James Bernstein


Questions Linger About Garvies Point Development in Glen Cove

On a recent late summer afternoon, Joe Graziose gently maneuvered his van across a bumpy construction site in Glen Cove that will one day be home to 1,100 residences in a waterfront section of the city known as Garvies Point.

“Beautiful,” the gravelly-voiced Graziose, an executive vice president of RXR Realty, the developer of the Garvies Point project, said of the structures rising rapidly off the waterfront during a tour of the 56-acre site, as he pointed the van toward a sliver of a creek lined with sailboats and motorboats. “It’s going to be just beautiful.”

Garvies Point and a sister project are taking shape fast, and they continue to generate both enthusiasm and criticism from residents and a city councilwoman, Marsha Silverman, who has waged a long battle against what she calls the “absurd” tax breaks RXR has received. She has also expressed reservations about the depths of environmental cleanups at Garvies Point.

Uniondale-based RXR is building not only Garvies Point, but about half a mile away, another project called Village Square, 146 market-rate rental apartments spread over 16,500 square feet of retail space in the heart of downtown Glen Cove.

“I would say that these two projects are the biggest developments in Glen Cove since urban renewal in the 1970s,” Tim Tenke, who was elected mayor by three votes in November 2017, said in a recent interview.

The two projects are going to change the face of this old North Shore city, a part of Long Island’s Gold Coast and once home to some of America’s wealthy elite, including J.P. Morgan, the Pratt family, and F.W. Woolworth. The developments are expected to add as many as 2,500 new residents to the 27,500 already there. That will mean added traffic and pressure on utilities and other infrastructure. Public schools may feel the need for additional space. There will be more calls to the city’s volunteer fire department and police force.

Garvies Point will be made up of 569 upscale condos and 541 rental units. The Garvies project includes Harbor Landing, which will have 385 rental units, and another building called The Beacon, will include 167 condos priced at about $770,000 to $2,995,000.

There will be 75,000 square feet of commercial/retail space, 2,381 parking spaces, a one-mile waterfront esplanade, a bike path, a dog park, a children’s playground, an amphitheater, marinas, a boat launch and eating spots. RXR received a $263 million tax break from Glen Cove’s Industrial Development Agency and the city’s Local Economic Assistance Corp. to build Garvies Point. In addition, the agencies approved a bond to fund parks, the esplanade, marinas and road construction. The bond will total $283 million, when interest and other costs are added. The money is to come from an estimated $615 million in payments in lieu of taxes (PILOTs) that the developer and the owners of the condos must pay the city of Glen Cove and others, including Nassau County, the Glen Cove school district, and the public library, over four decades.

RXR received $53.9 million in construction finance for Village Square, a 2.8 acre site next to the city’s library. In addition to the 146 rental units, there will be 17,500 square feet of retail space.

Although Tenke favored the projects, he opposed the tax breaks granted RXR.

“The city will not receive more than 85 percent of the full taxes owed for 40 years,” Tenke said. “I tried to make the point this was not a good deal for Glen Cove.”

Graziose argues that the land was not on the tax roll and would never get on the tax rolls without the development.

Tenke says Glen Cove is prepared to handle the influx of people, traffic and added pressure on utilities and other infrastructure. He estimated 20 percent to 30 percent of the new apartment units will be occupied by people already living in the city. Millennials will fill up the downtown apartments. A ferry will be in place to take people to Manhattan in May 2020. He said the land at Garvies Point has been remediated. Tenke added that the city will be adding police officers and fire-fighting equipment. Glen Cove, he said, now has five wells and will be adding a sixth.

Glen Cove Councilwoman Marsha Silverman has questions about the environmental aspects of Garvies Point and the tax breaks.

“Why should we be giving tax breaks of this size to a multimillion dollar company like RXR?” Silverman said, adding that the tax breaks were “absurd.” 

Amy Peters, of the activist group Community for a Sustainable Waterfront, noted that the Garvies Point site had been home to industrial companies and junkyards for decades. All living spaces are three feet above the ground.

Living there, she said, “would be a concern for me,” despite the cleanups. Aside from Garvies Point and the Village Square, there are a spate of other new housing projects in Glen Cove and surrounding areas, Silverman noted. 

“The impact will be enormous,” she said. “And to do it all at once is mind-boggling.”

As he pulled into Garvies Point’s welcoming center, Graziose looked on the bright side.

“We took a huge tract of blighted land and we created a seaside gem,” he said.

NUMC Chairman George Tsunis: The Turnaround Man

George Tsunis is helping turn around NUMC.

George Tsunis has cut through what he sees as political patronage jobs at Nassau University Medical Center, where is now board chairman, with a buzz saw. He has cut other fat out of the hospital’s budget and is seeking a new direction for the county’s only hospital. Tsunis is a hotelier, political fundraiser, and an attorney. He lives on the North Shore of Nassau County with his wife and two children. 

The job you took Feb. 1, 2018 has a lot of challenges. Why did you accept it? I think every person in Nassau County is entitled to medical care despite their circumstances. There’s a need on Long Island to make sure we have behavioral and addictive services. I feel obligated to see to it that NUMC is a big part of that.

How have you found the job so far? I don’t come from the medical world. I took this job to clean out what I found to be the biggest political patronage pit I have ever seen. There is no place for patronage or cronyism at the hospital. We terminated about 115 patronage position and we were able to hire about 30 clinical social workers. 

Could you comment on a recent audit by the accounting firm Grant Thornton that found significant operating losses and raised “substantial doubt” about the hospital’s ability to continue as a going concern? The situation at the hospital is serious. A significant number of the patients we serve are Medicare or Medicaid patients.A number are also undocumented, with no insurance at all. We are making nothing from them. But that is part of our mission. We are not supposed to make money. The problem is state aid programs are due to sunset. I do not believe they will. I have worked very hard to see that they will be extended. But they have not as yet been.

But this hospital can’t disappear, can it? I think if the hospital had continued on the old ways, there is a greater likelihood it would have.

Can you comment on the $46.6 million operating loss Grant Thornton found? There have been operating losses at this hospital since the beginning of time. We had litigation costs that went back years and years that partly accounted for the loss. Prior management was kicking the can down the road. We needed to make these payments. We also cut $30 million in fat out of our budget. But we still have a long way to go.

About three months ago, you brought in the giant Northwell Health to assist NUMC. What role will Northwell play? They are working on helping us create a management infrastructure. They are tasked to provide a long-term strategic plan. They have an employee-lease plan where their professionals are leased to NUMC to bring in more competence and help with growth.

How are you responding to the state Department of Civil Service, which says the public benefit company that runs NUMC owes the state more than $93 million in health care premiums for its employees? I have been in negotiations over that. We have an agreement in principle. It’s not signed yet. I have 3,500 CSEA  [Civil Service Employees Association] employees who are counting on health insurance. I am committed to that.

Have you put a stop to what you considered inappropriate travel, such as the $113,000 Caribbean trip taken by some executives? Completely. I found it completely inappropriate that senior executives went to the Caribbean. I recently sent a team to Montreal for a meeting. I had them fly there in the morning and return in the afternoon. They had the meeting at the airport. I told them they had a choice: They could have a Big Mac or a whopper.

What do you see as your biggest challenge? There are many. There are the antiquated rules of civil service that take us back to the ’50s and ’60s. We need to modernize. We need civil service to enter the 21st century.

How long do you think you will be in this job?  I will stay until I feel we have turned the corner and the hospital is running with competency. We need to change from a sickness model to a wellness-sickness model. We have to educate the community we serve before they get sick.  They don’t always have access to medical care. We need to raise the vitality of the neighborhoods we serve. We need to make them healthier.

Hybrid Cargo Boat Forges Farm Produce Shipping Route Between Long Island and Connecticut

The Captain Ben Moore, one of the nation’s first hybrid cargo boats, is sailing the deep blue sea, or at least the Long Island Sound version of it, transporting farm produce between Huntington and Norwalk, Conn., in what may be the start of a new era in the way America delivers goods.

The 65-foot catamaran hybrid’s debut is a 10-year-old dream come true for Norwalk native Robert Kunkel, a former U.S. Navy lieutenant and Merchant Mariner who wanted to use the local waterways much the way people did over a century ago, before the construction of massive interstate highways, when trucking became king.

His Long Island Sound ferry service, Harbor Harvest, is named for an artisanal grocery and café in Norwalk he has run with his wife, Marilyn Kunkel, since 2015. The catamaran is named after a sailor who years ago became Kunkel’s mentor. 

“This is all about removing freight congestion from the highways and moving them to the waterways,” Kunkel says. “We had moved freight on the waterways for centuries in this country.” 

Harbor Harvest seeks to be an eco-friendly farm-to-fork distribution network. Kunkel said the key to his ferry service is to transport farm produce, and even some small packages, across the Sound in about 45 minutes, compared to several hours by trucks traveling the Long Island Expressway and I-95. Kunkel said his service will not only be faster, but cheaper and more environmentally friendly than trucking.

“The country became enamored with the trucking industry,” says Kunkel, a marine engineer. That began, he noted, once President Dwight Eisenhower instituted the Federal Highway Act in 1956, calling for the construction of 41,000 miles of an interstate highway system, then the largest public works project in American history.

Three years ago, Kunkel and Derecktor Shipyards of Mamaroneck, in Westchester County, one of the last of the famous New York shipbuilders, developed the hybrid boat, which runs on an electric battery system. The boat has 300 square feet of open cargo space, 100 square feet of indoor covered cargo space and 140 square feet of walk-in refrigerated space.

Kunkel said several Long Island and Connecticut produce companies and wineries have expressed interest in signing on with his ferry service.

In a recent major boost, Harbor Harvest was awarded a $1.8 million grant from the U.S. Department of Transportation’s Maritime Administration, which will help defray the cost of building a second boat, which is now in the planning stages. The money is also to be used to build docking space in Huntington.

“The goal…is to provide a viable source of waterborne transportation for Connecticut and Long Island farmers and manufacturers by connecting neighboring communities, in addition to creating produce markets in both Connecticut and New York,” the Maritime Administration said in announcing the grant in March.

The ferry service has already won high praise from environmentalists. 

“We think this is an absolutely wonderful idea,” says Adrienne Esposito, executive director of the Citizens Campaign for the Environment. “The farm-to-table movement is growing across the country, and this service is coming along at just the right time.” 

Kendra Hems, president of the 600-member Trucking Association of New York, says her organization supports efforts to help eliminate congestion on the roads.

“The projection for the growth of freight is astronomical,” Hems says. “We expect that there will be shifts in the manner in which goods are shipped. We’re not opposed” to shipping by water. But, she said, “There will always be a need for trucks.”

The future of waterway shipping could be very bright indeed.

The New York City Economic Development Corporation (NYCEDC) has issued a request for proposals to companies or individuals interested in opening a new marine terminal in the South Bronx to serve businesses on the Hunts Point Peninsula, in hopes of providing an alternative to trucking to move food and other products.

“We understand that highway congestion is chronic in New York,” says Andrew Genn, senior vice president of ports and terminals for the NYCEDC. “We certainly don’t want to end all trucking, but to make the system more resilient. The cross-Sound project is a good idea.” 

For his part, Kunkel is happy to be sailing the Sound. 

“I’ve been working on this a long time,” he says. “We’re going to open new markets here.” 

Farmingdale State College President Dr. John Nader: Dreaming of Dorms

John S. Nader

Dr. John Nader assumed the presidency of Farmingdale State College three years ago, after serving as provost at the State University of New York at Delhi. He was also president of the SUNY Chief Academic officers organization and, at one point, mayor of Oneonta, where he led a downtown revitalization effort. He holds a doctorate in economics from the New School for Social Research. Weeks after his arrival in 2016, Nader announced Farmingdale’s first graduate degree program, a Master of Science in Technology Management. He said other graduate programs are to follow.

How do you account for the dramatic rise in enrollment, up 47 percent since 2006, to more than 10,000 full-and part-time students? I think largely it’s because of our program mix, and our tuition. Most of our students are commuters, so they’re not paying room and board. Tuition is $7,000 a year, so we’re a very affordable college. It’s also because of our location. We’re close to the Long Island Expressway and the Long Island Rail Road station. We even now have a shuttle bus to and from the railroad station, beginning at 7 a.m.

Can you talk about the programs you mentioned? We have six programs that are unique. We added interactional design, the only one of its kind in the State University system. This is a program in how a user makes use of a product. We teach students how to design products so that they are easy to use.

How is this applicable to the job market? We are working with a firm in the cosmetics industry. They expressed a great desire to meet our students. Cosmetics is largely moving to interactive displays rather than having customers go to a clerk.

What other programs? We added business analytics, computer security, geographic information systems, and health and wellness and nutrition sciences.

Do you think Farmingdale State has bypassed the humanities? I don’t think we have. I think we have stepped forward in that area. We don’t offer many courses in the arts, but what we do offer is strong.

How do you feel about that? There has been a precipitous decline in the humanities overall. I think this is sad. It concerns me. My own background was in politics and history. But I think the new emphasis is a signal to humanities disciplines. Our students were very affected by the recession. They are very focused on jobs. We serve Long Island students. About 90 percent of our graduates are gainfully employed within six months of graduation.

Farmingdale is now a four-year college, now even offering graduate degrees. Do you believe people still think of the college as a two-year agricultural and technical institution? I don’t think that’s the judgement anymore. We’re now a very strong four-year institution with four schools – Engineering and Technology, Arts and Sciences, Health Science, and Business.

 Are you going to be in need of more buildings? Yes. We spent this morning in meetings on the fact that we will be needing more space. We’re going to be needing a new academic building. That new building will allow us to add another 800 to 1,000 students.

Is there a cost estimate for this new building? $53 million.

It’s not hard to notice parking here is not easy. Any plans along those lines? That is an issue and we are building more lots. Part of this problem can be addressed by how we build our course schedule. We are shifting schedules so more students come at different times.

There’s a single complaint you hear from students at every college in America: The food sucks. It is a familiar gripe. But we have Freshëns, a national brand that offers healthy foods. We upgraded Books ‘n Beans in the Library. We have Aramark, which meets regularly with students.

Do you eat in the student cafeteria? I do pop in often. They have a sushi dish I like.

What keeps you up at night? Space, the limitations of space. I think about the college two to five years down the road, I think also about adding a graduate degree in all four of our schools. We have only one ask of the state legislature: that new building and their assistance in funding it. That building is key to our future.


Long Islanders Recall Leading Role in Moon Landing

Astronaut Edwin E."Buzz" Aldrin Jr., Lunar Module pilot, is photographed during the Apollo 11 extravehicular activity on the Moon on July 20, 1969. (Photo by Neil Armstrong/NASA Photo)

The vehicle that took a dozen U.S. astronauts to the moon starting a half-century ago would not meet anyone’s definition of beauty: It looked like a giant grasshopper with bugged-out eyes and spindly legs.

But the Apollo Lunar Module, also known as the Apollo Lunar Lander, was arguably the most remarkable vehicle ever built, one that brought glory not only to its manufacturer, Grumman Aerospace Corporation of Bethpage, but to the National Aeronautics and Space Administration and to the United States. The nearly 10-year project to build the LM was among Grumman’s proudest efforts, and the centerpiece of the company’s contribution to America’s space effort.

For the country, the Moon program — NASA called it Project Apollo — began on May 25, 1961, when President John F. Kennedy proposed before Congress that the U.S. “should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to Earth.”

Those LM days are now taking focus again in the minds of Grummies, as they called themselves, as the anniversary of the first Moon landing in 1969 approaches. Throughout July, celebrations are scheduled across the country to commemorate one of the most memorable days in world history. Several events are to be held at the Cradle of Aviation Museum in Garden City, which on July 20 will hold an “Apollo at 50 Countdown Celebration,” including a screening of Neil Armstrong’s first steps on the Moon.

Grummies are delighted to recall those days.

“Everybody was enthusiastic,” says Mike Lisa, now 76, of Hicksville, who was an LM environmental test engineer. “Our job was to put guys on the Moon, and that’s what we did.”

The work became all consuming at a company accustomed to work and pressure. Grumman signed a $2 billion contract — enormous at the time — with NASA in 1962.

“We didn’t know anything about a clock,” says Sam Koepel, now 90, of Floral Park, who wrote and edited LM specifications. “We did everything exactly when the company needed it done.”

Dick Dunne of West Islip, now in his late 70s, had spent most of his professional career with Grumman, beginning in the early 1960s. He worked on some technical issues with the LM before being assigned to the public relations department, in Bethpage and at Cape Canaveral.

Dunne and others were confident Grumman could do the job, but could it succeed in sending a man to the Moon by the end of the decade?

Grumman was the last of the big aerospace companies to officially sign on to the project, concentrating on engineering studies to make sure the LM could work.

“We were going through project managers like you wouldn’t believe,” Dunne recalls. “At the beginning, the project was so big you couldn’t get your hands around it.”

One of the biggest problems was weight: The LM had to be both as light as possible and yet strong to withstand the rigors of space. The issue was so crucial that NASA paid Grumman $10,000 for every pound the company managed to take off the LM, says author and space historian Andrew Chaikin. The LM wound up weighing about 37,000 pounds.

“The result was that the LM didn’t look like a spaceship. but a mechanical insect,” Chaikin says.

Six of the modules took 12 astronauts to the Moon between 1969 and 1972. 

During the manufacturing years, Grumman’s workforce swelled to about 30,000 employees, the most since World War II. Then, the company employed about 40,000, building Navy Hellcat and Wildcat combat planes, on three shifts.

In the Apollo days, astronauts were a common sight in Bethpage, checking out LM systems and working with engineers. One of the most frequent visitors was Fred Haise, who was one of three astronauts aboard the ill-fated Apollo 13, in 1970. An explosion in an oxygen tank in the service module caused a dramatic loss of oxygen. Apollo 13 was forced to end its attempt to reach the Moon. The astronauts crawled into the LM, which served as a lifeboat to take them headed back to Earth safely. Haise later became an executive in Grumman’s space program.

The LM was the most challenging vehicle Grumman ever built. It was designed solely for space flight and could not be tested before it was put into service 250,000 miles from Earth. It could not operate on this planet and could never return to Earth. And, it may be the only manmade vehicle with a perfect performance record.

The most famous of the LM flights was Apollo 11, which took two astronauts, Neil Armstrong and Buzz Aldrin, to the Moon, on July 20, 1969.

In space, with two astronauts aboard, the LM was jettisoned from an orbiting command and service module, about 60 miles from the Moon. The command and service module, flown by Michael Collins, the third astronaut, remained in orbit around the Moon until the LM’s ascent stage blasted off from the lunar surface and rejoined the orbiting command and service module. The descent stage remained on the lunar surface.

The world was glued to TV sets the night of the first Moon landing. Bill Schwanker of Lynbrook, also now in his late ’70s, and an electronics design engineer, was home when Armstrong took that first step.

“Watching it sent chills up your spine,” says Schwanker.

Decades after his flight, I interviewed Armstrong. He was not an easy interview, finding the publicity distasteful. He was at heart a country boy and a man of few words.

I asked him whether he ever looked up at the Moon and said to himself, “I was there.”

He reflected on the question, smiled for the first time in the interview and, characteristically, offered a one-word response: “Frequently,” he said.

United Way of Long Island President and CEO Theresa Regnante: Leading The Way

United Way of Long Island President and CEO Theresa Regnante is a local philanthropic powerhouse.

Theresa Regnante is President and CEO of United Way of Long Island, the region’s largest philanthropic organization, which works with more than 100 community partners to support education, health care, career training, and housing needs of thousands of people in Nassau and Suffolk counties. She first worked for United Way of Long Island in 1986, leaving in 2003 to take a position with the EAC Network. She returned to United Way in 2009, as President and CEO. She was raised in West Islip and graduated from High Point University in North Carolina.

How do you approach companies and individuals for donations in this age of Twitter and everything digital? It has becoming increasingly difficult in the age of technology to gain support where we do not have easy access to direct interface. The best way for us to steward our donors is by meeting with people one-on-one and discussing United Way’s impact.

What has been the biggest change? Twenty years ago, our revenue stream was dominated by large companies. Since then, Long Island’s corporate and economic landscape has changed so our fundraising strategy has also changed. Today we obtain grants from federal and state government and foundations, and we receive gifts from high net-worth individuals. While we have enhanced our revenue portfolio, we still rely on loyal individuals in the workplace to support United Way.

Then you are still growing? Today, our budget is around $18 million. Ten years ago, our budget was $15 million.

Have you been impacted by President Trump’s tax overhaul? It’s difficult to measure if the change in the tax status has impacted our organization. Regardless of who is leading the country, we must raise the revenue needed to impact results.

Can you talk about the $1.1 million federal grant you were recently awarded to help operate YouthBuild in Hempstead? YouthBuild is a program for men and women ages 18 to 24 to work toward their TASC High School Equivalency Diploma, while earning essential job skills. Graduates are placed in career apprenticeships or a college degree program. There are more than 200 YouthBuild programs nationwide and, in 2018, United Way of Long Island was one of 81 recipients across 32 states to receive a U.S. Department of Labor YouthBuild grant.

Do you think most people on Long Island are aware of the work you do? The more than 300,000 people who receive services certainly understand our impact. United Way operates programs directly, makes grants and works with community partners, so we are not easily understood. Organizations with a singular focus, like Habitat for Humanity, have a clearer understanding in the public eye.

How do you basically describe yourself to people? United Way provides and connects people to resources. We help all of our neighbors, including the unemployed and working families. We help veterans get on their feet through Mission United, we help families through times of financial difficulty with Project Warmth, Long Island’s only non governmental emergency fuel fund, we provide career training through YouthBuild and VetsBuild programs, and we provide support to more than 100 partner agencies across Long Island.

Tell us about your efforts in housing. United Way has been building homes for 20 years. For the past four years, we’ve been the Grand Winner of the U.S. Department of Energy Housing Innovation Awards in the area of Affordable Housing. We just completed our first home in partnership with the Suffolk County Landbank in East Patchogue. Our housing model is to develop homes that prioritize energy efficiency and low operating costs.

Do you plan to build more Zero Energy-Ready Homes? Our goal is to lead the nonprofit housing industry in the latest technology and detailing in order to build healthy and high-performance homes.

What’s coming up that’s important for Long Island’s needy population? The U.S. Census, which helps determine how federal funds are allocated, for health and welfare, so it is important to make sure this region is not undercounted. We’ve got to get it right or the dollars don’t come in.

Would you consider doing something else with your life? Everyday is a different journey. I am challenged by the opportunities across the region to affect positive change and use my creativity to build partnerships. It’s a position that’s very rewarding, to know that we are helping many Long Island families.

Long Island’s Summer Tourism Outlook Depends On The Weather

If you build a huge hotel near the beach, complete with pool, sauna, and steam room on Long Island’s East End, will more and more visitors come each year?

Maybe, and maybe not.

Most major indices point to a healthy summer season on the Twin Forks this year. The economy is strong, unemployment is low at about 3.8 percent, gas prices have remained steady at about $2.70 to $2.75, a few cents lower than last year at this time, the cost of airfare to Europe and Asia is high, keeping more people closer to home, the stock market keeps rising, and consumer confidence is high.

But there is one constant that no one can predict.

“It is always, always, always about the weather,” says Steve Haweeli, a veteran East Ender and former president of the East Hampton Chamber of Commerce. “If it’s a cold summer, it’s not going to bode well for the East End.”

As always, most on the East End are optimistic.

“I’m always looking for a better summer than the last one,” says Mark Smith, owner of Nick and Toni’s in East Hampton, and several other high-end restaurants. “The economy is better. That should be good for business out here. But people say the real estate market is overpriced, and there could be a correction. You just never know.”

Long Island’s East End is made up of five towns — Riverhead, Southampton, East Hampton, Southold and Shelter Island — that offer a sweeping vista of Atlantic Ocean shoreline, Long Island Sound waters, dense forests populated by deer and other wildlife, and majestic  images like the Montauk Lighthouse, whose construction was approved by George Washington in 1792. The East End is dotted by charming Victorian homes in East Hampton and Southampton, and quaint bungalows and wineries on the bucolic North Fork. Winters, most of the East End is a ghost town. Summers, it is teeming with visitors, all-night dance clubs, bars, tony restaurants, and farm stands where farm-fresh food is sold.

The East End is also big business. According to Discover Long Island, the tourism-promoting agency, tourism on the Island is a $5.9 billion industry that supports some 100,000 jobs and expects this year to generate more than $720 million in local and state tax revenues. The agency says that 48 percent of visitors come to Long Island in the summer, 22 percent in the spring, 21 percent in autumn, and 9 percent in winter.

“Our trends show year-over-year growth in tourism, of from 3 percent to 5 percent,” says Kristen Jarnagin, Discover Long Island’s president and chief executive. “But you just never know,” she added, citing the uncertainty of the weather and limited new hotel inventory.

Gurney’s, for decades one of the biggest names in the hotel business on the East End, has become even larger with its recent purchase of the Montauk Yacht Club Resort & Marina. Now known as Gurney’s Montauk Yacht Club & Resort, owner George Filopoulos expects a banner year.

“We are so pleased to launch a second location that will extend the Gurney’s experience…while introducing  a new type of stay in the marina setting,” Filopoulos says.

Erin Keneally, a real-estate agent with the Corcoran Group, says that in the last few years, renters have been making their summer plans later than in the past, just because they are busier in the hyper-cyber age. Rentals this year so far have been slow, “but are picking up.”

Summer rentals are going from anywhere between $50,000 for a cottage to $1 million for beachfront property in Southampton and East Hampton, Keneally says.

One major factor on the real estate scene this year is the growing presence of lodging arranged through the San Francisco-based internet company Airbnb. Judy Desiderio, CEO of Town & Country Real Estate, estimates that about 50 percent of summer renters are now Airbnbs — generally meaning shorter-term stays — compared with about 40 percent who are seasonal, meaning stays of about two months.

Most on the East End have come to accept it.

“Change is inevitable,” Desiderio says.

Fairly or not, the mostly youngish Airbnb people have been accused of hosting loud, late-night parties and cramming more people into a house than town and village codes permit. The villages have struck back.

There is now a mandatory rental registry in East Hampton, which includes Montauk, Amagansett and Springs. Landlords must fill out two-page forms, have them notarized and pay a $100 fee. They must also verify their certificates of occupancy. They then get a registry number, which must appear in all ads for their homes.

Southampton has similar rules and regulations in place. On the North Fork, Southold has imposed a minimum 14-day stay at homes. Airbnb spokeswoman Liz DeBold Fusco says the company urges renters to cooperate with the towns and villages.

“The rules and regulations seem to be working,” says David Betts, director of public safety in East Hampton.

About that long-range weather forecast: The National Weather Service at Brookhaven National Laboratory in Upton says there’s about a 50 percent chance of above-normal temperatures and precipitation on the East End this summer.

So will there be a good summer? Flip a coin.

LI Builders Institute CEO Mitch Pally: He’s Still Building

Mitch Pally

There is barely a committee, organization or group that hasn’t, at one time or another, had Mitch Pally as a member or a director. His resume is so chockablock with names of government or private agencies that it would seem he would be a household name on Long Island. But Pally is more of a behind-the-scenes guy, preferring to roll up his sleeves and let the other guy take the credit, those who know him well say. He is currently chief executive officer of the Long Island Builders Institute, a post he has held since 2010. He was Suffolk County’s representative to the Metropolitan Transportation Authority between 2005 and 2019. He may best be known for his ties to the Long Island Association, where he was vice president for government affairs, from 1992 to 2006. He has also held a number of positions with the New York State Legislature.

What is the Long Island Builders Institute all about? We are the trade association for residential home builders and anyone else in the industry. That includes small firms all the way up to giants like Avalon Bay. It includes real estate people, lawyers, people involved in development. We have 575 members. We are the largest local organization of this type in the state and within the top 10 percent in the country.

Are you also lobbyists? That’s a good way to put it. We promote and lobby for the industry.

You have been fighting against what’s called the Scaffold Law. What’s that all about? The law goes back over 100 years. It says that any worker off the ground, it doesn’t say by how high, who falls and gets injured, there is no defense for the builder. New York State is the only one in the country that has such a law. The law increases insurance costs by 40 percent.

Has anything happened recently to cause you to fight this law? We have been working on this for a while. We don’t think it’s fair that there is no defense for the builder. We think if the builder is held 50 percent responsible, he should pay 50 percent. But under this law, the builder pays 100 percent.

Have you had much success so far? We’re getting more attention but not much success convincing the state legislature or the governor.

Long Island’s demographics are changing dramatically. What does this mean for builders? We are not building as many single-family homes as we used to. We don’t have the available land. Many of our young people and seniors want something where they don’t have to do maintenance work. As a result, the rental market on Long Island is strong. Downtowns are realizing that the way to survive is to build rental apartments.

So are the days of the single-family home on Long Island over? There will be a moderation of such building. As long as builders are able to build smaller, there will be a healthy market, but it will be a different market. Builders will have to change with the market.

It’s hard to think of Long Island without new single-family home construction. We don’t have the land and we don’t have the sewer systems.

Let’s talk about affordable housing. Do we have enough? We have to build more affordable rental apartments. There are not enough. The young people, and many of the seniors, want rentals in downtown areas, near train stations, shopping and entertainment.

How do you see our downtowns? Some of them are more forward-looking than others. Patchogue is the best example of being forward-looking. But other places are as well, like Mineola, Port Jefferson, and Farmingdale.

How is the industry doing on Long Island? Very well, as long as builders know their market, that it is less single-family and more rental units. There are also knockdowns. This means taking down an existing house and putting up something else. That’s going on a lot too these days.

D’Addario & Co. Guitar String Maker Strums Along in Farmingdale Despite Tariff Discord

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At D’Addario & Co., a Farmingdale-based manufacturer of guitar strings and other musical accessories, executives are whistling a happy tune these days.

Sales have risen comfortably, the company has expanded into new spaces, and its charitable foundation is flourishing. But there are some sour notes out there that keep John D’Addario III, the company’s president and son of its former chief executive, awake at night.

“But it’s like whack-a-mole,” the energetic D’Addario, who became president four years ago, says during an interview in his office. “Things just keep popping up.”

One of the biggest headaches, D’Addario says, is rampant counterfeiting. Several years ago, D’Addario’s father, Jim, then the CEO, identified China as the main culprit in schemes that damaged the company’s reputation. The quality of the counterfeit strings was incredibly poor, Jim D’Addario says. In most cases, Chinese string manufacturers make low-quality strings, and copy D’Addario’s packaging.

A second major issue is the tariff war between the U.S. and China. When President Donald Trump in March imposed sharp tariffs on China, the Chinese responded. The Chinese response has negatively impacted D’Addario, because its strings make use of steel.

And, while D’Addario is growing, it may not be able to continue to add to its employee base, which stands at about 800 on Long Island now, most of them in manufacturing. That’s because of minimum wage rates, which are expected to rise to $15 an hour on January 1, 2020. D’Addario says the company may even have to reduce staff.

The company has enlisted the support of members of Congress to help in its war against counterfeiters, who D’Addario said now include several other Pacific-Asian nations, including Vietnam and Indonesia. The company is also looking for ways to maintain employee growth and deal with tariffs.

The U.S. government, and some Chinese leaders, say they are trying to crack down on counterfeiters. But Secretary of State Mike Pompeo recently told a business group in Iowa that Chinese counterfeit goods and products “remain persistent problems.”

D’Addario has a long and prestigious history in the music business and on LI, where it operates the D’Addario Foundation, which helps students, many in struggling areas, receive musical instruction. It also raised $45,000 from its Music Education for Girls Initiative on International Women’s Day in March. The Initiative provides resources and guidance for young women to study music. The foundation says young women have been “vastly underrepresented in the music industry.”

The foundation has been the driving force behind the Ascenté Chamber Orchestra in the Copiague School District, where students receive private lessons.

The company traces its roots back to the late 1600s. The D’Addario family of string-makers was based in the small Italian town of Salle. But a massive earthquake devastated the town in 1905, and two brothers-in-law, Rocco and Carmine D’Addario came to Astoria, Queens to continue their business. They opened a small string shop behind their family home.

New popular music in the 20th century made guitars highly popular. In 1974, the company decided to make strings under its own name, after a brief partnership with another company, Martin Guitars.

D’Addario’s sales are about $180 million a year, up from about $120 million a decade ago. The privately held company does not release its net income. It has about 1,200 employees worldwide, with operations in Europe. It also produces cables, earplugs, electronic tuners, picks, drumheads, drumsticks, and reeds for woodwind instruments.

John D’Addario recalls being 7 years old when he first visited the company, with his father, Jim. After working for a few years in the cosmetics industry, he began working full time for the company in 1996.

“We’re going to innovate new products,” D’Addario says. “The company is devising ways to keep abreast of the digital music business, and it is also looking to open more overseas offices, particularly in the Pacific-Asia region, even though much counterfeiting takes place there.”

Nonetheless, D’Addario says, “By 2030, two-thirds of spending by the middle class will come from the Pacific-Asia region. I see massive opportunities there.”

GSE Dynamics CEO Anne Shybunko-Moore: Hitting Her Targets

Anne D. Shybunko-Moore is CEO and Owner of GSE Dynamics Inc., which specializes in providing complex structural assemblies direct to the U.S. Air Force, Navy and Army, as well as Major Aerospace Primes.

Anne Shybunko-Moore, chief executive officer and owner of GSE Dynamics Inc., a military contractor in Hauppauge, has gained a reputation over the years as a leading advocate for the manufacturing industry on Long Island. She joined the company in 2001 and became owner and CEO 16 years ago. The company was started by her father, Daniel, a Grumman engineer, in 1971. She serves on Gov. Andrew Cuomo’s Long Island Regional Economic Development Council and, in 2016, founded Ignite, the Manufacturing Consortium of Long Island.

You were once pretty much alone as a woman heading a defense company. Have things changed over the years? Absolutely. In the last 10 years, I’ve seen a sea change. Marilyn Hewson is CEO at Lockheed Martin. Eren Ozman is owner and president at Sierra Nevada Corp. But at the beginning, I had to prove myself. I had changed careers. I was in physical therapy before. Then I went into aerospace. I had to become more confident. I felt I needed to learn to have a stronger voice.

Do you see yourself as a leader for women? I never saw myself as a role model for women.

But women have come to see you that way? Well, because of the choices I made and the personal changes I made, suddenly people may see me as a role model. The young women within the industry look up to me. I try to steer them to science, technology, engineering, and math in schools.

How has GSE Dynamics done since you took over? When I first came to GSE in 2001, we had under $10 million in Defense Department contracts and we employed about 23 people. Today, we have close to $100 million in DOD contracts and we have 76 employees. Two years ago, we were ranked No. 10 in terms of small business volume by the Defense Department and ranked No 1 for woman-owned small business.

What accounts for that kind of growth? We have been very strategic in our work with the government and prime contractors. A few years ago, we entered the world of composites. We were ahead of the curve on that. We haven’t let metal work go, but there’s more composite work now than there was 10 to 15 years ago. The composites are more flexible and stronger.

What makes up the majority of your work? We are very much involved with the U.S. Air Force and the U.S. Navy. We deliver periscopes and antennas for Navy submarines. We also have contracts to build devices for Army tanks. All our work is military.

You play a very active role in promoting manufacturing on Long Island. How is it doing? There are 3,000 manufacturing companies here and 70,000 employees. These companies all say they could grow if they had more support from the state. Many trade organizations in the state are funded, but we have not been able to get our trade organization funded. It’s hard to get a solid answer as to why. We have an organization called Ignite. It’s an advocacy group. We’re helping companies with development and their workforces.

What do you think is one of the manufacturing industry’s main problems? Image. It needs a rebranding. We have to get parents of high school and college kids to see manufacturing is not back in the old days of putting bolts and rivets into metal. Today, it’s research and development, materials science. Things like that.

Are the schools in line with manufacturing today? They are not connecting with manufacturing companies. They are not connecting to the core competencies, to the work we are actually doing. I don’t think they teach the career pathways.

Is there a future for manufacturing on Long Island? There better be. Without it, this region cannot survive. We rely on manufacturing, tourism, and the health industry. All three face the same challenges and are impacted by the same issues. We need to get people to talk about coming to Long Island and staying here and working here. It is all a matter of branding ourselves.