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North Creek Ski Bowl project at Gore to break ground in 2024
NORTH CREEK, N.Y. — At its June 23 board of directors meeting, the New York State Olympic Regional Development Authority (Olympic Authority) adopted two resolutions that will restart the North Creek Ski Bowl development projects at Gore Mountain in the Adirondack Park. With these approvals, the Olympic Authority and Gore Mountain will break ground in […]
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NORTH CREEK, N.Y. — At its June 23 board of directors meeting, the New York State Olympic Regional Development Authority (Olympic Authority) adopted two resolutions that will restart the North Creek Ski Bowl development projects at Gore Mountain in the Adirondack Park.
With these approvals, the Olympic Authority and Gore Mountain will break ground in the spring of 2024 on the North Creek Ski Bowl Lodge, a new Hudson chairlift, and a zip coaster. The lift is projected to be available for the ‘24-25 ski season and the completion of the lodge is slated for 2025, according to a news release from the Olympic Authority.
The new lodge, which replaces the historic lodge that was destroyed by fire in 1999, will be an 18,300-square-foot facility with a restaurant and two levels of patios with slope-side views. The lodge is positioned to become a popular destination for additional summer activities, the Olympic Authority contends. The zip coaster will be an attraction that combines the features of a zipline with a rail system.
“The Ski Bowl project will provide a year-round boost to the business community of North Creek,” said Mark Smith, supervisor of the Town of Johnsburg, which encompasses the hamlet of North Creek and Gore Mountain. “The Ski Bowl redevelopment is a significant project that strengthens the position of North Creek as a year-round destination.”
The North Creek Ski Bowl at Gore Mountain was established in 1934, is owned by the Town of Johnsburg, and is a year-round facility offering a variety of outdoor recreation. In December 2002, the Town of Johnsburg board members approved a contract with the Olympic Authority. The Olympic Authority has since operated and maintained several winter activities at the Ski Bowl. Gore Mountain has installed chairlifts there, improved trails and snowmaking, modernized, and expanded the Joe Minder Lodge, and developed a professional Nordic Center with certified racecourses, the release stated.
In January 2022, the Olympic Authority unveiled the pending projects to the Town of Johnsburg board, but the lack of a wastewater infrastructure delayed the permitting process. The Olympic Authority said it has worked closely with the Town of Johnsburg on a solution, and as a result, the new lodge will connect to the Town of Johnsburg’s new wastewater-treatment facility, which is presently being built. The Town of Johnsburg has been awarded several grants to construct the facility, which is expected to be completed prior to the completion of the lodge.
“After many years of working through the process, we are excited to get this project underway,” James Bayse, general manager of Gore Mountain, said in the release. “The new lodge will be a full-service hub for year-round activities, and the zip coaster will be a one-of-a-kind draw to our area.”
Additional projects underway at Gore Mountain include the replacement of the Bear Cub Poma Lift with a conveyor-load quad, providing those who are learning ideal access to the easier-rated Sunway trail. The mountain is making several snowmaking improvements, which include adding new guns and infrastructure on Little Gore Mountain.
As recently reported in the 2022-2023 “Economic Impact Analysis for the New York State Olympic Regional Development Authority,” the local operational spending and revenues, as well as the state’s investment, yielded a direct economic impact of $341.8 million, of which Gore Mountain generated $31.3 million in direct spending in FY 2022-2023.

State awards CNY Works program $1 million grant for construction- worker training
SYRACUSE, N.Y. — The state has awarded the Syracuse Build Pathways to Apprenticeship program of CNY Works a grant of $1 million to expand its current access, capacity, and programming. The expansion seeks to prepare more “diverse” Syracuse residents for construction careers in the union building trades and to meet the increased local demand for
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SYRACUSE, N.Y. — The state has awarded the Syracuse Build Pathways to Apprenticeship program of CNY Works a grant of $1 million to expand its current access, capacity, and programming.
The expansion seeks to prepare more “diverse” Syracuse residents for construction careers in the union building trades and to meet the increased local demand for skilled tradespeople for upcoming large-scale projects in the area.
Those projects include the upcoming Micron Technology (NASDAQ: MU) semiconductor campus in Clay, and the Interstate 81 viaduct-replacement project in Syracuse.
Participants are paid for every hour in the program and graduate into state-registered union apprenticeships where they can further develop their careers.
The funding for CNY Works is a Pay for Performance (P4P) grant awarded in the third round of grant announcements from the New York State Office of Strategic Workforce Development.
It was part of nearly $11 million in grants to 17 projects through the third round of the Workforce Development Capital and Pay for Performance grant programs, the office of Gov. Kathy Hochul announced June 28.
The New York State Office of Strategic Workforce Development, which operates under Empire State Development, awarded the funding.
“Successful economic development is built by a well-skilled and well-prepared labor force,” Hope Knight, president, CEO and commissioner of Empire State Development, said in a release. “Investments like these will reinforce New York State as a producer of high-quality labor and as a hub for industry-tailored workforce training programs, securing the state as a destination for employers from around the world.”
The $11 million in grants will support the training of close to 2,500 workers through collaboration between training providers and more than 100 employer partners in fields like IT (information technology), renewable energy, advanced manufacturing, broadband and construction.
“This grant will enable us to double the number of trainees through the system to help fill the needs of the I-81 project that has already started and Micron project to begin next year,” New York State Assemblymember Al Stirpe (D–Cicero) said in the state’s release. “I applaud our very own CNY Works and all of the other Office of Strategic Workforce Development grant awardees for yielding meaningful development training across all industry sectors and look forward to working together to building up our public and private development program partnerships.

Greater Syracuse Association of Realtors CEO to retire
SYRACUSE — After nearly three decades leading the Greater Syracuse Association of Realtors (GSAR) and the Central New York Information Service, Inc. (CNYIS), CEO Lynnore Fetyko announced she will retire effective Dec. 1. During Fetyko’s 28-year tenure, both GSAR and CNYIS, a multiple listing service (MLS), experienced growth and supported their members’ success through constantly
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SYRACUSE — After nearly three decades leading the Greater Syracuse Association of Realtors (GSAR) and the Central New York Information Service, Inc. (CNYIS), CEO Lynnore Fetyko announced she will retire effective Dec. 1.
During Fetyko’s 28-year tenure, both GSAR and CNYIS, a multiple listing service (MLS), experienced growth and supported their members’ success through constantly changing real-estate industry landscape, Nancy Quigg, GSAR president, said in a release.
“Lynnore has been an instrumental figure in the real estate community and Central New York’s REALTORS® have been the fortunate beneficiaries of her unwavering dedication, vision and expertise,” Quigg said. “Although we are sad to see her leave, I know all REALTORS® join me in wishing her all the best in her well-deserved retirement.”
Among Fetyko’s accomplishments on behalf of the organizations were the successful merger with two local realtor associations, the creation of CNYIS, the founding of the regional New York State Alliance of MLSs, which brought together MLS listing data from western to northern New York. She also created the widely recognized CNYrealtor.com brand, GSAR said.
“Under Lynnore’s leadership, the association consistently championed the highest standards of professionalism, ethics and excellence, which elevated the industry to the benefit of both real estate professionals and the communities they serve,” said Mark Re, CNYIS president. “She was the driving force in making GSAR and CNYIS the trusted resource in Central New York.”
Fetyko led initiatives that fostered collaboration both within the industry and local communities, and implemented innovative programs, especially during COVID to support association members, Re added.
“It has been an honor to serve Central New York’s REALTORS® and to have the opportunity to contribute to the advancement of the real estate industry and homeownership,” said Fetyko. “I am grateful for the support of GSAR and CNYIS leaders and my staff over the years as we worked together to achieve our goals on behalf of the organizations, the members and our communities.”
Fetyko will work closely with association leaders to identify and hire the next GSAR and CNYIS CEO. The GSAR board of directors has started a nationwide executive search.
GSAR is the trade association representing more than 2,000 realtors in Central New York. CNYIS is an MLS operated by a group of Central New York broker/owners.

Elmira construction firm names general superintendent
ELMIRA, N.Y. — Streeter Associates announced it has promoted Kevin Burnett to general superintendent. In this role, he will oversee on-site supervision and manpower for all active projects at Streeter Associates. Burnett is succeeding Ken Brenza, who recently retired, according to a company news release. Burnett began his construction career as a carpentry and masonry
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ELMIRA, N.Y. — Streeter Associates announced it has promoted Kevin Burnett to general superintendent.
In this role, he will oversee on-site supervision and manpower for all active projects at Streeter Associates. Burnett is succeeding Ken Brenza, who recently retired, according to a company news release.
Burnett began his construction career as a carpentry and masonry specialist in the U.S. Army. Upon completing his service, he became a carpenter in the private commercial construction industry and joined the Carpenter’s Local 277 union.
Streeter Associates, an Elmira–based commercial construction firm, hired Burnett in 1998 as a carpenter foreman. In the following years, he worked on a number of manufacturing, K-12 school, and higher-education projects before being promoted to project superintendent in 2012.
“Kevin will use his 35 years of construction experience and energy to his new role at the company” Jeffrey Streeter, president of Streeter Associates, said. “He is dedicated to the industry and has the leadership skills to help our employees prosper.”
Streeter Associates has operated in the Southern Tier of New York state and the Northern Tier of Pennsylvania since 1949. The firm offers construction management, pre-construction, and general-contracting services to both public and private entities. Streeter Associates says it has expertise in a number of different market sectors including health care, education, manufacturing, and municipal infrastructure. The company is currently working on major projects at Cornell University, the Chemung County wastewater treatment facility, and Elmira City School District. ν

Parking lot reconstruction to begin at Guthrie Cortland Medical Center
CORTLAND, N.Y. — Guthrie Cortland Medical Center says the first of a three-phase reconstruction of its Alvena Avenue parking lot will start July 24. Once

LeChase promotes Updyke to regional operations manager
SYRACUSE, N.Y. — LeChase Construction Services, LLC recently announced it has promoted Laird Updyke to regional operations manager for K-12 markets, based in Central New York. In this role, Updyke will manage multiple projects for core K-12 clients. He will be accountable for quality, value and safety, as well as responsible for overseeing recruitment and
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SYRACUSE, N.Y. — LeChase Construction Services, LLC recently announced it has promoted Laird Updyke to regional operations manager for K-12 markets, based in Central New York.
In this role, Updyke will manage multiple projects for core K-12 clients. He will be accountable for quality, value and safety, as well as responsible for overseeing recruitment and training of project employees, LeChase said.
Updyke has served as a project executive since 2021. He joined LeChase as a senior project manager in 2018, bringing more than 20 years of project and facilities management experience in and around the Syracuse area.
Updyke has a bachelor’s degree in construction management and an associate degree in architectural engineering, both from Alfred State College. He currently serves as an advisory board member for the school’s construction management program.
LeChase Construction is a full-service construction management and general construction firm based in Rochester, with additional New York state offices in Buffalo, Syracuse, Schenectady, Corning, Binghamton, and Long Island, according to its website. The firm also has offices in New Jersey, Maryland, and North Carolina (2).
VIEWPOINT: Four Tips for Defining & Reaching Your Target Audience
When competing with other brands to find the best channels needed to reach your audience, developing an effective marketing strategy might feel like throwing darts blindfolded. To increase your odds of reaching people who might be interested in your product or service, you need to effectively and accurately define your target audience first. It might
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When competing with other brands to find the best channels needed to reach your audience, developing an effective marketing strategy might feel like throwing darts blindfolded. To increase your odds of reaching people who might be interested in your product or service, you need to effectively and accurately define your target audience first.
It might take more than one try.
Consider the example of fashion retailer Abercrombie & Fitch. Once known for its dimly lit storefronts and strong cologne, the company rebranded in recent years to reach millennials who were customers in the early 2000s but had moved on.
Along the way, you might discover your business has more than one target audience. Abercrombie’s target audiences were young adult men and women shopping for casual and athletic apparel. Nike appeals to the same demographic — but also older and younger shoppers looking for sports and athleisure attire, gear, and shoes.
As you begin to define your target audience and determine the best way to reach them, below are some questions to consider.
1. Who are you marketing to now?
Start by profiling your current customers and the people who engage with your brand on social media. Do these people have common characteristics like location, age, and interests? For instance, if your target audience is Gen Z, you’re not likely to have much success trying to reach it on Facebook.
Your customers’ demographic profiles can be used for targeting lookalike audiences — people with similar characteristics and interests — with social-media ads. Before you can serve your audience an effective ad, you need to know what kind of messaging will resonate with it. Use your customers’ demographic profile to pinpoint your most-effective messaging and branding, then advertise only the products or services relevant to their needs.
When you understand who your audience is, you’re better equipped to talk to it in a language it understands.
2. Where do your customers go for information online?
Once you have defined your audience and how to communicate with it, monitor where your customers/prospects get information from you. Do you receive more visitors to your blog than likes on Instagram posts? Knowing where your audience is likely to look for information will help you decide where to focus your marketing efforts.
In addition to monitoring where your customers go for information, keep track of how they engage with it. If a social-media post results in new followers and visits to your site, that content could be repurposed in the future. Understanding your audiences’ behavior online can help you prioritize platforms that may have a better return on investment.
3. What information are your customers seeking?
Similar to discovering where your target-audience members go for information, identify what content they interact with the most online.
For example, some people prefer to read content while others are more likely to watch a video. Do how-to videos outperform your organization’s written content? B2C brands usually create the most buzz, but an engaging B2C ad might not translate effectively to your brand.
Certain types of content are universally better at attracting your target audience. High-resolution photos, infographics, and videos accompanied by well-written text are more likely to elicit a response on social media than low-quality photos or videos.
Understanding the content your ideal customers are looking for helps you move from defining your target audience to reaching it.
4. Who does your audience trust?
It’s no secret that people trust recommendations from individuals more than faceless brands. Think about your own habits: how often do you read reviews or ask others for advice before purchasing something?
Influencers are underutilized B2B social-marketing resources who can help your organization reach new customers within a target audience. Creators, thought leaders, and industry experts who align with your brand’s core values can help amplify your message among their loyal followers.
Reputation and customer service are crucial to any business. Make sure existing relationships are also nurtured to build trust between your brand and its loyal customers — which will help your word-of-mouth reputation.
Meagan D. Saxton is a social-media specialist at ddm marketing + communications, a marketing agency for highly complex and highly regulated industries.
OPINION: New Biden HUD regulation interferes in local zoning
A Few proposed regulation by President Joe Biden’s Department Of Housing and Urban Development (HUD) would once again attempt to meddle in state and local governments’ affairs by conditioning federal funding including Community Development Block Grants on changes to local zoning laws. The rule, once again titled, “Affirmatively Furthering Fair Housing,” was offered in January
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A Few proposed regulation by President Joe Biden’s Department Of Housing and Urban Development (HUD) would once again attempt to meddle in state and local governments’ affairs by conditioning federal funding including Community Development Block Grants on changes to local zoning laws.
The rule, once again titled, “Affirmatively Furthering Fair Housing,” was offered in January and includes “working with a local government to address exclusionary zoning,” and “if disparities by protected class group are identified in the questions regarding homeownership opportunities, responsive goals could include … zoning code reform,” and “this rule requires an analysis of barriers to affordable housing, representing a key opportunity for program participants to identify the policies and practices, such as land use and zoning ordinances, that impede the development and maintenance of affordable housing commensurate with need.”
The regulation also requires grantees to assess: “How have existing zoning and land use policies or ordinances, the presence or lack of source of income anti-discrimination laws, eviction policies and practices, and other State and local policies or practices contributed to the patterns of segregation…” and “This analysis shall include… municipal or State policies, such as zoning and land use policies, ordinances, or regulations…”
And so forth. There is just one problem. It’s illegal as Congress has six times defunded the original 2015 regulation that had included an explicit requirement calling for changes to local zoning, stating, “This final rule, and Assessment Tools and guidance to be issued, will assist recipients of Federal funding to use that funding and, if necessary, adjust their land use and zoning laws in accordance with their existing legal obligation to affirmatively further fair housing.”
This is why Congress moved to defund the original Affirmatively Furthering Fair Housing regulation, in the 2017 omnibus, the 2018 omnibus, the 2019 omnibus, and the Consolidated Appropriations Act of 2020 and the 2021 omnibus, before it was removed in the 2022 omnibus. But then it was included again in the 2023 omnibus, and so still remains standing law.
Here, HUD appears to be saying that doesn’t matter, it’s just going to keep issuing the same exact regulation.
And so, now House Republicans appear poised to defund it yet again in the 2024 transportation and housing appropriations bill, appearing in section 233, updating the language to reflect the most recent regulation in whack-a-mole fashion: “None of the funds made available by this 24 Act may be used to implement, administer, or enforce the proposed rule entitled ‘Affirmatively Furthering Fair Housing’ published by the Department of Housing and Urban Development in the Federal Register on Feb. 9, 2023 (88 Fed. Reg. 8516), or to direct a grantee to undertake specific changes to existing zoning laws as a part of carrying out the interim final rule entitled ‘Restoring Affirmatively Furthering Fair Housing Definitions and Certifications’ published by such Department in the Federal Register on June 10, 2021 (86 Fed. Reg. 30779).”
These provisions for years have explicitly changed the terms and conditions of the Fair Housing Act, barring the federal government from directing or encouraging grantees to make changes to local zoning.
The provision was originally drawn from a provision by Sen. Susan Collins (R–Maine) passed the Senate easily 87-9 in 2016 that barred the regulation from being used to affect local zoning.
The regulation was also rescinded by the Trump administration, under a rule, called Preserving Community and Neighborhood Choice, which states, “It must be local governments, not HUD, that exercise control of administering local housing policies, including zoning and development policies that are unique to a particular community.”
This law may be all that stands in the way of a Biden presidency renewing the federal war on suburbs, eliminating one of the most important responsibilities of local government — zoning. But to make it stick, Congress will have to continue to intervene via the appropriations process unless it can make a more-permanent alteration to law. For now, Congress appears poised to continue to play whack-a-mole with the provision as HUD simply defies the law.
Robert Romano is the VP of public policy at Americans for Limited Government (ALG). The organization says it is a “non-partisan, nationwide network committed to advancing free-market reforms, private property rights, and core American liberties.”
OPINION: The House GOP Caucus Revolt Isn’t All Bad
Now that it’s settled down to just a low simmer, the revolt by members of the ultra-conservative Freedom Caucus in the U.S. House of Representatives has mostly left the front pages. But it would be fair to say that it hasn’t been resolved — merely cooled for the moment. Since it could flare up again
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Now that it’s settled down to just a low simmer, the revolt by members of the ultra-conservative Freedom Caucus in the U.S. House of Representatives has mostly left the front pages. But it would be fair to say that it hasn’t been resolved — merely cooled for the moment. Since it could flare up again at any time, it’s worth taking a step back and looking at why, in the long run, the House might be better off because of it.
First, though, let’s recap. As you may recall, the whole thing began when some of the House GOP caucus’s most-conservative members decided to use more than words to express their displeasure with the debt-ceiling agreement struck between President Joe Biden and House Speaker Kevin McCarthy. In essence, they took their own party’s agenda hostage, with 11 of them siding with Democrats on a procedural vote that halted progress on several Republican-sponsored bills. In the closely divided House, this was enough to produce a week of gridlock early in June, while McCarthy and the rebels huddled to try to come to terms.
They emerged with an agreement to allow the blocked bills and other measures to move forward — and a warning from the rebels that they could grind things to a halt again if they don’t see progress on a “power-sharing” deal with McCarthy. “We want to work on an accountability regime and a power sharing agreement,” said one of the hardliners, Rep. Matt Gaetz, of Florida. “We want to see House conservatives in a position to be able to enforce the agreements that we all make.”
Democrats, of course, watched all this gleefully, and while some conservative commentators praised the rebels for insisting on steeper cuts to federal spending, others lamented the talking points the move handed to people who criticize the House GOP caucus for being unable to govern. “It…gives the usual media suspects grist for more rounds of ‘Republican infighting/incompetence’ stories,’” fumed the New York Post editorial board.
To me, however, what was most noticeable about the whole affair was not the politics of the moment, but that it a major detour from the long march in the House toward what detractors call “the imperial speakership” — a handy shorthand for the decades-long trend, under both Democratic and Republican leaders, to consolidate power in the hands of just a few leaders.
There is no question that this has made for more efficiency in the House by keeping debate and amendments to a minimum and wrapping multiple pieces of legislation that ought to get their own votes into a single omnibus package that most members barely get a chance to read. The tradeoff, at least in the past, has been that the leadership protects members of its own party from politically touchy votes.
But the cost to American democracy has been high. The House — unlike any other institution in Washington — was designed by the architects of our republic to be the people’s body, the most representative of our nation’s diverse and ever-changing population. Over the country’s history, it developed a robust committee system, rules for floor debate, and other procedures designed to give ordinary representatives a chance to do just that: represent the American people. The consolidation of so much power in leaders’ hands has circumvented all that — and, arguably, made the House more prone to partisanship and more inclined toward the extremes, since the majority leadership cares mostly about pleasing its own base, not forging common ground across the aisle.
There are any number of issues on which I part company with the members of the Freedom Caucus. But on this front, I have considerable sympathy — as do other observers who care about a House of Representatives that can function as its creators intended and as it did for much of its history. As former Democratic Rep. Dan Lipinski argues in a recent op-ed, “If the House does not change, its members will continue to fail in representing their constituents in the legislative process on most major issues.” That’s an issue we all should care about, regardless of party.
Lee Hamilton, 92, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at the IU Hamilton Lugar School of Global and International Studies, and professor of practice at the IU O’Neill School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years (1965-1999), representing a district in south-central Indiana.

CFCU Community Credit Union recently announced several new and promoted employees. MALLORIE DAVID was appointed chief people officer at the credit union. She is responsible for overseeing the human capital and administrative functions of the credit union. David serves on and collaborates with the credit union’s executive leadership team while planning, developing, and executing business
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CFCU Community Credit Union recently announced several new and promoted employees.
MALLORIE DAVID was appointed chief people officer at the credit union. She is responsible for overseeing the human capital and administrative functions of the credit union. David serves on and collaborates with the credit union’s executive leadership team while planning, developing, and executing business strategies that support the credit union’s mission, vision, strategic pillars, values, and goals. She provides oversight to the credit union services organizations (CUSOs), while also serving as executive sponsor for the credit union’s Employee Engagement Committee and Diversity, Equity, and Inclusion (DEI) Committee. David represents the credit union at various community functions and networking events to develop business and member relationships. She supports the credit union’s efforts toward community involvement, such as board service, volunteering, and participating in fundraising events.
CORTNEY LOWIE has been named executive manager at CFCU Community Credit Union. Serving on the executive-leadership team, she controls and manages administrative, board of directors-related, and strategic functions for the president & CEO and COO/CFO. Lowie also serves the role of office manager for CFCU’s administrative headquarters. She works in conjunction with the VP of information technology to directly supervise the records-management team. MIKE D’ANGELO was appointed VP of member experience. He is responsible for monitoring branch operations and achievement of branch goals. D’Angelo oversees 12 full-service branch offices, as well as two school branches.
BILL SWEENEY has been named VP of member advocacy at CFCU Community Credit Union. He integrates merged entities into CFCU and ensures a successful integration to achieve strategic rationale, value drivers, and synergies. Sweeney provides leadership for merged entities and internal cross-functional teams in developing, implementing, and executing integration plans. He develops and modifies playbooks and applicable programs to enhance the overall merger integration process in accordance with established standards and legal requirements. Sweeney is also responsible for managing advocacy initiatives in support of the industry and the credit union’s goals and objectives.
DEREK THOMPSON was appointed VP of consumer lending. He oversees and monitors the consumer-lending activities of CFCU, including product development, application, processing, underwriting, and settlement. Thompson monitors consumer and indirect activities, tracks loan growth, evaluates credit migration, retention, and sales of credit-union products.
KYLE CHRISTOPHER has been named assistant VP, of learning and development at CFCU Community Credit Union. He is responsible for leading the design and execution of learning strategies to drive a culture of continuous development and growth. He ensures that the credit union’s learning and development plan aligns with its strategic priorities. He oversees the assessment of learning efforts to measure effectiveness.
MARK KENJERSKA has been appointed assistant VP of business origination at CFCU. He manages and directs the activities of the business-lending origination team at the credit union. He contributes to the development and execution of the overall strategic initiatives of CFCU, with a focus on those initiatives directly impacting the origination of business lending and business account activities.
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