Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.

Upstate Business Leaders Study finds guarded optimism
Upstate New York CEOs are “guardedly optimistic” that 2021 will be better — meaning “better than the depths of the pandemic” not better than conditions and expectations were prior to the COVID crisis. Looking forward from now through the balance of 2021, 40 percent expect economic conditions in New York to be either a little better (35 […]
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
Upstate New York CEOs are “guardedly optimistic” that 2021 will be better — meaning “better than the depths of the pandemic” not better than conditions and expectations were prior to the COVID crisis.
Looking forward from now through the balance of 2021, 40 percent expect economic conditions in New York to be either a little better (35 percent) or considerably better (5 percent), while 43 percent expect economic conditions to get worse in 2021.
That’s according to the 14th annual Upstate Business Leaders Study, conducted by Siena College Research Institute.
“With only 40 percent feeling as though conditions are going to improve, I call that guardedly optimistic,” Donald Levy, director of the Siena College Research Institute, tells CNYBJ in an interview. “As the relief-package money percolates through the economy, as more people are vaccinated, and more commerce takes place, and a lot of consumer-driven spending starts to work itself into the economy [then] there will be more improvement.”
Upstate CEOs assess their industry prospects for the rest of 2021 similarly to the overall conditions, as 40 percent expect improving conditions while 39 percent anticipate further worsening. Those in the engineering/construction (55 percent worsening) and food/beverage (46 percent worsening) sectors are the most pessimistic, per the Siena data.
“I was a little surprised that we didn’t see more people, more of the CEOs indicating that they expected 2021 to be at least somewhat better, especially when you consider how much the economy and the economic conditions in their industry have fallen over the last year,” Levy says.
Four in five CEOs (80 percent) say that economic conditions in New York state today as compared to a year ago, before the coronavirus, are either a little worse (30 percent) or considerably worse (50 percent). Only 9 percent say conditions are better today than just prior to the pandemic.
“There’s no doubt that COVID and what has happened to the economy has dramatically affected these CEOs,” says Levy.
A year ago, only 36 percent of CEOs said that conditions had been worsening (2019-2020) while at that time, 17 percent thought that economic conditions had been improving.
SRI released the Upstate Business Leaders Study on April 9. The survey is sponsored by the Business Council of New York State.
SRI interviewed 1,036 CEOs of upstate New York companies between Jan. 12 and March 12 of this year for the study. CEOs represented firms working in industry sectors that included service (25 percent), manufacturing (16 percent), engineering and construction (11 percent), retail (10 percent), food and beverage (7 percent), health and human services (7 percent), professional services (7 percent), financial (6 percent), entertainment and tourism (6 percent), and wholesale and distribution (5 percent).
Additional CEO thoughts
When asked about conditions in their industry today compared to a year earlier, fewer respondents (69 percent) say that economic conditions in New York have worsened for their industry, while slightly more (17 percent), say they are better.
The survey also found 61 percent of CEOs think that their company will continue to be in business in New York 10 years from today, while 14 percent think it will not be and 25 percent don’t know.
At present, only 11 percent think that the general business climate in their local area is improving while 48 percent think it is remaining the same and 41 percent think it is worsening. No more than 15 percent of CEOs of any region (Mid-Hudson) think that their immediate area is seeing improving business conditions.
When asked about the national economy, 39 percent of CEOs think it very likely (24 percent) or almost certain (15 percent) that the U.S. economy will be in a recession between now and the end of 2021. An additional 35 percent think a recession is somewhat likely while 26 percent think it either not very likely (23 percent) or not at all likely (3 percent).
COVID-19 impact
The high percentage of CEOs that say that economic conditions have declined for upstate New York businesses and that their company’s financial situation has worsened over the last year “testify to the dramatic impact of COVID-19,” Siena said.
When asked to name both their areas of concentration and challenges for the coming year, dealing with COVID-19 is third behind typical growth strategies (expansion of existing markets and growth in existing markets). The survey found 42 percent say that dealing with COVID-19 will be a “major area of concentration” for their company in 2021.
The continuing impact of COVID-19 (75 percent) is cited most often as the challenge that concerns CEOs at a rate even greater than dealing with adverse economic conditions (65 percent), and both governmental regulation (59 percent) and taxation (59 percent).
The pandemic has resulted in decreasing revenue among 67 percent of CEOs, decreasing profitability among 66 percent, and a demand drop for their product or service among 51 percent of CEOs.
At the same time, 75 percent of CEOs say that COVID-19 has increased their cost of doing business. More than 80 percent of CEOs in food/beverage, wholesale/distribution, retail, and manufacturing say the pandemic has increased their cost of doing business.
In response to the pandemic, CEOs have made operational changes that may affect the way their business runs and the upstate New York landscape moving forward, according to Siena.
For example, 57 percent of CEOs have increased the ability for their employees to work from home and 48 percent of those plan to keep this indefinitely.
In addition, 13 percent of upstate CEOs have reduced their office space, 7 percent plan to make this change within the next six months and 57 percent of those plan to keep this indefinitely. Reduction in office space and the long-term impact of that change is “greatest” among businesses in the professional services and service sectors, Siena found.
The findings also indicate that 45 percent have added new COVID-19 specific products or services, 53 percent say they do not plan to add specific products or services.
The survey found 42 percent have increased information-technology (IT) support for their employees while 47 percent have increased technical-security measures. In both cases, about 40 percent of those CEOs plan to keep those changes indefinitely.
In addition, 75 percent of CEOs say they’ve received federal funds to assist them in either keeping their business open or to adapt to COVID-19 requirements.
“The [SBA Paycheck Protection Program] money that three quarters of them received was very helpful,” says Levy. “We had some anecdotal comments to that effect … that it was a lifeline.”
And 62 percent of CEOs say COVID safety measures have had a “significant financial impact” on the cost of doing business (26 percent very significant plus 36 somewhat significant). Only 38 percent say the financial impact is not too or not at all a significant impact.
The survey also indicates 40 percent of upstate CEOs think New York State restrictions have been too strict, 58 percent say about right, and 2 percent say not strict enough.
When asked to choose from one of three descriptions that would best capture the state of their business when the pandemic is no longer a threat — 37 percent expect to emerge from the pandemic as a stronger business well positioned to be successful, 50 percent expect to survive the pandemic and be in a position similar to where they were before the virus hit, and 14 percent say, they may or may not survive but any way you look at it, the pandemic has taken a large toll on them.
Prospects for 2021
Despite the impacts of COVID-19, looking to the year ahead, upstate CEOs make projections for their revenue, profitability, asset acquisitions, new initiatives, hiring, and wages.
The survey found 34 percent anticipate growing revenue, 31 percent say revenue will stay the same, and 35 percent expect their revenue to decline. Last year, 41 percent expected an increase in revenue while only 24 percent expected a decline.
In addition, 25 percent expect to increase profitability, while 42 expect profit to decrease. Last year, 34 percent expected increasing profitability while 32 percent anticipated declines.
The findings also indicate 27 percent of CEOs plan to increase their workforce, 62 percent say their workforce will remain the same, and 10 percent plan to decrease the size of their workforce. These plans appear to be like last year when 30 percent planned to increase, and 12 percent planned to lessen the size of their workforce. However, given that 48 percent of CEOs told Siena that an impact of COVID-19 was decreasing the size of their workforce, “it seems that increases projected in 2021 may only serve to approach returning the workforce size to pre-pandemic levels,” Siena said.
Only 41 percent plan to invest in fixed assets, which is down from 51 percent a year ago and 10 or more points below the planned level of fixed-asset acquisition that the data has indicated for more than a decade.
Workforce readiness
The Siena survey found only 28 percent of upstate CEOs say there is an ample supply of local workers who are appropriately trained, while 61 percent say no.
“Your area is really … noteworthy — 73 percent of [Central New York and Mohawk Valley] CEOs say there is not an ample supply of workers that are appropriately trained,” says Levy.
CEOs’ perception of there being an ample supply of trained workers does not exceed 37 percent in any region or 50 percent in any industry group.
CEOs are looking for and have the greatest difficulty recruiting semi-skilled (56 percent) and skilled (50 percent) workers, per the Siena data.

Syracuse University to require vaccinations beginning June 1
SYRACUSE, N.Y. — As of June 1, Syracuse University will require all students, faculty, and staff to have a COVID-19 vaccination to be involved in

Rome firm to add jobs with new $5M manufacturing facility
ROME, N.Y. — Cold Point Corporation of Rome plans to create up to 15 additional jobs “in the near term,” following the completion of its new $5.1 million, 50,000-square-foot manufacturing facility. The plant will house a “more efficient” industrial layout, add at least one additional manufacturing line, and double warehousing and distribution capacity, the office
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
ROME, N.Y. — Cold Point Corporation of Rome plans to create up to 15 additional jobs “in the near term,” following the completion of its new $5.1 million, 50,000-square-foot manufacturing facility.
The plant will house a “more efficient” industrial layout, add at least one additional manufacturing line, and double warehousing and distribution capacity, the office of Gov. Andrew Cuomo announced March 25.
Cold Point specializes in the design and manufacture of water-source heat pumps; packaged-terminal air conditioners; condensing units; along with packaged heat pumps and air conditioners for direct replacement, renovation, and new construction applications.
The site has been the focus of major state-agency partnerships and funding assistance.
Empire State Development, the City of Rome, the New York State Department of Environmental Conservation, Rome Industrial Development Corporation, National Grid, and Rome Community Brownfield Restoration Corporation partnered in 2008-2009 to complete a $3 million brownfield remediation and restoration effort on the Rome Cable Complex 3 site.
The new $5.1 million facility is located at the northwest corner of Henry and South Jay Streets and included construction of a 50,000-square-foot advanced-manufacturing facility on that former brownfield site.
Cold Point was awarded a $900,000 grant through Rome’s $10 million Downtown Revitalization Initiative (DRI) and $300,000 in Excelsior Jobs tax credits from Empire State Development (ESD) for a commitment to retain 37 employees and create 24 new jobs.
The City of Rome was named a DRI Round 2 winner.
Cold Point had “identified the need for a new facility to facilitate growth and the addition of a new manufacturing line and warehouse space,” per Cuomo’s office.
“We are very appreciative of the efforts from ESD, Mohawk Valley EDGE and the City of Rome to realize our vision for a new manufacturing and distribution facility,” said Craig Wanner, president and CEO of the Whalen Company, which owns Cold Point Corp. “Community plays an important role in our culture so the opportunity to be a partner in the Downtown Revitalization Initiative was very exciting to us. It was critical for our future growth to expand our capabilities and remain in Rome for our employees. This project took some time to come to life but we couldn’t be happier with the outcome. We also liked the fact we could use a local contractor, C2C Construction, to handle the project, which they completed on time even during the pandemic. This project is the perfect example of a private/public partnership to enhance the community.”
In 2017, the Whalen Company, which is headquartered in Easton, Maryland, acquired Cold Point, per an August 2018 Empire State Development and New York Job Development Authority document.

State starts bridge-replacement project on Route 48 in Granby
GRANBY, N.Y. — New York State Department of Transportation Commissioner Marie Therese Dominguez on April 2 announced that work has begun on a $2.56 million project to replace the State Route 48 bridge over Tannery Creek in the town of Granby in Oswego County. The new bridge will enhance safety, improve resiliency, and help ensure
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
GRANBY, N.Y. — New York State Department of Transportation Commissioner Marie Therese Dominguez on April 2 announced that work has begun on a $2.56 million project to replace the State Route 48 bridge over Tannery Creek in the town of Granby in Oswego County.
The new bridge will enhance safety, improve resiliency, and help ensure the continued flow of people and commerce along a vital roadway for Central New York motorists, the department contends. State Route 48 traverses the western side of the Oswego River from the City of Oswego to the northern end of Interstate 690 in Baldwinsville, providing access to the cities of Fulton, Oswego, and Syracuse, as well as the New York State Thruway.
The project will replace the existing bridge, which was built in 1932, with a modern steel, multi-girder bridge that will have a higher clearance to reduce the potential for roadway flooding during severe- weather events, per the Department of Transportation. The new bridge will also include wide, 5-foot shoulders on either side to better accommodate pedestrian and bicycle traffic.
During preliminary construction activities, lane and shoulder closures with alternating one-way traffic controlled by flaggers will be set up as necessary for daily operations. One lane in each direction will be available overnight during preliminary activities.
Bridge construction will take place in stages, requiring one lane to be closed to traffic throughout the bulk of the project. Alternating one-way traffic will be controlled by a temporary signal, the department said.

Hamilton College’s new $2M boathouse in Rome should be ready in August
ROME, N.Y. — Hamilton College has plans for a $2 million boathouse project located on the Erie Canal in Rome’s Bellamy Harbor Park. Work on the project begins the week of April 12 and the facility should be ready for use this August, the college said. The boathouse will be a “significant enhancement” from the
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
ROME, N.Y. — Hamilton College has plans for a $2 million boathouse project located on the Erie Canal in Rome’s Bellamy Harbor Park.
Work on the project begins the week of April 12 and the facility should be ready for use this August, the college said.
The boathouse will be a “significant enhancement” from the current rented facility used by the Hamilton men’s and women’s rowing teams, the school said in a release. It will include a much larger boat storage and operations area, a team meeting room, a coaching office, and indoor restrooms.
Hamilton College is working with the City of Rome on the project. It bought the land for the project through the Rome Industrial Development Corporation following unanimous approval by the City Council last June.
Fundraising and donations contributed over the past two years — primarily by alumni rowers — have made the project possible, Hamilton College said.
“The new facility will afford our coaches and student-athletes the amenities necessary to enhance our already successful rowing program,” Jon Hind, director of athletics at Hamilton College, said in the release. “We have enjoyed our long partnership with the city of Rome, and we look forward to assisting with the development and programming of Bellamy Harbor Park.”
After an initial design competition, Holt Architects of Ithaca was selected as the building architect. Its design team included Erdman Anthony of Rochester (mechanical and electrical), Trowbridge, Wolf and Michaels of Ithaca (site and landscape), and Delta Engineers of Vernon (civil engineering).
Hamilton College awarded the construction contract to Beebe Construction Services of Utica.
UTICA, N.Y. — Oneida County’s hotel occupancy rate (rooms sold as a percentage of rooms available) in the county fell 13.8 percent to 42.3 percent in February, compared to a year ago, according to STR, a Tennessee–based hotel market data and analytics company. For the second straight month, the decline was the smallest since the
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
UTICA, N.Y. — Oneida County’s hotel occupancy rate (rooms sold as a percentage of rooms available) in the county fell 13.8 percent to 42.3 percent in February, compared to a year ago, according to STR, a Tennessee–based hotel market data and analytics company.
For the second straight month, the decline was the smallest since the COVID-19 pandemic started last March. In January, the county’s occupancy was down 14 percent from year-prior levels.
Revenue per available room (RevPar), a key industry gauge that measures how much money hotels are bringing in per available room, fell 18.6 percent to $42.23 in this year’s second month, compared to February 2020.
Average daily rate (or ADR), which represents the average rental rate for a sold room, dropped 5.6 percent to $99.73 this February.
This report is the last month in which the year-over-year comparison will be to a month before the pandemic hit. Starting with the March STR hotel reports, the comparisons will be to months also affected significantly by the COVID crisis.

BAE supplies buses in Canadian city with electric-propulsion systems
ENDICOTT, N.Y. — BAE Systems says 15 public buses in Vancouver, British Columbia will be using its all-electric propulsion systems when they begin service in 2022. The technology will enable the buses to run “free of emissions,” the company announced. The fleet will be the “first in North America” to benefit from the next-generation, series-EV
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
ENDICOTT, N.Y. — BAE Systems says 15 public buses in Vancouver, British Columbia will be using its all-electric propulsion systems when they begin service in 2022.
The technology will enable the buses to run “free of emissions,” the company announced. The fleet will be the “first in North America” to benefit from the next-generation, series-EV zero-emission technology, the firm added.
BAE Systems develops and services its technology at its facilities in Endicott (Broome County) and in the United Kingdom (UK). Headquartered in Arlington, Virginia, BAE Systems, Inc. is the U.S. subsidiary of UK–based BAE Systems plc, a global defense, security, and aerospace company. The corporation employs nearly 86,000 globally. That figure includes more than 1,300 employees in Endicott, per a BAE spokesman.
Series-EV eliminates the need for traditional combustion engines by using electric motors, controls, and batteries, creating a “clean and efficient” mode of transportation.
The latest version of BAE Systems’ technology uses “fewer, lighter, and more compact” components. Its light weight, reduced number of connections, and use of advanced materials make it easy to install and extremely efficient, enabling the buses to travel longer distances on a single charge.
“The deployment of clean transportation in our cities is critical to reach a zero-emission future,” Steve Trichka, VP and general manager of power & propulsion solutions at BAE Systems, said. “Our series-EV system will help Vancouver take a major step towards full electrification of its bus fleet and will help to improve air quality throughout the city.”
Besides the fleet in Vancouver, the company’s all-electric systems are on buses in service throughout Europe, including cities such as London and Paris, the firm noted.
BAE Systems has more than 13,000 propulsion systems in service on transit buses around the globe. Each year, those systems “contribute to a cleaner world by saving more than 28 million gallons of fuel and eliminating 313,000 tons of carbon dioxide each year across the globe — the equivalent of taking 54,000 cars off the road or planting four million trees,” BAE Systems contends.
NONPROFIT MANAGEMENT: COVID Puts More Pressure on Already Stressed Nonprofits
“In every crisis, doubt or confusion, take the higher path – the path of compassion, courage, understanding, and love.” — Amit Ray The COVID-19 pandemic has changed our world in many ways. The frustration of what constitutes the post-pandemic “new normal” represents a tremendous uncertainty for all organizations, particularly not-for-profits. For example, less than one year ago,
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
“In every crisis, doubt or confusion, take the higher path – the path of compassion, courage, understanding, and love.” — Amit Ray
The COVID-19 pandemic has changed our world in many ways. The frustration of what constitutes the post-pandemic “new normal” represents a tremendous uncertainty for all organizations, particularly not-for-profits. For example, less than one year ago, it was highly unlikely that most of our meetings and communications — both internal and external — would take place because of virtual technology.
As a result of the pandemic, we find the word “impossible” fading rapidly from our lexicon. Further technology revolution is the order of the day and the foreseeable future. For example, in the health and human-service delivery sector, the use of telehealth and telemedicine technologies has accelerated the acceptance that services do not have to be provided face to face. In fact, many experts believe that the pandemic has accelerated the acceptance of telehealth and telemedicine by a decade. We all need to embrace the techno-revolution and automobiles without human drivers.
One of my recent columns discussed the concept for nonprofit organizations to consider outsourcing non-core competencies to achieve more cost-effective service delivery and outcomes. The pressure on nonprofit service providers to obtain and/or develop cost-effective approaches to service delivery has been building for decades. Most of this pressure has been accelerated by advancements in technology. One of my colleagues recently said that my current smartphone has far more technology than what was used for purposes of building a successful Lunar Module in 1969. I found that knowledge terrifying.
However, in addition to technology advancements, there are many additional pressures on nonprofit organizations that result from increased government regulations and consumer demands for cost-effective service delivery. For example, New York Gov. Andrew Cuomo issued Executive Order 38 back in 2013, which required a transition for nonprofit health and human-service organizations to reduce their administrative costs below 15 percent. Since the issuance of that executive order, insurance companies and managed-care organizations, as well as federal grant funding, have reduced their expectation for administrative costs to 10 percent or less. This extraordinary pressure is, in large measure, driving continued affiliations and mergers of tax-exempt organizations across all charitable-service sectors.
Many tax-exempt organizations continue to apply a strategy that involves collaboration with other nonprofits to create a management-services organization (MSO). Group-purchasing cooperatives and information-technology outsourced-service providers are two of the most common services that lead to the formation of an MSO or the utilization of an outsourcing-service vendor.
MSOs are not a new concept. Similar structures have been in place for decades. Yet the term “management service organization” can mean many things to many people.
A broad definition of an MSO is any organization that provides goods or services to its members and other customers with the objective of improving productivity, efficiency, and reducing costs. Obviously, this definition can apply to a variety of organizations. MSOs can be either nonprofit or for-profit, depending upon the mission and objectives of the individuals forming the entity.
In the nonprofit sector, MSOs’ popularity is being driven by the techno-revolution and changing expectations of consumers and government funders. Nonprofit organizations continue to face the challenge of government funders and philanthropic donors to produce quality service at a cost-effective price.
Other than group purchasing, the most common functions that can benefit from a shared-service MSO approach are as follows:
• Information technology
• Financial reporting and billing
• Human resources
• Regulatory compliance
• Managed-care provider contracting
• Facilities, occupancy, maintenance
• Access to grants and capital financing/credit facilities
• Transportation
• Administrative functions supporting regional provider networks
• Fundraising and development
• Marketing, public relations, & communications
• Strategic planning and multi-provider collaborations
As MSOs have become more popular in the health and human-services sectors, their failure rate has increased dramatically. Recent studies have shown that, particularly in the nonprofit sector, a large percentage of MSOs failed to achieve their goals and fulfill their mission.
Based upon my 40 years’ experience in the design, development, and formation of MSOs, I believe the 10 factors in the following list are critical elements for success in providing such services. As you read this list, keep in mind that, in the final analysis, an MSO’s ability to provide value to its members/customers represents the key component to long-term success.
The 10 critical factors are:
1) The organization and its members must share a common vision with a defined purpose, goals, and objectives. Too often, MSOs attempt to provide services in areas where they have no experience or core competency.
2) The MSO must have dedicated, capable leadership. Since MSOs provide services, the leaders must have recognized expertise in providing these services — or else no one will want to buy.
3) The organization must have sufficient capital resources to be able to deliver what is promised in terms of services and bottom-line value to its customers.
4) It also must have a customer focus and an ability to measure the satisfaction of its customers.
5) The MSO should be a free-standing, entrepreneurial organization. A timely decision-making process and management flexibility are important to an MSO’s success. The ability to react quickly to member needs and market changes will help it achieve success.
6) The MSO must have the ability to grow by adding new members who will utilize the organization’s leadership talent and generate additional revenues.
7) Ongoing education and training for MSO staff is essential. The value to be derived by MSO members is dependent upon the talent pool available either in the MSO or through contractual affiliations with other service providers.
8) There must be an opportunity to provide consulting services to customers, to follow up on implementation of issues that may result from MSO consulting services.
9) The MSO must have an ability to provide benchmarking data to its customers. Both internal and external benchmarking data are necessary to provide a competitive advantage to MSO members.
10) The services provided by the MSO must be targeted to meet the needs of what members/customers want. The cost of these services must be priced appropriately and demonstrate true value to the customer in the form of both cost reduction and/or improved efficiency and quality of services.
Participation or collaboration with an MSO is only one strategy that nonprofit organizations should evaluate to strategically position themselves for success in the restructuring and reform of the tax-exempt service sector. My previous column discussed the potential advantages of direct outsourcing of non-core competencies to the many vendors that typically specialize in one or possibly two of the functions listed above. As an example, very few individuals supported a vision of Tom Golisano in 1975 with the strategy of providing payroll processing services to small companies. As we know, his vision is now reality, with Paychex being a hugely successful company, with a market capitalization of more than $30 billion. Upstate New York and more recently, Southwest Florida, have realized extraordinary benefits from the philanthropist Tom Golisano continually exhibiting compassion, courage, understanding, and love for the less fortunate in those communities. Each of us owes a debt of gratitude to him.
Gerald J. Archibald, CPA, is a partner in charge of the management advisory services at The Bonadio Group. Contact him at (585) 381-1000, or via email at garchibald@bonadio.com

CEDA helps new Hispanic market get off the ground in Auburn
AUBURN, N.Y. — When Robert and Elizabeth Quezada, immigrants from Ecuador, were looking to start their own family business, a new Hispanic market, in Auburn last year, they turned to the Cayuga Economic Development Agency (CEDA) for help. CEDA translated for the Quezadas and guided them through the Auburn city-codes process to obtain a certificate
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
AUBURN, N.Y. — When Robert and Elizabeth Quezada, immigrants from Ecuador, were looking to start their own family business, a new Hispanic market, in Auburn last year, they turned to the Cayuga Economic Development Agency (CEDA) for help.
CEDA translated for the Quezadas and guided them through the Auburn city-codes process to obtain a certificate of occupancy for their business, called Casa Latina’s. The agency also helped with getting a permit for their sign, registering to pay New York State (NYS) sales tax, getting an NYS grocery store license, and applying to accept SNAP and WIC benefits.
Casa Latina’s, which is located at 55 Market St. in Auburn, formally opened last October. The grocery store sells Hispanic hot sauce, spices, pork skins, spicy peanuts, aloe vera juice, bottled water, and many more grocery items.
CEDA spotlighted Casa Latina’s in its 2020 annual report. The report highlights businesses that the agency has worked with over the past year and provides statistics on the aid. CEDA said it helped 193 businesses specifically with responding to the COVID crisis.
“While the pandemic was wreaking havoc on the local economy, there was still everyday economic development work to be done,” Devon Roblee, marketing coordinator at CEDA, writes in an article on the agency’s website. “In addition to the nearly 200 Cayuga County businesses in need of COVID-19 related assistance, our staff assisted 120 existing businesses and 52 entrepreneurs with regular development needs.”
One of those businesses was the Hispanic market.

Casa Latina’s is an example of a different kind of business that adds to the diversity of the Auburn community, according to CEDA Executive Director Tracy Verrier.
“We are really happy to have them in Auburn,” Verrier says in an interview with CNYBJ. “They are a great example of something that is different.”
Hispanics make up just over 3 percent of Cayuga County’s total population of more than 76,500, according to U.S. Census Bureau figures, but this segment has been growing while the overall population has been shrinking in recent years.
Verrier says Casa Latina’s has received a strong response from the community in its first few months of being open. She says the market offers products that are not available at a typical large grocery store. She adds that in the future, Casa Latina’s is looking to add more products such as clothing and personal items, as well as money-transfer services.
Editor’s note: CNYBJ made several attempts to interview the Casa Latina’s owners for this article but they were not available by press time.

AMAC: Seniors are fast-growing members of the American workforce
The senior-citizen segment of the U.S. workforce has been “expanding rapidly for some time.” That’s according to the Association of Mature American Citizens (AMAC), citing data from the U.S. Bureau of Labor Statistics (BLS). To be more specific, BLS data shows that the 55-plus segment of the U.S. labor force stood at 11.6 percent in
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
The senior-citizen segment of the U.S. workforce has been “expanding rapidly for some time.”
That’s according to the Association of Mature American Citizens (AMAC), citing data from the U.S. Bureau of Labor Statistics (BLS). To be more specific, BLS data shows that the 55-plus segment of the U.S. labor force stood at 11.6 percent in 1993, and by 2024, that number will grow to nearly 25 percent.
“What’s more striking is that the Bureau expects that men and women 65 to 75 years of age and older are leading the pack of seniors who want to keep working. In fact, the Census Bureau reported not long ago that as many as five percent of Americans in the 85 and up age range have jobs,” said Rebecca Weber, CEO of the Association of Mature American Citizens, a national senior-advocacy organization headquartered in Florida.
AMAC also says the country’s 90-plus population has tripled over the past 30 years and will grow to more than 7.6 million nonagenarians by the year 2050.
One such member of the U.S. workforce is actor William Shatner who recently turned 90. He’s still working and doesn’t seem likely to retire anytime soon. Shatner has a new movie coming out soon.
It’s called “Senior Moment” and features a retired NASA test pilot. The Chicago Sun-Times called it “geriatric rom-com.”
Shatner is not ready “to go gently into the night,” AMAC said. As he told Entertainment Tonight in a recent interview, “I’d like to be around when the science fiction of today becomes science fact.”
AMAC CEO Weber explains that Shatner is not very different from any of the “new breed of busy old timers.”
“Consider his schedule. He recently cut two albums, he launched a new podcast, shot a new show, “The Unexplained,” for the History Channel and is out there plugging his new movie, despite the limitations imposed during the pandemic,” she noted.
But Weber says that the Star Trek actor is not the “only old timer who is keeping his chin up while riding out the COVID pandemic; senior citizens in general are showing the world what resilience is all about,” AMAC contends.
Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.