In the Know: Fall 2023 - Sullivan County Partnership by Partnership Econ Dev Sullivan County

A Quarterly Publication for Member Investors of the Sullivan County Partnership For Economic Development

In the

KNOW FALL 2023

THE WORKFORCE ISSUE:

Attracting, training, and retaining employees now and in the future.

FROM THE CEO It seems whatever business function, meeting, seminar, presentation you experience these days, workforce is a topic of discussion taking up much of the time. Mostly what we hear is how there is a lack of available people to hire for specific jobs. Or, that when an individual is hired, they lack the basic instinctual skill set needed to function and grow in a given position. With the perceived volatility and inflationary fears among others in the market, uncertainty is weighing heavy on decisions to expand, hold steady or downsize in order to right size your business to adequately meet customer demand. This issue is not going away any time soon. With our local unemployment at 3% and our job growth rate above 7%, at least today, the challenges of hiring remain. No business, not for profit or public sector employer is immune as it is challenged to hire folks across every industry sector. Nevertheless, there are employers that have adapted well and made strategic changes in the method by which they evaluate, choose, train, and retain talent. Workforce is a critical component in the practice of economic development, arguably more so today than ever before. The ability to attract projects to our area or to foster expansion in a particular industry sector depends heavily on our ability to provide a workforce that can help business succeed. While there have been workforce agencies and training providers for many years, more and more the burden falls directly on the employer to meet the workforce challenge by creating an attractive situation for prospective employees and an environment that can do so across a much broader spectrum of employee needs and expectations. In the past, this meant higher wages or advancement opportunities. Today, those are not the only requirements. In fact, in many cases they are not the primary reason for people seeking employment somewhere or electing to switch employment or even careers entirely. This issue of In The Know will cover not only the obvious challenges but also ways in which we study and interpret workforce data, whether demographically, by industry sector or the nature of a particular business. We will cover what employees in today’s market seek, what employers are doing to attract employees and most importantly, why and how employees are retained. Shifts in consumer demand, how we buy goods and services, global pressures, the electrification of the market, and an aging workforce in certain industry sectors among many factors, have put this issue front and center. We must adapt, reinvent, and create new ways to develop our workforce in order to ensure the growth and success of our businesses and our communities in order to effectively compete now and into the future. As we approach the end of 2023 we once again thank our content contributors, investors and advertisers who continue to raise the bar and make this publication a success. I trust we have provided information that you can use in your business or at the very least emphasize the need to pay attention to this most important component. Thank you as always for your support. We wish you a wonderful holiday season and a very prosperous New Year. Sincerely, Marc Baez CEO

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Trending Towards the Trades

Carpenters Partnering with Education to Ensure Future Success “Sullivan County has been one of our biggest friends

depends on the strength of trade unions and the

when it comes to promoting the trades, says Matt Ross,

cultivation of the next generation of leaders in the

Council Representative, North Atlantic States Regional

workforce. There has been a shift in education recently

Council of Carpenters (NASRCC)

and guidance counselors are asking, “what do the

“Not just the carpenters, but the trades in general and bringing them back to the high schools. Unfortunately, the

Local unions affiliated with the NASRCC represent most

trades sometimes get looked at as a secondary choice.”

of New York State, including Sullivan County and seven

With the need for skilled tradespeople growing and 89,000 openings for carpenters each year in the United States, it’s becoming clear that the trades are the backbone of our economy. It is vital to train students to learn skills needed to replace the seasoned workers ending their careers in this most important industry sector. The resilience and growth of our economy 6

trades have to offer?”

others. Sullivan County was the one that took the step of partnering with the Carpenter’s union and SUNY Sullivan to offer an Associate Degree of Occupational Studies in Construction Technology (AOS). The union approached other community colleges and there was interest, but none of them thought it was a good enough fit for their college. “SUNY welcomed us with open arms.” Says Ross.

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Trending Towards the Trades Construction AOS students will get workshop instruction at the Carpenters union’s apprenticeship training center in Rock Tavern, NY while also working on-the-job with union employers. That will be supplemented by additional courses in green building, accounting, communications, computer literacy and other studies at SUNY Sullivan. Upon completion of the program, Construction Technology AOS graduates will have the skills and knowledge required to find immediate employment or advancement in the construction industry. Graduates can also use 61 of their credit hours from SUNY Sullivan towards a Bachelor of Technology (BTech) in Construction Supervision at Alfred State College. In the first year of the program, there were 38 members enrolled. That is now up to almost 60, with the first graduations this year. Seven of the students enrolled in the program made the honor roll at SUNY Sullivan and none have failed. A unique aspect of the program is that it was designed

I was at Orange-Ulster BOCES for a year

for participants to work during the day. All SUNY classes

before I heard about the Career Connections

are online and no in-person classes are required. That

program. I was originally going to go into

eliminates geographic barriers, meaning members

the military but I’m so glad that I found

across the seven-state regional union can enroll.

this program. They’ve taught me to take

NASRCC Business Manager Scott Smith explained another way the union is finding creative solutions to real world problems. “The United Brotherhood of Carpenters (UBC) wanted to improve recruiting among high schools

a lot of pride in my work and I appreciate it. This program offers a career with no debt and I’m hoping to get into the Union and buy a house in 5 years. —Austin C., Age 18.

throughout the United States and Canada. But the Department of Labor (DOL) has rules regarding age and documented work history for applicants coming into our apprenticeship. That creates a problem with a high

Because training centers close during July and August to

school student. They might have some carpentry skills

meet the summer demands of the industry, the union

but they can’t prove a work history through pay stubs.”

has also created a transitionary pre-apprentice program

“We created a program called Career Connections. It’s a full curriculum that can be implemented by high schools, BOCES and adult education programs that have ‘Construction Technology’ programs.” This is the first year students are graduated from the BOCES-based Career Connections programs and are

for students who come out of these Career Connections programs across the state. It’s a six-week program of forty hours a week that put them on a direct entry into the apprenticeship. The Carpenters union’s accepted 7 students from Sullivan BOCES this year into their summertime continued...

entering the union’s apprenticeship program. Sullivan County Par tnership for Economic Development

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Trending Towards the Trades pre-apprentice program. All seven completed the program; graduating high school in June, completing the summer pre-apprentice program at the training center in Rock Tavern, and becoming first-year apprentices and members of the Carpenters union. All seven are now working. Sullivan BOCES has been working with the Carpenter’s union for years, but when BOCES’ new construction teacher, Darryl Emmett, a former union member, came on board two years ago, the relationship grew to a new level. Emmett and Career & Technical Education Executive Principal Jeffrey Molusky liked the idea of integrating the union’s curriculum at BOCES. They discussed it with District Superintendent Dr. Robert Dufour, who gave the final approval to move forward with Career Connections. “Sullivan BOCES and Dr. Dufour have been very good friends to the Carpenter’s Union.” says Matt Ross.

“Sullivan BOCES is pleased to collaborate with the Carpenter’s Union. Providing students with the training and skills needed to transition into the Union and the Construction Industry seamlessly is what we strive for. We started our partnership with the Union many years ago. When our new construction teacher, Darryl Emmett, came on board, his relationship with the Union and guidance brought our collaboration to where we are today. It was Mr. Emmett’s knowledge of the Union’s curriculum, and his understanding of what is needed for individuals to succeed that has allowed several of our construction students to be accepted into the Carpenter’s Union’s Apprentice program after graduation. We look forward to increasing the number of students being accepted into the Union as a result of our new partnership.” —Robert M. Dufour, Ed. D., District Superintendent/CEO, Sullivan BOCES

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Trending Towards the Trades That leads to the SUNY Sullivan program—the AOS

schools in Sullivan County, presenting the trades to the

degree. The graduation rate in Rock Tavern was 82% the

9th and 10th graders,” says Smith. “That was part of our

first year and is now up to 93%.

understanding as a union that we had to reach kids

“By the time they get into the third year of the program, the success rate is very high.” says Smith.

earlier, before the stigma associated with the trades and unions sunk in.”

“Now they can apply for the two-year AOS degree at

The Career Connections program is not exclusive to

SUNY Sullivan and we’ve bridged the gap from high

high school students. Presentations are made at adult

school to college through the trades. We do this at no

education programs for construction. There are currently

cost for our members.”

three students in the program who came from the adult

These students complete the Career Connections

education program and are all working right now.

program at BOCES and the NASRCC pays for their

Two years ago, the union brought in a student from

summer program and the AOS degree.

Sullivan BOCES who completed the apprenticeship. He

The program isn’t for everyone but it’s a great option for anyone that wants to better their lives or better their family’s lives. It’s a program set up to keep the union connected with high schools and give students more choices for their career. “The way the trades are discussed in high schools has been insufficient. It doesn’t present the real opportunities clearly and honestly. These programs and relationships will help us with getting to the high

worked almost 2,000 hours this year and made over $50,000 as a 17-year old. Before he turned 18 he had his own health benefits. “That’s a testament to the relationship that we have with Sullivan BOCES and their commitment to us.” says Ross. Ross says the relationship gives the union an opportunity to get the best possible candidates into the Carpenters union and to give Sullivan County residents a chance to stay, to live and to work in the county. continued...

Pre-Apprentice Class at the Carpenters Union Training Center - Rock Tavern, NY

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Trending Towards the Trades These are viable trades, viable careers—these are not just jobs—they provide people with healthcare, a pension, an annuity, a health reimbursement fund, and a vacation account. There are so many opportunities for apprentices to grow, prosper and raise families here. The average carpenter working in the field right now is 49 years old, and they’ll start retiring at 55. Students coming in as first-year apprentices now have incredible opportunities for advancement and leadership roles in a short amount of time.

Local 279 President Ross along with Sullivan County BOCES Instructor Darryl Emmett standing with future Union Carpenter Apprentices

“Sullivan county has been the county that took the chance with us. We’re proud of our relationship and

Another need for the college degree is to get the younger

since this college program has taken off, we’ve been

people up to speed to be leaders out in the field and for

approached by numerous colleges that want to be a part

the union to identify the next generation of leaders.

of it. But we made a decision and commitment to SUNY Sullivan that we wouldn’t dilute the program. The way it’s structured at SUNY Sullivan - we don’t need another college. They understood our needs - the biggest one being that we couldn’t do this during the day. It couldn’t be like your traditional college. It’s also designed where if our members want to take one class they can take one class, they don’t have to be enrolled as a full-time student in order to get the credits or the payment from us. It’s on the student’s basis on how they want to do it. We tried to design it so it wouldn’t fail.”

I had always wanted a college degree. I was committed to SUNY Delhi and even had my dorm assignment. One day, we came on a field trip to the Carpenter’s training Center, and I learned about the Career Connections program and how I could get a degree with SUNY Sullivan after completion. I decided to forgo my traditional college path for this opportunity and I’m very proud of that decision. I hope to succeed and to elevate my position in the trade once I get into the Union. —Dennilson T., Age 18.

Sullivan County Par tnership for Economic Development In the Know

| Fall 2023

Trending Towards the Trades

Don’t forget about the women: The Sisters in the Brotherhood pre-apprenticeship

Carpenters union’s pre-apprenticeship program. This

program is an introductory class in carpentry that

program has successfully brought in over 150 women

takes place throughout the carpenters’ training centers

throughout NY State since it began in 2015 and has

throughout New York State. The focus of the annual

opened the door for a carpentry career for those who

program is to introduce a career in carpentry to women

complete it. Outreach through local BOCES, community

who may have an interest in the field, but have little

organizations, and via media outlets, continues to build

to no experience. The participants who successfully

visibility and increase awareness of accessible

complete the program, can enter directly into the

opportunities for women in the construction industry.

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Post Covid Recruitment and Retention Finding & Keeping Happy Employees By Kris Almskog, PG / Sr. Vice President PW Grosser Consulting, Inc.

Covid! Millennials! Remote Hybrid Work Options! The past several years I have been so happy that I’m a geologist and not a human resources director since science and regulations are largely predictable. On the other hand, finding and keeping qualified staff to serve your clients is neither predictable nor easy.

Sullivan County Par tnership for Economic Development In the Know

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Post Covid Recruitment and Retention For my last 27 years with PWGC I

wetland delineation, GIS and drone

have hired and trained hundreds of

operations backgrounds.

entry- and mid-level experienced

We recently opened new offices in

scientific staff. I have witnessed the

Saratoga Springs and Monticello to

evolution of workforce requirements

accommodate existing clients and

regarding benefits, salaries and lifestyle

growth opportunities in these regions.

demands. I was not prepared to handle

Post-COVID growth has been slow

recruitment and retention issues

but steady as we worked to train

encountered during the past three years

new employees for field work and

and, from discussions with industry

complicated civil design services

colleagues, no one was.

remotely to fit client needs.

PWGC, like most architectural and

Our recruitment strategies have been

engineering companies in the

updated to meet the demands of the

Northeast, has experienced higher

evolving labor market. Historically, we

staff turnover rates during the past

relied on internship programs, referrals

several years along with demands

from existing staff, and attracting talent

for quickly escalating salaries. Due

looking for new opportunities through

to our employee focused culture,

our participation in professional asso-

we have grown our work force and

ciations. More recently, we have placed

extended our geographic reach, during

greater emphasis on attending college

that time. We have hired and offered

career events, growing our social media

opportunities to relocate employees

presence, and more aggressive outreach

from the metro New York City area to offices across the state.

through our professional networks to

PWGC is an environmental engineering

growth. We have been successful

and consulting firm that provides

at attracting talent from regulatory

property due diligence services, civil

agencies that we have developed

site design, SEQRA services, water

strong relationships with through our

and wastewater design services. We

projects in addition to getting other

also focus on delivering permitting

professionals, from competing firms,

and design services for hospitals,

recommended to us through our

fueling facilities, quarries, asphalt and

networks of attorneys, developers and

concrete plants, developments projects

regulators. We have also developed an

and general environmental and civil

additional internal project management

engineering services to private and

training academy to strengthen the

municipal clients. To service our clients,

administrative, business development,

most of our new hires are recent college

and interpersonal tools needed for

graduates as well as Professional

successful professional growth.

find the talent necessary for continued

Engineers and Geologists with civil,

Though PWGC has been impacted

water and wastewater, geotechnical,

by the current job market, we have

environmental investigation and

successfully retained our key staff

remediation, environmental scientists,

continued...

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Post Covid Recruitment and Retention through this commitment to professional growth. We

organization fees, dues, and licensing expenses, which

make sure our staff works on exciting projects that

we still offer, are no longer in vogue with younger staff.

make a real difference for our clients, communities, and environment. PWGC designs and develops geothermal systems, solar farms, environmental remediation plans, and wastewater collection and treatment systems. Many of our senior management staff have been with the firm for more than 20 years. We make sure our employees are given opportunities for internal growth by developing new technologies, services, and markets.

Newer staff continue to show more interest in flexible work schedules, remote hybrid work, paid time off, gym reimbursement, tuition reimbursement, 401K programs, and ESOP profit sharing opportunities.

PWGC has also become an employee stock ownership plan (ESOP) firm during the past several years and currently our employees own more than 50 percent of the firm. This employee driven culture with the ESOP in place puts profits into the hands of the employees and helps us competitively retain strong talent and keep

Our human resources division works diligently with our current staff to better understand current labor market dynamics and adapt accordingly to attract the best industry talent. As a firm, we have historically hired

staff happy.

college graduates to fill our need for environmental

We have seen that traditional benefits packages do not

then focus on internal training to develop the specific

attract new candidates, or help with the retention of

skills that our clients demand. In the future PWGC will

a young workforce, compared to a decade ago. Items

continue to adapt and evolve our human resources

like employer paid medical and dental, flexible health

strategies to continue to attract the best talent to ensure

spending accounts, employer paid professional

our clients receive the best service!

engineers, geologists, and environmental scientists. We

Sullivan County Par tnership for Economic Development In the Know

| Fall 2023

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Unlocking the Full Potential of Your Workforce:

Innovative Talent Acquisition Strategies for Local Businesses

Cathy Parlapiano, President Here’s Help Staffing and Recruiting

In today’s competitive job market, local businesses

• Embrace Diversity: Inclusive job descriptions and

are facing the challenge of attracting and retaining

requirements can attract a more diverse range of

top talent. To address this issue, it’s essential to adopt

candidates, enriching your workforce.

innovative strategies that not only expand your talent pipeline but also enhance your employer brand. Some key strategies that can help your business stand out and gain a competitive edge in the recruitment process are as follows:

PURSUING NON-TRADITIONAL CANDIDATES: EXPANDING THE TALENT PIPELINE Local businesses often overlook a valuable source of untapped talent: non-traditional candidates. These individuals may come from diverse backgrounds, have unconventional career paths, and offer unique skills and perspectives. By pursuing non-traditional candidates, you can broaden your talent pool and gain a competitive edge.

• Partnership Opportunities: Collaborate with local organizations and communities that represent non-traditional candidates, such as veterans’ associations, CTech and other trade schools, etc. • Skills Development: Offer training and mentorship programs to help non-traditional candidates bridge skill gaps and adapt to your industry. • Engage Through Events: Host virtual or in-person events like job fairs and industry-specific networking gatherings to connect with potential candidates. • Leverage Online Platforms: Use social media and online platforms to tell your company’s story, culture, and job opportunities.

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CREATING ATTRACTIVE BENEFITS PACKAGES: ATTRACTING MORE APPLICANTS To attract top talent, it’s crucial to offer more than just a competitive salary. Your benefits package plays a pivotal role in drawing in candidates who are looking for a well-rounded employment experience. • Flexibility Matters: Offer flexible work arrangements, including remote work options, to accommodate diverse lifestyles. • Prioritize Well-Being: Comprehensive healthcare coverage and mental health support show you care about employees’ overall well-being. • Professional Growth: Provide opportunities for career development and education, such as tuition reimbursement and professional development stipends. • Financial Wellness: Help employees plan for their future with retirement savings plans and financial wellness benefits. In the current job market, creativity in your recruitment process can make all the difference. Creative strategies capture the attention of potential candidates and showcase your company’s unique culture and opportu-

FIND THE TALENT YOU NEED

nities. By pursuing non-traditional candidates, offering attractive benefits packages, and employing creative recruitment strategies, you will not only expand your talent pipeline but also position your company as an employer of choice in the local community.

Matching candidates with real opportunities

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The Great Resignation— NOW what Happens to Our Workforce? By Loreen J. Gebelein Director of the Center for Workforce Development

All of the challenges of the pandemic led us to re-evaluate the purpose of work in our lives, but the labor market is no longer in the job switcher’s favor.

The hiring of Gen Z and Millennials to replace the

Pay gains are beginning to stall while the Federal

worldview and perspective on careers and how to

Reserve continues to lower inflation. The demand for talent and supply of candidates is starting to even out. While there are still a lot of job openings, these numbers are nowhere near the historically high level that spurred the Great Resignation post-Covid. Some of the older workers who retired early might be “un-retiring” and returning to work out of economic necessity. The surge in retirements means labor shortages are likely to persist, driving wages up. New York State lost 14,375 employees since March 2020, and 26% are eligible for retirement within the next five years. 20

workforce will be a struggle, as they had a hard time working during the pandemic and quit many jobs - part of the 4 million people who left work during the Great Resignation. Gen Z’ers will bring an entirely different succeed in the workplace. This is the first generation to have never known a world without the Internet. They and Millennials also will ask for more support from their employers. Understanding these unique traits is key to tapping into what may be one of the most driven workforces yet. To retain the trust of these generations, employers need to provide them with the tools and resources they need. Generational diversity is a competitive advantage when you treat everyone’s strengths and weaknesses with

Sullivan County Par tnership for Economic Development In the Know

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The Great Resignation—NOW what happens to our Workforce? respect and care. All five

Have you considered offering a job to someone with a

generations currently

disability? Individuals with disabilities want to work,

in the workforce have

want to belong to society, and want to supplement their

something unique to

income. Not all disabilities are visual, and they may be

offer. Older generations

able to fill a part-time gap that your company has while

generally bring industry

maintaining their income benefits.

knowledge and experience, while younger generations contribute forward-thinking

Have you considered giving a second chance to an offender? People deserve a second chance, and they

new ideas and innovation.

really want to work to prove themselves, and what a

Bottom line, high

are countless ways to stand out and attract the best

turnover rates indicate an

candidates for your business.

underlying organizational issue. It takes YOU, the business, to implement mindset change. It is impossible for an individual to feel valued if they do not feel heard. There are no one-size-

great way for your business to become a mentor. There

People holding career, technical, and skilled trade educations have proven more likely to be employed than those with academic credentials, according to the US Department of Education. Careers in the trades are trending now because of the current job markets’ needs, and there will always be a need to provide essential services. Skilled trade jobs are crucial and

fits-all solutions.

directly and indirectly impact nearly every facet of

Think outside that

needs to be filled on top of the gap that already existed.

box when it comes to recruitment tools. One of the key benefits of innovative recruitment is that you can tap into a wider pool of talent. You can reach candidates who you may have never considered before. This can lead to a more diverse and inclusive workforce, which

life. There is a large gap in employment right now that

The Center for Workforce Development, backed by the County of Sullivan, realized the need for trades programs and worked hard with the County Legislature, who sponsored a pilot construction trade program with the use of SC BOCES facilities and instructors. This

has been proven to drive innovation and productivity.

was a major success, and we are now in the midst of

There are still creative job postings and advertisements

electrical program in the spring.

a welding trade program, and we’re looking to start an

using social media, billboards, local radio and local newspapers, as well as unique interview techniques you should be putting in place. They even have games these days to have people move forward in the hiring process when they answer correctly. Employee referral programs and incentives can be created, and hosting recruitment events is always good. As a business you need to build a strong brand for marketing, and innovative use of technology may be a good fit for your business in recruitment. Whatever it may be that you use, review your processes, and make sure to track and

The Center for Workforce Development continues to provide training and education as we connect job seekers to businesses. We also offer to all businesses in the County assistance with retaining employees, hiring, recruitment, tax credits, job descriptions, labor market data which includes wage and benefit information in your sector, plus so much more. Call us at 845-794-3340, website www.sullivanworks.org., or on the County website www.sullivanny.us.

measure what ideas work for your business. Sullivan County Par tnership for Economic Development

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Recruiting & Mentoring — The real numbers. By Matthew Milnamow, AIA, LEED AP BD+C Vice President LAN Associates E.P.A.S., LLP

LAN uses a variety of recruitment strategies. We

The foundation of LAN’s success is as much about

post careers and job positions on our website. We

building and nurturing new talent as it is about

advertise job postings on LinkedIn. We work with a

recruiting seasoned professionals. LAN hosts annual

lot of recruiters that charge a commission. We have

internships for students across universities and high

agreed to start offering recruitment bonuses to

schools who often get their first experience in the

our staff for referrals. We have a good relationship

world of professional architecture and engineering

with SUNY Orange that provides a steady stream of

at LAN. Many of LAN’s employees start as interns,

candidates. We host mentorship programs from local

including our current company president, Tom Wighard.

school districts to provide career exposure and advice to high school students.

LAN also has an annual internal employee mentorship

We have hired 36 employees over the past 20 months,

of our staff. Each year, experienced staff volunteer to

which is nearly a 30% increase in our staffing levels

take a LAN employee under their wing to teach them

across all five offices.

leadership skills and how to pursue professional and

• 44% through referrals

personal development goals. It is also a great tool

• 25% through recruiters

for recruitment, as we see many of our younger staff

• 19% through Indeed

entering the profession seeking these opportunities.

• 6% through our website • 3% through returning employees (Boomerangs)

program which is vital to the training and advancement

LAN’s commitment to mentorship also keeps us

• 3% through local ads

involved with local educational institutions. For

We don’t like using recruiters, but they provide

SUNY Orange, where 14 employees went to school, and

options. They are expensive. They charge a 20%-25%

where LAN has set up a scholarship, which was just

commission of the negotiated salary for direct

celebrated at a company event held in conjunction

placement. Almost half of our new hires have come

with the university. With Goshen High School, LAN has

through referrals from present employees. We just

not only helped shape the school’s design through

launched our employee referral program, so we don’t

architecture and engineering projects, but we have also

have any data on that strategy yet. Our intent would

worked directly with young students through a high

be to reduce our recruitment costs.

school mentorship program that introduces aspiring

example, LAN’s New York office is heavily involved with

architects to the work environment. Sullivan County Par tnership for Economic Development

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Capacity Consulting’s Workforce Study is Seven Years Old By Eric Egeland, President Capacity Group

In 2016, Capacity Consulting was chosen by the Sullivan County Center for Workforce Development to conduct

We uncovered several interesting pieces of data

a study to define the impact of large-scale economic

in the study, some we expected and some were

development in Sullivan County.

a complete surprise. Here is a small list of the

The fundamental goal of this analysis was to estimate the potential availability of workers and determine how well the surrounding geographical areas were able to

standout findings: • 34,621 employees were interested in 2,280 new jobs.

provide a stable supply of workers to the central labor

• New Zone 5 jobs would likely be acquired

shed node. It was also to help determine employee and

from outside the labor shed (Zone 5 jobs

employer characteristics with the overarching goal of

require extensive preparation. Extensive skill,

providing information and recommendations to help

knowledge, and experience are needed for

Sullivan County and its current employers quantify,

these occupations. including graduate

qualify, and effectively handle an anticipated shortage

school.)

of qualified workers due to new and sudden large-scale hospitality development.

• Employees would change jobs for the following reasons (in order of importance):

Our team was surprised by the 15 to 1 interested

1. More money

employee to job ratio. The prospect of large- scale

2. Less Stress

development ravaging employers of the few existing

3. Better Advancement

employees did not seem as grim with so many available workers. The Zone 5 data we found as well as the list of reasons people were willing to change a job were not surprising, but the new fear was knowing how willing employees would be to improve their situation if they weren’t happy.

• A person might commute more than 43.24 minutes for a new job. • An hourly employee might change jobs for a $1.08 hourly increase, but a salaried employee might take a $21,788 pay cut for less stress or better advancement.

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Capacity Consulting’s Workforce Study is Seven Years Old We shared five recommendations focusing on increasing skill levels and retaining employees:

• Create a public relations campaign to increase interest in Hospitality and Food Service occupations.

• Create an entry-level resort/casino training

This is opinion on my part, as no follow up study

curriculum targeted towards unemployed.

was done… but here we are seven years and several

• Partner with Sullivan, Orange, and/or Ulster County Community College/s to create a resort/casino management curriculum targeted towards those with

developments later and I didn’t hear or see the carnage some expected. That might just be because most people were happy right where they were.

1 and 3 years of credits in an effort to move them up

With all the new development since and COVID causing

to job zone 3 (associate) and job zone 4 (bachelors).

a local housing boom with people fleeing the city, I

• Create an “employee retention” outreach program targeting existing employers.

would think the workforce would be even stronger now. I would be curious how much of a pay cut they would be willing to take to not have to commute to NYC!

• Create a training program for general people, communication, and patience skills targeting all employees in the labor shed.

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Development Opportunities, Land, Farms, Waterfronts & Homes 26

Sullivan County Par tnership for Economic Development In the Know

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Sullivan County Partnership Grows EXECUTIVE INVESTOR United Rentals, Inc. is the largest equipment rental company in the world. The company has an integrated network of 1,465 rental locations in North America, 14 in Europe, 27 in Australia and 19 in New Zealand. In North America, the company operates in 49 states and every Canadian province. The company’s approximately 25,000 employees serve construction and industrial customers, utilities, municipalities, homeowners and others. The company offers approximately 4,600 classes of equipment for rent with a total original cost of $19.99 billion.

INVESTOR River Architects is a Hudson Valley, New York-based, full-service architecture, and design studio with a bold commitment to achieving environmental sustainability through intelligent, beautiful design. Founded by managing principal Juhee Lee-Hartford, River Architects is proud to be a New York State-certified Woman/Minority-Owned Business. HV Realty Services, Inc. is a reputable business in Central Valley, New York that offers general contracting work and construction management services. Mid-Hudson Valley Federal Credit Union (MHV) has been a member-owned credit union since 1963, and their commitment to their members has never wavered. They offer all of the products and services you would expect from an established financial institution: checking and loan products, credit cards, mortgages, investment and retirement services, online banking, mobile banking. They even offer extended-hours Personal Teller banking at all Branch Locations, making them one of the most convenient financial institutions in the Hudson Valley.

PWGC was founded by Paul Grosser, PhD, PE, PG, a thought leader who recognized the need for a multi-disciplined engineering and environmental consulting firm that offered a diverse range of services to meet market demand regionally and nationally. Based in Bohemia, NY, PWGC has offices in New York City, Syracuse, Saratoga Springs and Connecticut. PWGC serves the Northeastern United States and has established an industry recognized reputation for innovative problem solving and providing quality services to municipal, educational, private, public and federal clients. They are dedicated to providing quality products and timely services that result in practical solutions for its clients. Tower Road is a family-owned real estate investment and property management company. We currently own two multi-family properties in Sullivan County and are looking for expansion opportunities in the region. We joined the Sullivan County Partnership to meet others in the business community and learn how we can participate in the region’s growth.

Welcome New Investors!

To find out about how you can become involved as a member of the Partnership, contact Jen Cassaro at cassaro.jen@scpartnership.com

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Building Spaces that Connect Our Community Consigli Construction Co., Inc. Construction Managers & General Contractors consigli.com

Dassai Blue, Sake Brewery | Hyde Park, NY

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EXPERIENCE A WORLD OF WINNING Visit RWCatskills.com

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Recruiting and Retention Advantages Small Businesses Have Over Big Businesses Small businesses have two major advantages over large corporations when it comes to pay and benefits. That’s right – advantages! First, you likely operate out of one location, which makes it easier to be well-versed on local economic conditions so you have deeper insight into what may be impacting your employees and how. Second, with fewer employees, it’s easier for you to find out what can make the biggest impact on retention and loyalty. Jonathan Rouis, CPA Partner RBT CPAs, LLP 51 Sullivan Street Wurtsboro, NY 12790 845-888-5656

Let’s start with geography… It’s no secret New York is in one of the most expensive regions of the country and it’s a tough place to save money. According to the Federal Reserve Bank of New York, household debt is on the rise, especially when it comes to mortgages, credit cards, student loans and auto loans. Except for student loans,

Sullivan County Par tnership for Economic Development In the Know

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Recruiting and Retention Advantages Small Businesses Have Over Big Businesses delinquency rates are increasing. As a result, anything

• Early wage access or on-demand pay.

you can do to help employees build savings and lower

Allow employees to access earnings before

debt will undoubtedly be appreciated.

payday, so they can avoid penalties for late

Next, consider how your employees’ demographics may impact pay and benefit needs. For example, a high school

payments due to cash flow issues, reduce the need to use high interest credit cards, and more.

graduate may be mostly concerned about saving to

• Emergency savings accounts. Help

move into his/her own place. A college graduate may be

employees prepare for an emergency with an

mostly concerned about student loans. New parents may

account set up at a local bank or credit union.

be wondering where they’re going to come up with the

Starting in 2024, under SECURE 2.0, add an

estimated $25,000 needed for their newborn’s first two

emergency savings account to your 401(k) plan or allow

years. Middle aged adults may be more concerned about

for hardship withdrawals via self-certification.

a mortgage or paying for college. Those approaching

• Groceries. How much would a membership

retirement may be preoccupied with wellness and whether they have enough retirement savings.

at a local discount store mean to your

Based on what you know about your employees’ needs

food stipend?

employees? How about a meal allowance or

(or what you find out via a survey or focus groups), you’ll

• 529 College Savings Plan. Help

be in a better position to invest in rewards that help

employees save for school for themselves

strengthen recruitment and retention. In addition, your

or dependents. You can contribute and

business may be eligible for tax deductions and credits for offering certain perks. Consider: • Health care coverage. If eligible, there’s a

earn a tax credit. Savings can be used to pay for school or educational loans.

Small Business Healthcare Tax Credit worth

• Tuition reimbursement or education

up to 50% of the cost of employee premiums.

assistance program. In addition to helping pay for school, a program can also be used

• Retirement savings plan. With SECURE

to help pay back student loans.

2.0, costs for starting certain plans may be covered 100%. Eligible employers can receive

• Child and elder care. Depending on

an annual credit up to $1,000/employee

the type of benefit offered (i.e., onsite

for contributions. Plus, small businesses

childcare versus paying for an offsite

can receive a $500 tax credit for automatically enrolling

provider), your business may be eligible

employees in its 401(k).

for tax credits or deductions.

• Paid time off For Paid Family Leave

• Discounts programs or memberships. Help

coverage. Consider sharing the cost

employees leverage group buying power to

or paying the full cost of coverage, so

save on everything from pet, car and home

employees keep more of their pay and

insurance to everyday purchases, appliances,

have peace of mind that they’ll have an income and job

and more.

protection should they have to take a family leave.

Please note: The preceding are very brief summaries; some conditions and requirements typically apply. To fully understand potential tax benefits of adopting certain benefits, it’s always best to consult a tax advisor. Also, before offering a benefit, it’s a good idea to run it by your employees to make sure it’s something they’ll value and use.

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29th Annual Meeting and Awards Dinner a Sold-Out Success! The Partnership hosted its 29th Annual Meeting and Awards Dinner on Thursday, October 5, 2023, at Resorts World Catskills Epicenter. The theme was “Wide Open For Business.” Upon arrival, guests were greeted on the outdoor patio with complimentary welcome drinks from our Tommy Gun Drink Cart and fantastic live music performed by Jon Zanger. Once inside, we started things off “with a bang” to celebrate Resorts World Catskills 5th Anniversary. Glitter was everywhere as we popped 150 balloons to find out who won the amazing golf and stay package generously donated by RWC. (Taylor Craig, MHVFCU) Following a delicious dinner, Amanda Gesztesi was awarded the Distinguished Service Award for her significant role in the Partnership’s operation and Murray & Ellen Bresky, owners of Murray’s Chicken, were awarded the Walter A. Rhulen Award for excellence, community commitment and service to humanity. Mark your calendars for the Partnership’s 30th Anniversary! Thursday, October 3rd at Resorts World Catskills.

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How Early Retirement and Inflation Affect the Labor Shortage Where did all the workers go? We’ve all read the headlines, viewed the news clips and heard the narrative incessantly bantered around on television. I am sure many business leaders in the Hudson Valley are experiencing the labor shortage first hand. Companies of all sizes and in every industry are facing unprecedented challenges trying to find workers for open positions. Too many job openings, too few qualified workers.

Gustave J. Scacco Chief Investment Officer & CEO Hudson Valley Investment Advisors, Inc.

Why is the United State even in this position? It began during the Pandemic when more than 120,000 businesses temporarily closed and more than 30 million U.S. workers became unemployed.1 As businesses reopened, many workers resumed their previous positions but many did not. In fact, Jerome Powell, Chairman of Federal Reserve, remarked in a recent speech that nearly 3.5 million people are missing from the labor force, compared to what one might have expected based on pre-2020 trends. “Pandemic deaths and slower immigration explain some of that decline, but a large number of the missing workers, roughly two million, have simply retired.”2

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How Early Retirement and Inflation Affect the Labor Shortage Many people “retired” during and after the pandemic

inflation did not originate in the labor markets but the

because they were eligible, close to retirement age

tight labor markets have played a major role in pushing

or were downsized. The government fiscal subsidies

up prices even as the commodity and sectoral price

during the pandemic and rising stock market

spikes dissipated. Many now believe that in order to

contributed to making this group feel flush with

bring inflation back down to the Federal Reserve’s 2%

cash. Others left the workforce to take care of family

target, we will need to bring the demand and supply of

members, some had health or safety concerns as for

labor into more equilibrium.4

why they did not return to their jobs and some left because they felt undervalued. Whatever the reason, the fact is we now have fewer people in the workforce now than we did a few years ago and more open jobs

Where are we today? Recently, we have seen a slight uptick in the workforce participation levels. Sky-rocketing prices, sheer boredom, a need to still contribute

especially as on shoring came into vogue.

and the swoon in both the equity and bond markets

In 2021 and 2022, inflation began to rear its ugly head.

back into the labor force. Nevertheless, despite the

In layman’s terms, inflation is a general increase in

slight uptick, labor participation levels remain below

prices and a decrease in the purchasing value of money.

pre-pandemic levels.

Initially, many forecasters anticipated inflation could arise from the stimulus packages as an increased demand for workers would put upward pressure on wages and ultimately prices. “In fact, most of the rise in inflation in 2021 and 2022 was driven by developments that directly raised prices rather than wages, including sharp increases in global commodity prices and sectoral price spikes driven by a combination of pandemic-induced kinks in supply chains and a huge shift in demand during the pandemic to goods from

in 2022 has brought some of those “retired” workers

The labor shortage in the U.S. arrived much earlier than economists had predicted as a result of the pandemic. For years, economists had prognosticated about a waning workforce – the Silver Cliff as it was called -- as the first of the Baby Boomers entered retirement so this issue is not entirely foreign. Productivity enhancements and technology advancements, such as artificial intelligence, will help to alleviate some of the logjam as will increased immigration levels.

services. Fiscal policy contributed to inflation, but primarily

We are of the belief that

CIVILIAN LABOR FORCE PARTICIPATION RATE

productivity improvement will be higher than what

through its effects on

was seen over the prior

consumer demand

decade and will improve

for commodities

the longer term quality

and goods in limited

of life for the majority of

supply rather than

Americans, both current

through the labor

employees and those that

market.”3 It now

move into retirement.

is understood that

Note: Shaded areas represent recession, as determined by the National Bureau of Economic Research Source: Bureau of labor Statistics

1Understanding America’s Labor Shortage by Stephanie Ferguson, US Chamber of Commerce 2Retirees Are One Reason the Fed Has Given Up on a Big Worker Rebound NY Times, 12/27/22, Jeanna Smialek & Ben Casselman 3 4What Caused the U.S. Pandemic-Era Inflation by Ben Bernanke and Olivier Blanchard, Brookings Institute What Caused the U.S. pandemic-era inflation by Ben Bernanke and Olivier Blanchard, Brookings Institute

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Member Anniversaries

Thank you for your continued support!

5 th

• Boyce Excavating Co., Inc. • Meadow Energy

• DTS Provident Design Engineering, LLP • Meeting Tree Computer Corp.

• NVS Land LLC/Chapin Estates • RBT CPAs LLP

• Tri-State Drywall & Acoustical, Inc.

10 th

15 th

20 th

25 th

• Deb El Food Products LLC

• Hudson Valley Investment Advisors, Inc.

Board of Directors Karen Fisher, Chair Michael Zalkin, Vice Chair James Bates, Treasurer Steven Vegliante, Secretary Uthman Aziz

Kevin McLaren

John Brust

Gary Schmidt

Jerry Dunleavy

Gary Silver

Amanda Gesztesi

Gerald Skoda

Kelsey Hornicek

Fred Stabbert

Brittany Johnson

Charlotte Van Horn

George Kinne • Tectonic Engineering & Surveying Consultants P.C.

• Focus Media, Inc.

Did You Miss Advertising in this Issue or Would Like to Submit Editorial Content?

• FisherMears Associates, LLC • Garigliano Law Offices, LLP

• Kristt Kelly Office Systems Corp. • Mike Preis Inc.

• Skoda Enterprise Inc.

Our next issue is scheduled for publication in March, and there is a considerable discount if you purchase an ad now for the following four issues. Contact Jen Cassaro at cassaro.jen@scpartnership.com today to find out how to reserve your spot in our Winter/Spring issue.

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HOUSES –Where Jobs Live

John C. Cappello Partner J&G Law

Over the course of 35 years of practice in the Land Use

To demonstrate why this joint effort is so important,

field, I have attended countless conferences and

let’s take a quick look at the numbers. Recent

seminars discussing the need for affordable housing

commercial development in our region has been for

in our region. The vast majority of these are attended

tourism uses such as Resorts World Casino, Legoland,

by housing advocates and people employed in the

and film and TV studios, as well as manufacturing and

field of housing. I have attended just as many events

distribution centers. All those uses are valuable and

focused on how to attract economic development in

create jobs and beneficial tax ratables. The wages paid

the Hudson Valley. A great number of these events

to the workforce in these companies range from $37,500

are attended by commercial developers, realtors, and

to $110,000 per year. Given those wages, what are those

people working for entities focused on attracting and

folks able to pay for housing? The general rule is that

retaining commercial growth.

no family should pay more than 30% of their gross

I have always thought, “Wouldn’t it be great if I could get these two groups together to acknowledge that diverse,

annual income for housing. That includes mortgage payments and/or rent, real estate taxes and utilities.

affordable and adequate housing is a key component

For a person or a family with a single wage earner

to spurring commercial economic growth, and that

making $70,000 per year, they would be able to afford

economic growth can provide jobs and financial security

to pay up to $1,750 per month for housing needs,

to allow members of our community to secure housing.”

whether the home is owned or rented. This annual

Until recently, I have not been much of a matchmaker. However, it now appears that due to the efforts of several great organizations in the region, that marriage between housing advocates and economic development experts might finally be happening.

Adam Bosch President & CEO Hudson Valley Pattern for Progress

Sullivan County Par tnership for Economic Development In the Know

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Houses–Where Jobs Live wage would allow for the purchase of the home

the region since 1996, and a survey by the U.S. Census

priced at approximately $156,000 including taxes and

Bureau found that housing is the No. 1 reason for them

insurance. This assumes that the family would be

going elsewhere. What’s more, for those who stay, the

able to qualify for a mortgage and save approximately

lack of disposable income reduces the amount those

$9,400 for a 5% down payment and approximately

families can spend on goods and services at local

$5,000-$10,000 for closing costs.

businesses, creating a drag on the regional economy.

The gap between incomes and housing prices pervades

There are many other connections between housing and

the entire Hudson Valley. An analysis by Hudson Valley

our economic vibrancy. A company that might invest

Pattern for Progress found median-earning families

in the region will want to know that there is housing

throughout the region can only qualify for a mortgage

available nearby to sustain the workforce it needs. If a

that falls at least $100,000 short of the median-prices

company has options, why would it locate in a region

home in all nine counties immediately north of New

that needs to pay its employees 20% to 30% more to

York City. For example, the median-earning family

afford housing in this region compared to other areas in

in Sullivan County would qualify for a mortgage of

the state and country?

approximately $134,000. The median home price in Sullivan County during the third quarter of this year was $300,000, or $166,000 more than what a typical family could afford. A similar gap exists in all counties throughout the region, and within our high-demand,

From an environmental perspective, the likelihood that much of our workforce is commuting from other less-expensive areas into the region increases the time spent in vehicles, and thereby increases emissions that

low-supply rental market.

adversely impact the environment.

Although the stress of high housing costs is being felt by

In recognition of this fact, Gov. Kathy Hochul has

many segments of our workforce, the trouble is particularly acute for low-wage earners who tend to work in a wide range of service jobs that we value. That includes people like grocery store clerks, waitstaff at restaurants, and home health aides. Meanwhile, all people in our region like to have their grocery shelves fully stocked, enjoy a nice meal at a restaurant with their families, or know that someone will be there to care for our frail and elderly. Yet the high cost of housing makes it hard for the people we need and value to live, work, and provide these services in our communities. In many cases, the high cost of housing compels these people to leave the Hudson Valley. If a family must spend 40% of its income to live here and only 30% to live somewhere else, it is more likely to move to that area for a better quality of life. That is why migration data shows steady outflow of people from our region to neighboring states, and to southern states like Florida and the Carolinas, where they find a less costly

continued to explore opportunities to support initiatives, new laws, and other efforts to spur diverse and affordable housing opportunities. Just recently, she unveiled a process to become a certified pro-housing community. Communities that achieve this certification will receive extra priority for the state’s discretionary funds and grant programs, such as the Downtown Revitalization Initiative, which is a resource for communities to improve their housing stock, attract businesses, and improve the overall quality of life. As lower births, outward migration, and the high cost of housing begin to put palpable stress on our workforce, more and more people are starting to understand the connections between affordable housing and economic prosperity. You will hear many economists use the phrase: “Residential leads commercial.” In other words, businesses invest where people are living and thriving. People live and thrive where there is an ample supply of housing that they can afford.

standard of living. A net total of 134,505 people have left Sullivan County Par tnership for Economic Development

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Jake Fogarty, PE Stuart Mann, Designer Evan Brophy, Electrical Engineer review project drawings.

“Walk-Around” Mentoring for Employee Growth and Belonging At Delaware Engineering, D.P.C. our colleagues are the engine that drives our business. Our professional and technical staff of more than 70 engineers, scientists, planners, and technicians are each responsible for the well-being of our clients, our communities, and each other.

success. Since the founding of the company in New York’s

By encouraging personal connections and responsibility

each employee deserves to develop and grow to their

between our staff and their project work, clients and staff benefit from the sincere dedication to a project’s 42

Delaware River Watershed in 1987, our colleagues have continued to be driven by a commitment to improve the world through everyday successes. Our work culture provides an environment of growth. From onboarding to daily office interactions, there is a path for continuous development, both personally and professionally in the company. We believe that potential and personally invest in their development. Our “walking around” management approach meets

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our staff where they are and provides opportunities for candid interactions that build personal relationships across generations and disciplines. New employees are met on the first day by their onboarding “office buddy” who introduces them to other staff and acts a resource. Our Continuous Development process assists employees in understanding their role and relationships, assessing pathways to growth, mapping short- and long-term goals, and identifying the tools to make aspirations reality. Jake Fogarty, P.E. is one of our senior engineers who recognized that early career staff would benefit from having a mentor within the organization.

Jake Fogarty, PE and Annie McDonald-Schwartz, EIT Design Engineer discuss mapping a water system to create a base for hydraulic modeling.

Q: What value does this add to Delaware Engineering?

Q: What was your motivation to start a mentoring

To the people you are mentoring?

program for early career engineers and designers?

A: Mentoring people adds value because training people

A: Generally, I found that there is a generational gap that

to understand how things are done puts people in a

exists in business where most people can’t teach or don’t

position to succeed. If a person is succeeding, it most

want to take the time to properly train people. Relying on

likely means the business is succeeding as part of the

people is part of our business. We work collaboratively

process.

to find solutions to build safe and healthy communities. Having a functional team relieves the burden on the individual. After a year or two of mentorship, there are notable differences in early career folks understanding projects and the work that needs to be done. There may be some challenges as every project is different, but after some time, colleagues develop the confidence to answer their own questions or reach out to other staff members that have specific knowledge of a project or subject. My role becomes more general guidance rather than spending a lot of time going over a project.

Q: How many people are you currently mentoring? A: There are currently 14 people under the umbrella, but I closely mentor those working on the same projects. I offer advice and suggestions and/or act as a resource for others if they have design/construction/client-related questions. Q: What does a mentoring session look like? A. Delaware Engineering offices have this “Walk-around” culture. So mentoring is not formal; it’s an email, phone call, or a stop by the office. Someone will reach out initially and we will discuss the project and I’ll help guide them to a solution or someone else who may know the answer if I don’t have one.

Jake Fogarty, P.E., Senior Engineer Delaware Engineering, D.P.C. Mr. Fogarty is a senior project engineer working in many roles for the successful completion of a wide variety of water, wastewater and municipal engineering projects. His experience ranges from project engineer to construction management. Mr. Fogarty also prepares design calculations, engineering plans, engineering reports, technical specifications and contract documents. He is experienced in all phases of engineering projects, from planning to design to construction. Sullivan County Par tnership for Economic Development

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Sullivan County Par tnership for Economic Development In the Know

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Building a Team You Love:

Training & Retaining Employees for Success When building a company, regardless

national presence, being a love brand

of your products, services, or target

is more about building a culture that

market, there’s a tremendous value

fosters quality and connection between

in working towards becoming a “love

the company and its employees and

brand.” But what is that and what does

customers alike.

it mean for your team? A love brand

So how does that translate to training

is, simply put, a brand or company CJ Millar, Strategic Storyteller & Digital Director Horsefly Group

and retaining employees? It’s the very

that people love — think Apple, Nike,

foundation of what any company should

and even the local store you always

do to attract, develop, and keep the kind

stop at because they know you by

of people that fit within their culture.

name and always have exactly what

Due to the shift in the economy and

you need. It’s not about being a huge

continued...

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Building A Team You Love: Training & Retaining Employees for Success workforce, I’ve recently revisited the training I received

outside our department and our immediate teams

as a young manager at Estée Lauder, where I was

were coached by someone else as well. You can do this

soon wholly responsible for managing, nurturing, and

yourself but be prepared for pushback and challenges.

developing our large customer service team. What we

If you can get someone else to help, whether it’s a

learned and how we’ve adapted this program to fit into

professional, a business owner from a similar non-com-

today’s landscape is something that can help almost

petitive business, or even a business-savvy friend, you

every company when it comes to training and retaining

may find that your existing team opens up even more

your team.

and what you and they both take away from a dedicated

First, the employee landscape has changed dramatically in recent years. The economy is shifting. Many workers are focused on short term income and benefits and don’t see the big picture. One excellent way to help your

is that your team can learn and engage WITHOUT you / their boss there so that they can be open and honest and feel heard.

team grow in mindset is by continually coaching them

When talking about customer service training, this

to revisit what they present to a client or customer by

isn’t just limited to call centers and representatives,

asking, “If you owned the business would this impress

or people who work in your brick-and-mortar store.

you? Would you hire you or give you a raise? Would they

Everyone in every aspect of a business is in some way

want to give you more money or buy more things at your

a part of customer service. Whether your customer is

store?” Simple things like pushing people to think from

another business, a consumer, or people throughout

a different perspective but also be emotionally invested

your neighborhood that you provide important services

in the outcome do wonders for employee loyalty,

to, every interaction with another human being outside

commitment, and retention.

of your organization is in some way related to how you

That said, the downside is that getting people to listen to you as the company owner is also a tremendous challenge which is why, even going back to my Estée Lauder Company days, we made a point to train from

customer service training session is priceless. The idea

handle customer service. Even interactions with vendors and coordinating businesses set the tone for how your brand is perceived and how your team integrates with your company and with the people you engage with daily to drive success.

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Building A Team You Love: Training & Retaining Employees for Success

Here’s a general agenda you can work from:

the session for you, they should also join the fun part,

SESSION 1

or company offer this kind of training before and if it’s

• 1 hour session “love brand boot camp” focused on

to answer honestly. When they answer—be sure to listen! It

and ask what the team thought, if they’ve ever had a boss something that made a difference to them and ask them

discussing both employee and business owner point

will tell you a lot about your environment and company as

of view.

well as the team themselves.

• Cover why being a love brand matters for THEM, as

Remember, while most people find sessions like

well as how they are an integral part of the business

this inspiring, some will not. The ones that do not

being successful and that success is shared.

are your weakest links—for those you can work on a

• Q&A throughout helps to keep the session even more engaging and personal. • Asking for personal examples as we go through the love brand and team concepts to keep team participating rather than just listening (and zoning out) • Follow with a 1-hour session of role-play training where we work on various examples of challenges, conflicts, missed opportunities, lack of attention to detail, etc.

one-on-one coaching plan and then determine if, after usually 1-2 one-on-one sessions, they are a good fit or it’s time to part ways.

SESSION 2 This is a much more informal session, and usually occurs 4-6 weeks after the first session. Revisit at a very high level the love brand concept, ask the team how they feel things have changed, gotten better, or gotten worse since we last met 4-6 weeks earlier. Usually this is a one-totwo-hour session including feedback and discussion,

• These examples come from you as business owner, but are suggested by whomever is leading the session, and then they can pick people at random if people are hesitant to volunteer to act out the scenarios. • Each scenario is then coached from how they perceive it to be, how they think it should go, to how it should actually go.

followed by a brief happy hour again as a way to show the team you appreciate them. Without the follow up, it’s a cool one-time thing that usually doesn’t stick. With the follow up, it shows that their company/business owner cares, and that their voice is important. Ultimately, how you train your team is up to you but

• This is the more intense part of the workshop because it makes them engage and whomever is role playing has to stand up and actually act out their roles.

often the most important part of training goes beyond the basic day-to-day skills someone needs to be successful at their job.

After the core session, it’s always recommended to follow up with a happy hour and some relaxation. Done properly, the session can be intense and it’s nice to show the team that you appreciate their input but also want them to love being a part of the company and team as well. Fun time is always a good thing! If you’ve had someone else lead the session for you, this is where you get to join the team, focus on team building, and ask how they feel about

While every company, job, and role may have different processes and need some training to on board new people, it’s the overall attitude and morale that truly makes or breaks a workplace—for employees and for customers!

things during the session. If you had someone else host Sullivan County Par tnership for Economic Development

845.794.1110

SCPar tnership.com

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Sullivan County Par tnership for Economic Development In the Know

| Fall 2023

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Sullivan County Par tnership for Economic Development

Red Hook, NY 518.452.1290 845.794.1110

Port Chester, NY 914.939.0380 SCPar tnership.com

Boosting Your Workforce

The Benefits of Investing in Continued Training and Employee Development

Claire C. Taggart, SPHR, SHRM-SCP Vice President & Director Human Resources Jeff Bank

In today’s rapidly evolving business

perceive that their company invests

landscape, investing in the continued

in their growth, they tend to be more

training and development of your

motivated and satisfied. This, in turn,

workforce is not just a good practice;

can reduce turnover rates, saving the

it’s a strategic imperative. According to

company significant costs associated

Gallup, Millennials rank the opportunity

with recruiting and onboarding new

to learn and grow as No. 1, above all

talent. 76% percent of employees say they

other considerations when looking for a

are more inclined to stay in a company

position. This commitment to enhancing

if it offers continuous learning and

the skills and knowledge of your

development opportunities. (SHRM, 2022)

employees can yield a multitude of benefits for both the individual and

Additionally, a skilled workforce is a

the organization.

more productive one. Employees who

Primarily, ongoing training and

equipped to adapt to modern technolo-

development boosts employee morale

gies and methods, leading to increased

and engagement. When employees

efficiency and innovation. This translates

Sullivan County Par tnership for Economic Development In the Know

receive continuous training are better

| Fall 2023

From a compliance perspective, employee training can help mitigate risks and ensure that the organization adheres to regulations. This is particularly crucial in industries where risk management is imperative, such as healthcare or finance. It is important to note that for the first time in history, our workforce is made up of five generations from traditionalists (born before 1946) to Gen Z, the newest members of the workforce (born after 1996). Each of these generations brings unique values, habits, and personalities into our workplace every day but all have the shared need for training and development from employers. Now more than ever, employees are looking towards their employer for personal and professional growth opportunities. Baby Boomers appreciate structured training programs and in-person training where Gen X tends to prefer a mix of in-person and online options. Millennials tend to look for online and on-demand training while Gen Z, not surprisingly, appreciates bite-sized, on the go, interactive and tech-driven training. Gen Z also values mentorships and guidance to help them navigate their careers.

into improved product quality and customer service, which can enhance the company’s reputation and competitiveness. Continued training and development also help organizations remain agile in a constantly changing

The benefits of investing in continued training and employee development are numerous. It leads to happier, more engaged employees, increased productivity and innovation, enhanced adaptability, better leadership, and reduced compliance risks.

market. Employees with updated skills can easily pivot and contribute to new projects and initiatives,

Sullivan County is fortunate to have many resources

ensuring the company remains relevant and adaptable.

available for employers and employees alike. Insti-

In addition, providing training for employees on how

tutions like Sullivan County Community College, The

to manage change, build emotional intelligence and

Center for Workforce Development One Stop Center,

problem solving provides growth opportunities both

Sullivan County BOCES, and our local libraries offer a

personally and professionally.

variety of opportunities for training and development.

Investing in employee development can have a serious

In the diverse workplace of today, the need for

impact on leadership and succession planning.

providing tailored training and employee development

Identifying and grooming internal talent for leadership

exceeds generational boundaries. Ultimately, it is an

positions not only saves the company time and resources

investment in the long-term success and sustainability

but also fosters a culture of loyalty and commitment.

of your organization.

Sullivan County Par tnership for Economic Development

845.794.1110

SCPar tnership.com

Childcare in the Workplace — A Big Deal — The Center for Discovery

33 years ago, because so many of their employees

They will accept children from the age of 8 weeks to age

required childcare in order to work, and due to the fact

five. There are infant classrooms, toddler classrooms and

they’re located in such a rural setting with lower access

three- to five-year-old classrooms. There is a cost to the

to child care options, The Center for Discovery in Harris,

employee and there is also a salary that’s deferred, and

NY launched a small daycare program. At the time, they

The Center does pick up a portion of that and subsidizes

also had a pre-school program. As the daycare expanded,

it for their employees. The employee rate is different

the pre-school was phased out.

than the community rate.

When an employee comes in for an interview, they are

Staff member and Director of Marketing, Courtney Gold,

given an overview of all The Center’s benefits—and

uses the daycare for her one-and-a-half-year-old. “We

childcare is one of them.

love it; it’s wonderful. We all know that childcare in Sullivan County is hard to come by. If you do find it, it’s

Sullivan County Par tnership for Economic Development In the Know

| Fall 2023

on the expensive side, so we’re incredibly grateful for

Muzuruk adds, “The fact that you can stop in at any time

this benefit to staff. The fact that it is local to where we

and see your child on your lunch break gives our staff

work is an added benefit, and the subsidized rate is less

peace of mind and allows them to better focus on their

expensive than any other childcare option in the county.”

work and not be concerned about how their child is

The Center has two different locations for childcare: one location in Rock Hill and at their main campus in Harris, NY. They have a team of full-time employees running the daycare, so each classroom has a group teacher and

being taken care of. Many of our employees will comment that the idea of just being able to take that ride to work with your child in the car is something you’ll really miss when you’re not doing it anymore.”

a daycare assistant based on the ratio of children to

Assistant Education Director Alyssa Keesler agrees, “This

staff members.

is the first time in the last three months without having

They do have a small number of community slots available, but the main goal of the daycare is geared towards the employees as an added benefit. “We’re a very large employer, (1700 staff members) so we have a very large daycare, currently over 100 children,” says Kerri Muzuruk, the Center’s Chief of Education in Curriculum Design and Coordination. Courtney Gold realizes that she wouldn’t be able to work if it wasn’t for the childcare available at The Center. “It’s extremely beneficial to me to have access to such quality daycare and it’s comforting to know that my son is being engaged at an age appropriate level.”

“There is such peace of mind in knowing that your child is being cared for while you’re at work. As an added bonus, The Center also has a robust security team that’s patrolling our campuses.”

either one of my kids and it’s a totally different ride; it’s quiet, it’s boring, it’s tedious. But having them with you definitely lightens your mood; it’s calming. On the way home you just have them to talk to and reflect with and it’s a whole different experience.” Muzuuk adds that there is also a bonus benefit to the daycare. “We kind of use it as a reverse inclusion opportunity. My children came through this program and then went into public school, and they were the kids that the teachers would lean on to help include some of their classmates with special needs. My kids were much more open and aware, not nervous but actually engaged with kids who could have been perceived as different from them because they had the experience here with the population that we serve. It gives them such a broader perspective on ability, and makes a huge difference on their outlook.”

About The Center for Discovery The Center for Discovery (TCFD) is a leading provider of healthcare and education services for more than 1,200 children and adults with complex conditions, medical frailties and Autism Spectrum Disorders, located 90 miles northwest of New York City. The largest private sector employer in Sullivan County, TCFD has long been a leader in developing new models of care for individuals with complex conditions. Located on 1,500 acres of land in Sullivan County, TCFD houses school campuses, residences, medical and research facilities, organic and biodynamic farmland, and leased private businesses offering meaningful employment opportunities. Deeply focused on an individual’s personal potential and possibilities, rather than a disability, TCFD strives to create better care and unique and challenging opportunities for the most vulnerable populations. For more information about TCFD, please visit www.tcfd.org. Sullivan County Par tnership for Economic Development

845.794.1110

SCPar tnership.com

Investors on the Map

COXSACKIE

Livingston Manor

Skoda Enterprise Inc.

Ferndale

Woodbourne

Poughkeepsie

4 Kenoza Lake

5 Monticello

Pine Bush

Narrowsburg

Wurtsboro Bloomingburg

Port Jervis

Middletown

Campbell Hall

Goshen

3 West Haverstraw

Sullivan County Par tnership for Economic Development In the Know

| Fall 2023

Ever Wonder Where Our Investors are Located? From West Haverstraw, NY to Coxsackie, NY. they’re not just from Sullivan County! Each issue, we’ll be calling out members from all over the map. 1 Advance Testing Company advancetesting.com 845-496-1600 3348 Route 208 Campbell Hall, NY 10916

6 Foster Supply Hospitality fostersupplyco.com 845-439-5070 839 Shandelee Rd Livingston Manor, NY 12758

518-731-5000 24 Molly White Dr. Coxsackie, NY 12051

2 Capacity Marketing capacitymarketinginc.com 845-430-5277 210 East Main Street Middletown, NY 10940

7 Granite Associates, LP 845-295-2780 Cablevision Center Drive Ferndale, NY 12734

randcommercial.com 845-744-2095 55 Main St Pine Bush, NY 12566

8 H.O. Penn Machinery Co., Inc. hopenn.com 845-733-6408 783 Bloomingburg Road Bloomingburg, NY 12721

13 Skoda Enterprise Inc.

3 DEC Office Solutions decoffice.com 845-942-1400 6A Rte 9W West Haverstraw, NY 10993 4 FisherMears Associates, LLC fishermears.com 845-295-5400 PO Box 316 Kenoza Lake, NY 12750 5 Fogel & Brown, P.C. fogelbrown.com 845-707-4030 449 Broadway Monticello, NY 12701

11 Mathes Public Affairs

12 Rand Commercial

845-434-4373 364 Cypert Road Woodbourne, NY 12788 14 The Kartrite Resort

9 Jason Lichwick Architecture PLLC jlarchitectureny.com 845-284-6344 387 Hooker Avenue, Suite 5A Poughkeepsie, NY 12603

& Indoor Waterpark thekartrite.com 845-397-2500 555 Resorts World Drive Monticello, NY 12701

10 Lanc & Tully Engineering

Acoustical, Inc. tristatedrywall.info 845-856-8400 183 Jersey Ave Port Jervis, NY 12771

15 Tri-State Drywall &

and Surveying PC lanctully.com 845-294-3700 PO Box 687 Goshen, NY 10924

Sullivan County Par tnership for Economic Development

845.794.1110

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