Area Served: Jefferson County
2013 Corporate Highlights: Opened in October.
2014 Corporate Plans / Outlook: Skewed will begin on-premise brewing in January 2014.
SLACK CHEMICAL, INC.
465 S. Clinton St.
Carthage, NY 13619
Website: slackchem.com
Services: Chemical warehousing, blending, and distribution
Total CNY Employees: 100
Top Executive: Robert R. Sturtz, president
Geographic Area Served: New York, New England, Pennsylvania, New Jersey, Virginia, W. Virginia, Maryland, Ohio
2013 Corporate Highlights: Construction of a new facility in Saratoga Springs; addition to Castorland facility, additional fleet vehicles.
2014 Corporate Plans/Outlook: Continued growth and expansion, business outlook looks good.
ST. LAWRENCE UNIVERSITY
23 Romoda Drive
Canton, NY 13617
Website: stlawu.edu
Services: Higher education
Total CNY Employees: 701
Top Executive: William L. Fox, president
Geographic Area Served: New York State, New England, U.S., Canada, International
ST. REGIS NURSING HOME, INC.
89 Grove St.
Massena, NY 13662
Website: stregisnh.com
Services: Skilled nursing facility with respite and strong rehab component
Total CNY Employees: 200
Top Executive: John M. Bogosian, CEO
2013 Annual Revenue: $11 million
2014 Projected Revenue: $11.2 million
Geographic Area Served: St. Lawrence and Franklin counties
THE SUCCESSION PARTNERS, LLC
PO Box 504
Clayton, NY 13624
Website: www.thesuccessionpartners.com
Services: Works with owners to develop transition and succession plans and then assist in implementing those plans.
Top Executives: Paul Luck and Kurt Finkbeiner
Geographic Area Served: Central and Northern New York
2013 Corporate Highlights: Succession planning assesses options, clarifies goals, and ensures control and business continuity at an anticipated future event. It also helps avoid the issues an unplanned event usually presents. Done well, the process increases current earnings potential and multiplies future value providing tangible return on investment as well as peace of mind.
2014 Corporate Plans/Outlook: Building lasting value for clients’ business, family, and the community.
How many times have you heard people wish we had high-speed trains? Like those in Europe. Imagine Buffalo to the Big Apple in less than two hours, at 200 mph. That is not far off the average speed of the fastest Japanese and European trains. Imagine zipping between cities: Utica to NYC in an hour
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How many times have you heard people wish we had high-speed trains? Like those in Europe. Imagine Buffalo to the Big Apple in less than two hours, at 200 mph. That is not far off the average speed of the fastest Japanese and European trains.
Imagine zipping between cities: Utica to NYC in an hour and a quarter. Jamestown to Albany in less than 2 hours. Syracuse to Boston in an hour-and-a-half.
Well, stop imagining. Such high-speed rail systems are simply too expensive to build today. For a population as spread out as ours, that is. They ain’t gonna happen here.
This is a pity. Because flying around the region is impractical. In fact it is a stupid way of travelling.
I just checked Travelocity for flights from Buffalo to Albany. Now, that should be simple, eh? It will take you 6 hours. Plus the hour-and-a-half for check-in, thank you Osama bin Laden. Plus 30 minutes waiting for your bag. Figure 8 hours.
And three planes. You fly first to Boston, waving at Albany along the way. After an hour in Boston you fly to … to Albany? Are you nuts? You fly to Washington, D.C. After another 45 minutes you get to fly to Albany.
Air travel in America was supposed to work out differently than this. Back to the drawing boards. Which happens to be a good move.
On those drawing boards are plans for driverless cars. You have read that some of these cars are already off the drawing boards and zipping around a few roads. Our future is going to feature millions of robot cars. At least that is what some bright guys at Google and elsewhere tell us. They have developed the technology.
Do you feel this will never happen? Because we cannot trust robots to such an extent? Think of that next time you ride an elevator. Or ride a train around an airport. Nobody operates those. Auto-pilots fly most commercial aircraft. Except for take-offs and landings. Robots have in fact done both with planes.
Maybe you feel the technology will triumph. But you believe people will reject robotic cars. After all, we love to drive. Because we get to control things. We won’t want to give it up.
We will. When the benefit is 200 mph while we chug beer and watch football, we will. When the benefit is fewer traffic jams, we will. There will be fewer jams because the cars will communicate with each other. Traffic-control systems will re-route cars to avoid slow downs or blockages. I bet their re-routings will not take you to Buffalo, Boston, and D.C. along the way either.
Think of it. High-speed travel that will allow you to eat or sleep while you travel. You might play cards or play with your kids while you’re on the road. Or work. Don’t forget work.
And robotic cars will be safer than people-driven cars. They will have to be to get approval from government. And these robots will be smart. They will be programmed to ask what music you want. Or whether we should stop at the next McDonald’s. Or should we avoid going past your mother-in-law’s house in case she’s peeping out the window.
Here is another great feature. “Drive yourself down to the carwash. And be back here by 5.”
And imagine how effective this will be: You are trying to snooze as your robot car swooshes you to Aunt Mary’s for Thanksgiving. Your kids are raising hell. You press a button. A horrific voice thunders. It rattles the windows. “If I have to stop this car to come back there and deal with you guys…!”
From Tom…as in Morgan.
Tom Morgan writes about political, financial, and other subjects from his home near Oneonta, in addition to his radio shows and TV show. For more information about him, visit his website at www.tomasinmorgan.com
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