Leadercast Live Comes to NNY in 2020

Kristen Aucter

For anyone who had not heard, on May 3rd, Lewis County Chamber of Commerce, Lewis County Economic Development and The Human Factor hosted Leadercast Live at the Tug Hill Vineyards. Leadercast Live is the largest, single-day leadership event in the world and we were able to be a part of it as the only location in New York state outside of New York City. The various speakers provided unique insight on their take of leadership. Many of the participants stated that they took away more from this day than what they had expected to, myself included. The theme of “Building Healthy Teams” was intriguing to many people and hinted at more than just how to lead a team and we were not let down. 

    Dr. Caroline Leaf was one of the speakers for the day. A cognitive neuroscientist with a PhD in communication pathology specializing in neuropsychology, Dr. Leaf spoke on the importance of mindset and explained “you can’t always control what happens to you, you can always control how you react.” Something that most of us have heard, but while in the midst of day-to-day activities seem to forget. Her suggestions, when finding yourself falling into a negative mindset, were to take a few moments to re-evaluate, focus on the positive aspects of your life, and identify the accomplishments that you have made so far. According to her, the ability to self-regulate your thoughts can have long-lasting impacts including increasing your overall creativity, efficiency, and productivity. If you breed negativity that will be all you show to the world. Challenge yourself to instead choose happiness so you can be a beacon of light to those around you. 

    Another speaker, Carla Harris, has led an extremely successful career on Wall Street and currently serves as vice chairman, managing director, and senior advisor at Morgan Stanley as well as being a talented gospel singer. In my opinion, her focus on leadership being intentional really stood out. We all know, more or less, that leadership is something that needs to continuously be fed, both in ourselves and in our teams. Being a great leader is not necessarily about being a great manager or director, but how you encourage and inspire others to be their best. It was very inline with another speaker Patrick Lencioni, “Humility isn’t thinking less of yourself, but thinking of yourself less.” 

    It is hard to summarize a full day of inspiration and motivation into a short article. The intention of Leadercast is to develop leaders that are worth following and the Lewis County Chamber of Commerce, Lewis County Economic Development and The Human Factor are excited to announce we will be hosting Leadercast Live 2020 on May 7, 2020. The benefits of improving leadership skills within our teams, within our businesses and within our community cannot be stressed enough and we are committed to providing this opportunity to our region. If you are interested in being updated on Leadercast 2020 please feel free to email me at kristen@lewiscountychamber.org to be put on our mailing list. 

Young Leaders Provide Glimpse Into Our Community’s Future

Rande Richardson

“It wasn’t until I got into Youth Philanthropy Council that I saw the community is as a whole and what the needs are. It opened my eyes not only in Jefferson County and Watertown, but to Lewis County and St. Lawrence County. I think it taught me great life skills and the lessons that I’ve learned will be with me for a long time to come. Those values that YPC has instilled in me will carry on.” — Marcus Lavarnway, Youth Philanthropy Council alumnus 


Studies show that involvement as a youth is a significant factor influencing how adult volunteers and donors behave. This follows an approach of moving away from viewing youths as problems to be solved to seeing young people as resources to engage in community development. In this way, they can contribute more meaningfully to their own growth as leaders and to society in general. Students benefit from exploring community issues, the work of the region’s nonprofit organizations, and opportunities available for volunteering. They gain knowledge that is not as easily offered in the traditional school setting. This includes interpersonal problem solving, consensus building, diplomacy, confident, productive and respectful disagreement and higher-level communication and networking skills. 

    The Youth Philanthropy Council (YPC) became a pilot project of the Community Foundation in 2010. In nine years, high school students have been entrusted with grantmaking resources and empowered with the responsibility of properly stewarding gifts from generous annual donors combined with matching gifts from major sponsors Watertown Savings Bank and the Renzi Foodservice Charitable Foundation. Their work also led to engagement of middle school students through the Community Spirit Youth Giving Challenge. The results are proving the wisdom of asking our youth for their input. 

    Former YPC members recently reflected upon their experiences as they related to their time in college and as they advance their careers and personal lives. Each alumnus cited YPC as their most transformative high school experience. Others said the program helped them “find their place” in the community and become connected with adults and organizations in meaningful ways. They all agreed that it caused them to seek out opportunities to serve. They now see community service as a fundamental part of a fulfilling life. (To hear their full comments, visit www.nnycpodcast.com). 

    This year’s YPC is preparing to make its $20,000 in grant recommendations. Nonprofit organizations should take note of some emerging trends of this generation:  

  • They take very seriously the responsibility of being entrusted with other people’s money.  
  • They prefer to provide support for the heart of a program, project or initiative. 
  • They are not inclined to offer help unless they are confident in the organization’s ability to do what they say they will do. They expect accountability and good stewardship. 
  • They don’t allow geographic “boundaries” to get in the way of supporting something worthwhile.
  • Despite “youth” in its name, YPC members see their mission and responsibility as transcending programs that exclusively benefit young people. 
  • They understand the balance between supporting basic human needs with enriching the quality of life. 
  • They demonstrate an ability to remain assertive while respecting, valuing and appreciating opposing points of view.
  • They do not want to be underestimated or marginalized.

Youth philanthropy is, at the broadest level, passionate involvement of young adults giving of their time, talent and treasure in support of the common good, just as philanthropy is itself. The added ingredient we can all provide is the energy, excitement and spark that will continue to nurture the types of communities where all of our lives will be enriched. This helps us all to better answer the question: “What do I care about?” 

    More importantly, we affirm that we must have a desire, commitment and will to integrate caring more deliberately into our daily lives. There should be no doubt that we all benefit from a community and a world where authentic caring, respect and stewardship is valued, expected, affirmed, and non-negotiable. By learning from each other, we help ensure that the leadership of the past is linked to the leadership of the future. 

Adjusting Business Plan for Seasonal Changes

Jennifer McCluskey

Many businesses, especially here in Canton and Potsdam which have large college student populations, struggle with slower summer months.  Others in more touristy areas, such as near Higley or out in Clayton or Alex Bay, have the opposite seasonal changes.  A survey from Wells Fargo reported that 45 percent of business owners say they reliably have several times of the year that are faster and slower than others.  But no matter when your business’s slow season is there are many strategies for dealing with slower seasonal sales. 

    One strategy is to close up shop during the slow months. You’ll keep having to pay rent, but utilities, employees, and other costs will be gone or minimal.  This is the strategy that is often employed in some predominantly tourist areas.  However, if your product can serve locals as well, possibly staying open when everyone else is closed might lead to some small profits, or possibly large ones if there is an ice fishing derby or some other event. The Wells Fargo survey mentioned previously also reported that 62 percent of small business owners said they reduce their capital expenditures during slow seasons, and 43 percent said they reduce hours for their employees.

    Another strategy is to set money aside during the high sales months.  This is hard for many business owners.  Forty-one percent of business owners surveyed said seasonal differences make it more difficult to manage cash flow.  Planning can be difficult when you don’t know what’s right around the bend, or if you’re just barely making it during the better parts of the year.  If this is the case for your business, you may want to use your slow season to take a hard look at your financials and see if there are ways you can trim costs during the rest of the year so that you can be better prepared for next year’s downturns, or create a financial budget if you’re just winging it.  Make sure you are realistic with your cash flow projections for the future by having a good idea of past trends and sales in both slow and peak times. Update your forecasts regularly to make sure you are on top of any changes in trends.  Your SBDC advisor can help create and analyze projected budgets. 

    You may be able to delay some expenses until different times of year.  Talk to some of your vendors, for example your insurance company, to see if you could pay at a different time of year.  Even if they say no, I’m sure they won’t mind if you pay your bill ahead of time in the spring so that you’re all set when it’s due in the summer.  Another idea to improve cash flow during slow months is to collect a deposit from customers, for example half down and half on delivery.  This works especially well when there is a substantial gap between booking your service and service delivery. 

    Also, develop a positive relationship with your bank.  There are possibilities of obtaining a seasonal line of credit to get equipment and other items you need to get ready for your high season and then pay it off when the sales start coming in.  This could work well for something like a lawn care business which will need new equipment in the spring but won’t have money to pay for it until the summer. During slower times of the year, one in five business owners (21 percent) reported increasing their use of business lines of credit or business credit cards to bridge cash flow gaps. During busier times, two-thirds (64 percent) said they pay down debt or reduce their use of credit.   

    If you would like assistance planning for seasonal changes in your business cash flow, you can get in touch with your local Small Business Development Center office.  You can contact the SUNY Canton SBDC at (315) 386-7312, SUNY Canton SBDC at Clinton Community College at (518) 324-7232, or the Watertown SBDC at JCC (315) 782-9262 for free business counseling.  The Wells Fargo survey referenced can be viewed at https://wellsfargoworks.com/small-business-optimism-reaches-highest-point-in-a-decade.

               

How Will Mandatory Overtime Pay Impact Agriculture?

Jay Matteson

Agriculture tends to be a labor-intensive industry. Dairy farms depend upon labor for everything from milking cows to planting and harvesting crops.  Apple Orchards have only a few weeks to harvest apples in the fall.  Vegetable farms need help all season long planting, weeding, harvesting and processing their produce. New York agriculture is second only to California in the cost of farm labor as a percentage of the value of receipts for products sold.   Farm labor is 13.2 percent of the value of farm receipts in New York state. The national average is 9.5 percent

    High risk is part of farming especially when you consider the dependency on natural cycles and Mother Nature.  A cold wet summer or hot dry growing season can equally spell disaster. Diseases and illness can severely impact crops and livestock.  A disease or crop pest can sweep in on the wind unexpectedly and wipe out crops. Livestock herds may be impacted by illness, requiring money and labor to help nurse a herd back to health.

    Most important, when thinking about the impact of labor on agriculture, is the seasonal vulnerability of the farm.  Short windows exist to plant and harvest crops. These periods are intense and workers hired to perform planting and harvest know coming in to the position, they’ll work many hours to get the job done.  This is part of farming and is expected.

    Mix all of this, with slim margins and, for dairy farms, no control on the price they are paid for their product, and you have an industry that is very susceptible to negative impacts from government imposed arbitrary mandates. In New York state minimum wage increases and now a proposed mandate for overtime pay for farm workers could place many farms, or their workers, in jeopardy.

    The New York State Senate and Assembly have introduced legislation to mandate farms pay their employees overtime if they work more than eight hours a day or 40 hours a week. According to a report from Farm Credit East, “The Economic Impact of Mandatory Overtime Pay for New York State Agriculture” (February 2019), estimated farm labor costs would increase 17.2 percent. This is in addition to the impacts of increasing minimum wage.

    Combined together, mandatory overtime pay and scheduled minimum wage increases will cost our farms in New York state $299 million, the Farm Credit East report indicates, as well as driving down net farm income by 23.4 percent.   That is hard to fathom.  New York state is imposing mandates that will drive down net farm income by almost 25 percent, according to Farm Credit East, a respected and well-established financial institution. It is also notable that payroll taxes and workers compensation costs, paid to New York state, will increase.

                It is not hard to anticipate how farms will adjust to these government mandated expenses. In talking with farm owners, there are three common replies. One common response is that they will reduce full time employees to part time workers. Part-time workers do not receive all the benefits paid to full-time employees and the farm will have several part-time workers coming in shifts to do the work of a full-time worker. This allows the farm the ability to avoid mandatory overtime pay.  Another response is to cut benefits paid to workers to make up the difference in overtime pay. A third common response is to shift to less labor-intensive crops and reduce the farm workforce.  In any of these scenarios, it is a lose-lose-lose situation.  The farmworkers will lose, the farm will lose, and New York State will lose. It is that simple. A question for you, how much more are you willing to pay for your food?

Is Your Business Planning (ahead) For A Successful Transition?

Michael Besaw

Across the north country region, family business owners are debating their future, and determining how the business they’ve worked diligently to create, will transition after they retire – is it letting a younger family member take the reins, or having a business valuation to prepare for an open market sell, or maybe moving to an employee-owned model; these are the complicated decisions that business owners in the north country are trying to navigate.

The ‘Need for a Transition Strategy’ estimates that more than 10,000 businesses in the Adirondack north country are owned and operated by Baby Boomers, who are planning to retire in the next few years in what has been referred to as the “silver tsunami”. Closure of these businesses means loss of services and tremendous loss of employment. Unfortunately, only 15 percent of businesses nationally have an exit strategy planned. This is where the inspiration came from for the Adirondack North Country Association’s “Center For Businesses In Transition” (CBIT) — a collection of public, private and nonprofit partners working together to provide the training, resources, and connection to existing services to support a business in creating their transition strategy, as well as matchmaking services, in an effort to match the newer generation of aspiring entrepreneurs with a business already established in the north country.

How Community Liaisons for the CBIT are helping
Transition planning isn’t often mentioned when passing a business down to the next generation, whether it’s family members or exploring less traditional transition options such as employee ownership models. In the north country region, there are community liaisons in Ticonderoga County, Franklin County, Hamilton County, Lewis County, and St. Lawrence County who are making the effort to connect with transitioning businesses to help them understand the process and how to plan for it. These individuals have been chosen for their understanding of area business and involvement in their communities are part of their county Chamber of Commerce, Economic Development Agency, or the Small Business Development Center (SBDC); ensuring the sharing of resources, information and objectives.

Workshops Planned for Transitioning Businesses and Entrepreneurs
A top priority of the CBIT is helping businesses connect the dots to the resources available for transitioning. To accomplish this goal, the CBIT is holding monthly workshops across the north country from April to August. Each workshop covers an element of transitioning planning or the process of purchasing a business, including “Business Transitions Overview: Where do you start?”, “Preparing to Sell Your Business”, “Transitioning to Worker Ownership”, “Intergenerational Family Transitions, Creative Solutions & Alternative Structures”, and “Entrepreneurs: Taking over an existing business”. Registration and the date/time for the workshops are available online at www.adirondack.org/CBITWorkshop Series, or on the St. Lawrence County Chamber’s website www.SLCchamber.org.

Using the latest technology, the workshops will also be live streamed at “Viewing Parties” to offer a level of convenience to both businesses and entrepreneurs who are unable to travel to workshops out of their county. Workshops will also be recorded so that interested business owners can view them at their convenience and as needed in the future.

The Real Deal
Transition planning can take up to five years, and it’s never too early to get started. North Country business owners looking to transition their operations to new owners or a new ownership model, as well as aspiring entrepreneurs looking to take over an existing business, can contact the Center at transitions@adirondack.org or 518-891-6200 for more information or to be connected with a community liaison in your county.

Let’s work together to keep businesses in the north country and continue to grow the beautiful region that we all love to live, work and play in!

Michael Besaw is a native of Massena, and the Assistant Director/CBIT Liaison of the St. Lawrence County Chamber.

Best Stories Of the North Country Are Its Human Ones

Rande Richardson

“I am bound to them, though I cannot look into their eyes or hear their voices. I honor their history. I cherish their lives. I will tell their story. I will remember them.” — Author unknown

Funeral directors don’t deal well with mortality. Staring daily into the face of death has many effects, including a continual awareness of the fragility and transitory nature of life. At the same time, it has a way of helping sort through the things that matter, creating urgency around living your life with purpose and meaning.

    Last month, one of my funeral director mentors died at the age of 80. There were feelings of regret for not having had that last conversation, that last opportunity to say “thank-you” for the way he shaped my life. I learned so much from him and his son. In many ways, his funeral service served to provide the bridge to the next step in accepting a world without him in it. In that moment, too, as I witnessed the memorializing of someone who had always been on the other side of serving families in need, the importance of remembering became even more fundamental. In so doing, we remind ourselves that each of us, in our own time, is responsible for carrying on, just as those who have come before us.

    I am often asked where I work, what I do. In many ways, what I do is very similar to what I did as a funeral director. I am the temporary custodian of something preciously valued. I am honored with the duty of care in honoring the memory of our community’s people. Ultimately, the stories of the north country are its human ones; people who, during their lifetimes, lived, loved and cared in a way that affected others.

    I prefer to answer the question of why I do what I do. I feel a tremendous obligation to tell our community’s stories honorably in a way that helps ensure that those who have come before us are lovingly remembered. Perhaps more lasting, though, is how their lives provided an example of a continuum of care for where they spent their lives — the teacher who left an imprint on thousands, the doctor or nurse who was there to comfort and heal, the person from any walk of life who simply chose to make a difference. Not only is it right to honor these legacies, it is how others are inspired to continue that tradition.

    After a decade at the Community Foundation, I’ve been there long enough to carry out the wishes of those whom I had previous conversations regarding how they intended their support of important causes to endure when they were gone. Because of their thoughtful planning, they continue to support the people, places and organizations of the region with consistent, thoughtful, lasting care.

    At the end of the day, the things that make our community more than average are made possible by the work and mission of our region’s charitable organizations, through the support of donors of time, talent and treasure. Many caring citizens have partnered with nonprofit organizations as a tangible expression of their interests and values. These range from education, health care, a wide scope of human services, animal welfare, arts and culture, history and recreation.

    The early citizens who made gifts to build the Community Foundation did so long before many of today’s needs were clearly apparent. A donor in 1929 likely would not have anticipated the desire to offer hospice services in the region 50 years later. They would be pleased to know that the stewardship of their desire for a better community could impact lives in meaningful ways far into the future. It is hard to separate honoring one’s memory and telling the story of the forever effect of their existence. Just as matter is neither created nor destroyed, kindness, caring and generosity has an extended half-life. One way or another, each of us is forever part of our community’s story.

    In a recent CBS “On The Road” feature, Steve Hartman remembered his dad, stating “His death makes me an orphan. I can tell you this is a unique kind of emptiness. When there is no one left on earth to love you quite so unconditionally.” Sooner or later, we all can relate. “Although losing such a parent can feel like kryptonite, remembering them in all their glory can make your heart fly.”

We are at the intersection of today and tomorrow. Remember that our own lives will continue to ripple throughout our communities for a long time to come. Be ever aware of the story you were born to tell. Focus not only what you leave behind but what you made possible. Not so much for the gifts you give, but the love behind them. Do so with purpose so that others will want to remember you in ways that causes many more hearts to fly and the goodness in our communities and its organizations to endure across the generations.               

 

Women’s Roles in Agriculture Grow Strong

ALYSSA COUSE

I recently attended The New York Farm Bureau Young Farmer and Rancher Conference in Albany.  The theme of the meeting was “Young Farmers- The Future Agriculture Superheroes”.  It is no secret that the agriculture industry has experienced volatility in recent years, whether it be changing markets, new regulations, or extreme weather, so investing in the future of the industry is more crucial than ever.  Building versatile, resilient, invested young leaders is becoming more of a focus and as you look around the room, there is no doubt a growing proportion of lip gloss wearing, braid-bearing farmers. 

    The keynote speaker of the conference, Vance Crowe, director of millennial engagement for Bayer Crop Sciences, discussed the importance of telling the story of farming and building relationships with consumers.  It is evident that this is a significant task, even just from the fact that millennial engagement and consumer relations are now job titles within agribusinesses.  More often than not, it is the mother, sister, aunt, etc. on the farm that takes on the role of managing social media pages, community events/tours, and newsletters. Most women have the inherent finesse to connect emotionally in creative ways, which is key to building relationships with consumers these days.  In addition to online or written outreach, many farms today are incorporating more opportunities for visitors to get a hands on experience. 

    Some farms take advantage of their home being a tourist destination and participate in some form of agritourism.  Agritourism involves encouraging visitors to a farm/ranch for any agriculturally based operation.  Activities offered can be equine boarding facilities, u-pick fruit and veggie patches, farm tours, hay rides, petting zoos, and open houses just to name a few! This can also be an extra source of income for farms and an opportunity to diversify from everyday production. Such experiences are quite literally being craved by consumers today as they yearn to learn more about when, where, and how their food came to be.  This need stems most directly from the fact that many young people today are four to five generations separated from the farming lifestyle.  What the agriculture industry once took for granted was the innate trust and knowledge of the food system that once was, when almost every family had a part in the production from dairy farms to road side stands.  Today, less than 2 percent of the population are involved in production farming.  Yes, those 2 percent are feeding themselves and the other 98 percent.  Thus, reestablishing people’s connections to their food and how it was produced is a growing need.

    Agritourism was another area we focused on at the recent conference, specifically the new Safety in Agricultural Tourism Act.  The “Safety in Agricultural Tourism Act,” now part of New York’s General Obligations Law (“GOL”), provides that owners and operators of agricultural tourism areas “shall not be liable for an injury to or death of a visitor if the provisions of General Obligations Law Section 18-303(1)(a) – (e) are met.” Statutory requirements for protection include directional signage, employee training, warning to visitors concerning inherent risks of farm activities, operator provided written information, visitor responsibility signage, posting of notice of right to a refund, and operator duties. In a nutshell, in order to protect visitors and business owners, there must be posted signage stating any potential risks and well trained employees to help ensure safe and enjoyable experiences.  When thinking about compliance for your agritourism business, think like a paranoid mother of a toddler! What can they get into? What could go wrong? Then make a sign warning against those actions.  For example, if guests are able to feed livestock treats, warn them to be cautious of being nibbled, because fingers look a lot like carrots. It is important to make signage specific to the operation and not just post a few general warning signs. To ensure that coverage requirements are met, it is best to work with a lawyer.  

    For more information: https://www.agriculture.ny.gov/Press%20Releases/Inherent_Risk_Guidance.pdf

    Women’s roles in agriculture continue to grow exponentially.  Based on observations of the crowd at recent leadership conferences, you can expect the female voice to become louder throughout the industry in the years to come.  In addition to becoming great farmers, they will become leaders in technology, marketing, and communications.

Benefits of Owning Commercial Real Estate

Kiah Surgue

As a business owner, you should be aware of the many advantages to owning the commercial real estate where your business is located.  In order to pursue owning, you have to have a solid financial profile and a clear vision for growth.  Investors are more apt to lend to businesses with value and assets, combined with a low amount of debt compared to owner’s equity.  This is important to ownership and access to capital.  Ultimately this type of business investment can serve as a stable foundation for future commercial success. 

    The interest savings on purchasing versus leasing commercial real estate is huge.  When carrying a mortgage on the property, a portion of each monthly payment goes to principal and a portion goes to interest.  A business owner can use the interest portion as a tax deduction.  So, a property valued at $500,000 with 20 percent down, a 20-year term and an interest rate of 4.5 percent has total payments of $607,000 over the course of 20 years, of which $207,000 goes directly to interest.  Thus, a third of the total payments can be deducted over the term, a major tax bonus.

    Property tax write-offs are another advantage to owning commercial real estate.  When you own property, you are responsible for village, county and school taxes which are deductible expenses that can offset business income and business tax liability.  

    Additionally, depreciation on commercial real estate is a benefit come tax time.  All assets but the land will depreciate in value as soon as they are purchased, including the roof, siding, furnace, sinks, toilets, decking etc.  The IRS allows the depreciation of a residential rental unit over 27.5 years and a commercial building over 39 years.  For example, if you purchase a residential rental for $1 million, the annual depreciation that can be written off is about $36,000. 

    Many other tax deductions are available when owning a business.  Any maintenance or renovations done to the property are deductible, as well as purchases of equipment, furniture, fixtures, and inventory and working capital for common area maintenance charges, insurance, phone, electric, internet, office and supply expenses.

    Some investors purchase commercial real estate as a long term retirement investment to generate a valued asset, knowing that the capital gains tax rate on the sale of a building will generally be lower than the personal tax deduction associated with a traditional IRA.  This is another reason that owning commercial real estate can be favorable.

    Looking way ahead, if you plan to leave the property to a beneficiary such as a spouse, family member, partner etc. and they decide to sell the property, they will only pay taxes on the increased value from the time of the owner’s passing.  This is referred to as a post-sales tax savings and is another benefit to ownership. For example, a business owner purchases a commercial property for $1 million and it appreciates to $4 million over time.  Then the owner passes, the property goes to the beneficiary and the beneficiary sells the property for $5 million; the beneficiary only owes taxes on $1 million. What a tax savings!

    The benefits to owning your commercial property may outweigh leasing or renting a space.  If you have a business that is in a solid financial position, consult with your team of experts such as your business advisor, attorney, accountant and banker to see what your next move should be. 

                The New York State Small Business Development Center at JCC offers free, individual, confidential counseling to new or existing business owners in Jefferson and Lewis counties.  They also offer an entrepreneurial training course with presentations by area professionals in law, marketing, accounting, etc.  For more information, contact 315-782-9262, sbdc@sunyjefferson.edu. St. Lawrence County residents can contact their SBDC at SUNY Canton, 315-386-7312, sbdc@canton.edu. 

Turnovers Are For Breakfast, Not the Workplace

KRISTEN AUCTER

One of the biggest issues facing employers is the rate of turnover. Employers are coming to realize that more often than not a quality work environment is high on the list of priorities to the average employee. Turnover is fairly common for all businesses but can have a massive impact on an organization. Turnover is disruptive, costs money, and impacts employee morale. While the financial cost is difficult to measure, effects can include things like increased workloads, overtime expenses, and reduced productivity that is often found with low employee morale. That isn’t even including things like recruitment costs or the time and money that are put into training the new people. Turnover will never be 100 percent preventable but we can at least try to manage it better.

    Every business should attempt to have some sort of strategy in place to keep employees. The following are a few ideas to start that strategy:

Saving Money

  • Do you have businesses in your neighborhood that are willing to trade with you? Is there a restaurant that would agree to employee discounts for your employees that frequent there? Network and make connections that could benefit your employees or employees on both sides.
  • Celebrate employee’s work anniversary with a check or savings bond.
  • Add pet illnesses to the list of approved uses of sick time.
  • Buy movie tickets in bulk and make them available at a discount to employees.

Valuable Time

    If there’s one thing organizations can often offer with the most gain with the least pain, it’s time off and flexible work schedules.

  • Give employees the option of working an adjusted schedule that helps them with family, school, or personal preferences.
  • Provide a once-a-month pass for a longer lunch hour with the understanding that the time doesn’t have to be made up later.
  • Give employees a free floating vacation day on their birthday.
  • Depending on seasonal workloads, add seasonal hours to your official benefits.
  • Open the office late or leave the office early on special days that show employees you care about their dedication to their families and personal lives too (First or last day of school, Halloween, Christmas Eve etc.)
  • If no face-to-face meetings are necessary and work can be done via laptop, establish a work-from-home policy one day a month.

Time off and having a say in determining their own work schedule can be a huge benefit for staff morale and employee retention.

Recognition

    Employees who are recognized for their contributions to the cause generally have higher levels of job satisfaction, are more likely to be motivated and exhibit better retention rates.

  • Just saying the words “thank you” goes a long way. Not a verbal appreciation type of person? Send an email. Copy the manager or supervisor to celebrate achievements up the chain of command.
  • Send monthly “Kudos Kards” to your team or department pointing out successes in the department.

Let your employees feel appreciated. The loyalty earned will take your business far beyond your wildest expectations.

Drive

    Studies show there is a huge connection between staff morale and retention.

  • Free coffee is pretty regular but how about adding water or tea in the mix? Offer healthy snacks in the break room.
  • A local chiropractor or masseuse might be willing to come in and do 10-minute chair massages for free in order to advertise their business.
  • A Free-the-Feet Friday can make employees feel right at home if work conditions allow for slippers or sandals; add a dollar amount that gets dedicated to a local non-profit.
  • Create a canine-friendly workplace – More and more companies are allowing dogs in the workplace. Companies that allow pets have reported a lower rate of absenteeism and a more productive environment.
  • Put your employee’s time first. Are there regularly scheduled meetings that confuse attendees and take up valuable time that could be used more efficiently elsewhere? Are you micro-managing when an employee has proven time and time again they are up to the task? It’s time to stop and consider that this might be sending a message to your staff that you don’t trust their skills and that their time doesn’t really matter.
  • Encourage employees to walk away from technology. Schedule a few 20-minute breaks a week to just spend time together and catch up. Form a group that would like to do a daily afternoon walk to get air and exercise.
  • Keep them happy with little things:
  • A note on their desk in the morning when they come in acknowledging a small scale success.
  • An incentive program that allows them to save up for time off or bonus pay.
  • Got Snow? Create a phone tree among your departments and allow for surprise no-snow snow days when the winter days really start to get everyone down.

Employees that feel appreciated and valued are less likely to leave their jobs.

Communication

    People like to know what is going on. Keeping employees involved and “in the loop” can help keep them satisfied. Organizations and business with open communication tend to have more loyal employees. When employee viewpoints are taken into consideration while making changes and adjustments they will continue to pay more attention to productivity and efficiency. A statement heard more often than not is … “I loved my job… just not my manager.”

  • When adding tasks to an employee’s workload be sure to ask them what is already on their plate and assist them on prioritizing what is there. Don’t expect them to read your mind.
  • How effective are your evaluation process? Most employees desire feedback on jobs done and again, including them in conversations when setting future goals will create ownership of those goals.
  • Try to keep employees informed of decisions early and explain your thought process so they understand where you’re coming from. While they might not necessarily agree with decisions made they will know that you put ample time into coming to the decision.

Highly effective organizations rely heavily on communication to meet deadlines, produce products and encourage customers and clients to return.

    Create an environment where your employees feel valued and like they are a part of the success of the business. Allow them to take on new roles and responsibilities and grow their skill set to understand the business from a more holistic point of view. Obviously, not all of these ideas fit every work environment. There are deadlines and quotas to meet and customers to keep happy. But if you can find a few that might fit with what you have going on the results will more than likely surprise you.

 

Access to Quality Child Care Can Strengthen Our Region

Max DelSignore

There are many factors to consider when determining the quality of life in a prospering community. One of the key pillars to a thriving community is access to education.

    The education provided by north country school districts and higher education institutions remains robust as the needs of our region evolve. However, research shows the greatest and most critical development in young children takes place from ages of 18 months to age 4. More than 90 percent of a child’s brain development occurs before age 5. The availability of quality child care and early childhood development programs becomes a focal point for not only the healthy growth of local children, but the community as a whole.

The LEAD Council of the Northern New York Community Foundation is examining this community need more closely. The advisory committee of more than 20 young professionals recently launched its “LEAD Impact Grant Program,” which is designed to address strategic needs affecting residents of all ages in Jefferson, Lewis and St. Lawrence counties. The Council representing the tri-county area researched the issue and convened with local experts to identify meaningful support in child care and early childhood development as a community priority.

    Many nonprofit organizations, school districts and local agencies offer support in child care and early childhood development. While some programs receive federal funding to operate, other agencies scramble to secure appropriate resources and staff to optimize their programming. A compromise in the quality of programs is likely to hinder the preparedness of children entering kindergarten and grade school. Children are not only challenged with fundamentals in education, but with development of cognitive and social skills as well.

    “It is a simple and an incredibly complex fact that a person’s earliest years set the stage for the rest of their life,” said Joanna Loomis, a LEAD Council member and director of provider strategy and transformation at the North Country Initiative. “The quality of child care services for any child, along with other factors that influence their early development such as housing, family relationships and nutrition, all intersect to inform not only that child’s well-being, but by extension, that of their community.”

    LEAD is an acronym that means Leadership, Engagement, Access, and Direction. The LEAD Council and the Community Foundation announced in February up to $25,000 in grant funding is available to tri-county nonprofit organizations with a mission to provide services and support in child care and early childhood development. The focus areas for this grant opportunity are programs, advocacy, accessibility, and opportunities to support staff through training and professional development. Nonprofits, as well as other publicly supported organizations, such as school districts and municipalities, are eligible to apply for funding. The application deadline is April 19, and grant awards will be announced in September.

    “Although our grant is not a fix-all, we felt strongly that we could make a significant impact in this field with the potential that our grant is a step toward overall betterment,” said Andrew Boulter, LEAD member and a lifelong Watertown resident.

    Across the country, advocacy for quality child care and early childhood development is building momentum. Some municipalities have built partnerships and initiatives into their strategic plans to focus on providing growth and sustainability to support early childhood development. Bruce Stewart, the executive director of the St. Lawrence Child Care Council, noted that raising awareness of the gaps in support is one of the north country’s greatest challenges. Recent results from the Center for Community Studies at Jefferson Community College reflects good or fair outcomes related to availability of child care in Jefferson and St. Lawrence counties. But local municipalities continue to evaluate feasible models to make improvements.

    “Child care and early childhood development should be thought of as infrastructure when it comes to community planning,” said Jennifer Voss, LEAD member and senior planner with the City of Watertown. “It’s an integral part of economic development. Parents who cannot find secure, affordable day care are not able to work outside of their homes. Child care is more than taking care of children, it’s a vital component to a community’s quality of life.”

    Investment in a child’s education and development begins well before the first steps into a kindergarten classroom. The LEAD Council and its “LEAD Impact Grant Program” will help continue the conversation and serve as a catalyst to augment support for optimal child care and early childhood development efforts in our region. As our communities evolve and grow it is important that we are mindful of properly nurturing our young children to give them the best chance to succeed in Northern New York.