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Savannah Bank CEO joins board of New York Bankers Association
Thomas E. Ganey, president and CEO of Savannah Bank, N.A., has been selected to serve on the board of directors of the New York Bankers
Holt Architects focused on growing new Syracuse office
SYRACUSE — Holt Architects had designs on opening a Syracuse branch for some time before it moved into a downtown office in the middle of January. “We’ve been planning it for probably four or five months,” says Paul Levesque, principal at Ithaca–based Holt. “The idea behind it was Syracuse is strategic for our markets.” The
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SYRACUSE — Holt Architects had designs on opening a Syracuse branch for some time before it moved into a downtown office in the middle of January.
“We’ve been planning it for probably four or five months,” says Paul Levesque, principal at Ithaca–based Holt. “The idea behind it was Syracuse is strategic for our markets.”
The architectural firm moved into 1,500 square feet of space at 132 E. Jefferson St. in downtown Syracuse. That space, at the corner of East Jefferson Street and South Warren Street, is the company’s first satellite outside of its 6,500-square-foot headquarters at 217 N. Aurora St. in Ithaca.
Holt intends to use the new office to primarily serve the health care and higher-education markets. They are Holt’s focus areas, according to Levesque. He adds that Holt has worked for major Syracuse–area players in those fields in the past, including the State University of New York (SUNY) Upstate Medical University and Syracuse University.
But Holt wants to use the office to project a presence beyond Syracuse proper. Levesque indicates the company plans to bolster its business throughout the area.
“A lot of our clients are north of Syracuse, east of Syracuse, and west of Syracuse,” he says. “It’s sort of a hub.”
Three Holt employees currently staff the downtown Syracuse office, including Levesque. However, the office is large enough to hold eight total employees. The firm wants to hire new workers to fill out the space over the next three years.
Holt employees who are based in Ithaca will also be able to use the office for projects or meetings on an as-needed basis. That could be particularly useful for employees who live in the Syracuse area, Levesque adds. The company has seven employees who live around Syracuse. It employs 34 people in total, with 31 based in Ithaca.
In addition to establishing a physical location in an existing market, the Syracuse location gives Holt space near some of its consultants.
“A lot of our consulting engineers are actually out of the Syracuse area, too,” Levesque says. “So it will be easier to work with them.”
Teleconferencing technologies make it easy to communicate between the Syracuse and Ithaca offices, says Nathan Brown, a Holt project manager based in Syracuse.
“I still have team members in Ithaca that I work with on projects,” he says. “When I relocated from Ithaca, I didn’t see much difference.”
Brown was the lead designer of Holt’s Syracuse office. He says he attempted to create a light, open area with large windows and contemporary furniture.
LeChase Construction Services, LLC, based in Rochester, served as the general contractor for renovations. Work cost less than $100,000, although Levesque and Brown declining to be more specific. Holt paid for the construction using its own cash reserves.
Holt is leasing its Syracuse space from Paramount Realty Group, LLC, which is a joint venture between developers Richard DeVito and Robert Doucette. The U.S. Department of Housing and Urban Development (HUD) had leased the space previously, according to Brown.
“We took over the old HUD space, and we tried to reuse as much as we could,” he says. “We try to really be a sustainable firm, so whatever we could reuse, we did.”
Currently, Holt’s goal is to build the amount of business going through its Syracuse office. But if things go well, it may look to open additional satellite offices in the future, Brown continues.
The architectural firm generated about $6 million in revenue in 2012. Holt is projecting growth of 5 percent in 2013. It hired two new employees at its Ithaca headquarters in the last month.
In addition to Levesque, Holt has three principals. They are Graham Gillespie, Steven Hugo, and Quay Thompson.
Its major projects include work at Cayuga Medical Center in Ithaca and SUNY Cortland. Another major client is the University of Rochester, according to Levesque.
Contact Seltzer at rseltzer@cnybj.com
N.Y. manufacturing index breaks even for first time since summer
New York manufacturers broke out of a mold of negativity in February amid a surge of new orders. The Empire State Manufacturing Survey from the Federal Reserve Bank of New York posted widespread gains on its release date of Feb. 15 after months of decline. Its headline reading, the general business conditions index, broke into
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New York manufacturers broke out of a mold of negativity in February amid a surge of new orders.
The Empire State Manufacturing Survey from the Federal Reserve Bank of New York posted widespread gains on its release date of Feb. 15 after months of decline. Its headline reading, the general business conditions index, broke into positive territory for the first time since July 2012.
It leapt 17.8 points to 10. That means more survey respondents started reporting improving conditions than worsening conditions. For the month, 28.7 percent of manufacturers said conditions improved, compared to 18.7 percent that said they deteriorated.
Manufacturers raised their collective opinion of general business conditions as they experienced a surge in orders, the survey found. Its new orders index spiked 20.5 points to break out of negative territory at 13.3.
“New orders is what drove the process,” says Randall Wolken, president of the Manufacturers Association of Central New York. “And shipments are also up, which means not only are there orders, but they’re shipping them out.”
Shipments rose a month after contracting in January. The shipments index moved up 16.2 points to 13.1.
Unfilled orders changed little from last month, according to the unfilled orders index. It moved closer to zero with a 5.5-point gain to -2.
Also hovering around zero were delivery times and inventories. The delivery time index swelled 4.2 points to 2. The inventories index ascended 8.6 points to settle at zero.
Rising prices continued to be the norm in the industry. Manufacturers said they paid higher prices, according to the prices paid index, which crept up 3.7 points to 26.3 And they indicated they received higher prices, as the prices received index dipped 2.7 points to a still-positive 8.1.
Hiring took place in February, although manufacturers didn’t ask their employees to work more hours. The number of employees index shattered the zero barrier with a 12.4-point increase to 8.1. The average employee workweek inched up 1.3 points to -4.
“We’re coming through a pretty challenging time in December and January,” Wolken says. “It was nice to see an uptick and really some positives.”
Future expectations rise
Forward-looking indicators in the survey, which measure expectations for a time six months from now, moved largely in step with current indexes. The future general-business conditions index added 10.7 points to 33.1.
In February, 49.9 percent of survey respondents said they expect better business conditions in the future. Just 16.8 percent anticipated lower conditions.
Orders will rise, respondents predicted. The future new orders index gained 4 points to 29.1.
Shipments are set to follow, according to manufacturers. They drove the future shipments index up nearly 3 points to 26.8.
However, little change is likely when it comes to unfilled orders and delivery times, the survey found. The future unfilled orders index snuck up 0.9 points to 2, while the future delivery time index dipped 2 points to -2.
Inventories are also in line to hold steady. The future inventories index slid 1.1 point to zero.
Manufacturers believe price increases, on the other hand, will continue. The future prices paid index rose 5.7 points to 44.4. The future prices received index dropped 8.4 points to 13.1.
Even so, future employment indicators strengthened. The future number of employees index picked up 7.6 points to 15.2, and the future average employee workweek index took on 7.9 points to 11.1.
Also picking up were manufacturers’ plans to invest in their businesses. The future capital expenditures index flew up 9.8 points to 14.1. And the future technology spending index swelled 5.7 points to 11.1.
“It’s not a surprising report,” Wolken says. “I’m hearing a lot of small and medium-sized businesses were having good 2012s and thought 2013 would be a good year.”
Improving manufacturing conditions often force Central New York firms to hire, add production space, or purchase new technology, Wolken continues.
“Small and medium businesses in particular can’t wait,” he says. “They’ve got to make investments, and I think it bodes well for communities like ours, which has a lot of small and medium manufacturers.”
The New York Fed polls a set pool of about 200 manufacturing executives in the state for its monthly survey. About 100 executives typically respond.
Contact Seltzer at rseltzer@cnybj.com
Institute for Excellence & Ethics moves toward self-sustaining growth
MANLIUS — Fresh off a 25 percent revenue increase in 2012, the Manlius not-for-profit education consulting organization, Institute for Excellence & Ethics (IEE), is moving toward self-sustaining growth. IEE’s revenue increased from $435,000 in 2011 to $540,000 in 2012. This growth stemmed from thriving partnerships with organizations both inside and outside Central New York, according
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MANLIUS — Fresh off a 25 percent revenue increase in 2012, the Manlius not-for-profit education consulting organization, Institute for Excellence & Ethics (IEE), is moving toward self-sustaining growth.
IEE’s revenue increased from $435,000 in 2011 to $540,000 in 2012. This growth stemmed from thriving partnerships with organizations both inside and outside Central New York, according to Richard Parisi, director of communications and operations at IEE.
IEE, on its website, describes itself as a nonprofit “dedicated to the development and dissemination of research-based tools and strategies for building intentional cultures of excellence and ethics.” It develops learning resources, conducts professional development, designs assessment tools, and provides organizational consulting services. IEE works with school districts, colleges, athletic organizations, nonprofits, and businesses.
“We continue to explore opportunities to expand the work and to do the things we think are important,” says Parisi. “We want to help make a difference for students, staff, athletic organizations, families and businesses.”
In December, IEE moved from its prior 3,000-square-foot headquarters in LaFayette to a new 2,400-square-foot office at 216 Fayette St. in Manlius, Most employees of IEE live near Manlius, Parisi says, and the relocation makes it more convenient for them to do their work. Besides, the large number of hotels and restaurants in the Syracuse, DeWitt, and Manlius areas can better meet the needs of IEE’s clients who come to the office for meetings and professional development,
Along with the relocation, IEE has started new partnerships with school districts in New York state, Iowa and Singapore.
Matt Davidson and Vladimir T. Khmelkov co-founded IEE in 2006. Before starting the 501(c)(3), Davidson had worked almost 20 years for various research organizations at Cornell University, Le Moyne College, and the University of Notre Dame. He decided to find a solution to better integrate academic research with real-world education practice.
“We wanted the rigor of a university setting, but we also wanted the flexibility and the entrepreneurial approach to doing good,” says Davidson. “Being a not-for-profit organization allows us more flexibility.”
Davidson described the business model of IEE as “social entrepreneurship.” It usually has a paying customer who asks the organization to develop a mentoring program for a specific institution. When the program is developed, IEE seeks funding to put it into practice in more schools and workplaces.
IEE received $1.5 million in funding from the Templeton Foundation from 2007 through 2010 and $300,000 funding from the McDonnell Foundation over a three-year period. But, since both grants ran out about a year and a half ago, IEE is trying to become more self-sufficient with other funding sources.
As a nonprofit organization, IEE uses its revenue and funding to not only develop products, but also to fully or partially underwrite the delivery of training tools for schools that can’t afford the services, says Davidson.
IEE now has five employees, 12 board members, and more than 300 partnerships with schools, workplaces, and athletic departments in the U.S. and Mexico, according to Parisi.
Education organizations in New York state that have already adopted the survey tools and curriculum systems developed by IEE include the Liverpool School District, LaFayette School District, LaFayette Big Picture School, Le Moyne College, Pittsford Central School District, and the Roman Catholic Diocese of Syracuse.
In November 2012, after working with IEE for more than four years, Allen Creek Elementary School in Pittsford was selected as a NY State School of Character and a National School of Character by the Character Education Partnership. Allen Creek used the Culture of Excellence and Ethics Assessment (CEEA) system developed by IEE to begin its work. After reviewing the CEEA data, the school worked with IEE for professional development and the purchase of Power2Acheive curricular resources developed by IEE. In January, the Pittsford School District purchased the usage rights of Power2Achieve resources for all nine of the district’s schools from K-12.
“The work we’ve done with IEE has contributed greatly to where we are right now,” says Sue Gager, school counselor at Allen Creek Elementary and instructional area leader for the counseling department at the Pittsford Central School District. Gager believes that those instruments IEE provided integrate character development with academic education.
IEE is also maintaining a long-time collaboration with schools outside New York state, including the Kansas Department of Education, various high schools in Iowa, and Drake University athletic department.
This January, IEE launched a new mentoring evaluation system, titled “Power2Achieve Seeds of Success,” in the Des Moines School District in Iowa. “Seeds of Success” is a program designed to use college student-athletes to “plant the seeds of success” in the hearts and minds of students in grades 6-8.
The program was initially funded by the Drake Bulldogs athletic department with a $10,000 grant over a two-year period. Two pilot versions of this program were implemented at Drake in 2011 and 2012.
At the same time, IEE is also expanding into the international education market. It launched a program in cooperation with The Monterrey Institute of Technology and Higher Education in Mexico in 2012 and is about to implement a curriculum program in partnership with the Ministry of Education in Singapore this spring.
Contact The Business Journal at news@cnybj.com
Mercy Flight landing new location east of Utica
SCHUYLER — Alex Ripka has been refurbishing helicopters in the middle of his family’s farmland since the late 1970s. Suddenly, one of his hangars is about to become the new base for an air-ambulance service. “For 40 years, I opened the doors and I didn’t so much as have a mouse in here,” Ripka says.
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SCHUYLER — Alex Ripka has been refurbishing helicopters in the middle of his family’s farmland since the late 1970s. Suddenly, one of his hangars is about to become the new base for an air-ambulance service.
“For 40 years, I opened the doors and I didn’t so much as have a mouse in here,” Ripka says. “Now I have people that are going to be living here.”
Ripka owns a 3,900-square-foot hangar at 368 Shorlots Road in the town of Schuyler (in western Herkimer County) that’s set to become a new base for a Mercy Flight Central medevac helicopter. That means 14 people will work from the structure, including three-person helicopter crews who will be on hand around the clock to airlift patients.
Mercy Flight Central plans to use the location to serve patients within a 60-mile radius that blankets Utica and Rome, it announced Feb. 7. The nonprofit wants to begin flying from the new base in March.
It will be Mercy Flight Central’s first outpost in the Utica–Rome area. The organization has helicopters and an airplane at its headquarters at Canandaigua Airport, and it stations a helicopter at Marcellus Airport.
The Schuyler base sits amid 150 acres of farmland filled with more than 200 cows, Ripka says. But he indicates that he isn’t too disappointed to be losing privacy in his hangar.
“I have a passion for helicopters,” he says. “And it’s going to be saving lives.”
Some renovations are needed to prepare the hangar for around-the-clock use, according to Neil Snedeker, president and CEO of Mercy Flight Central. Work under way includes adding a crew quarters, office space, and a day room. The nonprofit is performing the construction with its own employees, who started building at the beginning of 2013.
Expanding into Utica comes after years of consideration, Snedeker adds.
“We did a detailed analysis of the entire state of New York, where all the medevac helicopters are positioned,” he says. “What was glaringly obvious was the Utica area, which is also called mid-state, had no coverage.”
In the past, Mercy Flight Central served the region from its Marcellus base, Snedeker continues. A helicopter leaving Marcellus Airport took about 25 minutes to reach the Utica area, decreasing its speed advantage over ground-based emergency medical services, he says.
The new base will allow Mercy Flight Central to reach patients in about 10 minutes. Shorter response times will probably lead to more air transports — the nonprofit estimates it will add 100 transports a year thanks to the location. Previously, ambulance crews in the area often wouldn’t call a helicopter but would instead run patients to a hospital as quickly as possible by ground.
“The Utica area was very sensitive to the time issue,” Snedeker says. “They knew it was going to take 30 minutes for a helicopter to get there, so they would just, as they call it, scoop and run. Which is reasonable. It was the right thing to do.”
In addition to the three-person flight crews working out of the new Schuyler base, the location will also have a mechanic and a development employee in charge of philanthropy. Most of those workers will be new employees, although the base will be staffed by current Mercy Flight Central workers at first. That’s because nurses and paramedics need to go through a two-month training program before they can work on helicopters, according to Snedeker.
Currently, Mercy Flight Central has 51 employees. It will likely have 60 once all Schuyler hiring is complete.
Snedeker doesn’t anticipate the new location eating into calls to the Marcellus Airport base. Mercy Flight Central currently responds to about 225 calls a year from that location, he says.
“What we believe will happen is the Marcellus call volume will probably increase,” he says. “Once you put a helicopter in the Utica area, people start to use that helicopter, which in turn means the Marcellus site will probably end up getting some backup calls.”
Late this spring, Mercy Flight Central hopes to add a fourth helicopter. The new aircraft will serve as a backup that can take over in case any of the organization’s three primary helicopters need to be repaired. It will cost about $2 million, although the nonprofit will purchase it used, Snedeker says.
Opening the new base pushes Mercy Flight Central’s 2013 budget up to about $14.7 million. It had been $12.2 million in 2012. The nonprofit believes it can pay for the base with its added patient revenue and additional fundraising.
Sources of revenue for Mercy Flight Central include fundraising, patient revenue through Medicare and Medicaid, patient insurance, no-fault insurance, and cash payments.
However, the expansion was not driven by financial considerations, Snedeker stresses.
“We’re another link in the chain of survival,” he says. “We assist the fire and EMS, police and hospitals. Our operations staff is thrilled to be able to do this because we all feel this is our core mission.”
Contact Seltzer at rseltzer@cnybj.com
New training at OCC aims to fill eye-care need
SYRACUSE — It’s so rare for Eye Consultants of Syracuse to come across trained, experienced ophthalmic assistants that when it does, the practice will sometimes hire the person even if it doesn’t have an opening. “We look all the time,” says Heather Whitt, a certified ophthalmic medical technologist at Eye Consultants. “There is just nothing
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SYRACUSE — It’s so rare for Eye Consultants of Syracuse to come across trained, experienced ophthalmic assistants that when it does, the practice will sometimes hire the person even if it doesn’t have an opening.
“We look all the time,” says Heather Whitt, a certified ophthalmic medical technologist at Eye Consultants. “There is just nothing as far as training in this field.”
Whitt is hoping a new training program launching this fall at Onondaga Community College (OCC) will help her practice and others fill a major need for ophthalmic assistants.
Ophthalmic assistants often either educate themselves through books or through on-the-job training programs at practices like Eye Consultants. Whitt says she spent seven years attaining her current certification, which is a few steps beyond what an entry-level assistant would work toward.
“I did it myself,” she says. “It was not easy.”
The closest formal training programs for assistants, she adds, are in New Jersey and Vermont.
Eye Consultants approached OCC with the idea for the program after an internal brainstorming session, Whitt says. They solicited letters from eye-care professionals around the state to demonstrate the need for the program.
They received thousands of messages supporting the idea.
It was one of the strongest responses to a potential program the school has ever seen, says David Wall, director of corporate and public partnerships at OCC.
“It’s so unusual to have an industry come in like this,” he says. “This is exciting stuff. This is the way it should work.”
Ophthalmic assistants assist eye-care practitioners in retail optical dispensaries, medical offices, and hospital settings. They are trained to perform numerous diagnostic tests and can perform a variety of other tasks like contact lens instruction or assisting during eye surgery.
The training will begin this fall at OCC as a non-credit program, Wall says. The long-term goal is to develop a full degree or certificate program around the training.
The process to develop the full program should take a year or two.
There are simply not enough ophthalmic assistants in the marketplace, Whitt says. That’s one reason the program at OCC could draw students from around the state, she adds.
For practices like Eye Consultants, training new assistants is a major expense in resources and time. Whitt says it can take months before a new assistant is up to par.
The work itself is challenging, she adds. Ophthalmic assistants are often expected to anticipate a doctor’s needs and order certain tests without specific instructions.
That way, when ophthalmologists sit down with patients, they already have all the information they need, Whitt says.
Ophthalmic assistants are certified by an international body, the Joint Commission on Allied Health Personnel in Ophthalmology. The OCC program will prepare students to pass the group’s initial exams.
The commission offers seven different certifications. Entry-level assistants can earn $13 to $15 an hour.
OCC’s Wall says he expects the initial non-credit program to launch with 15 to 20 students. The school must keep the class sizes reasonable since lab work will be a key part of the program.
The goal is to make sure students get plenty of practice with the instruments and equipment they’ll be using in eye-care practices, Wall says.
OCC is still finalizing a few of the program’s courses. The college plans to launch enrollment and marketing for the program soon, Wall says.
Contact Tampone at ktampone@cnybj.com
SYRACUSE — The School of Information Studies (iSchool) at Syracuse University will serve as one of 50 sites around the world for the second International Space Apps Challenge, sponsored by the National Aeronautics and Space Administration (NASA). The hackathon-style event will take place at the iSchool April 20 and 21. NASA will release 50 specific
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SYRACUSE — The School of Information Studies (iSchool) at Syracuse University will serve as one of 50 sites around the world for the second International Space Apps Challenge, sponsored by the National Aeronautics and Space Administration (NASA).
The hackathon-style event will take place at the iSchool April 20 and 21. NASA will release 50 specific challenges it hopes to address through the events in the coming weeks.
Teams will come together at events around the world to develop applications to solve those problems, says Chelsea Orcutt, an organizer of the iSchool event. The challenges will be grouped in four categories including hardware, software, data visualization, and citizen science.
The iSchool event is open to anyone in the Syracuse community. Orcutt says she expects strong participation from the iSchool and across the Syracuse University campus.
Organizers are hoping for about 75 people. Participants don’t need to organize themselves into teams ahead of time.
Projects produced through the events are judged at the local level, Orcutt says. The most promising among them go on to NASA, which chooses the ultimate winners.
The iSchool is hosting the event for the first time, but NASA began the challenge in 2012. It focuses on addressing challenges related to both space exploration and social need, according to the iSchool.
The 2012 event brought participants together at more than 25 locations around the world and at the International Space Station.
The local event could be a starting point for solving NASA problems, but Orcutt says she wouldn’t be surprised if some teams produced more advanced technology over the course of the two days.
“We do have quite a bit of talent in Syracuse,” she says. “So I imagine people will be coming up with something more complex.”
NASA and the iSchool have been partnering on various projects in recent years, Orcutt adds. The agency has participated in some coursework at the school and the iSchool has been involved in NASA’s open government initiative.
Hosting the challenge is a continuation of that partnership, Orcutt says.
“We want to be able to give real world experience to our students,” she says. “Not just iSchool students. It could be any Syracuse student.”
Working on a project directly related to a challenge presented by NASA will naturally look good on students’ resumes, she notes.
Orcutt says more information will be posted about the challenge in the coming weeks on the iSchool website at http://ischool.syr.edu. The event also has a Twitter feed, which can be found @SpaceAppsSU.
Contact Tampone at ktampone@cnybj.com
Rural/Metro gains more space with move across Liverpool
LIVERPOOL — Rural/Metro Medical Services of Central New York jumped out of the firehouse and into more elbow space in the opening weeks of 2012 by moving an outpost it operates in the village of Liverpool. The ambulance company left shared space provided by the Liverpool Fire Department at 1110 Oswego St. It moved across
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LIVERPOOL — Rural/Metro Medical Services of Central New York jumped out of the firehouse and into more elbow space in the opening weeks of 2012 by moving an outpost it operates in the village of Liverpool.
The ambulance company left shared space provided by the Liverpool Fire Department at 1110 Oswego St. It moved across the village into 5,000 square feet of space at 114 Salina St.
“This is much better as far as our comfort level, privacy, and being able to get our own work done,” says Yoly Barrio-Taylor, a Rural/Metro paramedic. “It’s very helpful to be able to stretch out. It’s something you don’t get to do at all when you’re in the ambulances regularly like we are when we do our road shifts.”
At the fire department, private space was not available to Rural/Metro employees. Now, though, they have kitchen space, a living area, and sleeping quarters for overnight shifts. They also have wireless Internet access that will allow them to complete charts at the location.
Moving the Liverpool location gave Rural/Metro more garage space to house a second ambulance it recently started operating from Liverpool. Although that second ambulance was based at the fire station, it fits better in the new location, according to Barrio-Taylor.
“We are able to keep our ambulances inside without having to worry about being in anyone else’s space,” she says. “There are a lot of positives.”
Both of the ambulances in Liverpool operate with two-person crews. And, they each have paramedics. Rural/Metro rotates its ambulance crews, so no employees are based exclusively at the Liverpool location. The recently added ambulance is staffed with employees who were previously with Rural/Metro — it didn’t require any hiring.
Rural/Metro started moving in the middle of January and held a grand opening in its new space Feb. 5. The ambulance company is maintaining its Central New York headquarters in Syracuse at 488 W. Onondaga St.
However, some equipment that had been housed in Syracuse is moving to Liverpool. Rural/Metro will store an all-terrain vehicle at the new site. And it will house equipment for its paramedic bicycle team, moving it closer to Onondaga Lake Parkway.
“We have a bike team that services large special events,” says Melissa Fleischmann, Rural/Metro’s public-relations manager. “Their equipment is being placed out there partially because a lot of events out there are right on the parkway. They’ll cover things like the Corporate Challenge and all the other events that happen out there.”
In addition, the Liverpool location will be able to house additional medical supplies, according to Fleischmann. That will keep employees from frequently having to ferry supplies back from Syracuse.
Demand for ambulance services has been increasing in the Liverpool area in recent years, according to Fleischmann. It isn’t being driven solely by emergency calls, though. The Liverpool outpost often sends transport ambulances to area senior-living communities like The Hearth at Greenpoint, Keepsake Village at Greenpoint, and Emeritus at West Side Manor.
“Those are a little different from just responding to 911 calls to people’s homes,” Fleischmann says. “It’s a different arrangement, so we needed to have that space that was in good proximity to those locations.”
Railroad LLC owns the space at 114 Salina St. in Liverpool, according to records from Onondaga County’s Office of Real Property Tax Services. The property owner performed some renovations for Rural/Metro, Fleischmann says. But she declines to release additional details such as the cost of the work.
The Liverpool move comes amid other changes at Rural/Metro Medical Services of Central New York. The ambulance company hired 15 new employees for a billing center serving patients nationally. It took on 2,000 square feet of additional space at its 26,000-square-foot headquarters to accommodate them.
Hiring the 15 workers brought the company to more than 300 employees in Central New York. And it is continuing efforts to recruit new paramedics.
Rural/Metro responds to more than 60,000 calls in Central New York annually. In 2012, it answered nearly 70,000 calls, according to Fleischmann.
The ambulance company serves communities in a six-county area (Onondaga, Cayuga, Madison, Herkimer, Montgomery, and Schoharie) in Central New York. It is part of Scottsdale, Ariz.–based Rural/Metro Corp.
Contact Seltzer at rseltzer@cnybj.com
Eye Plastic & Reconstructive Surgeons founder foresees continued growth
SALINA — A few years ago, Dr. Thomas Bersani spotted a trend beginning that would sweep up his practice. And he’s not blinking on a prediction that the trend will continue in the future. “For the last four or five years, I’ve gotten extremely busy,” says Bersani, who is a member of the American Society
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SALINA — A few years ago, Dr. Thomas Bersani spotted a trend beginning that would sweep up his practice. And he’s not blinking on a prediction that the trend will continue in the future.
“For the last four or five years, I’ve gotten extremely busy,” says Bersani, who is a member of the American Society of Ophthalmic Plastic & Reconstructive Surgery. “As the population ages, we just get busier. I see the future of this area of the country as needing more people in our field.”
Bersani’s field, oculoplastic surgery, is surgery on the eyelids, tear ducts, orbits, and upper facial area. It focuses on problems caused by genetics or cosmetic issues.
It works to fix problems including droopy eyelids that block vision, sagging lower eyelids affecting the eye’s ability to close, and turned-in lids that rub the eye. Other issues addressed include skin cancers near the eye, facial nerve palsies, problems with artificial eyes, blocked tear ducts, orbital trauma fractures, lacerations, tumors, and bulging or wide-open eyes.
“A lot of the problems we deal with are too close to the eye and involve the function of the eye to involve a plastic or ENT surgeon,” Bersani says. “But they’re too far away from the eye for an ophthalmologist, who is working right on the eye.”
Working in that facial Goldilocks zone is attracting more and more patients. So Bersani moved his practice, Eye Plastic & Reconstructive Surgeons of CNY, P.C., into a building that he thinks is just right for growth.
That move took place in February 2012. Eye Plastic & Reconstructive Surgeons relocated into 5,500 square feet of clinical space at 3400 Vickery Road in Salina.
It’s a building that Bersani purchased for $950,000 in April 2011, according to records from Onondaga County’s Office of Real Property Tax Services. Pyramid Brokerage Co. was the broker in the sale.
The building had been an automobile-repair shop — a Sears Service Center — that Bersani had transformed into a facility capable of holding medical offices. R.F. Esposito, Inc. of DeWitt performed renovations.
But Bersani didn’t stop there. He converted another 5,500 square feet of space in the building into a surgery center. That center opened about six months ago.
In all, renovating the building cost about $2 million, Bersani estimates. Alliance Bank provided financing for the work and for purchasing the facility. Another 9,000 square feet of the building stands vacant and ready to be leased by another tenant.
Opening the surgery center took a while because Eye Plastic & Reconstructive Surgeons applied to have it become Medicaid approved. That means it meets safety requirements including having backup electrical systems and a backup life-support system to function in case of a power failure, Bersani says.
Bersani hired nine employees to work in the surgery center. The practice also has six workers in its clinical office. It’s a far cry from its original office, a 2,500-square-foot space at 1810 Erie Boulevard in Syracuse that had three employees, besides Bersani.
Patients appreciate the new office’s location, Bersani adds. It can be accessed from Interstate 81 and the New York State Thruway, which he says is important because 60 percent of the practice’s patients come from outside of Onondaga County. The practice draws patients from as far north as Canada down to northern Pennsylvania and from Waterloo to Herkimer County.
“They love the location, they love the space,” Bersani says.
When the surgery center opened six months ago, Bersani added a partner, Dr. Robert Hill, to his practice. And another partner is on the way — Dr. Bryant Carruth will be joining within six months.
The practice hosts about 4,000 patient visits a year. And it performs roughly 2,000 operations a year. Those numbers are set to grow when its new partner joins, Bersani says. He estimates patient volume could grow by 25 percent. The practice will also have to add more staff members, but Bersani doesn’t know how many yet.
Contact Seltzer at rseltzer@cnybj.com
Change. Get used to it at a much greater rate than you ever have had to before. The United States can no longer sit back and live off its past. If you are a U.S. citizen, you should make a strong mental note that there is a large bulls-eye on your back. And who is
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Change. Get used to it at a much greater rate than you ever have had to before. The United States can no longer sit back and live off its past. If you are a U.S. citizen, you should make a strong mental note that there is a large bulls-eye on your back. And who is it that’s aiming for that bulls-eye? The rest of the world has shown up for target practice, and they’d love to come home with a huge trophy.
How many times have you heard politicians say, “How can the wealthiest country in the world not” provide this fill-in-the-blank benefit or fund that fill-in-the-blank program? Every time I hear this, I would like to think that they’re smarter than that, but by now, I know better. Anyone that knows how to read a balance sheet knows that the United States is anything but wealthy. Think of the U.S. as the pro athlete that made $100 million and then declared bankruptcy. He’s hardly wealthy, but he did make an obscene amount of money. To quote Patrick Ewing during the 1998 NBA lockout, “Sure, we make a lot of money, but we spend a lot, too.” That pretty much sums up the U.S.
Gone are the days of security in government and employer-based programs. Social Security and Medicare are fiscally insolvent and are giant scams at this point. My generation is currently paying taxes into a system that will be non-existent upon our arrival, or severely compromised as to the level of benefit in comparison to what we paid in.
Employers are fighting market forces that they never contemplated would become an issue even as little as 10 years ago. As a result, executives are becoming very skilled at running their businesses with fewer and fewer people and more and more automation.
When I think about solving problems, I tend to think pragmatically about the solution. To me, data is the end-all-be-all. I recently had a conversation with a local economist in Park City, Utah. We were talking about the education system and how it affects someone’s future prospects. One fact that he brought up that was astonishing to me: 50 percent of the U.S. population pays into social services for the other 50 percent. Thus, we have a net 50 percent user system. As time progresses over the next 20-25 years, that stat will become about 25 percent of the population paying for nearly 75 percent of the population’s social safety net. That’s 75 out of every 100 people as net takers from the system. Twenty years may seem like a long time from now, but keep in mind that a 20-year old today would have to live in those conditions for about 60 years. That’s an awfully long period of struggle.
So what does this all mean? The private sector is going to get better and better at running companies without the need for many employees. Market forces and government shortfalls will continue to apply pressure on the private sector. Increased output will persist and hours worked will fall. The traditional path of college leading to a job will increasingly be challenged. You will continue to hear stories of those that leave college with lots of debt and very little prospects for a traditional career path. There will be fewer and fewer people living highly compensated lives through traditional careers. It also means that average personal income rates will remain stagnant or fall. Keep in mind that I said “average.” Those in the top 20 percent will continue to see incomes rise at exponential rates because of the scalable nature of the economic sectors that they work in and their position within the capital structure of the entities that employ them.
So how can one avoid the struggle that will continue to plague most of American society? Start a company, damn it. Yes, it’s a risky proposition, but what have you ever known that had substantial upside and little to no risk? It will certainly be a trying experience and have the possibility of failure, but so what? Your true opportunity cost is minimal at best, especially if you’re younger than 40 years old. Do you want to be chained to a desk wondering if it’s your division that’s next on the chopping block? Do you want to continue to pay ever-increasing tax rates on earned income?
Do you want to eventually be “downsized” and have to jump on the resume hamster wheel within market forces that I describe above? It’s an ugly situation and it’s just the facts.
Take control of your own destiny. Don’t wait. Learn how to start a company and never look back. I hate to think about what your prospects look like if you don’t.
Kyle Blumin is an entrepreneur in residence at Syracuse’s StartFast Venture Accelerator. He is a Syracuse native and serial entrepreneur with three successful exits in diverse industries.
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