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Quanterion is ending a banner year on a high note
MARCY — It’s turning out to be a great 2014 for Quanterion Solutions, Inc. The nearly 15-year-old technology company started the year by landing several new contracts and projects that boosted employment, says Preston MacDiarmid, president of Quanterion Solutions. Now the company will end the year on a high note, thanks in part to a […]
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MARCY — It’s turning out to be a great 2014 for Quanterion Solutions, Inc.
The nearly 15-year-old technology company started the year by landing several new contracts and projects that boosted employment, says Preston MacDiarmid, president of Quanterion Solutions.
Now the company will end the year on a high note, thanks in part to a new $25.4 million, five-year contract for the operation of the Defense Threat Reduction Information Analysis Center (DTRIAC) at Kirtland Air Force Base in New Mexico and Fort Belvoir in Virginia.
“We’ve hired 22 people already for the job, which increases our staff to about 65,” MacDiarmid says. The majority of those positions are located in Albuquerque, N.M. and the Washington, D.C. area, he says, but the company is also looking to fill six open positions at the company’s headquarters in Marcy.
The full pipeline of contracts and projects is testament to the company’s successful partnership with the areas of government with which it works, he says.
“I think we’re a model of how that’s done,” MacDiarmid says. Founded in 2000, Quanterion has been steadily increasing its workload since its inception as it continues to handle contracts successfully.
Quanterion serves the defense, commercial, health care, energy, and homeland-defense markets.
In January, Quanterion learned it would be part of a new Department of Defense (DoD) Center of Excellence, the Defense Systems Information Analysis Center (DSIAC) under an Air Force contract that consolidates six legacy DoD centers with expertise in different critical technologies. Quanterion, which provides quantitative engineering services for critical decision-making, is leading the center’s activities in reliability/quality and materials/manufacturing/testing as well as many software-related activities.
The company was also awarded a U.S. Navy Phase I Small Business Innovative Research (SBIR) contract in January to develop its Automated Software Solution for Extraction and Transformation System Simplification (ASSETS2) concept. This project will provide a means to construct and populate a user-definable database that can be tailored to extract data/information from a number of sources, automatically detect and repair anomalies, and transform it to conduct a wide variety to analysis tasks.
Quanterion was awarded two DoD Multiple Award Contracts (MACs), the Homeland Defense Technical Area Tasks (HD TATs) and the Defense Systems Technical Area Tasks (DS TATs). Work addresses homeland defense and security, critical infrastructure protection, biometrics, medical, cultural studies, alternative energy, reliability, quality, maintainability, materials, and manufacturing.
In July, the Air Force exercised a two-year option period for Quanterion’s prime contract to operate the DoD Cyber Security and Information Systems Information Analysis Center (CSIAC) addressing cyber security, software engineering, modeling and simulation, and knowledge management. Under this contract, Quanterion will leverage its partnership in the Northeast UAS Airspace Integration Research Alliance (NUAIR) in demonstrating the feasibility of extending its “AgentFly” autonomous airspace control system to real-world, over-the-air multiple platform airspace sense-and-avoid deconfliction. This technology will be demonstrated at Air Force Research Laboratory facilities including its Stockbridge Controllable Contested Environment facility.
The DTRIAC contract, announced in September, runs through August 2019 and includes conducting analytical activities, preserving and expanding the knowledge base, providing research related to mission areas, conducting outreach, and maintaining the information technology readiness and innovation potential. “It’s a huge win for us,” MacDiarmid says.
Quanterion’s revenue is up more than 20 percent year to date and could increase even more if the company lands more contracts. MacDiarmid declined to disclose revenue totals.
To help boost revenue for the future, MacDiarmid says he hopes to increase the company’s business with commercial customers across the state with its IT, cyber security, and asset management services.
Quanterion (www.quanterion.com) currently operates from 5,500 square feet in Kunsela Hall at the SUNY Poly (SUNY Polytechnic Institute) campus in Marcy and also leases 1,500 square feet in the Griffiss Institute in Rome. The company also has five employees on location at the Air Force Research Laboratory in Rome. Its technical capabilities include reliability, maintainability, quality, and knowledge management; software development and engineering; materials engineering, information technology; and document-management services.
Contact The Business Journal News Network at news@cnybj.com
Launch NY hires Hammett to lead its fundraising efforts
BUFFALO — Launch NY, a nonprofit venture-development organization focused on upstate New York, has appointed Maureen Hammett as director of development and administration. Hammett has extensive experience in both the public and private sectors, according to a Sept. 12 Launch NY news release that announced her hiring. She started in her new position on
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BUFFALO — Launch NY, a nonprofit venture-development organization focused on upstate New York, has appointed Maureen Hammett as director of development and administration.
Hammett has extensive experience in both the public and private sectors, according to a Sept. 12 Launch NY news release that announced her hiring. She started in her new position on Aug. 18.
Hammett most recently spent eight years in various leadership roles for RuffaloCODY, a privately held company providing software and services/consulting to the not-for-profit world. In her role as executive vice president for the fundraising management division of the company, she managed a team of sales executives responsible for a significant portion of the company’s overall revenue.
Prior to her tenure with RuffaloCODY, Hammett worked more than 13 years at the University at Buffalo (UB), including nine years in various leadership roles in university development. She was on board during UB’s successfully completed Generation to Generation $250 million comprehensive campaign, the release stated.
Launch NY, which has received $8 million in public and philanthropic funding, says it works to identify, support, and invest in high-growth, high-impact companies and catalyze the entrepreneurial culture in 27 counties across Upstate. In her new role, Hammett will work closely with Marnie LaVigne, who was recently appointed as the CEO of Launch NY.
Hammett’s expertise in fundraising and management will help to position Launch NY for the future, and build off recent momentum from LaVigne’s taking the helm of the organization, the news release contended.
Launch NY’s executive offices are situated in UB’s New York State Center of Excellence in Bioinformatics and Life Sciences, located on the Buffalo Niagara Medical Campus. It also has entrepreneurs-in-residence working in the Buffalo, Rochester, Syracuse, and Ithaca markets. Paul Brooks is Launch NY’s entrepreneur-in-residence for the Syracuse area.
Hammett has both bachelor’s and master’s degrees in elementary education and a master’s in student personnel administration from Buffalo State College.
Lockheed signs manufacturing pact with waste-to-energy firm
OWEGO — Lockheed Martin Corp. (NYSE: LMT) on Oct. 9 inked an agreement with Concord Blue Energy, Inc. making it the “exclusive manufacturing provider” of the firm’s reformer technology. The technology converts waste to energy using advanced conversion technology, Lockheed said in a news release distributed Oct. 10. Concord Blue says it specializes in transforming
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OWEGO — Lockheed Martin Corp. (NYSE: LMT) on Oct. 9 inked an agreement with Concord Blue Energy, Inc. making it the “exclusive manufacturing provider” of the firm’s reformer technology.
The technology converts waste to energy using advanced conversion technology, Lockheed said in a news release distributed Oct. 10.
Concord Blue says it specializes in transforming nearly any form of waste into a variety of clean, renewable fuels and energy.
Concord Blue USA, Inc. is headquartered in Los Angeles. The firm also operates international offices in India, Germany, and Dubai.
The gasification reformer includes a tower, Mauricio (Mo) Vargas, Lockheed Martin’s program manager for bioenergy, says in an Oct. 14 interview.
“We will be the people to build many of the parts and pieces that are inside the tower,” says Vargas.
The Lockheed Martin site in Owego will be home to the first gasification reformer, a 250-kilowatt Concord Blue facility, constructed under the agreement, says Vargas.
When asked if the Owego site will manufacture additional reformers, Vargas indicated the firm hasn’t yet made a decision on that.
“It could be in Owego. It could be in Baltimore,” he added.
For the initial project, Lockheed Martin is hoping to partner with a firm in the Buffalo area for the manufacturing work, but Vargas declined to disclose the company’s name.
“The reason … [the agreement] was signed in Owego was because the first project we’re going to build is [for] the Owego facility,” says Vargas.
Dan Heller, vice president of new ventures for Lockheed Martin’s mission systems and training business, and Christopher (Charlie) Thannhaeuser, chairman and CEO of Concord Blue, signed the manufacturing agreement.
Working relationship
Lockheed Martin learned about Concord Blue while interviewing companies in its search for a partner in handling biomass, municipal solid waste, and other by-products.
Lockheed wanted a partner to avoid disposing the waste in landfills, says Vargas.
“After about a year-and-a-half to two-year process, Concord Blue ended up being the company that we selected to partner with,” he added.
The Owego site of Lockheed Martin includes a bioenergy plant that the firm uses for heating and cooling purposes.
Lockheed Martin and Concord Blue Energy in 2013 forged an agreement to offer an advanced waste-conversion system to address waste disposal, energy security, and climate-control issues.
Vargas described the 2013 document as the “teaming agreement,” which set the parameters and the focus of the firms’ working relationship.
“What we signed last week [on Oct. 9] was the actual licensing for the manufacturing,” explains Vargas.
When asked about potential customers, Vargas indicated “a lot” of Fortune 50 industrial customers are interested in a product to help them manage their sustainability efforts, along with several nations, including the U.S., the U.K., Canada, China, India, Brazil, Spain, and Germany.
Advanced waste conversion is an “emerging” technology that uses gasification processes to convert waste products to electricity, heat, and synthetic fuels.
It addresses the current burden on landfills, conventional incineration, and fossil fuels, along with the desire for green energy, Lockheed said.
Concord Blue’s waste-to-energy process employs a patented technology called steam thermolysis to convert waste material using heat transfer instead of incineration, “efficiently” producing syngas without combustion.
Headquartered in Bethesda, Md., Lockheed Martin is a security and aerospace company that employs about 113,000 people globally. The firm focuses on the research, design, development, manufacture, integration, and sustainment of advanced technology systems, products, and services.
In Central New York, Lockheed Martin operates sites in Owego and Salina.
The corporation generated net sales of $45.4 billion in 2013, Lockheed Martin said.
Contact Reinhardt at ereinhardt@cnybj.com
ABA Survey: Internet is still consumers’ top banking method, but mobile and branches gain popularity
While the Internet is still America’s most popular banking method, mobile banking has steadily gained momentum and is now preferred by 10 percent of consumers — up from 8 percent in 2013. That’s according to a recent survey by the American Bankers Association (ABA). The annual survey of 1,000 U.S. adults was conducted for
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While the Internet is still America’s most popular banking method, mobile banking has steadily gained momentum and is now preferred by 10 percent of consumers — up from 8 percent in 2013. That’s according to a recent survey by the American Bankers Association (ABA).
The annual survey of 1,000 U.S. adults was conducted for ABA by Ipsos Public Affairs, an independent market-research firm, from Aug. 7-12. This is the sixth year in a row that customers have said the Internet is their favorite way of conducting their banking business, albeit by a slimmer margin than last year, the ABA noted.
Thirty-one percent of respondents said it’s the method they use most often to manage their bank accounts, down from 39 percent in 2013.
The second most popular way to bank — visiting a branch office — increased to 21 percent, while those preferring to use ATMs rose to 14 percent, according to the survey.
Nessa Feddis, ABA’s senior vice president and deputy chief counsel for consumer protection and payments, noted in a news release that this growth reflects banks’ recent investment in technological upgrades to enhance efficiency and customer service in these areas.
“Advances in technology have enabled banks to expand customer choices and make it easier for consumers to manage their account anywhere, any time,” Feddis said in the release. “Consumers can deposit their check through a teller or interactive kiosk at a local branch, at an ATM or through an app on their mobile device.
Most people use a mix of these methods.”
When asked “Which method do you use most often to manage your bank account(s)?” customers responded as follows:
“It’s clear that branches are still popular with many bank customers,” said Feddis. “When people are conducting a complex transaction like opening an account or applying for a home or business loan, they often prefer to do it in person. We’re seeing a branch renaissance in some areas, with many banks transforming their branches to become more efficient and customer-friendly.”
Online banking first became the most preferred banking method in the U.S. in 2009 with 25 percent of customers naming it as their favorite. Previously, visiting a branch was the most popular method, followed by ATMs.
The American Bankers Association says it represents the nation’s $14 trillion banking industry, including small, regional, and large banks that together employ more than 2 million people.
Cornell’s online subsidiary, eCornell, gets a new CEO
ITHACA — eCornell, Cornell University’s wholly owned online-education company, has a new CEO. Paul Krause, a 1991 graduate of Cornell, began his new duties on Oct. 8, the subsidiary said in an online news release. He previously served in the same role for Element K, an online-learning company headquartered in Rochester. It now operates as
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ITHACA — eCornell, Cornell University’s wholly owned online-education company, has a new CEO.
Paul Krause, a 1991 graduate of Cornell, began his new duties on Oct. 8, the subsidiary said in an online news release.
He previously served in the same role for Element K, an online-learning company headquartered in Rochester. It now operates as Skillsoft.
Krause replaces Chris Proulx, who had served as CEO of eCornell for 10 years, the organization said.
Proulx had announced in the spring that he was departing to become CEO of an international non-governmental organization (NGO) providing “scalable” learning and education to people working in international development and relief, according to the eCornell news release.
Krause grew Element K into the “second largest corporate e-learning company in the world” before Skillsoft bought the company in 2011, eCornell said.
Besides his work with Element K, Krause also recently co-founded Matrix Insights, LLC, an online platform for personalized-leadership development.
The eCornell board of directors selected Krause after conducting a national search for Proulx’s successor to lead the “next phase of eCornell’s online-education growth strategy.”
“Paul Krause has the track record and experience, leadership skills, and passion for online education that will not only continue but accelerate the growth of eCornell into an international leader in high-quality online higher education,” Phil Young, Cornell trustee emeritus and chair of the eCornell board of directors, said in a statement.
Krause said Cornell started early in the online-learning business.
“With the creation of eCornell in 2000, Cornell was the first among its peers to deliver online-learning programs. I am excited by the opportunity to expand eCornell’s innovative online programs and bring high quality educational experiences to more people,” Krause said.
eCornell says it provides more than 150 online professional and executive-development courses in the areas of leadership and management, human-resources management, financial management, health care, marketing, and hospitality and food-service management. Most eCornell courses take about six to eight hours to complete, over a two-week period.
eCornell provides more than 30 professional-certificate programs, including in leadership and strategic management, human-resources management, hospitality and foodservice management, health-care management, finance, and marketing.
The eCornell client list includes BlueCross BlueShield of WNY, First Niagara Financial Group, KeyCorp, Bristol-Myers Squibb, and IBM, according to its website.

Tioga County Boys & Girls Club pursues renovations
OWEGO — The Tioga County Boys & Girls Club is renovating its nearly 70-year-old, 15,000-square-foot facility in Owego. Knowing it needed to replace the 30-year-old leaky roof, the club and its board of directors collaborated to identify what repairs the facility might need starting in November 2012. The thought was, “if we’re going to do
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OWEGO — The Tioga County Boys & Girls Club is renovating its nearly 70-year-old, 15,000-square-foot facility in Owego.
Knowing it needed to replace the 30-year-old leaky roof, the club and its board of directors collaborated to identify what repairs the facility might need starting in November 2012. The thought was, “if we’re going to do this [replace the roof], then we should outline all that needs to be done and do that too,” says Luke Henson, executive director of the Tioga County Boys & Girls Club.
The club, which provides after-school and summer programs for children in the Tioga County community, has been located at 201 Erie St. in Owego since the building was constructed in 1946.
After determining that the facility repairs should include replacing the roof, repaving the parking lot and updating the outside lighting, and renovating the game room, the club kicked off the “Raise the Roof” campaign in January 2013 to finance the project.
Improvements to the 3,500-square-foot game room consist of new lighting, furniture, floors, fixtures, and windows to provide natural lighting, as well as renovations to bathrooms.
With these renovations to the game room, the club will meet New York state school-age daycare requirements. Currently, the club operates its daycare program from local schools. Henson says this causes a problem when schools are closed because of snow days or holidays for instance, as the club is unable to run the daycare program on those days.
By September 2013, the Tioga County Boys & Girls Club had raised $265,000, which was enough to complete the first stage — repairing the roof. On May 28 of this year, the club received a $300,000 grant from the Floyd Hooker Foundation, a private foundation in Owego that supports the children of Tioga County. These funds allowed the club to complete the final two stages of the campaign, the game room and parking lot.
Additionally, receiving the Hooker grant helped the club reach its five-year campaign goal in less than two years. With just under $550,000 raised and the final renovation work started, Henson says the process has “been pretty amazing.”
On Aug. 25, Owego–based PJF Enterprises began construction on the game room. PJ Electric of Apalachin is installing the parking-lot lights, and Lynch Paving of Endicott is handling the parking-lot paving.
Henson says the work is on track to be completed by Nov. 1, the deadline the club set so the space is available to meet the demand of ramped-up programming.
Amid the renovations, Henson says the staff of four full-time and 10 part-time employees has had to be “creative” in its programming and utilize the space that is available. He says the club uses the gym for a lot of team games, while arts and crafts activities take place in the lobby area.
“It’s important for us not to stop services [during the renovations] because the kids really need us,” says Henson.
The Tioga County Boys & Girls Club serves 1,300 local youth members and visitors on an annual basis. A year membership for a child is $25.
“We keep programming costs as low as possible and never turn a kid away,” says Henson.
Operating on a $440,000 budget, the club receives just over 3 percent ($15,000) of its funding from the government. Donations from individuals, businesses, foundations, and other fundraising efforts, what Henson calls the “life blood” of the organization, make up the remaining 97 percent of the budget.
“We rely heavily on our community who generously supports us,” says Henson. “We work hard to ensure our youth have a safe place to learn and have fun.”
Henson began his career at the club as a counselor in 2007, but his history with the club dates back to when he was a member as a kid.
Henson earned his associate degree at Broome Community College, then transferred to SUNY Cortland for his bachelor’s degree. After graduating in 2009, he became the athletic director. This past May, he earned his MBA from Binghamton University.
“I’ve been around the club pretty much my whole life, and have seen the life-changing impact it can have,” says Henson.
Contact Collins at ncollins@cnybj.com
_________________________________________________
Tioga County Boys & Girls Club
201 Erie St.
Owego, NY 13827
Phone: (607) 687-0690
tiogabgca.org
Key Staff
Executive Director: Luke Henson
Athletic Director: Andy Cobb
Social Programs Director: Amanda Williams
Club Positive Site Director: Debbie Taft
Membership Clerk: Pat Whittemore
BOARD OF DIRECTORS (Officers)
President
Junie Williams: Lockheed Martin
1st vice President
Nicholas Ruiz: First Niagara Bank
2nd vice President
Paul Bartlow: retired
Treasurer
Robert Zendarski: Lockheed Martin
Secretary
Betsy Knapp: Tioga County Real Property
BOARD OF DIRECTORS
David Arbes: TCMF Corp.
Betsey Bacelli: retired
Paul & Tina Bartlow: retired
Allan Bishop: Cornell University
Jim Crossgrove: IBM Software Development
Louis DeSantis: LJD Consulting
Mark Felice: Lockheed Martin
Peter Giliberti: Lockheed Martin
Bryan Hathaway: physical therapist
Spencer Hunt, Jr.: retired
Betsy Knapp: Tioga County Real Property
James Lavo: M&T Bank
Tim Linehan: EIT (i3 Electronics)
Steve May: Owego Harford Railway
Mike Maynard: DeTekion Security
Tom Morrissey: retired
Bill Motsko: retired, Edward Jones
Lou Neira: Lockheed Martin
Randy Pryor: OACSD Finance
Christian Root: Tioga County District Attorney office
Nicholas Ruiz: First Niagara Bank
Junie Williams: Lockheed Martin
Robert Zendarski: Lockheed Martin
Mission
“To enable all young people, especially those who need us most, to reach their full potential as productive, caring responsible citizens.”
PROGRAMS AND SERVICES
Athletics, social programs, fitness center, and “Club Positive,” a school-age child care program that offers before- and after-school care, holiday care, and a full-day summer camp.
Washington does nothing about the economy
Can you cite a major initiative on the economy this year? From Congress? From President Obama? How about last year? Or the year before? Or the year before that? Any major move on tax reform? On economic regulations? On economic policy? Well, there must have been some. After all, our economy is “Job One,” right?
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Can you cite a major initiative on the economy this year? From Congress?
From President Obama?
How about last year? Or the year before? Or the year before that?
Any major move on tax reform? On economic regulations? On economic policy?
Well, there must have been some. After all, our economy is “Job One,” right? And our economy has struggled for several years, right? So our leaders must have made some major moves to kick the economy into gear. Such as…?
Yes, nearly six years ago our leaders in Washington created the largest stimulus package in the history of the world. We’ll call it Porkulus. They burdened the country with massive debt to finance it. But, after that, what?
The stimulus flopped. The president’s top economic advisers quit. They are the ones who helped create it. Or stood by as Congress ran amok creating it. Those stars were replaced by lesser lights, who vanished into the woodwork.
Since Porkulus, we have seen few or zero major policy changes from the president or Congress.
People point fingers over this. They say Obama wouldn’t cave and allow big tax cuts. Or the Republicans blocked further stimulus. And all that garbage. Let’s not get into that today.
I wish to make a simple point. Washington has done sweet little to stimulate the economy for over four years. And finally, finally, it is growing. Not vibrantly. Not dynamically. It is growing in weak tea fashion. And on some fronts but not others.
Recently, President Obama claimed every economic indicator shows improvement. Well, during election campaigns, politicians get carried away. With that claim, he did. And he left himself open to responses like, “After six years isn’t it about time?”
What I am suggesting is that there is a disconnect here. The recovery seems to be slowly strengthening. With maybe no help from Washington. Now some will argue that Porkulus did work. That this modest recovery sprouted from Porkulus. But that argument sports a lot of holes.
The situation reminds me of stories from James Herriot. He was the Yorkshire veterinary who wrote “All Creatures Great and Small” and other books about his years as a vet. He wrote that often he ran out of ideas or remedies for curing very sick animals. He would inject them with strong drugs to put them into deep sleep, so they could die without further struggle.
Sometimes the opposite happened. Against the odds, they recovered. He concluded that in some situations it was best to do nothing more. He got out of the way and allowed nature to work.
I wonder if maybe that is what has happened to our economy. After Porkulus, Washington did little for it. Not because the politicians didn’t want to. But because their shortcomings kept them from acting. Without intending to, they allowed natural forces to slowly breathe life into the comatose economy.
We may get more such inaction. The new Congress is likely going to be less friendly to the president. If he does manage to put forward new economic policies, they will probably get a chilly reception in both houses.
Of course, he could do a turnabout. He could offer big changes in tax policies. He could offer big cuts in the regulations that smother the economy. Such measures would unclog a few arteries in the economy. He could offer to reform welfare. That would lessen the burden on taxpayers. He could offer to reform Social Security.
That would act as a stimulus in several ways.
Faced with an unfriendly new Congress, Obama could do the horse-swapping and arm-twisting these moves would require. But that would be a first for him. Don’t hold your breath for it.
A more likely scenario is noise, but no new economic policies for the rest of his term. President Obama is in a weak position. His economic-policy advisers seem minor league. Democrats are abandoning him. They fear being tarnished by his unpopularity. Such ingredients don’t usually make up a recipe for big policy changes.
It seems to me there is a good chance Washington won’t mess with the economy for a few more years. That might be a good thing.
From Tom…as in Morgan.
Tom Morgan writes about political, financial, and other subjects from his home near Oneonta, in addition to his radio shows and TV show. For more information about him, visit his website at www.tomasinmorgan.com
Agriculture is Big Business in CNY and New York State
Agriculture. It’s one of our region’s oldest and undeniably most important economic sectors. In 2012, agricultural production was worth more than $5.7 billion in New York state. Of the state’s total land area, 23 percent or 7 million acres are being used by 36,000 farms to produce a very diverse array of food products. Today,
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Agriculture. It’s one of our region’s oldest and undeniably most important economic sectors. In 2012, agricultural production was worth more than $5.7 billion in New York state. Of the state’s total land area, 23 percent or 7 million acres are being used by 36,000 farms to produce a very diverse array of food products.
Today, our region’s farmers play a vital role in our regional economy, touching almost every one of our organization’s strategic priorities from innovation to business development to exports, and even urban and community development.
Armory Square Ventures recently made its first investment in an ag-tech company — Agronomic Technology Corp., which has employees in Ithaca, New York City, and Silicon Valley. This investment will support the company’s main product, Adapt-N, which allows growers to better manage their use of nitrogen and yield more crops with a diminished impact on the environment. Additionally, it has the potential to increase profits for farmers by as much as $200 an acre.
Agriculture is also driving new business in the region through the unmanned aircraft systems (UAS) industry. Five of the six Certificates of Authorizations (COA) that CenterState CEO’s NUAIR Alliance has received to date involve using UAS to evaluate field crops like corn, soybeans, and wheat, collecting data on conditions like crop growth, insect activity, disease spread, soil conditions, and more. In fact, the agricultural industry is expected to be an early adopter of civil and commercial UAS in the United States and is estimated to comprise nearly half of the civil and commercial UAS market.
And at a time when exports are driving almost one-third of all economic growth in the post-recession economy, agriculture again has a major role to play. Dairy, New York’s leading agricultural product, is one of China’s fastest growing imports, rising 30 percent, in 2013 to $5.2 billion. Food products, particularly fruit, usually command a premium in China because they are considered safer when from the U.S. There is also interest in investing in food processing, which could present opportunities for our region in the apple, dairy, hops, and wine industries, among others.
Even urban agriculture plays a role in supporting economic development in Central Upstate Various community organizations have turned to agriculture to help transform blighted neighborhoods, increase access to fresh, healthy foods, and teach agricultural skills. Across Syracuse and the local region, community gardens support strategies that seek to engage neighborhood residents in revitalization efforts.
The agricultural sector is demonstrating its ability to adapt to the changes in the marketplace. That makes it not just a foundational industry, but one that is critical to our region’s future. At the end of the day, agriculture not only puts food on our tables, but it also supports our jobs and economy.
Robert M. Simpson is president and CEO of CenterState CEO, the primary economic-development organization for Central New York. This editorial is drawn and edited from the CEO Focus email newsletter the organization sent out on Oct. 10.
The Impact of Media Coverage on your Reputation
As public-relations professionals, a lot of what we do involves managing an organization’s reputation. For the most part, the more media attention your organization receives, the more your stakeholders will recognize you. But today, visibility isn’t enough. It’s the content of news stories that determines whether your audiences will have a favorable impression of you. So
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As public-relations professionals, a lot of what we do involves managing an organization’s reputation. For the most part, the more media attention your organization receives, the more your stakeholders will recognize you. But today, visibility isn’t enough. It’s the content of news stories that determines whether your audiences will have a favorable impression of you.
So how do you know whether the content was good or bad? And what do you do with that information? Having someone on your team who can conduct in-depth analyses of your media coverage, including the tone of the stories — whether they are positive, neutral, or negative — on a regular basis will significantly improve your communications strategy, support your overall business goals, and your reputation.
This type of analysis helps you to not only measure the success of your public-relations initiatives, but also provide well-informed advice for real-time decisions that the organization is making.
Both the quantity and quality of media coverage for your organization directly correlate to how much the public trusts, likes, and supports you. That coverage even determines the characteristics that are associated with your organization as opinions are formed.
So remember, a large amount of media clips doesn’t mean a positive reputation. Ask yourself if your messages are truly getting across to your audiences. Make sure you know which reporters lead the conversations in your industry, and then strengthen your relationship with those individuals.
Are you being heard?
Crystal DeStefano is president and director of public relations at Strategic Communications, LLC, which says it provides trusted counsel for public relations, including media relations, employee relations, and community relations. Contact DeStefano at Crystal@stratcomllc.com
What does the Affordable Care Act’s Contraceptive-Mandate Controversy Mean for your Benefits Plan?
This past summer, the U.S. Supreme Court decided a monumental case regarding the Affordable Care Act’s (ACA) contraceptive mandate, with potential implications for employers across the nation offering employee health benefits. Though the Supreme Court issued a final ruling, much debate has continued regarding the rights of nonprofit and for-profit, religious-based organizations, specifically in complying
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This past summer, the U.S. Supreme Court decided a monumental case regarding the Affordable Care Act’s (ACA) contraceptive mandate, with potential implications for employers across the nation offering employee health benefits.
Though the Supreme Court issued a final ruling, much debate has continued regarding the rights of nonprofit and for-profit, religious-based organizations, specifically in complying with ACA’s contraceptive mandate. While the nation continues to wait for final guidance from the government, many organizations are left wondering how the recent Supreme Court case impacts their employee-benefits plan as they finalize benefit strategies for 2015.
The case was Burwell vs. Hobby Lobby and at issue was whether or not the Religious Freedom Restoration Act (RFRA) of 1993 protects a company from complying with a government mandate that is opposed by the owner, or owners, of the company on religious grounds. More specifically, the family that owns and operates the Hobby Lobby Corporation argued that as an organization that seeks to operate the company based on the family’s Christian beliefs, ACA’s contraceptive mandate was unduly burdensome to their free exercise of religion.
ACA’s contraceptive mandate requires non-grandfathered employers with more than 50 full-time employees to provide female health-care-plan members with coverage for more than 20 forms of FDA-approved birth control, including oral, injectable, and implantable methods, with no member cost share. This means that the employer, in the case of a self-funded benefit plan, would pay for a member’s contraception in-full.
The ruling by the Supreme Court determined that requiring closely held corporations to pay for contraceptive coverage, as required by ACA, violates RFRA. The ruling further exempted religious-based organizations from complying with the contraceptive mandate. The ruling in Burwell vs. Hobby Lobby is the first case of the Supreme Court extending religious-freedom protections to what Justice Ruth Bader Ginsburg called the “commercial, profit-making world.”
In response to the Supreme Court’s determination, the Obama Administration stood firm on its position that it is important for employers to offer comprehensive health coverage for women, and to ensure that women across the nation have equal access to health-care services.
As a sort of compromise, and to ensure coverage for female health-plan members whose employers are opposed to the idea of paying for contraceptive coverage, the Obama Administration suggested that insurance carriers, and third-party administrations (TPAs), should pay for the contraceptive coverage in lieu of the employer. This, the administration suggested, would relieve the religious-based organization of the need to pay for coverage that it opposed on moral grounds, without compromising ACA’s position on women’s health.
For TPAs that do not assume the financial risk associated with the plans that they administer, the idea of paying for contraceptive coverage would have meant a paradigm shift in the self-funding industry. The government quickly clarified that in the case of self-funded plans, the government would ultimately reimburse the plan for the cost of contraceptive coverage. Insurance carriers, on the other hand, would absorb the cost of coverage.
The administration proposed that in order to be eligible for the exemption that would shift the cost of coverage to its plan administrator, an organization would need to file Form 700, a two-page form that certifies that the organization is a religious nonprofit organization that opposes providing some or all of the services and supplies required by ACA’s contraceptive mandate.
Many religious-based organizations, such as private universities and nonprofits, immediately voiced their opposition to the requirement to complete Form 700 in order to receive the mandate exemption, on the basis that the requirement to complete the form itself inherently violated their religious freedoms. In response, the Obama Administration recently proposed that both nonprofit and for-profit organizations that did not want to complete Form 700, simply notify the U.S. Department of Health and Human Services (HHS) that they have a religious objection to offering contraceptive coverage and provide the name of their TPA, if self-funded. HHS would then notify the TPA of the employer’s decision, and would reimburse the TPA for the health plan’s incurred contraceptive costs.
This proposal still did not alleviate the overarching concern for opposing corporations, however. For many religious-based organizations, the real opposition is not in the payment for contraceptives, but in acting in any capacity as part of the delivery system of contraceptive methods to women in the United States. Such organizations continue to maintain that their religious rights are burdened by any mandates that make them complicit in the contraceptive delivery channel, regardless of what entity is paying for coverage. In response to these unresolved concerns, religious-based organizations and their health-plan administrators are left waiting for further clarification and guidance.
As the contraceptive-mandate controversy continues to unravel new elements of ACA’s compliance requirements, the unfolding events raise more and more questions regarding the rights of employers to customize employee-benefits solutions post ACA-implementation.
If your organization is philosophically opposed to the contraceptive mandate, talk to your legal counsel to determine what recourse you may have to exclude coverage for contraceptive items from your health and prescription-drug benefit plan moving forward. While the nation continues to wait for further clarity regarding possible organizational exemptions, take the time to consider your organization’s philosophy regarding offering employee benefits so that you can be prepared to take appropriate action when further guidance is issued.
Vanessa Flynn is vice president, client services for the POMCO Group.
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