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Slow, Strategic, Safe: Preparing for a Return to the Workplace
“The worst economy ever,” Federal Reserve Chairman Jerome Powell recently said. Let that sink in for a moment. More than 30 million workers have filed for unemployment benefits in the last six weeks. Emerging data is shedding light on just how dis-equitably the economic pain is being distributed throughout our communities, with many of the […]
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“The worst economy ever,” Federal Reserve Chairman Jerome Powell recently said. Let that sink in for a moment. More than 30 million workers have filed for unemployment benefits in the last six weeks. Emerging data is shedding light on just how dis-equitably the economic pain is being distributed throughout our communities, with many of the hardest- hit industries — health care, hospitality, food service, and retail — being traditional sources of employment for women and minorities.
Not only are we facing a monumental challenge of rebuilding a robust and more resilient economy, but we are also facing the prospect of doing it in an environment where our glaring racial and socio-economic disparities, blatantly obvious before COVID-19, are even more apparent.
No wonder emotions are running high. The pressure to get back to work is real for both employers and employees. So, too, is the pressure to maintain the safety measures and social distancing that has enabled Central New York to emerge as one of the bright spots in New York state with respect to our virus caseloads.
The leadership that our elected and public-health officials have demonstrated, and the cooperation of the business and nonprofit communities has put our region in the enviable position of being one of the first places in the state that will likely be allowed to begin a phased re-opening. This is good news for our employees and our workers, but it also places a tremendous amount of responsibility on us all to get it right.
Gov. Andrew Cuomo was in Syracuse [on April 28] to share details of his plan for re-opening the New York state economy, embracing a region-by-region approach that we have advocated for here. He rightfully emphasized that any return to the workplace and re-opening of businesses will happen slowly and be based on regional analysis that includes a 14-day decline in hospitalization rates, a decrease in the infection rate and the number of positive antibody tests, as well as real-time monitoring of public-health data.
We know that returning employees to the workplace during and after the COVID-19 pandemic won’t be as simple as announcing a re-opening date and resuming business as usual. To support businesses as they navigate this process, we are developing a Re-opening Toolkit of information, resources, and best practices to help businesses ensure the safety of their operations and employees alongside our collective economic recovery. While the details of each employer’s plan to return will inevitably look different, we believe there are many key issues for which you should begin preparing for now, including:
Pre-opening Considerations, including workplace safety, employee policies, communication strategies, and remote-work operations.
Operational Considerations, including facility and physical-space considerations, best-practice protocols for staff and customer interactions, and cleaning and sanitation procedures.
Strategic Considerations, including continuity plans, capital-resource planning, essential-function decisions, and ongoing communication needs.
Together, we will navigate this first step in a long economic recovery through a measured, strategic approach to returning to the workplace, more routine operations, and our daily lives.
Robert M. (Rob) Simpson is president and CEO of CenterState CEO, the primary economic-development organization for Central New York. This viewpoint is drawn and edited from the “CEO Focus” email newsletter that the organization sent to members on April. 30.
The List feature is on hold at this time
The Central New York Business Journal has temporarily put our weekly The List feature on hold for the duration of the statewide coronavirus shutdown. Pausing a popular and longstanding part of our publication was not an easy decision, but is necessary to uphold the quality, completeness, and integrity of information we provide our readers. The
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The Central New York Business Journal has temporarily put our weekly The List feature on hold for the duration of the statewide coronavirus shutdown.
Pausing a popular and longstanding part of our publication was not an easy decision, but is necessary to uphold the quality, completeness, and integrity of information we provide our readers.
The lockdown has disrupted our ability to compile complete lists. Data for most of our lists is collected through surveys sent via email, supplemented with telephone follow-up. With so many organizations temporarily closed, operating at reduced staff levels, or working from remote locations, we are simply unable to reach many of the contacts who normally provide us information.
The current situation also affects the representativeness of data we might be able to collect. We want the information in our lists to show an accurate picture of the organizations listed in terms of size, scope, products/services offered, etc. The results of any survey research are a snapshot in time. Taking a snapshot during this time of COVID-19-related layoffs, facility closures, projects placed on hold, and shifts in operations would provide an extremely atypical and skewed picture of most companies.
We still intend to publish every list on our 2020 editorial calendar. A firm schedule for that can’t be worked out at this uncertain moment. But as soon as the government’s workforce restrictions are lifted, we will resume surveying and produce a timetable for publishing the delayed lists in future issues.
In the meantime, CNYBJ remains committed to providing the business community of our region news and information to help navigate this challenging period
Planning New York’s Financial Future Will Take Transparency
We are beginning to be able to quantify the devastating economic impact of the coronavirus health crisis, and although the numbers may seem scary, there is much we can do to ensure New York endures and, eventually, thrives. New York State is facing a multi-billion-dollar budget deficit over the next several years, with some estimates
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We are beginning to be able to quantify the devastating economic impact of the coronavirus health crisis, and although the numbers may seem scary, there is much we can do to ensure New York endures and, eventually, thrives.
New York State is facing a multi-billion-dollar budget deficit over the next several years, with some estimates projecting as much as a $69 billion shortfall through 2024. This presents a challenge the likes of which we have not seen, and it is one that demands fiscal discipline and community engagement. There must be full transparency and unfettered communication.
Recently, the Public Authorities Control Board (PACB) gave the authority for the state to take on $11 billion in new debt. Although the current economic downturn makes steps like this necessary to meet obligations and keep government functional, there must be greater transparency in any budget actions moving forward. Major budget actions are coming, including likely cuts that will have significant impacts on education, health care, and local governments.
In a letter to Gov. Andrew Cuomo and legislative leaders, I called for common-sense protocols to be put in place and a full public accounting of all state revenue, spending, borrowing and other budget actions be provided to the legislature. These are uncertain times, and the best thing Albany can do is provide clarity, information, and answers — especially on matters of taxpayer dollars.
We have not yet eradicated COVID-19, but New York’s health outlook is promising, as the rate the virus is spreading has slowed and efforts to contain its impact have proven effective. With increased hospital-bed capacity, more data available to government officials, and the public adapting to new, evolved social patterns, it’s time to begin planning for a post-pandemic New York.
The Assembly Minority Conference has laid the groundwork for both short- and long-term measures to right the ship. Done properly, New York will not merely survive the crisis, it will thrive on the other side of it.
The first step to overcoming the economic slowdown is a region-by-region examination of health-care capacity and the needs of the communities impacted. Members of our conference and I have called for a “New York Regional Restart” to immediately assess the viability of bringing parts of New York back online. Reliable, actionable data is available, and we must begin looking at ways to mitigate further, unneeded economic damage.
Gov. Cuomo’s drastic measures to lock down New York State, specifically New York City, have undoubtedly contributed to the slowing of COVID-19. However, large portions of New York look nothing like downstate. Population density and the number of those infected vary widely from region to region. Any future action must take into consideration the nuances of New York state’s varied composition.
It is my sincere hope the governor takes advantage of the many channels of communication and resources available to him, and actively listens to the concerns of local governments, legislators, regional health experts, and the public. Reopening New York is not a partisan issue, and it must be done openly and in collaboration with government and community partners. This needs to be a team effort.
In the interim, individuals and small businesses need immediate help. To that end, the Minority Conference has developed the “Small Business Emergency Recovery Act of 2020,” and the “Jump-Start New York” initiative. We have also called on the federal government to consider the enormous costs to our emergency-service volunteers and farming community. With the legislative groundwork we have laid out, an infusion of federal funding, and a governor willing to listen, we will be in a position to rebuild New York better than ever.
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 or (315) 598-5185.
Reasons for Hope in a Dark Time
We are living in a difficult time. Our country and its communities are deeply polarized; many Americans distrust one another as well as the government and other institutions. The novel coronavirus has deepened our problems in a way none of us imagined. The number of Americans who have contracted the virus has surpassed 1 million.
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We are living in a difficult time. Our country and its communities are deeply polarized; many Americans distrust one another as well as the government and other institutions. The novel coronavirus has deepened our problems in a way none of us imagined.
The number of Americans who have contracted the virus has surpassed 1 million. Tens of thousands have died, and record numbers have lost their jobs. No wonder, then, people are disheartened, even discouraged. This is a stressful and challenging period when we and our representative democracy are being tested.
But there are reasons to be hopeful. Hope is a precious commodity in human endeavors, including government and politics. We need it now as much as ever.
What gives us hope today? First, the United States remains the world’s preeminent power. We may not stand astride the world as we once did, but we are still a global leader. People in other nations look to us for leadership. I have experienced this scores of times, in international meetings where delegates looked to see what the U.S. would do.
The fundamentals of the U.S. economy are strong. After recovering from the 2007-08 recession, we experienced a remarkable period of economic growth. The pandemic has brought a setback, of course, but there is strength and growing vitality in America.
Even with all our problems, a strong strain of optimism is part of the national character. We may not agree about politics, our leaders, or the direction of our country, but dig beneath the surface and most Americans are appreciative of our history and proud to be Americans. They do not want to trade places with the citizens of any other country.
Moreover, Americans are talented and resilient.
I have traveled across this country many times, and I’ve met with countless groups and individuals; and in those meetings I have been repeatedly impressed with the wealth of talented people I’ve encountered. You find them in all walks of life: academia, business, labor, and the worlds of sports, arts, and culture. In unexpected settings, I have met knowledgeable citizens who can argue the finer points of domestic politics and foreign policy.
Energetic discussion and deliberation on issues of public concern is a defining feature of American life. With the internet, all Americans have access to vast amounts of information about topics that interest them, and they use that information skillfully.
Finally, our system of federalism is again showing its strength. In the current public-health crisis, governors and mayors have stepped up to lead. And it’s not just government where this occurs. Individuals and community groups of all kinds, public and private, are meeting our challenges.
Progress is never linear, and the COVID-19 pandemic reminds us that there will always be setbacks. But they will not override our hopes and actions.
Nearly 200 years ago, Tocqueville wrote that Americans had “a lively faith in the perfectibility of man.” That faith may be tested, but it endures.
Lee Hamilton, 89, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at the IU Hamilton Lugar School of Global and International Studies, and professor of practice at the IU O’Neill School of Public and Environmental Affairs. Hamilton, a Democrat, was a member of the U.S. House of Representatives for 34 years (1965-1999), representing a district in south central Indiana.

Pinckney Hugo Group has hired CHELSEA NICOLLI as a senior account manager. She previously was a senior account manager at Pandora in New York City. Nicolli also gained experience in account services and digital marketing at Entrée Health and The New York Times. She has a bachelor’s degree from SUNY Oswego.
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Pinckney Hugo Group has hired CHELSEA NICOLLI as a senior account manager. She previously was a senior account manager at Pandora in New York City. Nicolli also gained experience in account services and digital marketing at Entrée Health and The New York Times. She has a bachelor’s degree from SUNY Oswego.

Mohawk Valley Community College (MVCC) has named SALINA BILLINS director of the Educational Opportunity Program (EOP) within the Student Enrollment Department of the Division of Student Affairs. She will be responsible for the overall administration of the EOP, a state-funded program that provides access, academic support, and financial assistance for students who are educationally and
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Mohawk Valley Community College (MVCC) has named SALINA BILLINS director of the Educational Opportunity Program (EOP) within the Student Enrollment Department of the Division of Student Affairs. She will be responsible for the overall administration of the EOP, a state-funded program that provides access, academic support, and financial assistance for students who are educationally and economically disadvantaged but have the potential to succeed in college. Billins has held several positions at MVCC, starting in 2012 when she was GEAR UP academic specialist. In 2016, she was a completion coach in the Learning Commons, a position she held until 2019 when she was named GEAR UP coordinator. Before coming to MVCC, Billins worked at Kids Oneida, the Utica City School District, and Mohawk Valley Community Action Agency. She earned her master’s degree in science, leadership, and instruction for inclusive classrooms from Utica College in 2008, and her bachelor’s degree in education from the University at Buffalo in 2002.

Delta Engineers, Architects, & Surveyors
MADELINE N. BYRNE has joined the Endwell office of Delta Engineers, Architects, & Surveyors as marketing coordinator in its Business Development Group. She has an associate degree in business administration from SUNY Broome and has a bachelor’s degree in business administration from Binghamton University’s School of Management. Byrne brings two years of previous marketing experience
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MADELINE N. BYRNE has joined the Endwell office of Delta Engineers, Architects, & Surveyors as marketing coordinator in its Business Development Group. She has an associate degree in business administration from SUNY Broome and has a bachelor’s degree in business administration from Binghamton University’s School of Management. Byrne brings two years of previous marketing experience and will be responsible for the development and coordination of local, state, and federal proposals, managing Delta’s social media accounts, assisting with the development of marketing collateral, and developing newsletter content.
CHRISTOPHER S. THOMAS has rejoined Delta’s Endwell office as a project manager in the firm’s Facilities Engineering Group. He has more than 20 years of structural-design experience, as well as project and construction management expertise. Thomas recently returned to Delta after working as a construction project manager at Chase Construction in the Syracuse area. His current responsibilities are focused on project design and management oversight, resource and schedule coordination, client relations, and business development.
JEFFERY M. PALERMO has joined Delta’s Endwell office as an engineer in the firm’s Transportation Engineering Group. He earned a bachelor’s degree in civil engineering from West Virginia University in 2012 and went on to work for the university as a capital construction project engineer for six years. In 2017, he moved back to the Southern Tier and worked as a designer for a local engineering firm. Palermo creates construction documents, drawings, and specifications under the supervision of the project engineer.
RICHARD D. BERNARD has joined the Delta Endwell office as an engineer in its Specialty Precast Group. He graduated from Penn State University in 2015 with a bachelor’s degree in civil engineering. Bernard earned his engineer-in-training title in 2017. His primary assignments are with Delta Precast, where he designs and manages a wide range of projects including precast concrete vaults, foundations, and culverts.
FRANK FALANK, III has joined Delta’s Endwell office as an engineer in the Specialty Precast Group. He has more than 30 years of experience and is responsible for the structural design and detailing of precast concrete and other materials. He also designs and manages a wide range of projects including precast concrete vaults, foundations, and culverts.
KURT J. HAKOLA has joined the Delta Endwell office as an engineer in its Facilities Engineering Structural Group. He earned his bachelor’s degree in structural design and construction engineering from Penn State. Hakola’s primary responsibilities include designing, analyzing, and drafting a range of structural projects for a range of market segments including educational, governmental, residential, and commercial clients and has significant involvement in K-12 projects providing structural design services for a variety of local school districts and municipal structures.
AMANDA C. SCHOLL has joined the Delta Endwell office as an administrative assistant in the Specialty Precast Group. She attended Mohawk Valley Community College, where she received degrees in both psychology and human services. Scholl supports the precast team by performing a variety of database maintenance and data entry tasks. She also serves as a client liaison to assist the team with project startup, close out, and overall coordination.

MICHAEL P. MURRAY is the new chief marketing officer at Tully Rinckey PLLC, an Albany–based law firm that has offices in Syracuse, Binghamton, and eight other cities. He brings more than 20 years of professional-services marketing experience. Prior to joining Tully Rinckey, he served as the director of marketing for Whiteman Osterman & Hanna, a
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MICHAEL P. MURRAY is the new chief marketing officer at Tully Rinckey PLLC, an Albany–based law firm that has offices in Syracuse, Binghamton, and eight other cities. He brings more than 20 years of professional-services marketing experience. Prior to joining Tully Rinckey, he served as the director of marketing for Whiteman Osterman & Hanna, a large Albany–based law firm. Prior to Whiteman Osterman & Hanna, Murray served as marketing manager for BST & Co., CPAs, a large CPA firm based in Albany. He has also previously served as assistant zone marketing manager for State Farm Mutual Insurance Company in Ballston Spa. His diverse background includes advertising, direct marketing, website development, social media and email marketing, business development, proposals, collateral, press releases, and database management. Murray earned an MBA from the College of Saint Rose, and a bachelor’s degree in communications from Seton Hall University.

Onondaga County COVID-19 death toll rises to 60 with 19 previously uncounted nursing-home deaths
SYRACUSE, N.Y. — The death toll from COVID-19 in Onondaga County jumped by nearly 50 percent to 60 on Thursday, after New York State informed

City of Binghamton, UHS, Rheonix team up on same-day COVID-19 testing
BINGHAMTON, N.Y. — The City of Binghamton is working with United Health Services (UHS) and an Ithaca–area business on providing same-day COVID-19 test results. Binghamton
Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.