Binghamton students to compete for startup money at state business plan competition

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VESTAL — Two Binghamton University students will participate in the New York State Business Plan Competition in Albany on April 25 and vie for a

The growth of Marquardt Switches in Madison County

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CAZENOVIA — My ’56, stick-shift Chevy had only a few switches and controls: the ignition, radio, cigar lighter, heater fan, windshield wipers, lights, and radio. In my current vehicle, the door handle senses my presence; a push-button activates and deactivates the engine; my dashboard controls resemble a NASA flight panel; switches adjust my sitting position, warm my derriere, direct my navigation system, change my gears, and operate the windows and sun roof; and my steering wheel abounds with controls to adjust the sound system and monitor the cruise control.

While switch and sensor assemblies are ubiquitous in today’s cars and trucks, most people don’t realize that many are designed and produced by Marquardt Switches, Inc. in the Madison County town of Nelson, just outside of Cazenovia. The company, which was incorporated in 1981, serves as the North American headquarters of Marquardt GmbH, the parent firm founded in 1925.

World headquarters are located in Rietheim–Weilheim, Germany. The company, which believes in manufacturing where the customers are located, has a total of 12 plants in nine countries on four different continents. Marquardt’s international operation manufactures primarily for the automotive, household, and power-tool industries. The parent company, which is owned by two unrelated families named Marquardt, employs nearly 7,000 people and posted revenue at 2013 year-end of $991 million.

“The Cazenovia operation designs, manufactures, assembles, and tests electromechanical switches and control systems, of which 98 percent are used in the automotive industry,” says Jochen Becker, the president of Marquardt Switches and the vice president of Marquardt Group in North America. (In addition to Cazenovia, plants in Rochester Hills, Mich. and Irapuato, Mexico report to Becker.) “It even designs and builds some of its own sophisticated assembly equipment to produce the components … [Cazenovia] … runs 24/7 with 470 employees in a 100,000-square-foot facility … producing more than 10 million switches and sensors annually for [automotive] customers, which include Mercedes, Fiat/Chrysler, Toyota, GM, and BMW, and for truck customers like Freightliner.” Marquardt Switches owns the building and the 18 acres on which the plant is sited.

“We’re a highly [vertically] integrated company,” notes Kirk Wardell, director of operations in Cazenovia, as he escorts this reporter on a tour of the plant. “In addition to multiple assembly lines, we do our own injection-molding, make our own circuit boards, and staff an in-house tool room and maintenance shop. Marquardt also extensively tests its products on-site to be sure the quality meets the customer’s specifications. Cazenovia is a lean-manufacturing facility that doesn’t stock a large inventory, so … [vertical integration] is important not only to guarantee the quality of our products but also to control the production time in order to respond to changing customer needs.” Becker adds: “We’re unique in what we do and how we do it. A lot of companies are turning to outsourcing as the time-to-market gets shorter. We, on the other hand, continue to expand our production capabilities.”

Marquardt competes with a number of other manufacturers for the switch, sensor, and control business. “There are a lot of competitors in this industry,” Becker points out. “For example, in Auburn, TRW [Automotive] has a manufacturing plant. (A publicly traded company with 2013 sales of $17.4 billion.) … There is Kostal, another family-owned business headquartered in Germany, Omron, and Defond (a company which produces 450 million switches per year.). One of the keys that separates us from the competition is Marquardt’s … [obsession] for quality. The company’s basic principle that has become part of the daily routine of our employees is that quality is when the customer returns, not the product.”

The other key to Marquardt’s competitive advantage is innovation. “This plant [Cazenovia] has 150 [degreed] engineers,” stresses Becker; “that’s about one-third of the staff. We insist on finding the right people who are not only smart but who also … [thrive] in an environment that is fast-paced, high-pressure, and oriented to customer service. The [Cazenovia] plant is represented by … [a host] of engineering disciplines: mechanical, electrical, process, manufacturing, software, hardware, and even chemical. To assemble this skill level, we have incorporated 33 different nationalities into a multi-cultural operation.”

“[Another] … indicator of the company’s commitment to innovation is its annual investment of 10 percent of revenues in R&D,” adds Wardell. “In Cazenovia alone, we have 35 to 40 engineers focused only on research and development. Then there is the continuing investment in training product assemblers through multiple apprentice programs and tuition reimbursement for continuing education. Marquardt is competitive for the long-term because we support and continuously raise our innovation standards.”

Becker and Wardell also note the importance of the leadership team at Marquardt Switches which, in addition to the president and director of operations, includes Kevin Thompson, logistics director; Wes Daggett, quality director; John Jelfo, finance and controlling director; Dean Moore, human-resources manager; and Bruce Santos, director of R&D and sales.

Marquardt’s employment has grown by more than 200 percent just in the last decade. “When I joined the company nine years ago,” says Wardell, “there were approximately 150 people. Now we have 470. To accommodate our [historic] growth, we have expanded the production facilities … The [Cazenovia] facility is currently operating at capacity. Any expansion here would affect all parts of our business (circuit boards, injection molding, assembly, inventory) so we are considering any changes carefully.”

Whether or not Marquardt expands the Cazenovia facility, the company has had a substantial economic impact on the area. “Our payroll is more than $20 million [annually],” emphasizes Becker. “We spend several million dollars more [each year] on materials and supplies, and our capital investment in machinery is huge. The company also pays substantial school and property taxes. In addition, we receive three to 10 visitors every week in Cazenovia, and they spend money here on hotels, food, and … [other amenities].”

During his 16 years employed at Marquardt, Becker has held several positions including engineering, managing engineering teams, and program management. He assumed his position at Marquardt Switches in 2007 to launch a recently won automotive contract. Since his arrival in Cazenovia, North American annual sales have grown from $40 million to $200 million. Becker holds an MBA in electromechanical engineering from the University of Applied Science in Furtwangen (Germany) and a bachelor’s degree in business management.

Prior to joining Marquardt, Wardell worked in New York, California, and North Carolina with new company startups, merged newly acquired businesses, and developed and implemented performance-based organizational structures. His 25 years of industry experience includes medical electronics, electronic-wiring devices, banking, power tools, and automotive. Wardell holds a bachelor’s degree in electronic-engineering technology from Arizona State University.

Contact Poltenson at npoltenson@cnybj.com

COR Development starts Inner Harbor hotel project prep work

Construction, Design & Real Estate, Subscriber Only

SYRACUSE — COR Development Company, LLC on April 9 announced the start of the demolition work in advance of plans to break ground on development of a Starwood Aloft hotel at the Inner Harbor in June. COR is demolishing the canal-maintenance building at Syracuse’s Inner Harbor. The firm expects to finish the demolition and site-clearing

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COR is demolishing the canal-maintenance building at Syracuse’s Inner Harbor.

The firm expects to finish the demolition and site-clearing work in the week ahead, says Steve Aiello, a partner and president of COR Development Co. He spoke to the Business Journal News Network in a phone interview on April 15.

An engineering study determined that the canal-maintenance building is “structurally unsound,” COR said. The firm describes the building as “deteriorated” and will demolish the structure in the redevelopment process.

“It was unsalvageable. We couldn’t save it. The foundations were gone … so much so that they [the engineers involved] determined it was a hazard,” Aiello says.

The building was originally intended as a community boathouse, according to COR. The firm is considering alternatives for public docking and a community boat launch at the site.

“We are planning another building there and we are going to at least try to reflect some of the architectural [characteristics] of the building that was there,” he says.

The early work allows the Fayetteville–based real-estate development firm to prepare the site for further development, including the future relocation of the canal freight house.

COR has completed a review process under the New York State Environmental Quality Review Act, or SEQR, which enables the company to begin construction.

Besides the demolition work, COR is also seeking final approvals from the city of Syracuse Planning Commission for the Aloft hotel and for the construction of new city streets and public infrastructure in the development of the Inner Harbor’s western shore.

“We hope to have that completed … by the middle to the end of May,” Aiello says.

Besides the hotel, the $350 million redevelopment effort will also include educational facilities and several mixed-use complexes with office, retail, and residential components, COR said.

COR in 2012 pursued the project because the firm focuses on urban redevelopment and most of the partners are from the Syracuse area, Aiello says.

“We have watched that particular piece of real estate, which is a great piece of real estate, sit there year after year with no activity,” he adds.

The firm viewed the Inner Harbor as a “prime target” for development.

An advisory committee of the city of Syracuse chose COR’s proposal for development over two others.

New York Governor Andrew Cuomo visited Syracuse in early October of last year to announce plans for a new $18 million, 130-room Aloft Hotel at the city’s Inner Harbor.

Financing
COR Development on March 21 announced it will not seek “special” financial assistance from the city of Syracuse or Onondaga County for the development of a Starwood Hotels & Resorts Aloft in Syracuse’s Inner Harbor.

COR doesn’t intend to pursue a payment in lieu of taxes (PILOT) to develop the project “other than those standard programs already authorized by municipalities available to all development,” according to its news release.

Aiello credits the involvement of Gov. Andrew Cuomo’s regional economic- development council (REDC) and “conventional” funding sources for its decision not to seek a PILOT agreement from the city or county.

“We’re going to borrow that money. We’re going to guarantee the loan and go forward and build it,” Aiello says.

When asked if he could name the lender, Aiello replied, “Not at this point because we’re negotiating with them.”

Its decision not to pursue a PILOT agreement is “in keeping” with a commitment it made to the Syracuse Common Council during the early stages of the Inner Harbor project that COR would only pursue such an agreement it felt the need.

As the project moved along, COR felt “there wasn’t a necessity” to pursue such an agreement, Aiello said.

Job creation
The Starwood Hotels & Resorts Aloft will create 70 permanent jobs and 200 construction jobs for the Central New York region.

COR will break ground on the project in June. The hotel is tentatively scheduled to open in late 2015.

COR’s plans for the hotel include a community-benefits agreement with the State University of New York’s Educational Opportunity Center (SUNY EOC) to “ensure employment opportunities are provided directly to the community,” the firm said in its news release.

The program is a “new concept,” Aiello says.

“We put together this five or six-step program of what our needs are going to be and what kind of training these folks are going to be [receiving]. We left it to EOC to implement the training,” he says.

Initially, the jobs will include positions in construction and will evolve into openings for property management, hotel management, operations, and security, he adds.

The EOCs work to provide educational and vocational-training opportunities to “disadvantaged” adults, urban communities, and employers of New York, according to the SUNY EOC website.

Contact Reinhardt at ereinhardt@cnybj.com

Politicians call for kill switch on smartphones to deter theft

Insurance & Financial Services, Law, Accounting & Taxes, Subscriber Only, Technology

SYRACUSE — U.S. Representative Daniel Maffei (D–DeWitt) on April 11 announced he’s co-sponsoring a bill that would require a kill switch to deter thieves and help end a “violent epidemic” of smartphone thefts. The office of New York Attorney General Eric Schneiderman used that language in a news release to describe the thefts. Schneiderman joined

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The office of New York Attorney General Eric Schneiderman used that language in a news release to describe the thefts.

Schneiderman joined Maffei, Syracuse Mayor Stephanie Miner, Syracuse Police Chief Frank Fowler, and New York State Senator David Valesky (D–Oneida) at Syracuse City Hall to discuss the proposed legislation.

The Smartphone Theft Prevention Act has sponsors in both the House and U.S. Senate, according to Maffei. U.S. Representative Jose Serrano (D–15) introduced the legislation.

It also has a companion bill in the Senate, Maffei said.

If a thief steals the phone, the technology would enable users to access their devices remotely and disable access to their private information.

“You would be protected from anybody trying to get your personal identification … Nobody would ever be able to use your phone again, and therefore, why steal it,” Maffei said.

If the companies will not do it themselves, then lawmakers want to make sure citizens are protected, he contended.

But Maffei and Schneiderman said they are hopeful that phone manufacturers will respond this year, with some pressure from lawmakers.

“The crime wave will end as soon as all the manufacturers install kill switches, so you can cancel it like a credit card,” Schneiderman said.

The effort has to be industry-wide, and it has to be something “that the crooks know everyone has the capability of using,” he noted.

Schneiderman also used the appearance to announce that State Senator Valesky has joined the Secure Our Smartphones (S.O.S.) Initiative.

Launched in early 2013, S.O.S. is an international coalition that includes prosecutors, police chiefs, attorneys general, public officials, and consumer activists.

Schneiderman, along with San Francisco District Attorney George Gascón and London Mayor Boris Johnson co-chair the initiative. Initiative members are “committed” to pressing the industry to find an effective way to combat the rise of “often violent” robberies involving smartphones.

The coalition already includes Miner and Fowler.

The initiative aims to encourage the smartphone industry to implement “meaningful” solutions to stop “Apple Picking,” or the theft of mobile-communications devices such as smartphones and tablets, according to Schneiderman’s office.

Scope of the problem
Even as most types of property crime are falling, in communities across the U.S. and in the U.K., the theft of smartphones has “spiked dramatically,” according to Schneiderman’s office.

In his remarks to the media, Syracuse Police Chief Frank Fowler provided some statistics about smartphone robberies in the city of Syracuse in the last few years and how they compare to the overall number of robberies in those years.

Of the 399 robberies the Syracuse police investigated in 2011, 89 targeted smartphones, representing 22 percent of the total figure, Fowler said.

A year later, police investigated 465 robberies, including 121, or 26 percent, that targeted smartphones.

With the increase in the overall robbery figure, the department assigned more investigators to those incidents in 2013, Fowler said.

As a result, the overall figure fell to 422 robberies in 2013. But while the overall number declined, the incidence of smartphone robberies increased to 146, or 35 percent of the total, according to Fowler.

“So, robberies overall were down in 2013. However, robberies of cell phones increased, so therefore, this should explain to you the full magnitude of this problem,” he added.

One in three thefts in the U.S. involves a mobile-communications device, according to Schneiderman’s office. Consumer Reportsestimates that smartphone thieves victimized 1.6 million Americans in 2012.

Street-level thieves feed a massive global marketplace for stolen phones that is too large or lucrative for any single community to stop, Schneiderman contends.

If thieves steal mobile devices in the U.S. and have trouble accessing domestic cell networks, they can reactivate the devices to work in foreign countries. In Hong Kong, for example, iPhones are worth upward of $2,000 apiece, Schneiderman said in his remarks to the media.

Contact Reinhardt at ereinhardt@cnybj.com

The “new” Landmark Theatre

Nonprofits, Sports, Entertainment & Tourism, Subscriber Only

SYRACUSE — The new management team at the Landmark Theatre is working hard to make the historic establishment more open and accessible to the community. Sure, we all know the Landmark is open, when you see a show. Any other time you walk by, it may appear dark and closed. This is the perception executive

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SYRACUSE — The new management team at the Landmark Theatre is working hard to make the historic establishment more open and accessible to the community.

Sure, we all know the Landmark is open, when you see a show. Any other time you walk by, it may appear dark and closed.

This is the perception executive director Thomas T. Kazmierczak and his team are trying to change. The goal is to show that the Landmark is more visible than people think it is, and that it is much more than a “high-end, high-ticket” establishment.

“The dust is settled, the doors are open, it’s time for change,” Kazmierczak says.

If you’ve been to any event at the Landmark recently, Kazmierczak has mostly likely greeted you and shook your hand.

This past winter, you could have been one of many that watched a Syracuse University basketball game on the big screen at the facility or danced the night away at the free Mardi Gras party. Or, maybe you attended the St. Patrick’s Day party and watched the parade from the South Salina Street-facing dressing rooms.

And, have you received a personal tour yet of the Landmark? There’s much more to it than the grand mezzanine or admiring the stage from one of the theater’s 2,900 seats.

Have you seen the newly renovated dressing rooms on two floors above the theater? Or the original air-conditioning unit in the basement? Have you met “Clarissa,” the ghost that is said to haunt the Landmark?

The men behind the plan
Kazmierczak joined the Landmark in March 2013, after the former executive director, Denise DiRienzo, stepped down to teach and spend more time with her family. A national search was launched and Kazmierczak was selected.

Before coming to the Landmark, Kazmierczak ran the Sandusky State Theater in Sandusky, Ohio for five years. The Sandusky Theater is half the size of the Landmark, with 1,500 seats.

Kazmierczak was also the executive director for the Lancaster Opera House outside of Buffalo for more than 10 years. A native of Buffalo, he holds a bachelor’s degree in psychology and theater from SUNY Buffalo and a master’s in theater arts administration from Emerson College in Boston. He also took courses from Queen Margaret University in Scotland.

On Jan. 3, Kazmierczak brought Jeremy Ryan Brown on board as the director of programming and outreach. Brown, a professional actor with a bachelor’s degree in communications and theater performance from Cedarville University in Ohio, had been doing contract work for the Landmark since July before coming on full time.

Combined, Kazmierczak and Brown have more than 50 years of theater experience.

Brown shares Kazmierczak’s vision of opening up the Landmark, honoring the theater’s history, and merging programming that Syracuse wants with original Broadway shows.

Until recently, the Landmark has operated solely as a “rental house,” which means the facility was rented for a fee by promoters who book acts there. A nightly rental fee for the Landmark is $2,400.

Now, the Kazmierczak and Brown are working on rebranding and repositioning the theater so that it’s not only a diverse performing arts space, but also a facility that holds special events, conferences, business meetings, weddings, and more.

Brown is working on creating marketing materials to promote the new identity and opportunities available at the Landmark. Even without those materials, the Landmark is already booking new business.

“Last year in April, nothing was booked on the calendar. This April, we have nothing open,” says Kazmierczak.

The Landmark will also return to its roots as a movie house by showing movies year-round. People can expect to see family, horror, and holiday movie series, as well as a special summer classic movie series that will show timeless features like “Gone with the Wind,” “Casablanca,” and “Singin’ in the Rain.”

“It’s an exciting time for people to come back and see movies they would have seen here 50 years ago,” says Brown.

Did you know that in the 1920s, Salina Street was known as “theater row”? In 1928, the Landmark opened as the Loew’s State Theatre and joined the already happening establishments of R.K.O Keith’s, the Strand, the Temple, and Eckel’s on Salina Street. The Landmark is the only remaining theater from “theater row.”

“There’s no other place in town where you can walk in 2014, and step into 1928,” says Kazmierczak.

Capturing new audiences is also a focus of Kazmierczak and Brown. They are working on drawing in the 20s and 30s crowd, including sorority and fraternity members from Syracuse University, and participants in 40 Below, the local young professionals organization.

“The Landmark has a glitzy Hollywood feel,” says Kazmierczak. He suspects the glamour of the Landmark is part of the appeal for younger people to want to be more involved with the theater.

Social media has also been key in growing the Landmark’s reach in the community. Brown says that the theater’s Facebook and Twitter feeds are outpacing the social-media reach of other cultural and performing-arts organizations in town. But don’t mistake that as competition.

Brown says the Landmark takes the “friend, not foe” approach with the other arts organizations, as the theater hopes to collaborate with them to create a vibrant local arts space. “The more we work together, the more it’s going to thrive,” says Brown.

As a 501(3)(c) nonprofit, the Landmark operates with five full-time staffers, including Kazmierczak and Brown. Kazmierczak anticipates the staff levels will gradually grow in the next two to three years. Brown says it’s important for the theater to be stable financially, and have a healthy delegation and flow of responsibilities in place first.

Working with an operating budget of $1.27 million, Brown says the theater is currently “in the black.” The Landmark generated revenue of $5.2 million in 2011, according to the latest IRS 990 report available. Kazmierczak says that the organization is currently working on having audits completed for 2012 and 2013.

Tax credits lead to more opportunities
On March 31, the New York State legislature passed the Musical and Theatrical Production tax credit for the 2014-2015 state budget. This bill provides a 25 percent tax incentive for major touring and theatrical productions that opt to launch tours from one of the eight qualifying theaters in upstate New York. The credit takes effect Jan. 1, 2015.

The Landmark and three other CNY theaters — The Forum Theater in Binghamton, The Stanley in Utica, and Elmira’s Clemens Center — are eligible for this tax credit. Buffalo, Rochester, Albany, and Schenectady also have qualifying theaters.

“We will be an origination house for Broadway shows, meaning that Broadway shows will start right here in Syracuse,” says Brown. “It will be a great economic driver for our downtown hotels and restaurants. It will also be great to have Broadway-style actors right here in the Landmark.”

Broadway shows starting in Syracuse would also mean hiring locals, from stage hands to tech crews to contractors, to help with production.

Before the $16 million renovations were completed at the Landmark back in 2011, the theater didn’t have the capacity to host huge touring shows. Now, with an expanded stage, two floors of upgraded dressing rooms, and enhanced power capacity, major touring acts have the necessary equipment and space to rehearse and perform shows at the Landmark.

“This dramatically changes what we are able to offer,” says Kazmierczak. “This is the new Landmark Theatre. The sky is the limit.”

Contact Collins at ncollins@cnybj.com

————————————————————————————

The Landmark Theatre
362 S. Salina St.
Syracuse, NY 13202
(315) 475-7980
landmarktheatre.org

Founded: 1928

Employees: 5 full time
Service Area: Syracuse area

Key Staff:
Executive Director: Thomas T. Kazmierczak
Executive-director’s compensation: not available
Director of Programming & Outreach: Jeremy Ryan Brown
Board of Trustees (Officers)
President: James Albanese
Vice Presidents: Paula Deckman, David Muolo, James Williams

Board Members
James Albanese
Jessica Arb
Dr. Glenn Axelrod
Peter Baum (charter trustee)
Brian Bisaccio
Peter Cappuccilli
Stephanie Crockett
Paula Deckman
Ivan Drazek
Bill Fisher
Seth Goldberg
Samuel Gramet
Linda Henley
Joe Janowski
David Katleski
William Knowlton (charter trustee)
Jim Kraus
Dave Muolo
Joey Nigro-Nilsen (charter trustee)
Brody Smith
Angelo Testani
James Williams

Financial Data: Fiscal year ending 12/31/11

Revenue
Contributions & Grants	$5,104,972
Program Services	$55,076
Investment Income	$22
Other	$83,890
Total Revenue	$5,243,960

Expenses
Salaries & Employee Benefits	$34,038
Other	$19,813
Total Expenses	$53,851

Surplus for the year	$5,190,109

Kendal at Ithaca to kick off expansion late this summer

Construction, Design & Real Estate, Subscriber Only

CAYUGA HEIGHTS — Kendal at Ithaca, a nonprofit continuing-care retirement community in the village of Cayuga Heights, recently announced plans for a $39 million expansion project launching late this summer. The project will create about 20 new jobs at the facility, according to Kendal at Ithaca. The construction operations will employ between 250 and 300

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The project will create about 20 new jobs at the facility, according to Kendal at Ithaca. The construction operations will employ between 250 and 300 workers for varying durations during the two-year construction period, the nonprofit said in a news release.

The village of Cayuga Heights planning board has reviewed and approved the site plans, Kendal said.

Kendal at Ithaca is also finalizing the construction plans and has filed applications with the state for the necessary approvals.

The organization wants to build a new one-story nursing home near its existing nursing home.

The new skilled-nursing home will increase the number of rooms from 35 to 48 and reconfigure them into three separate wings, each with 16 private rooms, says Betsy Schermerhorn, director of marketing and admissions at Kendal at Ithaca.

“We’ve known for a long time that we probably needed more accommodation in our skilled-nursing area,” says Schermerhorn.

The Business Journal News Network spoke with Schermerhorn on April 14.

The facility has wanted to move to more “person-centered” approach to care, so Kendal is referring to the wings as “neighborhoods.”

In Kendal’s case, a neighborhood has 16 private rooms, each with a private bath and a shower, “which is a big change,” Schermerhorn says.

“Not everybody wants their shower at 6 o’clock in the morning. So, if you have a shower in your room, it’s a lot easier for the staff to accommodate your particular desire, and that’s what person-centered care is all about,” she notes.

Each of the three wings will include a central kitchen, dining and living room, and adjoining outdoor space.

Besides the new nursing home, Kendal also wants to build a two-story building with 24 apartments near an existing swimming pool.

The new apartment building will bring the total number of residences living independently on site to 236, Kendal said.

“When you do a project like this, as a continuing-care retirement community, one of the ways you help pay for it is to build new revenue-generating units,” Schermerhorn says.

Kendal at Ithaca has to pre-sell the apartments.

“Those new entry fees … provide a significant amount of the funding,” Schermerhorn notes.

Besides the fees, Kendal at Ithaca is financing the project through a “combination” of sources, she says, including bonds and organizational assets.

The project will also create a centralized entrance and reception area closer to North Triphammer Road.

The new entrance and reception area will include a new café for dining and new rooms for a fitness center and aerobics, according to Schermerhorn.

“We’re adding some new space up near the new café, which is right near the pool, for that kind of programming,” she says.

Once a contractor builds Kendal’s new nursing home and the residents move into it, the contractor will then renovate the vacated space to house its residents’ care clinic and health services.

Once those services have moved, the contractor will renovate that space into “greatly improved” offices for human resources and facility services, Schermerhorn says.

“So, it’s like a dominoes game,” she adds.

When asked about if the facility had chosen a contractor, she could only reply, “We’re really close.”

Two architectural firms, New York City–Perkins Eastman and Chiang O’Brien Architects of Ithaca, are working together to design the project, Schermerhorn says.

The project plans evolved over more than two years as the project-planning committee of the Kendal board of trustees studied the need and feasibility through discussions with residents, prospective residents, and staff, Daniel Governanti, executive director of Kendal at Ithaca, said in the news release.

“We concluded that both expansion and enhancement were needed. Our goal is to ensure Kendal at Ithaca’s viability well into the future by making the community an even better place to live, work and visit,” Governanti said.

The campus currently includes 212 independent-living residences, which includes 166 cottages, one farmhouse, and 45 apartments. Additionally, the campus also has 36 assisted-living residences and the 35 skilled nursing rooms.

Kendal at Ithaca is one of Ithaca’s larger employers with almost 250 workers, the nonprofit said.

Contact Reinhardt at ereinhardt@cnybj.com

Township 5 project in Camillus takes shape

Construction, Design & Real Estate, Subscriber Only

CAMILLUS — Construction continues on Township 5, a massive development west of Syracuse that will create 500,000 square feet of retail, residential and office space, and play host to the region’s first Costco store. “Things are going good,” says Joseph Goethe, a principal at the Cameron Group, LLC of DeWitt. The Cameron Group is developing

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“Things are going good,” says Joseph Goethe, a principal at the Cameron Group, LLC of DeWitt. The Cameron Group is developing the $58 million Township 5 project on 67 acres along Hinsdale Road, Route 5, and Bennett Road in Camillus under the Hinsdale Road Group, LLC moniker.

Work on the parcel of land for the Costco store is under way, with construction on the building to begin within the next 60 days, Goethe says. It takes about 110 days from when construction starts until the store opens, which puts Costco right on track for its planned September opening, he adds.

Along with being a popular “club” shopping destination, Costco is exciting for the area, Goethe says, because it will bring good-paying jobs to the market. According to a June 6, 2013 article on www.businessweek.com, the average hourly wage at Costco is $20.89, not including overtime, and 88 percent of employees have company-sponsored health insurance.

According to www.costco.com, the company operates 649 warehouse stores, including 462 in the United States, and will open 14 new stores by the end of August.

Other stores
The restaurant chain Olive Garden is no longer slated to open in Township 5, Goethe says. The deal fell through when Olive Garden’s corporate office put a halt on all new development. “We’re looking to replace them,” Goethe says, adding that Cameron Group is already in talks with other restaurants.

Work on five more buildings at Township 5 will start in May, he says. Tenants will include Longhorn Steakhouse and Frank Theaters’ CineBowl & Grill. Other tenants lined up for the project include Buffalo Wild Wings, Mesa Grande Taqueria, Papaya Asian Kitchen & Bar, Red Robin, Subway, Metro Mattress, Mystique Nail Spa, Sally Beauty, Chat Wireless, GNC, Hair Studio One, and Gertrude Hawk Chocolates. Cameron Group will also bring Hoopla! Frozen Yogurt to Township 5, adding to other Hoopla locations the company operates in the area, including Binghamton, Cortland, Auburn, New Hartford, and Utica.

Along with work on the retail buildings at Township 5, work has also included about $6.2 million in infrastructure work including relocating 800 feet of a National Grid gas main; improvements, including signal improvements, along the surrounding roads; improved drainage; and improvements to the area’s pump station to extend the town’s sewer district.

“It’s a lot of construction jobs,” Goethe notes. “It’s also a major public improvement to the area.”

Hinsdale Road Group received a 25-year payment-in-lieu-of-taxes (PILOT) agreement last spring from Onondaga County for the project and will make payments equivalent to the taxes, according to county records.

Morgan Management, LLC of Rochester is building 96 apartments, filling a need for more apartment space in the area, Goethe contends. The area’s apartment occupancy rate is about 96 percent, which shows there is a need for more space, he says. He believes the apartments, located near the back of the property in a residential area, will appeal to both empty nesters and young professionals due to the low maintenance required as well as the close proximity to Township 5 amenities as well as easy highway access to other Syracuse offerings.

Next year, Goethe says Cameron Group will move forward with the next phase of the project. “We are working a number of office deals,” he says. “We’re working on including an office park portion.”

Cameron Group is approved to build up to 40,000 square feet of office space that Goethe envisions housing a mix of businesses such as medical and professional businesses. “There’s a demand for professional space on that side of the market,” he says.

Headquartered at 6007 Fair Lakes Road, Cameron Group’s (www.cameronllc.com) current portfolio includes 2.3 million square feet of retail and mixed-use properties in New York, Florida, New Jersey, and Kansas. Cameron also leases and manages an additional 1.2 million square feet of real estate in New York.

Other Cameron properties in the region include The Orchard Plaza in New Hartford; Aspen plazas in Auburn, New Hartford, and Utica; and Moe’s Plaza in Utica.

Cameron is also working on University Hill in Syracuse, planned to open in 2015. The project will include a Syracuse University bookstore, a fitness center, and 8,000 square feet of retail space.

Contact The Business Journal at news@cnybj.com

Health Foundation unveils 2014 class of Health Leadership Fellows

Health Care, Insurance & Financial Services, Law, Accounting & Taxes, Subscriber Only

SYRACUSE — The Health Foundation for Western and Central New York has named its 2014 class of Health Leadership Fellows, including 10 leaders from the Central New York region. The organization is recognizing 42 “diverse, highly skilled,” leaders from health-related and safety net organizations across Western and Central New York, the Health Foundation said in

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SYRACUSE — The Health Foundation for Western and Central New York has named its 2014 class of Health Leadership Fellows, including 10 leaders from the Central New York region.

The organization is recognizing 42 “diverse, highly skilled,” leaders from health-related and safety net organizations across Western and Central New York, the Health Foundation said in a news release.

“Working collaboratively through the Health Leadership Fellows Program, these promising leaders can share best practices and develop new and innovative ways to improve the health of the people in our communities, particularly the frail elderly and children living in communities of poverty,” Ann Monroe, president of the Health Foundation, said in the news release.

The 10 fellows from Central New York include the following leaders.

Rebecca Bostwick, program director, Lerner Center for Public Health Promotion at Syracuse University; Cornelia Brown, executive director and founder, Multicultural Association of Medical Interpreters; Julie Dale, executive director, Community Action Partnership of Madison County; Kathleen Dermady, a nurse practitioner in the Regional Perinatal Center at Upstate University Hospital; Susan Furtney, executive director of the department of community engagement at St. Joseph’s Hospital Health Center, according to the Health Foundation.

The group also includes Liddy Hintz, director of emergency & child welfare services at the Salvation Army of the Syracuse Area; Jeffrey Jackson, director of health services, Syracuse Model Neighborhood Facility; Heather Kemmis, vice president of home care at The Centers at St. Camillus; Nancy Seller, vice president of early childhood services at Upstate Cerebral Palsy; Kelly Walters, executive director of the Parkway Senior Center in Utica.

Designed to improve critical skills of leaders in health and human service organizations, the 18-month program offers individual-leadership development, academic and team support, executive coaching, opportunities to increase a network of leaders, and an opportunity for collective leadership and change, the news release stated.

The fellows will participate in as many as five retreats, each spanning two to three days, according to the Health Foundation. They will also meet monthly and develop a “collaborative inter-organizational project” in small teams.

Members of the 2014 class join 136 other Health Leadership Fellows who have participated in the program since its inception in 2005.

A selection committee comprised of Health Foundation board members and other local professionals in leadership and health care selected the Fellows through an application process.

Selection criteria include leadership ability, the support of the nominee’s organization, and the potential benefit of the program to the applicant’s organization and community. As graduates of the Health Leadership Fellows program, they continue their collaborative work as members of the Fellows Action Network.

The Health Foundation of Western and Central New York collaborates with organizations in 16 counties to strengthen the health-care system, promote education and advocacy, and encourage positive individual-behavior changes, according to its website.

Headquartered in Buffalo, the nonprofit operates an office at 431 E. Fayette St. in Syracuse.

Contact Reinhardt at ereinhardt@cnybj.com

Developing the Corporate Athlete in You

Insurance & Financial Services, Law, Accounting & Taxes, Subscriber Only

Some years ago, I was inspired by Tony Schwartz’s concept of the “corporate athlete” featured in his book, “The Power of Full Engagement.” It really resonated with my belief that many corporate executives have learned very little about, or at least have not applied to any great extent, the principles adhered to by most professional

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It starts with vacation. In the United States, various studies report that as many as 70 percent of employees do not take their full vacation, which is akin to the off-season for a professional athlete. For reasons perhaps too many to list, most corporate athletes do not feel comfortable leaving their posts for five weeks out of the year to recharge their batteries and sharpen their saw in the physical, spiritual, emotional, and mental dimensions of their lives.

But more importantly, the daily grind of operating leaner and squeezing costs and margins leads many a corporate warrior to unconsciously throw more hours and waning energy at as many activities as possible — sacrificing family time, exercising, and eating properly in the process.

Our health as a nation is suffering, and even our productivity is slipping, as we hang on tightly to an outdated paradigm of work that is still too focused on working harder — but not necessarily smarter.

So what to do, and more importantly, why do it? We have developed the following guidelines which, when followed consistently, will greatly enhance both your productivity and well-being.

1. Slow down to go faster: Slow the game of life down in your mind, think from the end, and visualize success before each segment of your day. Appreciate the real benefits of eating slower, driving slower, and moving more slowly and deliberately from task to task throughout your day.

2. Practice deep breathing: Continuing the theme of slowing down, consciously breathe more slowly and deeply. Start your day and each subsequent segment of your day with a deep “baby breath.” Breathe deeply from the diaphragm at a rate of 6 to 8 times per minute.

3. Retreat regularly for perspective: Perform weekly planning that includes a review of your purpose, values, intention, and one to three vital goals — Verifiable, inspiring, time-bound, actionable, and limitless — that will move you closer to your vision.

4. Monitor your thoughts: Use journaling to track both the quality and patterns of your thinking. Reduce the number of thoughts you have and focus on what you want. Counter negative, disempowering thoughts with affirmations. Affirmations, written in the first person, present tense, are positive in nature, and lead to inspired action.

5. Commit one hour a day to your “Daily Power Hour”: Spend a total of 60 minutes per day dedicated to spiritual, physical, emotional, and mental renewal.

6. Take your full vacation: Plan for and treat your vacation period as your offseason. Use it to truly get ready to engage at the levels of maximum effectiveness.

Challenge yourself — really challenge yourself — and ask, “Am I training myself at the levels of an elite corporate athlete, and are my current routines and practices sustainable?”

Ralph L. Simone is founder of Productivity Leadership Systems (PLS), a provider of executive coaching and leadership training, based in Baldwinsville. Contact him at ralph@discoverpls.com

New York state approves Binghamton University’s participation in START-UP NY

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BINGHAMTON — Empire State Development (ESD), New York’s economic-development agency, has approved Binghamton University’s application to participate in START-UP NY, the school announced April 8. START-UP NY is Gov. Andrew Cuomo’s offer to new or expanding companies and business ventures to operate completely tax-free in areas on or connected to campuses of the State University of

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