Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.

Chemung Financial to pay dividend of 26 cents on April 1
ELMIRA, N.Y. — Chemung Financial Corp. (NASDAQ: CHMG) recently announced that its board of directors has approved a quarterly cash dividend of 26 cents a share for the first quarter. The dividend is payable on April 1, to common stock shareholders of record as of the close of business on March 18. At the banking […]
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
ELMIRA, N.Y. — Chemung Financial Corp. (NASDAQ: CHMG) recently announced that its board of directors has approved a quarterly cash dividend of 26 cents a share for the first quarter.
The dividend is payable on April 1, to common stock shareholders of record as of the close of business on March 18.
At the banking company’s current stock price, the dividend yields about 2.9 percent annually.
Elmira–based Chemung Financial is a $2.3 billion financial-services holding company that operates 30 branches through its main subsidiary, Chemung Canal Trust Company, a full-service community bank with full trust powers.
Established in 1833, Chemung Canal Trust says it is the oldest locally owned and managed community bank in New York state. Chemung Financial is also the parent of CFS Group, Inc., a financial-services subsidiary offering mutual funds, annuities, brokerage services, tax-preparation services, and insurance, as well as Chemung Risk Management, Inc., an insurance company based in Nevada
VIEWPOINT: What’s Next for Qualified Opportunity Zones?
During these times of unprecedented uncertainty, many Americans believe that President Joe Biden’s administration will introduce sweeping changes to our country’s tax code. After all, every president since Bill Clinton has signed into law a new tax bill within 12 months of the beginning of their first term. One area that many taxpayers and practitioners alike are
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
During these times of unprecedented uncertainty, many Americans believe that President Joe Biden’s administration will introduce sweeping changes to our country’s tax code. After all, every president since Bill Clinton has signed into law a new tax bill within 12 months of the beginning of their first term.
One area that many taxpayers and practitioners alike are keeping their eye on is the qualified opportunity zone (QOZ) incentive, which was part of the Tax Cuts and Jobs Act of December 2017. The concept of QOZs was very much a bipartisan idea even before the Tax Cuts and Jobs Act, but over time, the qualified opportunity zones’ incentive has been viewed by many as a Republican tax policy and has received more than its share of negative press as the incentive has unfolded over the past couple of years.
There a few areas in particular that QOZ stakeholders are focusing on when it comes to the potential for new tax-law changes.
Potential increase in capital-gains tax rate
For an investor to take advantage of the QOZ incentives, one must have realized a capital gain that is eligible to be contributed into a qualified opportunity fund. By doing so, you can avoid having to pay tax on that capital gain until as late as 2026. But if we see an increase in the tax rates that apply to capital gains, what rate must be used when computing the tax owed on those gains in a future year?
In a perfect world, the equitable answer would be for those investors to recognize their capital gains at the same tax rate that was in place at the time they deferred such gains into a qualified opportunity fund. However, there is currently no such provision in the tax code.
On the other hand, if the capital-gains tax rates happen to increase in future years, the rate rise may serve as a catalyst for increased investment into QOZs, since taxpayers would be able to defer larger amounts of capital gains as a result. However, even if a QOZ project has investors deferring substantial capital gains into a qualified opportunity fund, other incentives and sources of capital — bank financing, New Markets Tax Credits, Historic Tax Credits, etc. — will still be necessary in order to make these projects possible.
Potential for residential rental real estate to not qualify as a QOZ trade or business
In the previous session of Congress, Senator Ron Wyden (D–Oregon) had introduced the Opportunity Zone Reporting and Reform Act in the Senate as a proposed bill (S. 2787). The bill was never voted on in that session of Congress, but if it had been enacted as written, residential rental real estate would not qualify as eligible QOZ property unless a minimum of 50 percent of the units available for rent are rent-restricted and occupied by lower-income individuals. In addition, self-storage properties and stadiums would have also become ineligible QOZ property.
Since the enactment of the Tax Cuts and Jobs Act, the vast majority of qualified-opportunity-zone businesses we have seen have been residential rental real-estate projects. If specific types of businesses were to no longer be eligible QOZ businesses, further guidance would be needed for not only businesses, but investors as well.
Increased reporting requirements
We have seen bipartisan support for more robust reporting requirements for qualified opportunity funds. In addition, the U.S. Government Accountability Office (GAO) recently issued a report indicating the need for additional oversight of the QOZ tax incentive. Such oversight would be accomplished in part by collecting data from qualified opportunity funds on an annual basis, by filing Form 8996 with their annual income-tax return. Some of these additional reporting requirements could include, but not be limited to, the following criteria:
• Number of jobs created
• Dollar amount of capital gains invested
• Dollar amount of improvements made to property
• Number of residential rental units available
If these reporting requirements were to be enacted as written, significant penalties could apply for noncompliance with these rules.
COVID-19 Opportunity Zone relief
In addition to the potential changes described above, QOZ stakeholders should also take note of the changes being made due to impacts of the pandemic. On Jan. 19, 2021, the IRS issued Notice 2021-10 to provide additional relief for qualified opportunity funds, as well as their investors and other stakeholders. Key provisions of Notice 2021-10 include:
• More time to defer capital gains: The deadline to re-invest certain eligible capital gains into a qualified opportunity fund is extended to March 31, 2021. This applies to eligible capital gains where the 180-day deadline to defer the gain ends on or after April 1, 2020 and before March 31, 2021
• Additional relief from 30-month substantial improvement period: The period from April 1, 2020 through March 31, 2021 is automatically disregarded for purposes of measuring the time in which property must be substantially improved.
• Additional relief from 90 percent asset test for qualified opportunity funds: To the extent any semi-annual testing date falls on or after April 1, 2020 and through June 30, 2021, any failure by a qualified opportunity fund to meet the 90 percent asset test during 2020 or 2021 is automatically deemed to be a result of reasonable cause, and the penalty for such failure will be $0.
• Additional time for working-capital safe harbor: QOZ businesses are allowed a 24-month extension of the original 31-month working-capital safe-harbor period if they have working-capital assets whose safe-harbor period ends prior to June 30, 2021.
• Additional time for reinvestment period: a qualified opportunity fund that has an interim sale of qualified opportunity-zone property receives an additional 12 months to reinvest the proceeds from such sale into other qualified opportunity-zone property, as long as the original 12-month reinvestment period includes June 30, 2020.
There is still untapped opportunity in opportunity zones
When considering what the future may bring, investors and business owners should not overlook the many unique opportunities created by the QOZ incentive. The rules and regulations promulgated under the previous presidential administration have made it progressively less cumbersome for businesses and investors to use the QOZ incentive as a catalyst to spur additional economic development in many different communities that have not seen any meaningful economic investment in decades.
While real-estate projects have dominated the conversation when it comes to qualified opportunity zones, careful planning can allow operating businesses, such as manufacturers, to see much greater after-tax returns on investment than can be achieved through investments in real estate alone. In addition, operating businesses will spur the creation of jobs and otherwise help promote positive social change within their respective communities.
While the QOZ incentive is certainly a once-in-a-generation opportunity afforded by the tax code, stakeholders should remember that the QOZ incentive will not magically make a bad project successful. Rather, it can potentially provide another source of funds to make a sound investment opportunity even more attractive.
Joseph Wutz is a principal with The Bonadio Group. He is a member of the accounting firm’s real estate and construction teams and spends most of his time overseeing tax consulting and tax-compliance projects for businesses in these industries. Contact Wutz at jwutz@bonadio.com.
VIEWPOINT: Did Your Employees Grow Apart in a Difficult 2020?
5 Tips for a Better Culture Given the uncertainty businesses pace in 2021 as the COVID-19 pandemic continues, company leaders are looking at every phase of their operation to determine ways they can improve. Company culture is one area commanding attention. As the virus caused business limitations and forced many companies to go fully remote in 2020,
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
5 Tips for a Better Culture
Given the uncertainty businesses pace in 2021 as the COVID-19 pandemic continues, company leaders are looking at every phase of their operation to determine ways they can improve.
Company culture is one area commanding attention. As the virus caused business limitations and forced many companies to go fully remote in 2020, workplace culture was challenged in new ways. This was a reminder to company leaders to make this a priority, forcing them to find ways to strengthen it in the new year.
Businesses are increasingly starting to understand that they need to show employees that they value them as whole people.
If you respect your employees, value them, and treat them as professionals, they will go through walls for you. If you don’t, if you create an environment where the very thought of coming to work creates anxiety, then they are going to look for employment elsewhere.
Issues within the workplace culture can fester and eventually lead to toxic relationships, lower productivity, and higher turnover. As companies try to balance remote working with a return to the office, it’s critical that culture problems be diagnosed and addressed.
But too often, leaders don’t have the time to dig into the root problems or don’t know how to really reach their people and devise solutions.
Here are tips for management to build a better workplace culture in 2021.
• Make the health and well-being of your employees the first priority. Putting your employees first makes them far more likely to be good producers for your company. With the ongoing pandemic and 2021 bringing much uncertainty, it’s the right time to review workplace safety, collect employees’ thoughts on working remotely compared to coming back to the office, look at internal communications, and analyze management practices to make sure you’re addressing employees’ needs and concerns. Circulate employee surveys to get helpful feedback.
• Hire people who are culture fits. Some people are very capable, but they happen to be jerks. No matter how smart such a person might be, the negatives will eventually outweigh the positives. At the same time, you don’t want to hire people who are really nice but not terribly competent.
• Beware of fake culture. Some businesses create what I call pseudo cultures, which are thinly veiled come-ons where companies offer massages, free beer, or other perks to attract employees. Eventually, people figure out that a cool employee lounge with a ping-pong table does not make for a successful business. Real organizational cultures are reflections of how companies treat people and create useful products.
• Increase employee engagement. Leaders should take extra steps to get to know their employees, which will be a big help in keeping them engaged. It can be tougher initially to spot people who are not fully engaged. The gut feeling leaders need in that regard develops over time with the determination to know your people as individuals. Not all managers are willing to do that, and that’s a mistake. Showing genuine concern can uncover issues that can steer employees to the help they need.
• Promote a work-life balance. It’s nice to have ultra-motivated climbers, and it’s essential for a forward-moving company to demand a lot of its people. But that should not come at the expense of burning them out, messing up their health, and hurting their family relationships. That’s going to hurt the business in the long run as well.
Nurturing your internal culture enables people and business to thrive. It’s never been more important than now after a year of chaos and with more uncertainty ahead.
Mark McClain (www.markmcclain.me), is author of “Joy and Success at Work: Building Organizations that Don’t Suck (the Life Out of People)” and CEO of SailPoint, a company in the enterprise identity management industry.
OPINION: Cuomo’s Call to Focus on Facts & Data are Hypocritical
He disregards both For months, we listened to Gov. Andrew Cuomo laud the importance of fact-based decision making and proclaim the values of objectivity and science. But “do as I say, not as I do” has always been a hallmark of this governor’s administration. So, it should not be too surprising he willfully disregarded the
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
He disregards both
For months, we listened to Gov. Andrew Cuomo laud the importance of fact-based decision making and proclaim the values of objectivity and science. But “do as I say, not as I do” has always been a hallmark of this governor’s administration. So, it should not be too surprising he willfully disregarded the above in lieu of his own politically convenient narrative of the past year.
The FBI and U.S. Attorney’s Office are now investigating the state’s handling of nursing homes during the COVID-19 pandemic. And there is no shortage of irony of a man spending every day for the better part of a year telling people to follow the “facts” and the “data” as they grappled with the spread of the virus only to then hide the same facts and data despite countless requests. As federal authorities pursue their investigations, the state legislature has a responsibility to act decisively as well. I recently joined colleagues in the Assembly Minority Conference to call for a bipartisan Impeachment Commission in order to gather facts, information, and uncover answers with an eye toward accountability. There are many things we still do not know about the state’s response to COVID-19 and its impact on nursing homes. In fact, we may not even know all the things we do not know, as this administration’s constant refusal to be transparent is so strong that it is hard to make heads or tails of anything it has said in these past few months. What is fact, and what is fiction? What are we supposed to believe?
We now know the governor hid the true number of deaths in state nursing homes and long-term care facilities by 50 percent; the total number of nursing-home residents who died is more than 15,000. We also know information was censored as the governor’s team “froze” while coming up with a game plan to avoid federal investigation. And we also know many of the things the governor has said since the state attorney general investigated these misrepresentations have made little sense.
A review of the timeline of the events leading to that investigation is nothing short of alarming. In August, the New York State Department of Health (DOH) said it needed until November to answer a Freedom of Information Law request from the Empire Center aimed at uncovering the true nature of what was going on in state-run facilities. Then, in November, the DOH said it needed until January to look for exemptions to the law. Shortly after that, Gov. Cuomo was awarded an Emmy for his “masterful” COVID-19 television briefings. The request had still not been filled.
At the same time, the continued underreporting of statistics related to those deaths also drastically impacted the state’s nursing-home mortality rate, which the governor had previously claimed was among the best in the nation. Using New York Attorney General Letitia James’ numbers, New York was actually one of the worst. Somewhere along the way, Cuomo wrote a book about leadership and how well he was doing.
“Nature abhors a vacuum so does the political system,” the governor said in a recent Q&A, where he claimed the “void” his administration created by not releasing these numbers sooner was filled with “skepticism, and cynicism, and conspiracy theories which furthered the confusion.” Perhaps, that is because this administration has cultivated an atmosphere of “skepticism, cynicism and conspiracy.” I have a suggestion: instead of creating vacuums and voids in the first place, answer the people when they demand honesty, clarity, and accuracy. That is what they deserve and that is what you are tasked with doing as a public servant.
The perils of the COVID-19 outbreak are too numerous to count; it is a public health crisis and an economic crisis. It has wreaked havoc on our education, quality of life, and work routines. The only way to confront these challenges is head on, with a concerted effort from government and health officials and competent leadership from those in positions of authority. At some point, integrity and credibility got lost along the way.
As a legislative leader, I will continue to press this administration for every available piece of information related to the state’s pandemic response — nothing like this can ever happen again.
William (Will) A. Barclay, Republican, is the New York Assembly Minority Leader and represents the 120th New York Assembly District, which encompasses most of Oswego County, including the cities of Oswego and Fulton, as well as the town of Lysander in Onondaga County and town of Ellisburg in Jefferson County. Contact Barclay at barclaw@assembly.state.ny.us.
CEO FOCUS: A New Future for I-81 and Central New York
Large-scale infrastructure projects are gaining national attention for their opportunity to spark growth and create jobs as the country seeks to recover from the economic crisis caused by COVID-19. This creates an important opportunity in our own community, which is why CenterState CEO is advocating for a “record of decision” on the redevelopment of Interstate-81 (I-81) as
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
Large-scale infrastructure projects are gaining national attention for their opportunity to spark growth and create jobs as the country seeks to recover from the economic crisis caused by COVID-19. This creates an important opportunity in our own community, which is why CenterState CEO is advocating for a “record of decision” on the redevelopment of Interstate-81 (I-81) as one of its top five 2021 policy priorities. Having been the subject of research, modeling, and debate for years, it is time for the project to move forward, as it is critical to safe and efficient transportation for Central New York. Additionally, the Community Grid option and its community-driven priorities stands to serve as a model for other regions embarking on infrastructure projects seeking to achieve more than just transportation solutions.
There are signs of progress as Gov. Andrew Cuomo announced in his State of the State address that he expects the project to break ground next year. Also, in February, Syracuse Mayor Ben Walsh discussed the project with members of Transportation Secretary Pete Buttigieg’s staff. I am hopeful that these conversations will result in the necessary federal funding needed to complete the $2 billion project.
While these conversations move forward, it is imperative that we shift our collective focus to maximizing this opportunity to ensure that the people in this community that need jobs have a clear pathway to those created by this project, particularly women and minorities. To prepare the local labor force and contractors so they are well-positioned to participate on this project, CenterState CEO is working with Mayor Walsh and Onondaga County Executive McMahon to develop and launch Syracuse Build. This workforce initiative is dedicated to developing career opportunities in construction-related fields for Syracuse residents, particularly from low-income communities and communities of color. As the economy begins to pick back up, and with work on I-81 on the horizon, Syracuse Build will produce a pipeline of qualified local workers.
This project, and the jobs and new investments it stands to bring, provide hope for a stronger more equitable future for our community. To learn more about Syracuse Build, contact Dominic Robinson, VP of economic inclusion at drobinson@centerstateceo.com.
Robert M. Simpson is president and CEO of CenterState CEO, the primary economic-development organization for Central New York. This article is drawn and edited from the “CEO Focus” email newsletter that the organization sent to members on Feb. 18.
VIEWPOINT: 6 Factors that Comprise a Company’s Culture
“Corporate culture” is a buzz phrase that has been going around for more than a decade now, though the actual meaning behind this hot topic is often lost. A company’s culture goes far beyond celebrations, perks, and the office layout. In fact, it reaches the very core of a business. Here are six factors that comprise a
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
“Corporate culture” is a buzz phrase that has been going around for more than a decade now, though the actual meaning behind this hot topic is often lost. A company’s culture goes far beyond celebrations, perks, and the office layout. In fact, it reaches the very core of a business.
Here are six factors that comprise a company’s culture.
Heritage and vision
Every business has an origin story, and this narrative has the potential to be a driving force for success. It’s important to incorporate your organization’s heritage into your culture. Sharing your business’s unique history connects your employees to the “why” behind your organization’s conception. By celebrating your business’s roots, you connect your staff to the company’s original purpose and encourage them to embody it in their work.
Values and practices
Companies often define their core values for their employees, but those mean very little if accepted corporate practices don’t align. It’s important to ensure that communication standards, leadership structure, workplace environment, etc. all promote your company values.
Contribution and recognition
Sometimes it’s hard for employees to see how the work they do affects the big picture. You never want a member of your staff to feel small or insignificant. Celebrate individuals’ accomplishments, hard work, or great ideas. Make a habit of telling your employees how much you appreciate them and how important their contributions are to the overall success of the company.
Promoting growth
No one wants to stick around at a job they feel is stagnant. It’s important to encourage professional growth so employees feel they are improving themselves and their lives while working for you. This can be through continuing-education courses, seminars, a book club, or even just built-in flexibility to explore new topics.
Positive work environment
This may seem like a no-brainer, but in order to keep employees happy, they have to want to come to work. Take steps to create a positive workplace that’s fun to come to every day.
Staying consistent
After you have decided on the elements that make up your company’s culture, enstate them across the board. Consistency helps build employee trust. If your staff sees inconsistency in your culture, they’ll know it isn’t genuine.
Remember, each company’s culture is unique, and the perfect culture doesn’t always come right away. Don’t be afraid to reflect and revise as you go.
Joel Patterson (www.JoelPatterson.com) is a workplace culture expert and founder of The Vested Group, a business technology consulting firm. He is the ForbesBooks author of “The Big Commitment: Solving The Mysteries Of Your ERP Implementation.”

Pinckney Hugo Group has hired CHRISTOPHER MALONE as a copywriter. Prior to joining Pinckney Hugo Group, he gained experience in marketing at CNY Arts, the Salvation Army, and Syracuse New Times. Malone also has experience writing for several area businesses and news publications. He holds a bachelor’s degree in English from SUNY Oneonta
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
Pinckney Hugo Group has hired CHRISTOPHER MALONE as a copywriter. Prior to joining Pinckney Hugo Group, he gained experience in marketing at CNY Arts, the Salvation Army, and Syracuse New Times. Malone also has experience writing for several area businesses and news publications. He holds a bachelor’s degree in English from SUNY Oneonta

MELISSA KELLER has been promoted to senior VP/chief financial officer of Fulton Savings Bank (FSB). Keller, who previously served as senior VP/chief information security officer, joined the bank in 2017 as VP/controller. She is a certified public accountant (CPA) with extensive experience in accounting, finance, auditing, and cybersecurity. Keller holds a bachelor’s degree in accounting
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
MELISSA KELLER has been promoted to senior VP/chief financial officer of Fulton Savings Bank (FSB). Keller, who previously served as senior VP/chief information security officer, joined the bank in 2017 as VP/controller. She is a certified public accountant (CPA) with extensive experience in accounting, finance, auditing, and cybersecurity. Keller holds a bachelor’s degree in accounting from Columbia College and holds a certificate in cybersecurity from the American Institute of Certified Public Accountants (AICPA). Prior to joining FSB, she was a senior audit manager at Dermody, Burke & Brown.
JULIE MERRITT has been promoted to senior VP/lending compliance officer & CRA officer of Fulton Savings Bank (FSB). She is celebrating her 31st year at Fulton Savings. Merritt, who previously served as VP/loan operations, joined the bank as a teller and advanced through the management ranks of accounting and loan operations. Merritt holds an associate degree in accounting from Cayuga Community College and a bachelor’s degree in accounting from Empire State College.

JEFFREY WITT STRAIN, M.D., an experienced general surgeon, has joined the General Surgery Associates team at Oswego Health. He is trained and board-certified in the areas of bariatric surgery, general surgery, and endocrine surgery with more than a decade of experience in complex laparoscopy and minimally invasive surgery. Before joining Oswego Health, Strain practiced in
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
JEFFREY WITT STRAIN, M.D., an experienced general surgeon, has joined the General Surgery Associates team at Oswego Health. He is trained and board-certified in the areas of bariatric surgery, general surgery, and endocrine surgery with more than a decade of experience in complex laparoscopy and minimally invasive surgery. Before joining Oswego Health, Strain practiced in New Jersey, where he trained and adopted robotic surgery to further enhance his procedures at both Englewood Health and Bergen Bariatric Laparoscopic Associates. Strain earned his medical degree from Case Western Reserve University School of Medicine in Cleveland, Ohio in 1992 and his bachelor’s degree with a major in psychology and biology from the University of Rochester in 1987. Recognized by New Jersey Magazine as a “Top Doc,” in addition to performing surgery for the past 20 years, Strain holds an active professorship at the Third Xiangya Hospital in Changsha, Hunan Province, China; international examiner for the Graduate School of Central South University; assistant clinical professor in the Department of Surgery at Mount Sinai School of Medicine.

Excellus BlueCross BlueShield has promoted JAY BONGIORNO to regional sales director of the health insurer’s Southern Tier market, which covers the six counties of Broome, Chenango, Tioga, Chemung, Steuben, and Schuyler. In his new role as regional sales director, he will oversee the sales and account-management staff with the additional responsibility of supporting and maintaining
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
Excellus BlueCross BlueShield has promoted JAY BONGIORNO to regional sales director of the health insurer’s Southern Tier market, which covers the six counties of Broome, Chenango, Tioga, Chemung, Steuben, and Schuyler. In his new role as regional sales director, he will oversee the sales and account-management staff with the additional responsibility of supporting and maintaining strategic key-business accounts, enhancing community relationships, and identifying new market opportunities. Bongiorno has been at Excellus BlueCross BlueShield for 17 years. He received his bachelor’s degree from Binghamton University and his associate degree from SUNY Broome Community College and recently completed the Excellus BCBS Accelerated Leader program.
Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.