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OCRRA appoints two to board of directors
SYRACUSE, N.Y. — The Onondaga County Resource Recovery Agency (OCRRA) recently announced it has appointed Corey Driscoll Dunham and Stephanie Pasquale to its board of directors. Driscoll Dunham has more than 10 years of experience, including roles in government and community relations at Syracuse University and Cornell University, as well as positions in public service […]
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SYRACUSE, N.Y. — The Onondaga County Resource Recovery Agency (OCRRA) recently announced it has appointed Corey Driscoll Dunham and Stephanie Pasquale to its board of directors.
Driscoll Dunham has more than 10 years of experience, including roles in government and community relations at Syracuse University and Cornell University, as well as positions in public service at the city, state, and federal levels. She is currently the chief operating officer for the City of Syracuse, overseeing city departments including Public Works, Engineering, Water, and Parks, Recreation and Youth Programs. Driscoll Dunham has a master’s degree in public administration from the Nelson A. Rockefeller College of Public Affairs and Policy at the University at Albany.
Pasquale has more than 20 years of experience in housing and community development. She is currently the director of neighborhood advancement at the Allyn Family Foundation. Pasquale holds a bachelor’s degree in policy studies and a master’s in public administration from the Maxwell School at Syracuse University.
OCRRA, which has its main office at 100 Elwood Davis Road in Salina, oversees the waste management and recycling programs for Onondaga County.
New state law requires plans to protect public workers in health emergencies
A new state law requires all public employers to create plans to “adequately” protect workers in the event of another state disaster emergency involving a communicable disease. The plans would apply to both the state and localities, including school districts, the office of Gov. Andrew Cuomo announced. The governor signed the legislation on Labor Day. Plans
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A new state law requires all public employers to create plans to “adequately” protect workers in the event of another state disaster emergency involving a communicable disease.
The plans would apply to both the state and localities, including school districts, the office of Gov. Andrew Cuomo announced. The governor signed the legislation on Labor Day.
Plans must be submitted to unions and labor-management committees within 150 days, and they need to be finalized on April 1, 2021.
Operation plans must include a list and description of positions considered essential, along with descriptions of protocols to follow to enable all non-essential employees to work remotely.
Plans must also include a description of how employers would stagger work shifts to reduce overcrowding.
In addition, operation plans need to have protocols for personal protective equipment, or PPE, for when an employee is exposed to disease, for documenting hours and work locations for essential workers; and for working with essential employees’ localities for identifying emergency housing if needed.
Operations plans must also have “any other requirement determined by the New York State Department of Health, such as testing and contact tracing,” Cuomo’s office said.
Plans must be submitted to public unions for review. The New York State Department of Labor will also create an online portal for public employees to report violations of health and safety rules for communicable diseases, including COVID-19.
VIEWPOINT: How To Stop Toxic Leadership From Spreading A Virus In Your Company
Toxic workplaces sometimes start at the top. Difficult, abrasive leaders can create a culture of tension, fear, and abusive behavior at every organizational level. Those types of leaders may produce results, but their actions also lead to dysfunction and employee turnover. Ending the pattern of toxicity starts with companies recognizing red flags, coming up with new
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Toxic workplaces sometimes start at the top. Difficult, abrasive leaders can create a culture of tension, fear, and abusive behavior at every organizational level.
Those types of leaders may produce results, but their actions also lead to dysfunction and employee turnover.
Ending the pattern of toxicity starts with companies recognizing red flags, coming up with new principles of management behavior, and holding leaders accountable for their actions.
Organizations often overlook abrasive behavior or see it as a necessary means to an end. This sends employees the message that such behavior is acceptable and to be imitated to skyrocket up the corporate ladder. Then it’s like a virus that continues to spread.
All too often, companies are overly results-oriented. Leaders tend to be preoccupied with what needs to be done and what key performance indicators to monitor, but they rarely pay attention to how the work is to be done and whether employees are using acceptable behaviors to achieve those results. This focus on outcomes over methods allows toxic behaviors to remain unchecked for years.
Here are three ways businesses can encourage leaders to engage in healthy behavior and detoxify the culture:
Establish specific codes of conduct. Correcting or preventing abusive behavior by leaders means first establishing a code of conduct — with management principles — as an essential part of the corporate culture. Communicate to all employees, including supervisors, managers, and executives, that the organization will not tolerate bullying to any degree. Post these codes everywhere — in company manuals, in meeting rooms, on the website — and discuss them at kickoff meetings and conferences. The codes of conduct should explicitly state that employees who violate this principle will be disciplined and may be terminated. Organization heads should communicate to their brilliant jerks that they are valued for their brilliance, but that misbehavior has consequences, which will be applied.
Expand evaluations. Leaders should be evaluated not only on what results they are achieving, but also on how they are performing as overall leaders. Performance reviews should also consider the quality of interactions with employees. It’s important in this evaluation process that employees should have an opportunity to evaluate their manager’s leadership in annual or semi-annual reviews.
Offer coaching and support. If they are receptive, brilliant jerks should be offered the support of a customized coaching program to help them change their destructive behaviors and leverage their strengths. They need to be shown how their outstanding abilities that help the company are being undermined by a lack of interpersonal skills. All too often, leaders think an authoritative, demonstrative style is largely responsible for their success, when an argument can be made that it’s just as responsible for driving good people away, and for planting the seeds of their own future derailment.
Management needs to keep behavior principles in mind and reference them every day. Otherwise, the company’s values and leadership principles are just talk, and it risks creating cynics throughout the organization.
Dr. Katrina Burrus (www.ExcellentExecutiveCoaching.com) is author of “Managing Brilliant Jerks: How Organizations and Coaches Can Transform Difficult Leaders into Powerful Visionaries.” She is also founder of MKB Conseil & Coaching and Excellent Executive Coaching, LLC.
VIEWPOINT: Amended Compensation Rule and Eligible Nonpayroll Costs for PPP forgiveness
VIEWPOINT On Aug. 24, the U.S. Small Business Administration (SBA) issued guidance on the Paycheck Protection Program (PPP) pertaining to employee-owner compensation and nonpayroll costs eligible for loan forgiveness. Here is a rundown of the particulars. Payroll costs — owner-employee compensation The SBA stated that individuals with an ownership of less than 5 percent of
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VIEWPOINT
On Aug. 24, the U.S. Small Business Administration (SBA) issued guidance on the Paycheck Protection Program (PPP) pertaining to employee-owner compensation and nonpayroll costs eligible for loan forgiveness. Here is a rundown of the particulars.
Payroll costs — owner-employee compensation
The SBA stated that individuals with an ownership of less than 5 percent of a C- or S- Corporation borrower are exempt from application of the PPP owner-employee compensation rule when determining the amount of their compensation that is eligible for loan forgiveness. This means that the forgiveness-eligible compensation of owner-employees with less than 5-percent ownership is no longer capped at an amount of 2.5 months’ worth of 2019 net profit (maximum of $20,833) for the extended 24-week period, but rather, the employee salary amount (maximum of $46,154). The SBA’s rationale was that owner-employees with less than 5-percent ownership in the company likely have no meaningful ability to influence decisions over how loan proceeds are allocated. However, the newly issued guidance does not address if this rule also applies to members owning less than 5 percent of interests in a limited-liability corporation, or LLC.
Nonpayroll costs — tenant, sub-tenant, and household expenses
The SBA stated that amounts attributable to the business operation of a tenant or sub-tenant of the PPP borrower or, in the context of home-based businesses, household expenses are not eligible for forgiveness.
The SBA provided some examples:
• If a borrower rents an office building for $10,000 per month and subleases out a portion of the space to other businesses for, say, $2,500 per month, only $7,500 per month is eligible for loan forgiveness.
• If a borrower has a mortgage on an office building it operates from but leases out a portion of the space, the portion of mortgage interest that is eligible for loan forgiveness is limited to the percent-share of the fair market value of the space that is not leased out.
• If a borrower shares rented space with another business, when determining eligible loan forgiveness, the borrower must prorate rent and utility payments in the same manner as on the borrower’s 2019 tax filings, or if a new business, the borrower’s expected 2020 tax filings.
• If a borrower works from home, when determining eligible loan forgiveness, the borrower may include only the share of covered expenses that were deductible on the borrower’s 2019 tax filing, or if a new business, the borrower’s expected 2020 tax filings.
Nonpayroll costs — rent, lease, and mortgage payments to a related party
The SBA stated that rent or lease payments to a related party may be eligible for forgiveness, but mortgage-interest payments to a related party are not eligible for forgiveness. Any ownership in common between the business and the property owner is a related party.
Further, rent payments to a related party are eligible for forgiveness as long as: (1) the amount of loan forgiveness requested for rent or lease payments to a related party is no more than the amount of mortgage interest owed on the property during the covered period that is attributable to the space being rented by the business; and, (2) the lease and the mortgage were entered into prior to Feb. 15, 2020. The borrower must provide its lender with mortgage-interest documentation to substantiate these payments.
Kate Chmielowiec and Elizabeth L. Lehmann are associate attorneys in the Syracuse office of Bond, Schoeneck & King PLLC. Contact them at kchmielowiec@bsk.com and elehmann@bsk.com, respectively. Jeffrey B. Scheer is a member (partner) in the law firm. Contact him at jscheer@bsk.com
USDOL rule aims to improve workers’ ability to measure lifetime-benefits payments
Seeks to determine readiness to retire The U.S. Department of Labor’s (USDOL) Employee Benefits Security Administration (EBSA) on Aug. 18 announced an interim final rule that will help workers determine their ability to retire. That rule would allow them to estimate how their current savings in a 401(k)-type plan might translate
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Seeks to determine readiness to retire
The U.S. Department of Labor’s (USDOL) Employee Benefits Security Administration (EBSA) on Aug. 18 announced an interim final rule that will help workers determine their ability to retire.
That rule would allow them to estimate how their current savings in a 401(k)-type plan might translate into lifetime monthly payments, per a USDOL news release.
The rule implements section 203 of the Setting Every Community Up for Retirement Enhancement (SECURE) Act of 2019.
The SECURE Act, signed into law by President Donald Trump, amended the pension-benefit statement requirements under section 105 of the Employee Retirement Income Security Act of 1974 (ERISA). It requires a participant’s accrued benefits to be included on his/her pension-benefit statement as a current account balance, and as an estimated lifetime stream of payments.
Using assumptions set forth in the rule, plan administrators will show participants equivalents of their retirement savings as monthly income under two potential scenarios — first, as a single lifetime-income stream, and second, as an income stream that factors in a survivor benefit.
“Our goal is to help workers and retirees understand how savings translate to retirement income,” Jeanne Klinefelter Wilson, acting assistant secretary of labor for the Employee Benefits Security Administration, said. “Defined contribution plan savings are meant to stretch across the years of retirement. When workers are reminded of what their balances could mean in terms of an estimated monthly dollar amount, they can use this information to plan both savings and spending.”
Interim final rule
Under the interim final rule, retirement plans would provide lifetime-income illustrations using prescribed assumptions designed to give savers a “realistic illustration” of how much monthly retirement income they could expect with their account balance.
Retirement plans also will provide explanations about what the lifetime-income illustrations mean and the assumptions used to calculate the illustrations.
To help ease the administrative burdens on plan administrators, the interim final rule includes model language that may be used for these explanations. Plan fiduciaries that use the regulatory assumptions and the model language prescribed by the rule will qualify for liability relief and will not be held liable in the event participants are unable to purchase equivalent monthly payments.
The interim final rule will be effective 12 months after the date of its publication in the Federal Register. The interim final rule includes a 60-day comment period. The department will use comments to improve the rule before its effective date.
VIEWPOINT: Keeping Your Career Goals On Track, Even In A Remote World
VIEWPOINT Is remote work and a lack of face-to-face time with the boss derailing career advancement for ambitious employees? Possibly, but even when working from home, savvy individuals can find ways to demonstrate they possess what it takes to move up in the organization. We’re living in a world in which fear and doubt are
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VIEWPOINT
Is remote work and a lack of face-to-face time with the boss derailing career advancement for ambitious employees?
Possibly, but even when working from home, savvy individuals can find ways to demonstrate they possess what it takes to move up in the organization.
We’re living in a world in which fear and doubt are on the rise, and while staying positive can be a challenge these days, it’s still the route to success. When we are in a state of positive emotions, we are more creative and resourceful. Even when you are working remotely, there are ways to bring your creativity and resourcefulness into play.
Here are a few tips on how to put your best foot forward despite the fact you, your colleagues, and your bosses are working miles apart.
• Make the most of virtual meetings. Even when working remotely, employees will have interactions with their supervisors and co-workers through Zoom, email, phone calls, or text messages. Your attitude during those interactions can make a big difference in how your boss views you. Do you come off as an upbeat problem solver? Are you someone who always comes up with the ideas, or are you someone who squelches them?
• Don’t let the stress show. The pandemic has taken its toll on nearly everyone but be careful about letting others know how much the stress is getting to you. You want to be seen as someone who handles stress well, not someone who freaks out when times get tough. COVID-19 isn’t going to be the last crisis your company faces, and career advancement is more likely to happen for those who can show they handle difficulties well. Meanwhile, one way to reduce your stress is to do things that make you happy, such as listening to a favorite song, playing with your dogs, or taking a walk around the neighborhood.
• Be a leader even when you aren’t a leader. Anyone who wants to be promoted into a leadership position would do well to take time during this remote-working period to study how good leaders perform. People want to be around the best leaders because they release a positive energy that spreads to others. They establish a company culture in which that energy thrives and where employees certainly feel comfortable to be themselves. People want to feel that they make things happen of their own volition, and powerful leaders have the gift of encouragement. They are servant leaders who are clear about what they stand for — they have led themselves first — and now they are interested in fostering the greatness in those whom they lead.
• Be aware of who influences you. As you keep in touch with friends and co-workers while you stay home, be careful about who you let into your remote inner circle. If you have naysayers around you telling you, “No, you can’t,” then they can hamper that spirit of boldness, the voice of the champion who says, “Yes, you can.” If you aspire to move into a leadership position, or move further up the leadership chain, you must pay attention to who influences you.
Even in today’s remote world, the way you think about things greatly affects what you can accomplish and the opportunities you will encounter.
Kimberly Roush is founder of All-Star Executive Coaching (www.allstarexecutivecoaching.com), which specializes in coaching C-level and VP-level executives from Fortune 100 companies to solo entrepreneurs. She also is co-author of “Who Are You… When You Are Big?”
VIEWPOINT: Telemedicine is Here to Stay
The COVID-19 pandemic and mandatory shelter-at-home orders helped propel telemedicine to the forefront of health-care delivery. Many patient consumers are experiencing telemedicine for the first time and the majority of consumers are quite satisfied with this experience. It seems that phone and video-conferencing applications are a new norm and are here to stay when it comes
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The COVID-19 pandemic and mandatory shelter-at-home orders helped propel telemedicine to the forefront of health-care delivery. Many patient consumers are experiencing telemedicine for the first time and the majority of consumers are quite satisfied with this experience. It seems that phone and video-conferencing applications are a new norm and are here to stay when it comes to interacting with a health-care provider. For patient consumers, they appreciate the convenience and (for many) the lower cost of a telemedicine health-care visit. Further, they feel that access to schedule a provider session is the same if not better through the telemedicine modality than an in-person visit.
Although thorough satisfaction studies related to telemedicine are limited, to date, there does not seem to be a significant satisfaction change between patient-consumer generational levels. Overall, most are satisfied with telemedicine visits regardless of age. Not surprisingly, comfortability with using a computer does play a correlated role with overall telemedicine satisfaction. Those with knowledge on computer use are generally more satisfied with video visits than those with no or limited computer-use knowledge. When contemplating future care, patient consumers envision health care that incorporates a mix of telemedicine and in-person visits.
Some key factors to consider when offering telemedicine visits include:
1) The logistics of conducting the telemedicine session. This incorporates the comfort level of the patient and provider with using a telehealth system, the quality of the equipment being used for both voice and video, and the reliability and bandwidth of the internet connection. Organizations using telemedicine should have a reliable back-up plan (e.g., immediate phone-call fallback approach) should a computer telephone system fail.
2) Assurance of patient confidentiality and privacy protection. Patient feedback on telemedicine thus far indicates that there is some trepidation that telemedicine applications may not fully protect patient privacy. Organizations should share their security measures in advance with patients prior to scheduling a telemedicine visit.
3) Patients’ past experience with telemedicine. Those patients with multiple, past telemedicine-visit experience are more apt to embrace this interactive model.
4) The subject matter and type of the visit. Patients who are presenting with a possible embarrassing medical condition may not be good candidates for a telemedicine visit. It may also not be wise to conduct a telemedicine visit if the patient and provider need to review ancillary specialist consults, lab, or X-ray results.
5) The relationship of the patient and the practice. For patients new to a practice, relationship building is essential. Patients want confirmation that they are “making a connection” with their health-care provider(s). For these patients, it may be best to offer in-person visits rather than telemedicine visits, unless the patient requests such a virtual visit.
Both patient consumers and providers agree that telemedicine is a trend that is here to stay. It is one of those transformations that have been imposed as a result of the pandemic and is now becoming a mainstay of health-care delivery. Going to the doctor for many is now a virtual experience.
Mark Dengler is president of Research & Marketing Strategies (RMS), a health-care marketing and research firm, whose work includes serving as a patient-satisfaction survey vendor.
Oneida County hotels continued business rebound in July
UTICA, N.Y. — Oneida County hotels continued to get a little busier in July compared to June and May amid the coronavirus pandemic, with nearly half of rooms occupied. The hotel occupancy rate (rooms sold as a percentage of rooms available) in the county bounced up to 49.5 percent in July from 41.3 percent in
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UTICA, N.Y. — Oneida County hotels continued to get a little busier in July compared to June and May amid the coronavirus pandemic, with nearly half of rooms occupied.
The hotel occupancy rate (rooms sold as a percentage of rooms available) in the county bounced up to 49.5 percent in July from 41.3 percent in June and 29.2 percent in May, according to STR, a Tennessee–based hotel market data and analytics company. Still, occupancy was down more than 35 percent from July 2019 levels, suppressed by the COVID-19 crisis.
Oneida County’s revenue per available room (RevPar), a key industry gauge that measures how much money hotels are bringing in per available room, was $59.05 in July, up from $39.42 in June and $24.61 in May. However, RevPar was down almost 42 percent from a year ago.
Average daily rate (or ADR), which represents the average rental rate for a sold room, improved to $119.32 in July from $95.46 in June and $84.36 in May, but was off 10 percent from a year prior.
VIEWPOINT: Where There’s a Will, There’s a Way to Make a Difference
When the filmed version of “Hamilton” debuted on Disney Plus recently, it reignited interest in the widely acclaimed Broadway play about America’s “10-dollar founding father.” Along with its resurgence in the public consciousness came a fresh set of questions about the work’s portrayal of American history and Hamilton’s legacy. It is this idea of legacy —
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When the filmed version of “Hamilton” debuted on Disney Plus recently, it reignited interest in the widely acclaimed Broadway play about America’s “10-dollar founding father.” Along with its resurgence in the public consciousness came a fresh set of questions about the work’s portrayal of American history and Hamilton’s legacy. It is this idea of legacy — and more specifically who defines it — that closes out the show with the finale performance of “Who Lives, Who Dies, Who Tells Your Story?”
It calls back to lyrics from an earlier song during which George Washington tells Hamilton, “You can’t control who lives, who dies, who tells your story.” These themes of control and legacy are not confined to the broader context of American history, but also apply on a personal basis to each one of us. On an individual level, there are plenty of things that seem beyond our control, especially as we navigate life in a time of viral and systemic pandemics. There are tangible steps we can all take to protect our loved ones, provide for the future, and preserve our legacies.
The COVID-19 crisis has made people, especially those in their later years, think more about the importance of establishing their wills and estate plans. As a matter of fact, all of the local estate attorneys we have spoken with are reporting that they have seen an increased demand for their services since the pandemic began.
It is commonplace for many of us to avoid estate planning for a whole host of reasons, including avoidance or procrastination, the belief that it is strictly for older adults or those with lots of money or property, or simply because we don’t know where to start. We can start by writing a will. August was national “Make-A-Will Month,” serving as a reminder that it is never too early to start thinking about estate and legacy planning.
While it is just one of several legal documents you might consider, a will is the centerpiece of any estate plan. Anyone who has personal property should have a will. There are many online resources for writing a will and estate-planning attorneys are increasingly offering remote will-drafting services that make the process quicker and more convenient.
By making a will, you can accomplish the following:
1. Say who will oversee the execution of your estate plan
It is important to appoint an executor or executrix — and ideally a back-up — whom you trust to carry out your wishes. Communicating your decision before you finalize any documents will help you to gauge whether an individual is prepared to take on such a role.
2. Name guardians for your children — and pets
For children or dependents under 18, you can appoint legal guardians. You can also use your will to have a say in who will look after your furry friends if they outlive you.
3. Provide for your loved ones
Making a will allows you to define how your assets will be distributed — and to whom — upon your death. It is especially important to consider that the law states that only spouses or blood relatives can automatically inherit if there is no will. Through your will, you can provide an inheritance not only to immediate family but to step-children and other dependents, your partner if unmarried, and “chosen” family and friends. Articulating your final wishes through your will can also spare your loved ones from having to fill in the blanks during a time of grieving when you are gone.
4. Support your favorite charities
You can use your will to direct bequest gifts to your favorite charitable causes. You have the option to specify a fixed amount, percentage, or asset to transfer to charity upon your death. It is also common to name charities as residuary beneficiaries (to receive remaining assets after all others are divided up among primary beneficiaries) or contingent beneficiaries. Giving through your will is also a simple and straightforward way to define your charitable legacy and make a lasting difference for future generations.
5. Support your community
A growing number of community members are recognizing the importance of keeping their charitable dollars in Central New York as wealth-transfer projections predict unprecedented levels of wealth passing from one generation to the next, much of it leaving the community to heirs living out of town. A study commissioned by the Central New York Community Foundation estimated that if a 5 percent portion of those assets transferring between generations were donated to endowment funds, more than $55 million in grants would be available annually to support our region’s nonprofit organizations. This kind of boost could provide a permanent source of funding for local organizations and causes that will greatly improve the lives of our friends and neighbors.
Estate planning is essential for a very specific reason: without it, decisions about your medical care, property, and final arrangements will be made without your input. The same is true of legacy planning. If “estate” is used to describe all of our tangible possessions, then “legacy” describes all the intangibles we can choose to pass down or pay forward. Everyone leaves a legacy and, in truth, our legacies are defined by how we live. What we do today will impact how we are remembered in the future. We may not be able to control who lives or dies, but we can control who tells our story. We can tell our own story and even help write the epilogue — by passing down our values to children and grandchildren, by sharing our personal and family histories and life lessons, and by leaving meaningful and lasting gifts to loved ones, community, and charity.
Jan Lane is development officer at the Central New York Community Foundation. In her role, she supports charitable planning for individuals, families, and companies, as well as facilitates the foundation’s legacy planning program. Contact Lane at jlane@cnycf.org
OPINION: More Regulations on New York’s Farmers Could Stifle Agriculture Industry Forever
New York farms were among the economic sectors hit hardest by the economic fallout from COVID-19. Demand for supplies dropped dramatically and supply-chain issues completely derailed the marketplace. Considering the already substantial obstacles facing the state’s agriculture industry, it is shocking that New York’s Wage Labor Board is considering, again, lowering the overtime threshold amid
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New York farms were among the economic sectors hit hardest by the economic fallout from COVID-19. Demand for supplies dropped dramatically and supply-chain issues completely derailed the marketplace. Considering the already substantial obstacles facing the state’s agriculture industry, it is shocking that New York’s Wage Labor Board is considering, again, lowering the overtime threshold amid one of the most devastating economic collapses that we have ever seen.
Per the Farm Laborers Fair Labor Practices Act, farm workers are eligible for overtime after working more than 60 hours a week. The Wage Board will make recommendations on lowering this threshold to 40 hours a week by the end of the year. During hearings held recently, farmers testified that if the Wage Board recommends another reduction, New York farms will likely face a level of financial distress they may never be able to overcome.
In order to stay solvent, some of these farms will be forced to lay off employees. This will further inhibit their recovery and put laborers out of work altogether. About 96 percent of farms in New York are family-owned and these farms are already reeling from the pandemic. A State Farm Bureau survey indicated that 43 percent of the state’s farms lost sales during the COVID-19 health crisis — and putting any more pressure on them is ill-advised.
New York’s notorious regulatory environment has already put our state’s farms at a competitive disadvantage. Across the country, the average farm commits 36 percent of its revenue to labor costs. In New York State, farms spend 63 percent of revenue on labor. For these and other reasons, I joined my Assembly Minority Conference colleagues to convey our concerns to Gov. Andrew Cuomo and agency commissioners about the potential damage a rushed Wage Board decision might inflict on family farms.
We are at a point where every facet of our economy stands on unstable ground and faces a prolonged recovery process. We are still unsure of whether or not federal stimulus and emergency funding will be made available, and we are years away from fully understanding the complete picture of COVID’s impact on the agricultural industry.
State agencies and officials should be bending over backwards to protect New York’s farms, not saddling them with more costs. I am calling for a pause on any potential changes to the already burdensome overtime rules in place. Financially harming New York’s farms at this stage might forever cripple our incredible agricultural industry’s contributions to the state and the nation. That is simply unacceptable.
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
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