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Gifford and Allyn Foundations jointly announce recipients of 2013 Leadership Award
SYRACUSE — Gifford Foundation board president Jack Webb recently announced the recipients of the 2013 Kathy Goldfarb-Findling Leadership Award. The Allyn Foundation has joined the Gifford Foundation in presenting the award, and in acknowledgement of this new partnership have named two winners of “The Kathy” this year. Randi Bregman, executive director of Vera House, and […]
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SYRACUSE — Gifford Foundation board president Jack Webb recently announced the recipients of the 2013 Kathy Goldfarb-Findling Leadership Award. The Allyn Foundation has joined the Gifford Foundation in presenting the award, and in acknowledgement of this new partnership have named two winners of “The Kathy” this year.
Randi Bregman, executive director of Vera House, and Mary Beth Frey, executive director of the Samaritan Center, are the 2013 recipients of “The Kathy,” which is awarded to nonprofit leaders who are creative, collaborative, and embrace change, the foundations said in a news release.
The award provides a $2,500 honorarium for each recipient’s personal use — whether for professional development or personal growth opportunities.
The award was created in 2011 at the time of Goldfarb-Findling’s retirement to recognize her special approach to leadership, according to the release.
Gallup: Majority in U.S. say health care is not the government’s responsibility
Polling firm Gallup reported Nov. 18 that its most-recent annual health-care poll, conducted Nov. 7-10, found that 56 percent of U.S. adults now say it’s not the federal government’s responsibility to make sure all Americans have health-care coverage. Before 2009, “a clear majority of Americans consistently had said the government should take responsibility for ensuring
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Polling firm Gallup reported Nov. 18 that its most-recent annual health-care poll, conducted Nov. 7-10, found that 56 percent of U.S. adults now say it’s not the federal government’s responsibility to make sure all Americans have health-care coverage.
Before 2009, “a clear majority of Americans consistently had said the government should take responsibility for ensuring that all Americans have health care,” Gallup said in its survey report. That view peaked in 2006, when 69 percent of Americans said it’s the federal government’s duty to make sure all Americans have health-care coverage, while only 28 percent said it wasn’t.
“Attitudes began to shift significantly in 2007, and continued to change through the time President Barack Obama took office in 2009,” the Gallup report prepared by Joy Wilke said. “Americans who feel healthcare coverage is not the federal government’s responsibility have been in the clear majority the past two years.”
Attitudes across all three partisan groups have shifted away from the view that ensuring health-care coverage is government’s role, but most especially among Republicans and independents, according to Gallup.
Since 2000, the share of Republicans believing the government should not be responsible for ensuring all Americans have health coverage has risen from 53 percent to 86 percent, according to Gallup.
The polling firm found that 55 percent of independents currently say the government should not be involved with health care, up from 27 percent in 2000.
The percentage of Democrats holding this view now stands at 30 percent, up from 10 percent in 2006 and 19 percent in 2000, Gallup found.
“The continuing implementation of the [national health-care law] over the coming months and years will surely continue to shape Americans’ attitudes toward the federal government’s role in this area,” Wilke wrote. “It is not clear how the [law’s] troubled rollout to date will affect attitudes over the next year. But as the debate about the implementation of the new healthcare law has unfolded, Americans have become less likely than ever to agree that the federal government should be responsible for making sure that all Americans have healthcare.”
Gallup said it conducted telephone interviews of a random sample of 1,039 adults, aged 18 and older, living in all 50 U.S. states and the District of Columbia. The margin of error was plus or minus four percentage points.
Governor announces grants for local-government cost reduction
Several local governments in Central New York are among 68 governments statewide that will share in $4 million in grant funding to implement initiatives to streamline operations and “save taxpayer money.” Gov. Andrew Cuomo announced the grant awards on Nov. 12. The New York State Department of State will distribute the Local Government Efficiency (LGE)
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Several local governments in Central New York are among 68 governments statewide that will share in $4 million in grant funding to implement initiatives to streamline operations and “save taxpayer money.”
Gov. Andrew Cuomo announced the grant awards on Nov. 12.
The New York State Department of State will distribute the Local Government Efficiency (LGE) grants to 18 projects through which local governments are collaborating to reach operating efficiencies and savings goals, the governor’s office said in a news release.
The grants play a “central role in our efforts to empower” municipalities to increase efficiency and reduce costs for taxpayers, Cuomo said in a news release.
“With our support, local governments across the state are pursuing innovative approaches to their core operations. This ultimately enables local officials to more effectively control costs and reduce taxes levied on home and business owners in their communities,” Cuomo said.
The grants include an award of more than $87,000 for Onondaga County and the Central New York Interoperable Communications Consortium. The state is also awarding more than $361,000 for the consolidation of fire services in the towns of Lysander and Van Buren, according to the governor’s office.
In the North Country, the town and village of Gouverneur will use an award of $396,000 to consolidate their wastewater-treatment plants.
The state also awarded the Mohawk Valley Water Authority a grant of more than $112,000 for a western Mohawk Valley regional-water study, the governor’s office said.
In the Southern Tier, the state awarded Elmira Heights and Horseheads a grant of more than $49,000 for consolidation-feasibility study.
The village of Watkins Glen will also use a grant of nearly $44,000 for the Project Seneca Sewer consolidation study, according to Cuomo’s office.
Contact Reinhardt at ereinhardt@cnybj.com
A La Carte Business Services to move to new, nearby space
SALINA — A La Carte Business Services is moving to a new location across the highway from the office where it has operated since April 2012. The business is moving from 916B Old Liverpool Rd. in Salina to the Lakeshore Office Building across the highway at 913 Old Liverpool Rd. It’ll be one of several
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SALINA — A La Carte Business Services is moving to a new location across the highway from the office where it has operated since April 2012.
The business is moving from 916B Old Liverpool Rd. in Salina to the Lakeshore Office Building across the highway at 913 Old Liverpool Rd. It’ll be one of several tenants in the building that also includes Pinnacle Dental Group and CCPlus, Inc., a computer-technology firm.
A La Carte Business Services specializes in office operations for small to medium-sized businesses, including outsourced accounting and bookkeeping services, office systems, cost analysis, and payroll services.
It also offers a training course on the use of QuickBooks software for companies and organizations with staff members focused on bookkeeping.
“We are moving our desks the Monday before Thanksgiving [Nov. 25] and we will officially open the doors Dec. 2,” says Chris Belna, president and owner of A La Carte Business Services.
Belna is hoping to take advantage of the “slowness” of that week to get established in the new space, she says.
A La Carte Business Services is moving from its current, 900-square-foot space, on the second floor of a building that also houses Edward Jones financial advisor Jim Henty. Its new space in the Lakeshore Office Building is about 850 square feet, Belna says.
“It’s about the same amount of space that we have now but reconfigured to better suit us,” she adds.
A La Carte’s current space can accommodate up to six people, and the company currently employs four full-time workers, including Belna.
Its new location can accommodate up to eight people, she adds. The firm also has the right to expand to an adjacent 450-square-foot space, if it’s available
The new office space will provide first-floor access, additional parking, and space available to place a sign for drivers and passersby to see.
“A lot of people drive down Old Liverpool Road every day,” Belna says.
The entrance to the company’s current space is a side door that includes A La Carte’s name and logo, consisting of four interconnected puzzle pieces.
A La Carte rents its current space from Michael Charles. That space has allowed the company to grow its client base.
The company now works with 55 clients and has grown its revenue 140 percent in 2013 compared to the previous year, Belna says, declining to disclose specific figures.
“I love this space, but to get out in front of the building where we’re a little bit easier to find and [offers] a little bit more reconfigured space was really key for us.” Belna says.
A La Carte signed a lease with Dr. James Richardson, a dentist at the Pinnacle Dental Group and the landlord at the Lakeshore Office Building.
Belna’s boyfriend, Nicholas Montanaro, designed the space, and Richardson handled the build out of the space, which is financed through the lease agreement, Belna says.
As a resident of Liverpool, Belna had always liked the Lakeshore Office Building as a possible location for her company.
“It’s just kind of quaint and sitting there and [provides] easy access,” she says.
However, when she was looking for space after starting her business, the price per square footage was too expensive, Belna says, so she opted for the space where it has operated since April 2012.
But Belna kept her eye on the building. When she noticed that Pinnacle was moving into the structure Belna did some investigating and learned the building had new ownership.
Richardson had reduced the square footage price to attact new tenants, she says.
“So, we started a negotiation with the new owner to see if I could get what we needed over there at the price they were offering and we were able to do it,” she says.
It’ll be A La Carte’s second office in three years of operation, which initially began in Belna’s home in Salina.
Prior to starting A La Carte Businesses Services, Belna spent more than two decades in operations and business management in the restaurant, investment, and construction fields.
Along the way, Belna discovered that the operating a company is the same “no matter what your product is,” knowledge that inspired her to launch her own company focused on business operations.
Spark.Orange aims to solve business problems with technology
SYRACUSE — Spark.Orange, LLC, a salesforce consulting and web-application development company based at the Syracuse Tech Garden, makes its mission tackling business problems, like customer service, with technology. It does so by partnering with and using the software of San Francisco, Calif.–based Salesforce.com, Inc. (NYSE: CRM). “We are a Salesforce cloud-alliance partner, which means that
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SYRACUSE — Spark.Orange, LLC, a salesforce consulting and web-application development company based at the Syracuse Tech Garden, makes its mission tackling business problems, like customer service, with technology.
It does so by partnering with and using the software of San Francisco, Calif.–based Salesforce.com, Inc. (NYSE: CRM).
“We are a Salesforce cloud-alliance partner, which means that we have to meet certain criteria with the company in order to maintain our partnership,” says Derek Vargas, a co-founder and managing principal of Spark.Orange.
“Salesforce.com does not implement [its] own solution. They only sell it,” Vargas says.
Salesforce is the “number one” cloud CRM [customer-relationship management] software company in the world serving companies that range in size from small businesses to Fortune 50 firms, Vargas says. Salesforce.com projects it will generate $4.05 billion in revenue in its current fiscal year ending in January 2014.
The company also services the nonprofit sector, so CRM in that case stands for constituent-relationship management, Vargas adds.
For Spark.Orange, the goal is to resolve “complex” business problems with technology, he says.
“For Salesforce, for a lot of people that means creating operational efficiencies and accelerating revenue and marketing efforts through the use of the CRM platform,” Vargas adds.
Cloud computing has essentially taken the hardware out of technology for a lot of businesses, Vargas says.
Larger programs, databases, and file storage, have historically been housed internally and networked to all the machines.
“That no longer has to happen,” he says.
A company like Salesforce.com will have “server farm upon server farm,” and manage, protect, and secure a client’s data. All the client has to do is log in through the Internet to connect to your package of information.
“The cloud, essentially, frees business of the hardware requirement outside of the actual machine you’re working on at the time,” he says.
Launching Spark.Orange
Vargas and co-owner Aliza Seeber previously worked together at Smart Sales, LLC, a Skaneateles–based boutique management consultancy with a focus on sales and marketing optimization, as described on the Spark.Orange website.
Vargas most recently served as managing director at Smart Sales, and Seeber was a certified Salesforce.com consultant and administrator.
Smart Sales had used CRM as “backbone” for a lot of its sales and marketing and management-consulting engagements, including the Salesforce.com software, Vargas says.
Calling it “eye opening,” Vargas and Seeber began to view the Salesforce software as “much better” than anything else on the market.
They believed in “how effective it could be in allowing companies to hit their revenue targets and to really accelerate marketing and make people more effective,” Vargas says.
Their colleagues at Smart Sales wanted to pursue a different direction with the company, but, in the Salesforce software, Vargas says he and Seeber “found what we wanted to be doing.”
“It all happened … quickly,” Seeber says, noting they founded Spark.Orange in January of this year, following discussions with their Smart Sales colleagues in late 2012 and early in the New Year.
Vargas and Seeber set up space in the Syracuse Tech Garden, and started generating client leads through “word of mouth” and building a presence on social-media platforms.
“That’s something that’s definitely helped,” Vargas adds.
They’re also using their own contacts and getting referrals from clients, he says.
Growth
Vargas declined to disclose a revenue figure for Spark.Orange’s first year in business, but sees plenty of growth in 2014.
“We expect, very conservatively, that we’ll see probably 100 percent year over year revenue growth. A lot of that is due to the nature of the work,” he says.
In addition to Vargas and Seeber, the firm’s staff includes two full-time and two part-time contractors.
Spark.Orange hopes to add two full-time employees during the first quarter of 2014 and one to two full-time employees per quarter the rest of the year, says Vargas.
“We’ll be close to triple the size that we are right now by the end of next year,” he adds.
Vargas says he and Seeber are “serial entrepreneurs,” noting they’ve started their own businesses in the past.
Prior to his time at Smart Sales, Vargas co-founded Digital Events, LLC, a Denver–based design, film, and post-production house.
Vargas attended the University of Connecticut-Stamford but left the school after two years to pursue work.
Seeber, a Syracuse native, co-founded Bush Crane & Ariel Lift Services, LLC with her husband and father-in-law in 2008. She was still working at Smart Sales at the time.
She is a 2004 graduate of the S.I. Newhouse School of Public Communications at Syracuse University with a dual degree in newspaper journalism and political science.
On Nov. 20, Seeber was among the honorees at the 40 under Forty awards program produced by Bizeventz, a sister company of The Central New York Business Journal.
Seeber landed the job at Smart Sales when she returned to Central New York from Hawaii, where she and her husband had been living while he served in the military, she says.
In naming their business, Seeber liked the term “spark” because the firm could “have it as an overlying theme” on its website, business cards, and marketing materials.
For example, “spark innovation,” Seeber says.
Vargas, who grew up in Connecticut, suggested attaching Orange to localize it to Syracuse.
What about the period between the two words?
“We liked it,” Vargas says.
Contact Reinhardt at ereinhardt@cnybj.com
Dave’s Hard Surface Restoration has only scratched the surface
WEST MONROE — After 35 years of working for someone else’s company, David (Dave) Ciereck is now operating his own business. Ciereck launched Dave’s Hard Surface Restoration, the “doing business as” name of Ciereck Enterprises, LLC, in July. He operates the business from his home in the town of West Monroe. He started the business
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WEST MONROE — After 35 years of working for someone else’s company, David (Dave) Ciereck is now operating his own business.
Ciereck launched Dave’s Hard Surface Restoration, the “doing business as” name of Ciereck Enterprises, LLC, in July. He operates the business from his home in the town of West Monroe.
He started the business after working seven years as an operations manager for Equipment & Controls Africa in its office in Cabinda, Angola. The U.S. headquarters of Equipment & Controls Africa is in Carnegie, Pa., according to its website.
With his visa expiring, Ciereck left Equipment & Controls Africa in July to return home to Central New York to focus on starting his own business with an eye toward eventual retirement.
“I didn’t want a regular job. I wanted a business,” Ciereck says.
While searching online, he “stumbled across” The Master’s Touch, Inc. of Glendale, Ariz. from which he purchased his floor-restoration business.
In conducting his research, he couldn’t find “a lot of people” offering that type of service in Central New York.
In describing its business system on its website, The Master’s Touch says, “Start with a proven hard surface cleaning & restoration system that provides you the ability
to earn a six figure income!”
Both Ciereck and the website of The Master’s Touch indicate it is not a franchise.
A franchise requires royalty payments, he says, but that’s not part of Ciereck’s agreement with Masters’ Touch. Franchises require their franchisees to operate under their rules, Ciereck adds, while he’s “free to expand and do whatever else I feel is necessary to do.”
It also didn’t require an agreement restricting his service to any specific geographic location, he adds.
“I purchased the equipment and got the training from them, and I get lifetime support from them,” he says.
When asked how much he had to pay to acquire the equipment from The Master’s Touch, Ciereck declined to disclose the figure, saying only, “It wasn’t cheap.”
He used his own assets for a “good chunk” of the down payment. Salt Lake City, Utah–based Aztec Financial, LLC, which provides financing for entrepreneurs working with The Master’s Touch, lent Ciereck additional capital to make the down payment, he says.
Ciereck’s investment included trailer-mount equipment for high-pressure, hot-water extraction for the cleaning of carpets, tile, and grout floors.
“Main-line work is tile and grout cleaning, restoring tile and grout to its original color and cleanliness,” he says.
As Ciereck describes it, grout is the series of lines between tiles on a hard-surface floor.
“Tile itself is very hard. It’s non porous, so dirt cannot penetrate it. The grout is very porous and dirt gets in it and stays there,” he says.
Ciereck also handles carpet cleaning, concrete cleaning, and grease removal.
He’s also getting calls from customers asking if he has the capability of placing an epoxy coating on concrete for painting those surfaces, he says.
“We can do this,” he adds.
So far, he’s serviced about a dozen commercial customers and about 30 residential customers, he says.
Ciereck is currently hoping to hire two full-time employees before year’s-end and another two full-time workers by the end of 2014.
Besides generating additional revenue, Ciereck wants some employees so he can start focusing on the marketing of his company.
To get the business started, The Master’s Touch designed the Ciereck’s website, and he maintains its content with updates.
“It was part of the package,” he says.
The Master’s Touch also provided him with marketing brochures and he speaks with company officials every few weeks, he says.
Ciereck declined to disclose any revenue figures for 2013 or projections for 2014.
He worked for 35 years in the industrial maintenance and restoration field. In addition to his most recent work as operations manager for Equipment & Controls Africa, he also spent time as a plumbing foreman for Burns Bros Contractors of Syracuse.
As Ciereck looks to grow his restoration business in 2014, he has a simple philosophy.
“We never make promises we can’t keep,” he says. “You can never get caught in the truth.”
Contact Reinhardt at ereinhardt@cnybj.com
Downtown Ithaca welcomes two new businesses
ITHACA — The Downtown Ithaca Alliance and Ithaca Mayor Svante L. Myrick announced that two new businesses recently opened in downtown Ithaca. STREAM Co-Lab, located at 123 South Cayuga St., Suite 201, is an architecture and landscape architecture firm founded by Noah Demarest in 2012. It is an innovative collaborative design studio shared with Whitham
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ITHACA — The Downtown Ithaca Alliance and Ithaca Mayor Svante L. Myrick announced that two new businesses recently opened in downtown Ithaca.
STREAM Co-Lab, located at 123 South Cayuga St., Suite 201, is an architecture and landscape architecture firm founded by Noah Demarest in 2012. It is an innovative collaborative design studio shared with Whitham Planning and Design, Attention Span, Randall + West Planners, Marshall Hopkins Illustration, and SPEC Consulting, according to the Downtown Ithaca Alliance.
Mockingbird Paperie, located at 142 The Commons, is a newly renovated paper, stationery, and card purveyor that originated as Ithacards in 2008. While retaining Ithacards’ bestselling products, proprietor Suzanne Loesch has expanded the product line to include writing instruments, wedding invitations, and decorative papers and stationery from all over the world, according to the Downtown Ithaca Alliance.
Chiefs GM Smorol hopes to revive baseball excitement, boost revenue in 2014
SYRACUSE — Syracuse Chiefs general manager Jason Smorol is busy preparing for the 2014 baseball season, and this offseason provides one primary focus. “It’s the business of baseball,” he says. And it’s an important offseason for the Chiefs, as the team on Nov. 19 announced a nearly $1 million net loss in 2013. Since Smorol
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SYRACUSE — Syracuse Chiefs general manager Jason Smorol is busy preparing for the 2014 baseball season, and this offseason provides one primary focus.
“It’s the business of baseball,” he says.
And it’s an important offseason for the Chiefs, as the team on Nov. 19 announced a nearly $1 million net loss in 2013.
Since Smorol began his duties at NBT Bank Stadium in early October, the team has announced a new plan for season-ticket and individual-ticket pricing.
The team on Nov. 13 also announced a partnership with Cumulus Media and The Score 1260 (WSKO-AM) to broadcast its games in 2014.
“The fans asked for radio. We believe in radio. The sponsors believe in radio. So, we’re going to be on the radio,” he says.
In the 2013 season, the Chiefs offered fans a smartphone app for their Internet-only broadcasts.
In addition to ticket pricing and the radio broadcasts, the Chiefs also have to renew all the sponsorships for luxury suites, fence sponsors, make the calls to the advertisers to ensure the Chiefs are still in their plans, says Smorol.
“Set up meetings, find out what they liked, what they didn’t like, and then show them the new Chiefs,” he says.
The team is also reviewing its organizational policies and procedures and announced its front-office staff.
With the calendar year nearing an end, Smorol is reviewing the financial statements and making sure the ball club’s budget is set.
His responsibilities also include arranging the hotels and buses for the team’s travel to various locations for away games. His staff is also checking the team’s uniforms, the bats, the balls, conducting research for promotional nights, and setting up a new marketing campaign, he says.
“It’s constant, and it’s something [for which] we don’t have the luxury of a lot of time,” he says.
“Substantial” financial loss
In his new role, Smorol has the task of generating renewed excitement for baseball in Syracuse after dwindling attendance numbers resulted in a difficult year on the team’s balance sheet.
The Syracuse Chiefs lost nearly a $1 million in its fiscal year 2013 that ended Oct. 31, a figure that is $700,000 higher than its net loss from fiscal year 2012.
That’s according to William Dutch, president of the The Community Baseball Club of Central New York, Inc., which does business as the Syracuse Chiefs.
Dutch spoke to The Central New York Business Journal on Nov. 20 a day after he presented year-end financial figures to the team’s board of directors.
“The loss is substantial,” Dutch says.
Dutch is also a member of Chiefs First, LLC, a group of interested shareholders who “felt strongly enough about the Chiefs” to loan it about $500,000 to help handle costs in the 2014 season, he says.
“We believe that the business model needed to be changed,” he says, noting that would also require an “entire new staff.”
The group believe the Syracuse community still has a “significant interest” in baseball. Chiefs First, LLC also wants to prove “this alternative is a better one than taking the risk of selling the club and having it relocated,” Dutch says.
The Chiefs hired Smorol on Oct. 7 to replace former general manager John Simone. Smorol had served as the general manager of the Auburn Doubledays between 2002 and 2004.
Transition
At the time the Chiefs made their offer, Smorol was working for a company called Hilti, Inc., a global manufacturer and direct-sales company for the construction industry. The firm has its U.S. headquarters in Tulsa, Okla., with global headquarters in Liechtenstein, Smorol says.
It makes and directly sells tools, drill bits, fasteners, fire stops, products for the heavy-construction industry.
“I’m transitioning away from Hilty into [his new role with] the Chiefs,” he says.
Having worked there for eight years, he just “couldn’t just drop it,” so he worked out a deal with the Chiefs that allows a transition “… because this came up as such a surprise,” he says.
Smorol devotes most of time to Chiefs, he says.
At Hilti, his territory extended from Onondaga County to St. Lawrence County over to Herkimer County in roles that included sales, engineering, shipping, and receiving.
But Smorol couldn’t pass up a chance to return to baseball management, having spent time as general manager of the Doubledays, and earlier in various capacities for New York-Penn League baseball teams including Watertown, Batavia, and Staten Island.
The most important part of his job as a general manager is having “passion” for the position, he says.
Smorol believes he has to know every aspect of the organization from how to sell a ticket to how to take a ticket, along with parking, hiring and firing, human resources, travel, player-development contracts, media relations, sales, and stadium operations.
“Every single aspect of every single thing that goes on in here is under my watch. And I love it,” he says.
Contact Reinhardt at ereinhardt@cnybj.com
Taking a Good, Hard Look at Common Core Standards
School districts across the state have grappled with changes and challenges that accompanied implementation of the Common Core testing standards. During that time, I have heard a great deal of feedback regarding the new direction of education in New York State. In the Finger Lakes Region and throughout New York, parents, educators, and community leaders
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School districts across the state have grappled with changes and challenges that accompanied implementation of the Common Core testing standards. During that time, I have heard a great deal of feedback regarding the new direction of education in New York State.
In the Finger Lakes Region and throughout New York, parents, educators, and community leaders have expressed concerns about the implementation of the Common Core. Some say there is too much testing and others think that we need more time to get the proper tools in place to teach the new curriculum. Many people are worried that teacher evaluations based on the Common Core results do not accurately reflect the true ability of the educators being assessed. And, still more New Yorkers are concerned about the privacy of student data being collected as a result of the implementation of the Common Core.
As a former educator, I know that all of these concerns are valid. We need time to evaluate and understand the impact of these new standards. Few things, if any, are more important than our children’s education. We must get this right.
Over the past few weeks, members of the Assembly Minority Conference have been hosting education forums around the state. The forums are designed to give community members in every region of New York a chance to discuss the issues and concerns they have with the direction of the state’s education policy. So far, the forums have generated a tremendous amount of attention and have given our members valuable insight.
Brian M. Kolb (R,I,C–Canandaigua) 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@assembly.state.ny.us
The National and Regional Economy
I’d like to review recent developments in the local and national economies. As always, what I have to say reflects my own views and not necessarily those of the Federal Reserve System or the Federal Open Market Committee (FOMC) Starting with the [New York City] area’s economy, one of the greatest challenges in the city
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I’d like to review recent developments in the local and national economies. As always, what I have to say reflects my own views and not necessarily those of the Federal Reserve System or the Federal Open Market Committee (FOMC) Starting with the [New York City] area’s economy, one of the greatest challenges in the city over the past year has been the massive disruption and destruction caused by Superstorm Sandy. While areas of the New York City metropolitan region were hard hit by the storm, the devastation was particularly severe along the waterfronts of Queens — and in particular in Far Rockaway. We saw and heard about the devastation of the storm first-hand from many of those affected, through a series of support clinics that we held in the storm’s immediate aftermath, as well as from many of our own employees who lived in some of the hardest hit areas. The good news is that a little more than one-year later there has been a significant rebound in employment and economic activity across the five boroughs. New York City has continued to see pretty solid job creation through this past summer, and, in stark contrast with past economic expansions, this is happening without any direct contribution from the securities industry — or, more colloquially, Wall Street. So far this year, the city’s job gains have been broad-based, led by strong growth in industries such as education and health, advertising, computer services, leisure and hospitality, wholesale and retail trade, and, especially, construction. Now, I would like to turn my attention to recent developments in the national economy.
National economic conditions Let me begin by taking stock of where we are at the moment. Then I will address my expectations for the performance of the economy in 2014 and 2015. Since the end of what is now called the Great Recession in mid-2009, the U.S. economy has experienced 17 consecutive calendar quarters of positive growth of real GDP. However, the compound annual rate of growth over that period has only been around 2 ¼ percent, close to prevailing estimates of the economy’s potential growth rate. Thus, we have made limited progress in closing the substantial output gap that was created during the recession. A similar conclusion is drawn from an assessment of labor-market conditions. Although the unemployment rate has declined by about 2 ¾ percentage points since peaking at 10 percent in October 2009, a significant portion of that decline reflects the substantial decline of the labor-force participation rate over that period. It should also be noted that since the previous business-cycle peak at the end of 2007, the decline of the labor-force participation rate has been more than accounted for by a decline in participation of people in the prime working age of 25 to 54. The inflation data are also consistent with this overall picture of an economy operating well below its full potential. Total inflation, as measured by the personal-consumption expenditures (PCE) deflator, has been quite volatile in recent years due to sharp fluctuations in energy prices. Core inflation, which excludes the volatile food and energy components and thereby may be a better guide as to underlying inflation, slowed from around 2 percent in early 2012 to just above 1 percent in mid-2013. In recent months it has shown signs of stabilizing, but remains well below the FOMC’s expressed goal of 2 percent for total inflation. Fortunately, inflation expectations remain relatively stable at levels somewhat above the current inflation rate. This stability should help prevent an undesirable further drop in inflation relative to our 2 percent objective. That said, there are some nascent signs that the economy may be doing better. For example, based on the first estimate, which is subject to revision, real (gross domestic product) GDP increased at a 2.8 percent annual rate in the third quarter of 2013, above the trend of the past four years. And, the most recent payroll employment report showed a pickup in the monthly pace of job gains. The three-month moving average rose back above a 200,000-job pace after slowing to about 150,000 jobs as of July of this year. I hope that this marks a turning point for the economy. But before we rush to this conclusion, a few more cautionary comments are appropriate. With respect to GDP growth, it turns out that inventory investment contributed three-quarters of a percentage point to that overall growth rate. Thus, because this impetus from inventories will likely reverse this quarter, the real GDP growth rate is likely to slow to about a 2 percent annual rate or a bit less in the fourth quarter. Regarding payroll employment, we have seen such bursts in payroll growth before over the past few years and have been disappointed when the pickups proved temporary and did not lead to a rise in the overall growth rate. But, I have to admit that I am getting more hopeful. Not only do we have some better data in hand, but also the fiscal drag, which has been holding the economy back, is likely to abate considerably over the next few years at the same time that the fundamental underpinnings of the economy are improving. The first thing to note is that federal fiscal policy in 2013 has been unusually contractionary. At the beginning of the year the [2 percent] payroll tax cut expired while tax rates on higher-income households were raised, a series of taxes associated with the Affordable Care Act took effect, and spending was reduced due to the sequester and the gradual winding down of foreign military operations. According to the Congressional Budget Office, the cyclically-adjusted or full-employment budget balance increased by roughly 1 ¾ percentage points of GDP in fiscal year 2013. Over the past 50 years there have been only two other episodes of fiscal contraction of this order of magnitude, and both of those occurred when the unemployment rate was substantially lower than it has been of late. Under current law, the amount of federal fiscal restraint will decline in 2014 and then decline further in 2015. At the same time, the sustained contraction in spending and employment by state and local governments appears to be over. The fact that the U.S. economy has continued to grow at about a 2 percent pace in 2013 despite this quite intense fiscal restraint provides evidence to the second key point, which is that the private sector of the economy has largely completed its healing process and is now poised to ramp up its level of activity. Key measures of household leverage have declined and are now near the lowest levels they have been in well over a decade. Household net worth, expressed as a percentage of disposable income, has increased back to its average of the previous decade, reflecting rising equity and home prices and declining debt. Recently, banks have eased credit standards somewhat after a prolonged period of tightness. As a result, we are now experiencing a fairly typical cyclical recovery of consumer spending on durable goods. For example, sales of lightweight motor vehicles have increased steadily over the past four years, reaching an annual rate of 15.7 million in the third quarter of 2013, though sales in September and October have been somewhat below that average. Similarly, after five years in which housing production was well below what is consistent with underlying demographic trends and the replacement demand for houses, it now appears that we have worked off the excess supply of housing built up during the boom years of the last decade. Housing-market activity has begun to recover, and a widely followed national home price index is up 12 percent over the 12 months ending in September. Anecdotal reports suggest that this higher-than-expected increase in home prices is due to a relatively low number of homes for sale. Due to this shortness of supply, there is reason to expect increases in housing starts going forward. Yet another bright spot on the horizon is the fact that growth prospects among our major trading partners have improved following a few years of lackluster performance that induced a sharp slowing of growth of U.S. exports. In particular, the euro area appears to have emerged from a protracted recession and is experiencing modest but positive growth. To summarize, while growth in 2013 has been disappointing, I believe a good case can be made that the pace of growth will pick up some in 2014 and then somewhat more in 2015. The private sector of the U.S. economy should continue to heal, while the amount of fiscal drag should subside. Despite near-term concerns, growth prospects among our major trading partners will improve further next year. This combination of events is likely to create an environment in which business-investment spending will strengthen. As growth picks up, I expect to see more substantial improvement in labor-market conditions and a gradual [uptick] in inflation back toward the FOMC’s target rate. However, the notion that the U.S. economy will grow more swiftly remains a forecast rather than a reality at this point. As is always the case, there is substantial uncertainty surrounding this forecast. Moreover, there is always the possibility of some unforeseen shock. Thus, we will continue to monitor U.S. and global economic conditions very carefully and will adjust our views on the likely path for growth, inflation, and the unemployment rate accordingly.
William C. Dudley is president and CEO of the Federal Reserve Bank of New York. This article is excerpted and edited down from the prepared text of a speech Dudley gave Nov. 18 at the City University of New York Queens College in Flushing. The full speech text is available at: http://www.newyorkfed.org/newsevents/speeches/2013/dud131118.html |
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