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Syracuse Behavioral Healthcare expands into Southern Tier
DICKINSON — Syracuse Behavioral Healthcare is expanding into Broome County, recruiting staff to run a new 50-bed facility serving those with substance-abuse issues. The center, in what had been Building 1 of the Broome Developmental Center in Dickinson, will open in April to serve as a medically supervised treatment center for patients with substance-abuse disorders, […]
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DICKINSON — Syracuse Behavioral Healthcare is expanding into Broome County, recruiting staff to run a new 50-bed facility serving those with substance-abuse issues.
The center, in what had been Building 1 of the Broome Developmental Center in Dickinson, will open in April to serve as a medically supervised treatment center for patients with substance-abuse disorders, Kathleen Gaffney-Babb, SBH’s executive VP and chief operating officer, tells CNYBJ.
“There will be 50 beds of medically supervised withdrawal,” Gaffney-Babb says.
“It’s what many people think of as detox,” she says. That means some patients may arrive intoxicated or suffering from withdrawal symptoms requiring medication.
After treatment that averages three to five days, patients will be linked to the appropriate care, she adds.
To run the facility, SBH has started recruiting a new staff of 49, everything from doctors, psychiatrists, registered nurses and LPNs to directors, property maintenance workers and a receptionist. Gaffney-Babb says the plan is to staff the center with hires from Broome and surrounding counties, rather than bring staff in from SBH facilities in Syracuse and elsewhere.
SBH, a 501(c)(3) nonprofit organization, operates 25-bed medically supervised treatment centers in Syracuse and Rochester. It also provides out-patient treatment for substance-abuse disorders, mental-health diagnosis, and problem gambling. The agency, headquartered in Crossroads Park in Salina, was founded in 1920 and has more than 350 employees and lists 10 doctors on its website.
SBH’s stated mission is: “To promote recovery from the effects of substance use and mental health disorders and other behavioral health issues.”
The nonprofit, “helped 5,441 begin a life of recovery in the last year,” according to the SBH website.
The need for a medically supervised treatment center for patients with substance-abuse disorders in Broome County was clear enough that the county put out a request for proposals to organizations able to handle the work, Gaffney-Babb explains. SBH applied and will lease the building, a residential facility that has been vacant for some time, and operate it with funding from the state Office of Alcoholism and Substance Abuse Services, she says.
The facility will be able to treat those with different substance-abuse issues, but Gaffney-Babb says awareness of the current opioid-abuse crisis was a catalyst for development of the facility. Broome County opioid-involved deaths were up by at least 50 percent in the first half of this decade, according to statistics from the county website.
SBH held an information session for prospective employees on Jan. 18 at the Koffman Southern Tier Incubator in Binghamton.
Broome-Tioga Workforce will be holding a career fair Jan. 25 from 3 p.m. to 7 p.m. at the Jeffrey P. Kraham Broome County Library in Binghamton. Health-care employers, including SBH, will be participating and conducting on-site interviews.
4 Ways Businesses Can Be More Customer-Centric and Successful
We hear much talk these days about companies becoming “customer-centric.” It means putting customers at the center of the business. The idea is to build a positive consumer experience both before and after the sale, with customer retention and repeat business as the goal. In a highly competitive age — when attracting and retaining customers has
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We hear much talk these days about companies becoming “customer-centric.” It means putting customers at the center of the business.
The idea is to build a positive consumer experience both before and after the sale, with customer retention and repeat business as the goal.
In a highly competitive age — when attracting and retaining customers has never been more vital to business survival — being customer-centric takes on added importance. But not all businesses truly put the customer first in the long run, and they might suffer for it.
While “customer-centric” sounds great, the truth is that many of these efforts are nothing more than sophisticated marketing campaigns.
Because these marketing campaigns often are so powerful, they can over-promise and actually cause the customer experience to be more frustrating. Recent research by Deloitte showed that customer-centric companies were more profitable than those not as focused on the customer. A company putting in the consistent, genuine effort to keep a client happy and coming back is often rewarded.
Customer-centric companies understand that being customer-centric is a detailed performance game. They align every part of the company around their clients’ needs and expectations. They view their customers as valuable and build the business around them.
Here are four ways businesses can become more company-centric.
Put the customer front and center
Start by thoroughly understanding the clients’ needs and expectations. Then communicate those throughout the organization before building business strategies and plans. Finally, build and implement processes throughout the organization to ensure the company meets or exceeds customers’ expectations. This sets customer-centered standards and ensures the clients’ needs and expectations are being met.
Build customer relationships
Ensure customers feel appreciated after the initial interaction. Rather than bombard them with endless advertisements and marketing questionnaires, build a meaningful, ongoing relationship with them. Strive to communicate with them the way they want so you can provide information that meets customers’ expectations. Recognize and reward customer loyalty. The Internet has made customer relationships even more important; consumers can easily inform one another about good and bad experiences, influencing a slide or boom in business.
Think outside the box
Don’t be afraid to be different. There are always creative ways to take good treatment of customers to a higher level. Make things easier and more appealing for them through catalogs, online ordering, or customizing your products to their needs. It is during problem-solving or dispute-resolution situations that customer loyalty is most often impacted. That’s why listening to your customers’ needs and being flexible is the key to a great customer experience.
Don’t make your employees a distant second
The customers come first, but without good, dependable employees who believe in the work culture, the product, and their customers, there is no link to bring in the business. Employees are the face of the company, and if they’re undervalued, it will show up in them being uncommitted to serving customers. Recognize and reward the efforts of your employees and empower them to grow your company.
You know companies are customer-centric by the way they perform. As customers we get what we need, when and how we expect it, and we genuinely like doing business with companies because it is easy to do business with them.
Sallie J. Sherman, Ph.D. is founder and CEO of S4 Consulting (www.S4consulting.com) and co-author of “Five Keys to Powerful Business Relationships” and “The Seven Keys to Managing Strategic Accounts.”
Maybe you have seen some of the many reports indicating that a lot of our college students love socialism. They love even Marxism, the seedbed for socialism. Many hate filthy capitalism. This is understandable. Many university profs love the two. They preach-teach accordingly. Carnegie Mellon Institute is openly celebrating Karl Marx’s 200th birthday. Various profs
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Maybe you have seen some of the many reports indicating that a lot of our college students love socialism. They love even Marxism, the seedbed for socialism. Many hate filthy capitalism.
This is understandable. Many university profs love the two. They preach-teach accordingly.
Carnegie Mellon Institute is openly celebrating Karl Marx’s 200th birthday. Various profs have sung his praises in publicized lectures.
A few matters come to mind. One is that the lecturers sang no dirges for the 100 million Marxian corpses. That is how many folks perished under the savagery of Marxian-Communist dictators. Too small a number to deal with, I guess.
Nor did they note the many experiments with socialism that have crashed miserably. Venezuela is the latest failed experiment.
Another matter is that we are hard-pressed to find universities celebrating capitalism. Instead, they hiss and boo it. Capitalism is an enormous target on campuses and among the academic elite.
This leads to a reminder — universities are giants of capitalism. When they raise their flutes of bubbly to Marxism, they are downing the swill of capitalism.
Carnegie Mellon has more than $2 billion invested in stocks and bonds and income-producing real estate. The institute could not operate without the income from these investments. What filthy capitalists!
Like all schools, they beg for donations to add to their endowment fund. Many of the donations come from filthy capitalists. They donate filthy shares of stock to the school.
The school owes its birth to Andrew Carnegie and Andrew Mellon. Carnegie was one of the wealthiest men of all time. He made his money in that filthy steel industry. Mellon made his in banking and other businesses. Then he turned politician. As Secretary of the Treasury, he famously slashed tax rates for companies and individuals.
When various pollsters ask students to define capitalism, few can do so. They typically jabber about consumerism or big companies that screw the workers. I’m sure they don’t realize how much their schools rely on capitalism.
In all of this, nobody celebrates the capitalism of the entrepreneurs. Our economy would be nothing without them.
Take the example of Roberto deciding to open a Mexican restaurant. He saves money — capital — to fund it. He also borrows money — capital — from his uncle. From profits, he saves more capital to expand.
Roberto borrows capital again to open a second restaurant. And a third.
He creates shares in the growing business. And sells them to raise more capital to expand. When he hits 100 stores, Roberto sells shares to the public — for a few hundred million in capital. We can all buy the shares on the NASDAQ.
He is a capitalist at every stage of the growth of his business. The woman who borrows money from her mom to start a hair salon is a capitalist. She uses capital as Carnegie did. She invests it in hopes of a return.
Her mom and Roberto’s uncle are participants in capitalism. They invest their capital hoping for returns. They don’t raise their hand at the sound of that word. But they are capitalists.
Roberto sends his daughter to Carnegie Mellon. The school hits him up for big donations for its endowment. He donates millions in valuable stock of his publicly traded company.
The school dumps the stock into its endowment fund. The school draws money from the fund every year. It spends some on the salaries of its professors — those same professors who praise Marxism and condemn capitalism.
The university also gives money from its investments to students — in the form of scholarships. Many of these students fall in love with socialism. They demonstrate against capitalism — on the quads that capitalism built.
Do you ever wonder what Marx would make of all this? He scoffed that, “The last capitalist we hang shall be the one who sold us the rope.” I can’t find any quotes of his about bubbly.
From Tom…as in Morgan.
Tom Morgan writes about political, financial, and other subjects from his home near Oneonta. Write to Tom at tomasinmorgan@yahoo.com. Read more of his writing at tomasinmorgan.com
Promotional Spending Adding up for Taxpayers
Anyone who has turned on a television set in recent years has likely seen state-driven advertising, highlighting various outdoor recreational opportunities, attractions and business incentives. And taxpayers paid a hefty price for those commercials. Between 2011 and 2017, New York spent $354 million on tourism and economic development advertisements. The upstate economy has continued to
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Anyone who has turned on a television set in recent years has likely seen state-driven advertising, highlighting various outdoor recreational opportunities, attractions and business incentives. And taxpayers paid a hefty price for those commercials.
Between 2011 and 2017, New York spent $354 million on tourism and economic development advertisements. The upstate economy has continued to linger and residents have fled in droves during that same period. Despite the governor’s claims, New York was never really “Open for Business.”
New York State government is facing a $4.4 billion budget deficit, meaning there is absolutely no room for excess, waste, and inefficiency. Unfortunately, those have been the hallmarks of the governor’s job-creation programs and associated promotional efforts.
What’s the return on investment?
It’s important that New York State actively promotes the attractions and unique opportunities it has to offer. But it’s equally as critical to ensure taxpayers are getting a proper return on the money being invested. To date, results have been underwhelming and the lackluster performance begs the question: “Where is your money going?”
A 2015 audit from New York Comptroller Thomas DiNapoli reviewed $211 million in spending early in the campaign and found “no tangible results.” That’s $211 million that could be applied to reducing out-of-control taxes, or, actually growing the economy.
Between 2013 and 2015, New York spent $53 million promoting the START-UP NY program. Once touted as a game-changing job-creation program, the governor’s failed initiative only returned a paltry $1.7 million in private investment.
We must review & eliminate ineffective spending
Using hard-earned taxpayer dollars to promote ineffective programs is unacceptable, but continuing to do so year after year is madness. With a potential fiscal crisis looming, it’s never been more critical to ensure there is adequate transparency and oversight of the governor’s spending.
The Assembly Minority Conference has called for greater accountability in the state’s economic-development programs. We have proposed legislation (Assembly bill 5657) that calls for a complete, independent review of all of New York’s job-creation programs. In addition, our proposal would require any lump-sum appropriation of $1 million or more to be reviewed by the budget director, state comptroller, and state attorney general.
The legislature must do everything in its power to protect taxpayers. In their current form, New York’s promotional campaigns and floundering job programs aren’t doing that. We must take a hard, critical look at the costs and benefits of continuing on our current trajectory. This, of all years, is not one to play fast and loose with taxpayer dollars.
Brian M. Kolb (R,I,C–Canandaigua), a former small-business owner, is the New York Assembly Minority Leader and represents the 131st Assembly District, which encompasses all of Ontario County and parts of Seneca County. Contact him at kolbb@nyassembly.gov
Sciarabba Walker & Co., LLP recently hired DYLAN WRIGHT as a staff accountant. He holds a bachelor’s degree in public accountancy from SUNY Fredonia.
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Sciarabba Walker & Co., LLP recently hired DYLAN WRIGHT as a staff accountant. He holds a bachelor’s degree in public accountancy from SUNY Fredonia.
DIANA CARPENTER, RN, a family nurse practitioner, has returned to Boonville Family Care, where she previously was on staff from 2001 to 2007. She joins CORRINE E. REED, RN in caring for patients of all ages. Carpenter received her associate degree in applied science from Jefferson Community College in Watertown. She earned her bachelor’s and
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DIANA CARPENTER, RN, a family nurse practitioner, has returned to Boonville Family Care, where she previously was on staff from 2001 to 2007. She joins CORRINE E. REED, RN in caring for patients of all ages. Carpenter received her associate degree in applied science from Jefferson Community College in Watertown. She earned her bachelor’s and master’s degrees in nursing at SUNY Upstate Medical University in Syracuse, where she also completed her training as a family nurse practitioner.
Reed became a volunteer firefighter at the age of 14, following in a family tradition. She received her associate degree in nursing from St. Elizabeth College of Nursing, Utica. Reed later earned bachelor’s and a master’s degrees in nursing and a certification as a family nurse practitioner through the Family Nurse Practitioner Program at SUNYIT, Marcy.
SHARON PALMER has been named VP of support services at MVHS. She previously was assistant VP of facilities services at MVHS, director of facilities planning and support services, and director of project management and support services at Faxton St. Luke’s Healthcare (FSLH). Palmer received an MBA with a concentration in health services administration and a
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SHARON PALMER has been named VP of support services at MVHS. She previously was assistant VP of facilities services at MVHS, director of facilities planning and support services, and director of project management and support services at Faxton St. Luke’s Healthcare (FSLH). Palmer received an MBA with a concentration in health services administration and a bachelor’s degree in health services management from SUNYIT in Utica.
KRISTIN BROWN has been named human resource (HR) operations/compliance manager at MVHS. She previously worked for ConMed in Utica. Brown earned her bachelor’s degree in business administration from Le Moyne College in Syracuse and her MBA from the University at Albany.
ANDREW BUSHNELL, M.D. has been named chief medical officer (CMO) at Rome Memorial Hospital. He had served as interim CMO since April, following the departure of Frank Ehrlich, M.D. In addition to his role as CMO, Bushnell will continue as medical director of the hospital’s Emergency Department. Bushnell, a graduate of Johns Hopkins University, Baltimore,
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ANDREW BUSHNELL, M.D. has been named chief medical officer (CMO) at Rome Memorial Hospital. He had served as interim CMO since April, following the departure of Frank Ehrlich, M.D. In addition to his role as CMO, Bushnell will continue as medical director of the hospital’s Emergency Department. Bushnell, a graduate of Johns Hopkins University, Baltimore, Maryland and the University of Maryland School of Medicine, completed his residency at SUNY Upstate University Hospital in Syracuse. He also earned an MBA from the University of Vermont.
Harris Beach has elected BRENDAN PALFREYMAN, attorney in the firm’s Syracuse office, to partnership, effective Jan. 1. He focuses on intellectual-property matters and litigation, including patent, trademark, copyright, and trade dress infringement actions. Palfreyman has created a niche practice counseling breweries, wineries, distilleries, and cideries in New York state and beyond on how to protect
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Harris Beach has elected BRENDAN PALFREYMAN, attorney in the firm’s Syracuse office, to partnership, effective Jan. 1. He focuses on intellectual-property matters and litigation, including patent, trademark, copyright, and trade dress infringement actions. Palfreyman has created a niche practice counseling breweries, wineries, distilleries, and cideries in New York state and beyond on how to protect their intellectual property. He received his J.D. from Brooklyn Law School and his bachelor’s degree from Haverford College.
RENEE G. BENDA has joined Hancock Estabrook LLP as marketing director in the firm’s Syracuse office. She has more than a decade of experience in the development and execution of digital branding, advertising, business development, events, public relations, marketing strategy, and analytics for various international, regional, and mid-market companies. Benda was previously marketing manager at
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RENEE G. BENDA has joined Hancock Estabrook LLP as marketing director in the firm’s Syracuse office. She has more than a decade of experience in the development and execution of digital branding, advertising, business development, events, public relations, marketing strategy, and analytics for various international, regional, and mid-market companies. Benda was previously marketing manager at Barclay Damon LLP. She holds a bachelor’s degree from SUNY Oswego.
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