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New York corn planted area hits 10-year high in 2022
New York farms planted corn for all purposes on an estimated 1.19 million acres this year, up 13 percent from the 2021 planted area, according to the USDA National Agricultural Statistics Service (NASS) New York field office. The 2022 total is the highest in a decade. Empire State growers expect to harvest 590,000 acres for […]
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New York farms planted corn for all purposes on an estimated 1.19 million acres this year, up 13 percent from the 2021 planted area, according to the USDA National Agricultural Statistics Service (NASS) New York field office. The 2022 total is the highest in a decade.
Empire State growers expect to harvest 590,000 acres for corn for grain in 2022, up 9 percent from 585,000 acres last year.
This year’s national corn planted area for all purposes is estimated at 89.9 million acres, down 4 percent from 2021, according to the USDA. Growers expect to harvest 81.9 million acres for corn for grain in 2022, off 4 percent from a year ago.
Clear Path awarded Bob Woodruff Foundation grant
CHITTENANGO, N.Y. — Clear Path for Veterans announced it has received a grant from the Bob Woodruff Foundation (BWF) to expand support for veteran and military households in Wayne, Lewis, and Jefferson Counties. Clear Path said it will use the funding to access peer support, food assistance, and resource navigation to reduce isolation and improve
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CHITTENANGO, N.Y. — Clear Path for Veterans announced it has received a grant from the Bob Woodruff Foundation (BWF) to expand support for veteran and military households in Wayne, Lewis, and Jefferson Counties.
Clear Path said it will use the funding to access peer support, food assistance, and resource navigation to reduce isolation and improve veterans’ quality of life. The organization didn’t disclose the grant amount.
As a nonpartisan leader in the military-veteran community, BWF brings transparency and credibility to its partners and complements their efforts, Clear Path contends. BWF leverages its expertise and collaborative network to find, fund, and shape innovative programs that help impacted veterans, service members, and their families to thrive.
Receiving a grant from BWF is an honor that recognizes the dedication, focus, and effectiveness of Clear Path staff, volunteers, and supporters, it added.
Clear Path for Veterans is a Chittenango–based 501(c)(3) nonprofit veteran-service organization that serves as a hub of information, programs, and resources.
Business-degree learning space at OCC named in honor of retired college president
ONONDAGA, N.Y. — The primary classroom associated with the Onondaga Community College (OCC) business-degree programs is now called “Crabill Commons” in honor of Casey Crabill, who retired as school president June 30. The board of trustees at OCC on June 28 approved the classroom renaming. In addition to the name change, Community Bank System, Inc.
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ONONDAGA, N.Y. — The primary classroom associated with the Onondaga Community College (OCC) business-degree programs is now called “Crabill Commons” in honor of Casey Crabill, who retired as school president June 30.
The board of trustees at OCC on June 28 approved the classroom renaming.
In addition to the name change, Community Bank System, Inc. (NYSE: CBU) donated $100,000 to the OCC Foundation. The funding will benefit student scholarships, programs, and projects that “create partnerships in success for students and the entire community,” OCC said.
“As a graduate of Onondaga Community College, I know first-hand the value of an OCC degree and how it impacted my career,” said Mark Tryniski, president and CEO of DeWitt–based Community Bank. He is a 1981 OCC graduate and member of the college’s board of trustees. “OCC is one of this community’s greatest treasures and Dr. Crabill did a remarkable job leading the institution throughout her nine years as president. Putting her name on one of the college’s showcase learning environments, which was transformed during her tenure, is a fitting tribute to her and all she accomplished,” he added.
The learning space formerly known as “Whitney Commons” was opened on the 2nd floor of the Whitney Applied Technology Center in the fall of 2015. It includes a scrolling illuminated stock ticker, large touch screens and monitors in the active collaboration area where students work as problem-solving teams, a backlit map of the world to show visual learners how transactions on one side of the world ripple across the globe, and clocks showing current times in business centers around the world.
On the last day of June, Crabill completed her tenure as OCC president, having served nine years as the school’s top official. Warren Hilton, the college’s new president, began his new duties July 1.
St. Joseph’s Health merges with St. Peter’s in Albany
SYRACUSE, N.Y. — St. Joseph’s Health on July 1 merged its operations with St. Peter’s Health Partners in Albany to deal with the financial impact of the pandemic. Both health systems are part of Livonia, Michigan–based Trinity Health, which informed employees of the restructuring June 29. In a statement issued that day, St. Joseph’s Health
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SYRACUSE, N.Y. — St. Joseph’s Health on July 1 merged its operations with St. Peter’s Health Partners in Albany to deal with the financial impact of the pandemic.
Both health systems are part of Livonia, Michigan–based Trinity Health, which informed employees of the restructuring June 29.
In a statement issued that day, St. Joseph’s Health said, “The move will combine the strengths of each ministry, creating a more efficient and cost-effective integrated health system. A new leadership team will focus on developing the strongest clinical programs, coordination of care and improved access for patients in their communities.”
Dr. James Reed, president and CEO of St. Peter’s Health Partners, will become president & CEO of the new regional entity, St. Joseph’s Health said in its statement. Reed will lead strategic planning for the next six months with plans to retire at the end of this December.
Dr. Steven Hanks, who currently serves as chief clinical officer and COO of St. Peters, will serve as COO during this six-month planning period before assuming the regional CEO role upon Dr. Reed’s retirement.
As part of the restructuring effort, Leslie Luke, president and CEO of St. Joseph’s Health, will voluntarily leave the organization after a transition period, per a Trinity Health memo that CNYBJ obtained. In that memo, Luke is described as the “principal architect of this regional consolidation.” Luke has been the top official at St. Joseph’s Health since 2017.
St. Joseph’s Health went on to say that this regionalization effort is a “natural step as several functions have already been consolidated between the ministries” including legal, patient access and revenue integrity, information services and compliance.
VIEWPOINT: Fulton native serves at Naval Air Technical Training Center
Aviation recruit April Cardenas, a native of Fulton, serves the U.S. Navy at the Naval Air Technical Training Center (NATTC) in Pensacola, Florida. As a student at NATTC, Cardenas is serving among sailors and Marines developing the skills needed to be successful naval aviation warfighters. Students at NATTC are taught the requirements and skills needed to be successful
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Aviation recruit April Cardenas, a native of Fulton, serves the U.S. Navy at the Naval Air Technical Training Center (NATTC) in Pensacola, Florida.
As a student at NATTC, Cardenas is serving among sailors and Marines developing the skills needed to be successful naval aviation warfighters. Students at NATTC are taught the requirements and skills needed to be successful in their new careers.
Cardenas joined the Navy more than six months ago, and today serves as an aviation boatswain’s mate.
“Two of my aunts served in the Navy and I wanted to follow in their footsteps,” said Cardenas. “They are both very proud that I am now serving as well.”
According to Cardenas, the values required to succeed in the Navy are similar to those found in Fulton.
“Early on, I learned to never give up on my dreams and learned to set an example for my younger siblings,” said Cardenas.
The Naval Air Technical Training Center’s mission is to provide world-class professional aviation warriors to the Navy fleet supporting combat readiness anywhere around the world, while taking good care of our people, families, and being good neighbors and stewards in the city of Pensacola and the surrounding region.
NATTC’s leaders and experts develop, deliver and leverage technology to optimize performance of our Navy, Marine Corps, and foreign national students. We provide the most up-to-date and relevant training available to our sailors and Marines ensuring Naval aviation’s success.
Serving in the Navy means Cardenas is part of a team that is taking on new importance in America’s focus on rebuilding military readiness, strengthening alliances, and reforming business practices in support of the National Defense Strategy.
“We are always keeping a lookout in the sea and on land, so we can always be prepared for whatever we may encounter,” said Cardenas.
Cardenas and the sailors they serve with have many opportunities to achieve accomplishments during their military service.
“Graduating from boot camp was a major accomplishment for me,” said Cardenas. “Although it was physically and mentally challenging, I pushed through to graduation.”
As Cardenas and other sailors continue to train and perform the mission they are tasked with, they take pride in serving their country in the United States Navy.
“Serving in the Navy means protecting the American people and returning the help they have given me,” added Cardenas.
The Naval Education and Training Command is the U.S. Navy’s Force Development pillar and largest shore command. Through its “Street to Fleet” focus, Naval Education and Training Command recruits civilians and transforms them into skilled warfighters ready to meet the current and future needs of the U.S. Navy.
Syracuse apartment rent prices fall in June
SYRACUSE, N.Y. — The median rental price for most apartments in the Syracuse metro area fell more than 6 percent in June compared to May, as national median rent prices also backed off in a “long-awaited slowdown in the shocking price hikes over the last year.” That’s according to the latest Zumper National Rent Report,
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SYRACUSE, N.Y. — The median rental price for most apartments in the Syracuse metro area fell more than 6 percent in June compared to May, as national median rent prices also backed off in a “long-awaited slowdown in the shocking price hikes over the last year.”
That’s according to the latest Zumper National Rent Report, issued on June 28.
The median rental price of one-bedroom apartments in the Syracuse region was $930 in June, down 6.1 percent from $990 in May, but was still 8.1 percent higher than the $860 median price posted in June 2021, according to Zumper, an apartment-rental listings website.
However, our region’s rent prices continued to rise for larger apartments. The median rental rate for two-bedroom units in the Syracuse area was $1,230 in June, up 6 percent from $1,160 in May, and up 18.3 percent from $1,040 in the year-earlier month.
Syracuse now ranks as the 85th most expensive rental market (or tied for 16th least expensive) among the top 100 metro areas by population, according to the report. The local region posted the fifth biggest month-over-month decline nationally in one-bedroom prices.
The Zumper National Rent Report analyzes rental data from more than 1 million active listings across the U.S. The company aggregates the data monthly to calculate median asking rents for the top 100 metro areas.
Rotary Club of Ithaca seeks proposals for its community grants program
ITHACA, N.Y. — The Rotary Club of Ithaca is accepting applications for its community grants program. It’s a program that’s intended to promote the quality of life in Tompkins County The Rotary Club says its intention is to “fund several smaller grants in full.” Small nonprofit organizations are “especially encouraged” to apply. The maximum grant
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ITHACA, N.Y. — The Rotary Club of Ithaca is accepting applications for its community grants program.
It’s a program that’s intended to promote the quality of life in Tompkins County
The Rotary Club says its intention is to “fund several smaller grants in full.” Small nonprofit organizations are “especially encouraged” to apply. The maximum grant award is $1,000.
Grant recipients from 2021 are not eligible this year so the Rotary Club can support an “increasing variety of worthy agencies.”
Eligibility and other information is available at https://portal.clubrunner.ca/2079.
Proposals are limited to three pages. Please submit one copy on the organization’s letterhead by midnight on Aug. 5. The Rotary Club of Ithaca won’t consider requests received after that date.
Those interested can submit their application to Kelly Buck, community grants co-chair at kdbskier@gmail.com
The organization will invite awardees to a check presentation at a Rotary lunch award ceremony in October, with a date to be determined.
Additional details
All grant applications must be for projects within Tompkins County. Applicants must be classified as a nonprofit charitable organization under section 501(c)(3) of the IRS code or have a fiscal sponsor.
The Rotary Club says it invites proposals for special projects or one-time needs that are not usually supported by an applicant’s general funding sources.
“We do not make grants which will be used as part of a larger campaign, nor are funds to be re-granted (no scholarship programs). Grants are not usually made for operating budgets, endowments, individuals, or programs needing ongoing support. Funds must be expended by May 1 of the following year, without expectation of further support. Proposals not selected for funding by the Ithaca Rotary Club will be shared with the Community Foundation for donor-advised funding consideration,” per a Rotary Club news release.
Launch Lewis County program funds 9 microenterprises
LOWVILLE, N.Y. — Nine microenterprise businesses have secured funding totaling $180,000 in the Launch Lewis County grant program. The grants include two $30,000 awards, five $20,000 grants, and two $10,000 awards, Naturally Lewis said. Launch Lewis County is a business competition grant program that the Lewis County Industrial Development Agency (IDA) administers on behalf of
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LOWVILLE, N.Y. — Nine microenterprise businesses have secured funding totaling $180,000 in the Launch Lewis County grant program.
The grants include two $30,000 awards, five $20,000 grants, and two $10,000 awards, Naturally Lewis said.
Launch Lewis County is a business competition grant program that the Lewis County Industrial Development Agency (IDA) administers on behalf of Lewis County to helps businesses start or expand.
Naturally Lewis, based in Lowville, is the economic-development agency for Lewis County. It includes the IDA and the Lewis County Development Corporation.
Funding for the Launch Lewis County program is provided by the New York State Office of Homes and Community Renewal, Community Development Block Grant program, per a Naturally Lewis news release.
“Small businesses and entrepreneurs often have a difficult time accessing capital in small amounts to purchase the equipment they need,” Brittany Davis, executive director of the Lewis County IDA, said. “Our partnership with Lewis County to administer the Launch Lewis County program has allowed small businesses and entrepreneurs to start and expand products and services, which in turn creates and retains jobs, creates unique experiences for residents and tourists, and ultimately enhances the tax base of Lewis County.”
The Launch Lewis County grant committee was able to allocate all of the $180,000 in funding and increase funding for some of the grants.
The recipients of grants are the following microenterprises:
Local interest, qualifying
A total of 21 businesses expressed interest in the Launch Lewis County program when it started back in March. All 21 businesses completed a mandatory entrepreneurial training course hosted by the local Small Business Development Center.
Twelve businesses submitted final applications for Launch Lewis County funding. After review by the Launch Lewis County grant committee and final approval by the Lewis County IDA board, nine applications were determined to have met all local and New York State Community Development Block Grant requirements that qualified each project for funding.
In order to qualify for the Launch Lewis County microenterprise grant program in the future, applicants must be startup businesses or existing businesses with plans to expand or diversify products or services.
They must also be a for-profit microenterprise (five or fewer employees); “must enhance experiences” for tourists and locals, alike; and must only use grant funds for equipment, machinery, furniture, fixtures and inventory.
In addition, applicants/owners must be considered low to moderate income based on the 2021 New York State Income Guidelines or create a job to be made available to low to moderate-income individuals to qualify for grant.
Applicants also need to understand that grant funds can only cover up to 90 percent of total project cost, Naturally Lewis noted.
Besides the funding, grant recipients also gain access to ongoing technical assistance through Naturally Lewis’s DBA Lewis County program, a professional photoshoot, a logo and branding package, and grand opening or expansion promotion.
Recipients will also have access to a low-interest loan fund, if they qualify, Naturally Lewis said.
HISTORY FROM OHA: Syracuse Savings Bank: Syracuse’s first savings bank
The year was 1849. Thousands of 49ers caught gold fever and hoped to strike it rich in California, Elizabeth Blackwell became the first woman doctor in the U.S., and Harriet Tubman escaped slavery in Maryland. And, Syracuse Savings Bank was founded. Syracuse was incorporated as a city the year before in 1848 and had elected Harvey Baldwin
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The year was 1849. Thousands of 49ers caught gold fever and hoped to strike it rich in California, Elizabeth Blackwell became the first woman doctor in the U.S., and Harriet Tubman escaped slavery in Maryland. And, Syracuse Savings Bank was founded.
Syracuse was incorporated as a city the year before in 1848 and had elected Harvey Baldwin as the first mayor. The new city comprised four wards with 23,000 residents and was attracting more people looking for new opportunities. Trade was burgeoning via the Erie and Oswego Canals, the railroad, and corduroy and plank roads. Syracuse exported salt and other products. The young, prosperous city displayed canal-side warehouses, brick sidewalks, and some cobblestone streets. The city also boasted a public-education system that taught 3,000 students, 25 churches and two synagogues, and the National Theater.
Economic advancements and an increase in citizens’ personal wealth called for a savings bank that encouraged people to save and protect the wealth they were accumulating. On March 30, 1849, 18 leading citizens received a charter from New York State to establish the Syracuse Savings Institution, the 25th savings bank in the state. On May 4, 1849, eight of the bank’s founders met in the law office of Harvey Baldwin to elect officers, name committees, and create the new bank’s operation. At this first meeting, Baldwin was elected as the bank’s first president. At the nascent bank’s second meeting, William Teall was elected treasurer, and the bank’s first location was set up inside Teall’s home, located at 409 East Fayette St. on the north side of Fayette Park. The Teall Carriage House still exists today (it’s currently a beauty salon called Joseph’s at the Carriage House) behind the CNY Philanthropy Center at 431 East Fayette St. Octavius Cottle, a conductor on the Syracuse & Utica Railroad, made the first deposit of $1 (worth about $33 today) at the newly minted bank. Fifty-five other bank customers deposited $6,737 (valued at $227,000 today) during the rest of 1849.
Syracuse Savings Institution remained in William Teall’s house until it moved to larger quarters in the Bastable Block in 1851, the current site of the State Tower Building. Three years later, the bank bought the vault and fixtures of the defunct Syracuse City Bank and occupied the counting house of Syracuse City Bank, located at the corner of North Salina and Willow streets, until 1862.
The New York Legislature officially changed the name of the bank from Syracuse Savings Institution to Syracuse Savings Bank on March 10, 1870.
Bank officials then purchased the Star Building at the corner of James and North Salina streets, which became the bank’s final location. The four-story Star Building served as Syracuse Savings Bank’s headquarters until a new building opened on the site in June 1876.
For two years, a building committee formed by the bank’s trustees studied design plans drawn by six architects, eventually selecting the design submitted by Joseph L. Silsbee. Silsbee had just moved to Syracuse in 1874 and opened an office that he maintained for the next 10 years. While working in Syracuse, Silsbee also designed the White Memorial Building, the Amos Block, and Oakwood Cemetery’s chapel.
The building committee and Silsbee thought the bank’s setting adjacent to the Erie Canal should emulate the Venetian palaces that lined Venice’s canals. Silsbee’s building designs, therefore, reflect the Venetian Gothic tradition, dominated by pointed arches, trefoils, and Gothic moldings. The six-story building included buff-colored sandstone from Ohio, red sandstone from New Jersey, and featured Italian-stone carvings. The total cost of the Syracuse Savings Bank building was $281,000 (worth about $7.2 million today). Silsbee received $8,000 and, the builder, John Moore, received $212,000. After the original construction, Charles Fasoldt of Albany, installed a system of electric clocks throughout the building.
When the Syracuse Savings Bank building opened in June 1876, it was the tallest structure in Syracuse at 176 feet. The building included the first passenger elevator installed in the city. Its tower provided a magnificent view of the city. So many visitors wanted to view the city from the top that bank that officials imposed a 10-cent fee to ride the elevator to the top. VIP visitors to Syracuse — including James A. Garfield, Ulysses S. Grant, Frederick Douglass, and others — were escorted to the top of Syracuse Savings Bank to behold the industrial factories, vast salt sites surrounding Onondaga Lake, and fertile farmland beyond. Visitors may also have seen the bank’s architect, Joseph Silsbee, evidently so impressed with his own design that he moved his architect’s office to the top of the tower. Silsbee stayed there until he left the Salt City for Chicago in 1885.
By 1880, Syracuse boasted 55,000 residents who resided in eight city wards. About 7,500 of those citizens had deposited $2.1 million into Syracuse Savings Bank.
The bank was a favorite banking institution of many German citizens. In 1886, some of these citizens living in Syracuse’s Second Ward became alarmed with a rumor that there was a run on Syracuse Savings Bank that June. Although the rumor was false, several went to the bank to see for themselves. Bank president, Henry Duguid, assured the depositors that the rumor was false. However, some wary depositors removed their money regardless of the truth. When a Syracuse Standard newspaper reporter asked the bank president to comment on the rumor, he confidently stated that if every depositor removed every cent, the bank would remain solvent due to its monetary surplus.
In the spring of 1899, Syracuse Savings Bank celebrated its 50th anniversary. The Syracuse Journal reported that the bank’s sound business policies, administration, and trustees were responsible for its continued success. Long before the Federal Depositors Insurance Corporation (FDIC) was established in 1933, recognizable local business leaders — Frank Hiscock, Ansel J. Northrup, Edward Joy, Francis Hendricks, Jacob Amos, and Hamilton White — took their roles as conservative bank trustees seriously. That year, the bank’s assets totaled $10 million and it had a surplus of more than $835,000.
Syracuse Savings Bank administrators renovated the bank building several times between 1876 and the late 1920s. The last major renovation occurred between 1928 and 1929 with Melvin L. King as architect and Dawson Brothers as the mason contractor, both from Syracuse. The original Gothic style was maintained, however, to meet the demand for additional and more modern banking services. The entire front portion of the second floor was also removed, leaving the remainder of that floor as a balcony area and a board of trustees’ meeting room. The first floor then became the bank’s main business office. The marble columns and the grillwork were removed to create a more-open design. The main entrance on North Salina Street was through bronze doors weighing about 1.5 tons. Two large chandeliers, made from Swedish wrought iron, were hung from the 27-foot tall ceiling in the main bank floor. Crews cleaned the exterior and installed a new roof. The building renovation cost more than twice the original construction sum. In 1929, when the renovated bank building reopened, its assets totaled more than $25 million, and it had more than 32,000 depositors.
Syracuse Savings Bank not only survived, but thrived, during the Great Depression of the 1930s. In 1930, the bank was more than 80 years old, and was serving the fourth generation of savers by offering 4.5 percent interest on accounts up to $7,500. The bank’s motto at the time was “Put Your Savings in a Savings Bank.”
During WW II, Syracuse Savings Bank sold defense stamps and bonds to help defray the cost of the war. On average, Syracuse Savings Bank completed one real-estate transaction each day during the war years. Advertisements in the local newspapers promoted the bank’s mortgage lending department and encouraged renters to affordably buy a house instead of continuing to rent. The bank held the mortgages to several residential properties with prices that ranged from $3,000 to $8,000 ($52,000 to $138,000 in today’s dollars). Patriotic ads also encouraged thriftiness: “Don’t waste money!” and “I don’t spend it – I save it!” By being thrifty, saving their hard-earned money, which they deposited, citizens were helping the bank to lend that money to the federal government to buy necessary war products. Once the war ended, depositors could share their savings with returning veterans to help them become reacclimated to civilian life.
Syracuse Savings Bank celebrated its centennial anniversary on March 30, 1949. On that day, bank officials held a two-hour open house for depositors and the general public. During the open house, female bank employees modeled mid-19th century apparel in the bank’s lobby, and distributed roses, carnations, and souvenirs. Bank administrators also created a typical bank office from 1849 to illustrate how modern the bank had become in 100 years. An anniversary cake shaped like the bank building was displayed in the lobby. That evening, 300 invited guests packed the ballroom at Hotel Syracuse for an anniversary dinner. Descendants of original bank trustees and special banking guests attended the event. The bank’s president, Frederick W. Barker, recalled highlights of the bank’s long history and reiterated that “thrift is fundamental and essential, and that Syracusans of the future will need savings institutions just as they do today.” In 1949, Syracuse Savings Bank asserted that it had more than 43,000 depositors whose deposits exceeded $66 million.
By September 1963, Syracuse Savings Bank had satellite offices in Eastwood, Brewerton, and a second downtown branch at 499 South Warren St.. Syracuse Savings Bank continued to grow at an extraordinary rate. In just the 14 years since the bank celebrated its centennial, its assets had grown by more than 2.5 times and customers had more than tripled. Home-mortgage loans had skyrocketed from $24 million to $171 million, financing more than 12,000 mortgages. In the days before online banking, board president, George W. Lee, stated that more bank offices made it more convenient for customers to bank close to their homes and workplaces.
In May 1973, Syracuse Savings Bank’s assets met another milestone — $500 million in assets and more than 130,000 depositors. Its mortgage lending had also increased to $350 million. By the end of the 1970s, Syracuse Savings Bank expanded its services to include additional satellite offices, a six-day banking schedule, and a pay-by-phone computer system.
The 1980s was a pivotal decade for Syracuse Savings Bank. In the early part of the decade, the bank expanded by merging with four other regional banks: Oswego Savings Bank in 1981, the Dime Federal Savings & Loan Association of Cortland and Mechanics Savings Bank in Elmira in 1982, and Auburn Savings Bank (which was also founded in 1849) in 1983. With these mergers, Syracuse Savings Bank enlarged its banking coverage to 24 offices in Onondaga, Cayuga, Cortland, and Chemung counties.
Then, after almost 140 years of banking business in Central New York, Syracuse Savings Bank was itself acquired by Albany–based Norstar Bankcorp in May 1987. Tragically, Syracuse Savings Bank was forced to sell the bank after a real-estate developer defaulted on loans on an Atlantic City, New Jersey real-estate deal. The developer was arrested on a 57-count indictment that included grand larceny and conspiracy. The venerable Syracuse Savings Bank went out of business and unceremoniously became a component of the $12 billion Norstar Bancorp. Over the next six to eight weeks, the bank’s signs changed names and depositors were issued new passbooks and checks. Just to add “insult to injury,” on the day that Norstar announced purchasing Syracuse Savings Bank, a bank robber stole Norstar’s thunder by robbing the main downtown branch of an undisclosed amount of cash. Only a few hours earlier, bank employees had installed signs welcoming depositors to the new Norstar Bank.
Just one year later, Norstar Bancorp merged with New England–based Fleet National Bank to form Fleet/Norstar Financial Group. Via a series of subsequent mergers in the 1990s, Fleet/Norstar became Fleet Financial Group, then, in 1999, became FleetBoston Financial. In 2004, this financial group merged with Bank of America, which still operates a branch and offices in the former Syracuse Savings Bank building. Bank of America occupies the first three floors of the building, which it leases from JF Real Estate in Syracuse; residential apartments occupy the upper three floors. Several Hall Groat paintings (which Syracuse Savings Bank commissioned in 1977) illustrating life in Syracuse during the 19th century decorate the bank’s main lobby. Although Syracuse Savings Bank as a banking institution is now gone, remnants of its proud history remain on display throughout the bank. The bank building also is listed on the National Register of Historic Places, a designation it received in February 1971.
Thomas Hunter is curator of collections at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.
VIEWPOINT: How do I squeeze a 25th hour out of the day?
I get a version of this headline question frequently, usually from people with full schedules — some overwhelmed and flustered, and others simply intent on squeezing out every bit of productivity each day. Related queries usually go something like this: • How can I get by with less sleep? • How can I get more of my work done
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I get a version of this headline question frequently, usually from people with full schedules — some overwhelmed and flustered, and others simply intent on squeezing out every bit of productivity each day. Related queries usually go something like this:
• How can I get by with less sleep?
• How can I get more of my work done between 8 a.m. and 5 p.m., so I do not have to spend so much time working into the evening?
• How do I establish healthy boundaries to guard against this 24/7 expectation of being “on” all the time?
• While I believe in the importance of delegating and developing my people, where am I going to find the time?
You have likely asked yourself similar questions at one time or another, but the simple answer to how to get an additional hour out of each day is that you cannot.
Our perspective on time, though well intended, never yields the results we are seeking. We continue to try and fit more and more into our already full days and feel less and less fulfilled as we do. If you have studied this subject as I have, then you know that a sense of satisfaction and fulfillment begins to set in when we completely shift our perspective on time. If you haven’t, read on.
Whether you follow Stephen Covey, Tony Schwartz, or Ralph Simone, all agree that the key to the 24-hour day is not and never was about managing time. In fact, time — which is an artificial construct used to maneuver in the physical world — cannot be managed. What we can manage is our energy and where we choose to focus it on any given day.
The studies on sleep are consistent; the question changes, then, from “How can I get by with less sleep?” to “How can I develop good sleep hygiene that enables me to sleep soundly for between seven and eight hours each evening?” Some useful tips include not checking your device after a certain time (allows the brain to start shutting down on both a physical and mental level); minimizing alcohol and caffeine after a certain time (allowing the stimulants to pass through your body); keeping your room cool; and establishing an end-of-day ritual that allows you to wind down nicely.
Regarding “too much homework,” the big question for each of us is, what were we doing all day if not working on things that are essential to our job and mission? What choices are we making or not making that compel us to catch up each night? Ask yourself throughout the day, “If I say yes to this, what am I saying no to?” A downside of technology is the illusion of importance through urgency. Just because someone can get back to you right away does not mean they should. Build more strategic pauses into your days and consciously choose the most-essential things to do. Movement for movement’s sake is wasted energy.
If you are a leader, and we believe everyone is, then your most-important job is developing future leaders. This includes delegating tasks to people so they can learn and grow. Adopt the attitude: “Let it go and let them grow.” It also includes modeling good “energy management” skills, so they learn to make efficient choices each day without searching for the 25th hour.
Ralph Simone is a partner with Emergent, a leadership training and professional coaching company based in Syracuse. He is a certified professional coach, specializing in leadership and organizational effectiveness. Contact Simone at ralph@getemergent.com
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