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How Working Capital can Help Small Businesses Cover Immediate Costs
Companies of all sizes, across most industries, are experiencing financial hardship as a result of the COVID-19 crisis. With businesses mandated to pause or restructure, owners are facing layoffs, reduced (or depleted) revenue, and potential closure. During this downtime, it’s critical for business owners to make financial viability a top priority so they can position themselves […]
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Companies of all sizes, across most industries, are experiencing financial hardship as a result of the COVID-19 crisis. With businesses mandated to pause or restructure, owners are facing layoffs, reduced (or depleted) revenue, and potential closure.
During this downtime, it’s critical for business owners to make financial viability a top priority so they can position themselves for a return to prosperity. One of the first things they should do is explore funding options to help carry them over in the interim.
The government, banks, and private lenders have stepped up to provide financial assistance to help small-business owners and professionals navigate this uncertain time. However, the SBA’s financial relief loans through the CARES Act have presented challenges to some business owners, such as funding limits, eligibility requirements, and service time. In these cases, business owners can consider a conventional business loan, where incentives like deferred payments can provide borrowers with relief.
An injection of working capital can help business owners do the following.
1. Pay the bills. Even if a business is on pause or staff are working remotely, utility bills, rent or mortgage, taxes, insurance fees and more still need to be paid. Improving cash flow can help owners cover these necessities.
2. Pay employees. In a time of uncertainty, people are relying more than ever on their paychecks and health-care coverage. A loan can cover these costs to ensure employees come back to work once restrictions are lifted. Good employees can be hard to come by, so owners are doing what they can to keep them on payroll.
3. Pay down debt. USA Today reported that the average small-business owner has $195,000 in debt. That’s likely spread out among many creditors, which means juggling multiple balances, interest rates, and due dates. A debt-consolidation loan can combine outstanding debts into one payment, which could potentially save you money in the long term.
4. Invest in the future. Owners should think about the immediate demand for their services once the economy re-opens and how they can come back stronger. Perhaps it’s time to consider new equipment, technology, or marketing. A loan can help owners invest where it makes sense in order to work more efficiently, better serve customers, and drive more revenue.
Unfortunately, the economic shutdown didn’t come with advance warning, and many owners are finding they weren’t properly prepared. All of a sudden, employers and employees are dealing with the financial effects of the pandemic, wondering if — and how — their livelihood will survive. If a business was successful before, then chances are strong that it will eventually recover with some help. By seeking out the right mix of financial solutions today, owners can set themselves up the path toward success.
Chris Panebianco is chief marketing officer at Bankers Healthcare Group, which says it is a provider of financial solutions for licensed health-care practitioners and other highly skilled professionals. Contact Panebianco at chrisp@bhg-inc.com
The Shifting Future of Banking
In this digital age of speed and convenience, bank branches remain valuable to customers. The number of U.S. bank branches has shrunk by more than 3,000 since 2010, yet most customers still regularly rely on physical banks to make deposits, withdraw money, and even pay bills. Branches also provide easy access to banking services, which is
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In this digital age of speed and convenience, bank branches remain valuable to customers. The number of U.S. bank branches has shrunk by more than 3,000 since 2010, yet most customers still regularly rely on physical banks to make deposits, withdraw money, and even pay bills.
Branches also provide easy access to banking services, which is why location and proximity remains the number one attribute for customers in choosing their primary bank, reinforcing the need to maintain bank branches at convenient locations.
These customers want the human connection that branches provide — especially when reaching important financial milestones such as opening their first bank account or seeking a home loan. It is no surprise that live, in-person interactions yield higher customer-satisfaction scores. It is evident that while more Americans are banking online, customers still enjoy the experiences that only physical banks can provide. Relationships like these play a large part in building and maintaining strong banking institutions, satisfied customers, and sustainable communities.
Banking through digital platforms
We believe in implementing an evolving strategy that provides an integrated user experience across digital and physical platforms. Traditionally, customers would visit a branch to open checking and deposit accounts, apply for loans, or open a credit card. That is still an option, however many customers have no problem completing these banking needs online as well. Banks that have not yet implemented technological solutions should first focus on developing digital tools for common banking tasks such as mobile banking, mobile deposit, person-to-person payments, and opening accounts online. Of course, banks should not stop there — consumers are turning to their trusted financial institutions to complete more advanced tasks online: applying for credit, securing loans, and more. Next up on our digital check-list are enhanced online and mobile banking platforms, and new online mortgage prequalification and application tools. All of this will greatly improve our customers’ digital experience and provide them additional channels to bank as they choose.
Over the years, we have all seen banking evolutions. When the ATM was first introduced back in the 80s, it took nearly 20 years for half of all Americans to take advantage of this self-service convenience. Soon after the spike in ATMs, came online banking, which picked up in popularity even faster than its predecessor. Mobile banking is a convenient service with nearly half of our customers ages 18-34 preferring the app for their mobile-banking needs. Mobile banking is not just for the millennial generation either, as there is a rise in Gen Xers and Baby Boomers also seeing the benefits of banking with a mobile app. With an increase in users turning to mobile banking, financial institutions must stay up-to-speed on digital trends and technology as it will be key to attracting and retaining customers. Mobile banking is no longer a digital luxury but a necessity, as consumers have adapted to banking through their smartphones.
With so many facets of banking undergoing change in the digital age, it is crucial for banks to stay ahead of technology trends wherever it makes sense. With this in mind and knowing that consumers desire person-to-person interaction, banks cannot forget to focus attention on their physical branches while investing in technological improvements. It is imperative for banks to complement their brick-and-mortar presence with innovative digital solutions in order to continue to engage and retain customers during this time of digital transformation.
Mark Tryniski is president and CEO of Community Bank, N.A. and its bank holding company, Community Bank System, Inc. (NYSE: CBU).

Visions Federal Credit Union board elects three directors
ENDWELL — The Visions Federal Credit Union board of directors elected three directors at the organization’s 54th annual meeting. The credit union in late March also announced financial-relief programs to help those affected by the coronavirus pandemic. Annual meeting Besides the election of three directors, the board also elected officers and made appointments during a
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ENDWELL — The Visions Federal Credit Union board of directors elected three directors at the organization’s 54th annual meeting.
The credit union in late March also announced financial-relief programs to help those affected by the coronavirus pandemic.
Annual meeting
Besides the election of three directors, the board also elected officers and made appointments during a special reorganization meeting held following the annual meeting.
George Bobinski, James Lewis, and Laurie Schorno were elected to three-year terms on the board. The group also includes Alan Hertel, Joan Lacey, Christopher Marion, Michael Mullen, Mary Robinson, and Kelly Roche. Robinson and Roche were recognized for five years of volunteer service.
At the special reorganization meeting, the board elected executive committee members, including Hertel as chairperson; Marion as vice chairperson; Mullen as treasurer; and Roche as secretary.
The board also appointed supervisory committee members who included Douglas Camin, Frederick Getz, Thomas Knight, Denise Stoughton, Mark Wasser, and Joan Lacey as an alternate.
In addition, Hertel recognized retiring board member Kenneth Kidder, III for his “dedication and commitment” throughout his 23 years of volunteer service.
Coronavirus-relief programs
Visions FCU announced the financial-relief programs because “these times are tough and unprecedented,” Ty Muse, president and CEO of Visions, said.
“We’ve been reading the news like everyone, but we also wanted to listen to our members and employees and figure out how we could help them,” said Muse.
The package includes a 0 percent annual percentage rate emergency loan, with limits ranging from $1,000 to $5,000 and terms up to 12 months.
Visions also announced a “We Care 3-Month Skip-a-Pay” program allowing eligible members to skip three consecutive consumer-loan payments, “penalty-free,” with the program also allowing for some “existing delinquencies.”
“It’s important for us to help those who have already been impacted,” said Muse. “We need to take care of the most vulnerable and also make sure they can get on with their daily lives.”
In addition, Visions said it is offering a 90-day first payment deferral option on new and used auto loans. This deferral program is effective for all auto loans closed on or after March 23.
Established in 1966, the nonprofit Visions Federal Credit Union is owned by its members and serves more than 210,000 members in communities throughout New York, New Jersey, and Pennsylvania.

Rome Hospital Foundation announced over $75K in donations for COVID-19 response
ROME — Rome Hospital Foundation announced it has received more than $75,000 to help with response efforts related to the COVID-19 crisis. Money has come from the following donors and other generous Rome citizens: • ANDRO Computational Services • Griffin Charitable Foundation • Hinman Foundation • Mohawk Valley COVID-19 Response Fund (a joint partnership of the Community Foundation of
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ROME — Rome Hospital Foundation announced it has received more than $75,000 to help with response efforts related to the COVID-19 crisis. Money has come from the following donors and other generous Rome citizens:
• ANDRO Computational Services
• Griffin Charitable Foundation
• Hinman Foundation
• Mohawk Valley COVID-19 Response Fund (a joint partnership of the Community Foundation of Herkimer & Oneida Counties and the United Way of the Valley and Greater Utica Area)
• Rome Community Foundation
• The Shoreline Group Fund
Rome Memorial Hospital says the donations have allowed it to address $50,000 in pandemic-related expenses. The gifts also allowed the hospital to support local businesses through a donor challenge campaign that raised $25,000 for the purchase of gift cards from local restaurants that will be distributed to health-care workers as a symbol of the community’s appreciation for their hard work and dedication.
“Local restaurants forced to close their dining rooms were hard hit by this pandemic. Many of our healthcare workers need a break from the overwhelming presence of the pandemic. Through the gift card challenge we were able to support our local restaurants and give our health care workers a break,” Bob Bojanek of the Shoreline Group Fund, said in a statement.
Rome Hospital Foundation is a separate 501 (c)(3) organization that accepts gifts on behalf of Rome Memorial Hospital and works to fund both present and future equipment and program needs of the hospital.

History from OHA: Yates Castle-Syracuse University’s Very Own Manor
During the 19th century, Cornelius Tyler Longstreet, of Syracuse, became a highly successful businessman making men’s clothing. As a young man, Longstreet apprenticed as a tailor until he was 17 in 1831, then pursued a career as a merchant tailor, making custom-made men’s clothing. Longstreet’s business grew, and for about 10 years, he owned the largest merchant
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During the 19th century, Cornelius Tyler Longstreet, of Syracuse, became a highly successful businessman making men’s clothing. As a young man, Longstreet apprenticed as a tailor until he was 17 in 1831, then pursued a career as a merchant tailor, making custom-made men’s clothing. Longstreet’s business grew, and for about 10 years, he owned the largest merchant tailor business west of New York City. To expand his business even more, Longstreet transferred his business to New York City in 1846, moved it back to Syracuse in 1852, then back to New York City in 1855, to establish his son, Charles, in the business. By this time, Longstreet had amassed a sizable fortune, so he decided to build a majestic estate for his family in Syracuse, between 1852 & 1855.
Notable architect, James Renwick, Jr., was in Syracuse building the First Presbyterian Church at the corner of East Fayette and Salina Streets. Upon its completion in 1852, Renwick contracted with C.T. Longstreet to construct what would become Longstreet’s castle. Renwick had already designed the main building (also known as the castle) for the Smithsonian Institution, and several churches in New York City, including St. Patrick’s Cathedral. Renwick would later design the Corcoran Gallery in Washington, D.C. and the first buildings at Vassar College in Poughkeepsie.
For his castle, Longstreet selected 49 acres on the periphery of Syracuse known as The Highlands (today between Irving and Renwick Avenues, in the vicinity of Weiskotten Hall and the Syracuse VA Medical Center). He paid $27,595 for the land (worth about $860,000 today, or $17,550 per acre). Working together, the two men designed a 24-room Tudor Gothic mansion made from stone.
Maintaining the Gothic style, the castle had towers that rose on both sides of the main entrance. A massive oak door with carved animal heads and leaves opened into a vestibule, which then opened into a narrow hallway. The hallway broadened and led to a grand staircase that led to the second floor and an octagonal area known as the rotunda. The first floor accommodated a small reception hall, a library, two parlors, a dining room, as well as the butler’s pantry and kitchen in the back. The kitchen included an immense fireplace, covering almost the entire wall, and a brick oven. Servants’ quarters also were created in the back of the house, along with a separate staircase that allowed the servants to enter and exit without disturbing family members or houseguests. The second-floor plan mimicked the first-floor plan, adding to the house’s strength and stability. Because construction pre-dated steel reinforcement, heavy stone walls, measuring 13” to 24” thick, reinforced the construction. The floors were doubled with cavities that were filled with sand and quick lime to preserve the wood and to deaden sounds.
Carpenters, masons, decorators, and woodcarvers spent three years creating an opulent interior for the Longstreet family. The walls and ceilings were frescoed, each with its own design. The dining-room ceiling was decorated with ornamental plaster shaped in fruit, vegetable, and floral patterns. Decorating just the dining room cost $10,000 (over $310,000 in today’s dollars). Windows were hand-painted with floral and landscape designs. Fireplaces were crafted from white marble quarried from Carrara, Italy that included carved mantles. Longstreet paid between $170,000 & $200,000 (worth $5.2 million and $6.2 million today) to lavishly decorate his castle.
The grounds were beautifully landscaped as well, some of the first professionally landscaped property in Syracuse. Extensive flower gardens yielded abundant colors and aromas. The estate also included stables, an ice house, a barn, a gatehouse, bridges, as well as two cisterns.
Cornelius Longstreet named his new mansion, Renwick Castle, in honor of the architect. However, it appears that Longstreet did not spend too much time enjoying his new opulent home. Between 1855 & 1862, he spent much of his time in New York City, assisting his son, Charles, with becoming a partner in the clothing business. Longstreet returned to Syracuse in 1862 due to ill health and found that living in a castle was not all that he and Mrs. Longstreet thought it would be. The local weather caused the roof to leak and the house’s Gothic style did not emit enough light. Also, the distance was too great between the castle and local businesses, shops, and the Longstreets’ associates and friends. The family felt isolated from the rest of the community and began to resent their new mansion. Longstreet began to refer to his new castle as Longstreet’s Folly.
Longstreet soon advertised that he wanted to sell the castle and he was approached by Alonzo C. Yates. Like Longstreet, Yates was in the clothing business, and he and his young wife owned a fine home on James Street, then the social center of Syracuse. Yates’ house was large but he wanted an even bigger house to fit his rising economic stature. Starting with just $800 in capital to establish his business, Yates had accumulated more than $1 million by the 1860s. Longstreet wanted more bustle and commotion; Yates wanted more serenity. So, the two men struck a deal in April 1867 and switched houses, with Yates paying Longstreet an additional $30,000.
Yates’ wealth surpassed Longstreet’s and he had no trouble getting people to come to him. He redecorated the castle and its grounds with further opulence. Yates and his first wife, Anna, held balls and large-scale parties attended by dozens of guests. His reputation for lavish entertainment grew in size and recognition. But the entertainment soon ended. Alonzo and Anna divorced in 1869; she went to New York, and their two children, Lillian and Cornelia, went to boarding school. Yates secluded himself for about two years before shocking local socialites by marrying his children’s governess, Sarah Quinlan, in 1871. They had three children, Alonzo, Jr., Inez, and Mabelle. Locals thought that the extravagant parties would soon return to the estate now known as Yates Castle, but Alonzo, Sr. and Sarah led a much quieter life without much pomp and circumstance. Alonzo C. Yates died on Oct. 11, 1880, at age of 53. His will was immediately contested by his first wife, Anna, for three years. In April 1883, Yates’ second wife, Sarah, was declared the beneficiary of the estate, with money set aside in trust for her children.
However, the money gained by the elder Yates’ wife and children proved too much to handle, especially by Alonzo C. (Lonnie) Yates, Jr. Caught up in his new wealth, Lonnie persuaded his mother to reinvigorate the mansion with elegant parties and extravagant spending. Lonnie also spent his fair share of the estate money on high living in Europe. After marrying his cousin from Milwaukee, the young newlyweds continued to spend his inheritance at the castle and abroad with careless abandon.
After years of opulent living, Lonnie Yates’ profligate spending forced him to sell the castle’s luxurious contents at public auction in October 1898. Bargain-hunters swarmed the mansion looking for good buys. Outside, curious citizens took dozens of photographs, trying to capture the lavishness represented by the castle for the past 30 years, as well as the demise of the once grand mansion.

That December, leaving Yates Castle and other family-owned property in the hands of a trustee, Lonnie and Sarah Yates sailed for Nice, France. Lonnie died in Nice only about one month later at age 26 from heart failure. Sarah Yates stayed in Nice until her death in 1911.
For two years, the castle was empty, home only to rodents, bats, and owls. The grounds became overgrown with weeds and underbrush. Then A. Lincoln Travis decided to rent the castle from the Yates family for a classical preparatory boarding school. Classes for boys and girls were held at the castle, which also housed the girls; the boys were housed about one block away. From 1900 to 1906, Yates Castle was known as the Syracuse Classical School. During their tenure at the castle school, Travis and his wife attempted to restore the old mansion and its grounds. They made repairs to the deteriorating building, and Mrs. Travis, an artist, reconditioned some of the frescoes.
It was during the occupancy of the Syracuse Classical School that Syracuse University began to discuss establishing a college to train teachers at the castle. In November 1905, the university purchased the mansion and its property from Sarah Yates and her daughter for an undisclosed sum. The property was valued at $75,000 (about $2.1 million in today’s money). At the time of the sale, the out buildings required extensive rehabilitation and the university vowed to make the necessary repairs. In 53 years, the original 49 acres had dwindled to 14 acres after the Yates family sold 35 acres between Irving and Renwick Avenues. After Margaret Olivia Slocum Sage made a sizeable donation of $50,000 in 1909 (about $1.4 million today) to renovate the house, the teachers college was named in her honor. The Syracuse University Teachers College remained in the castle for the next 28 years until the university moved the School of Journalism into the mansion, displacing the teachers college, which administrators moved to another site on campus.
The Syracuse University School of Journalism’s first dean, M. Lyle Spencer, announced in 1934 that Yates Castle would simply be known as The Castle, eliminating any family association. Journalism School students became known as Kastle Kids and studied in the mansion. The Journalism School was among the first to establish separate departments, and by 1964, had eight departments: advertising, graphic arts, magazine, newspaper, publishing, public relations, radio & television, and the graduate program. Syracuse University was the first to establish a program in religious journalism. It also was the first to focus on illiteracy through the effort of Robert S. Laubach, son of Dr. Frank C. Laubach, who founded Laubach Literacy International in 1955. When Robert came to study at Syracuse University in the early 1950s, he developed a new course, titled, Learning for New Literates, which he then began to teach in the Journalism School. He also founded the Literacy Journalism program, and taught educators from at least forty countries to write literacy material for new readers. Ruth Colvin, another Syracuse University graduate, and honorary degree recipient, founded Literacy Volunteers of America. In 2002, Laubach Literacy International and Literacy Volunteers of America merged to form ProLiteracy in Syracuse.
Once Syracuse University purchased the Yates Castle estate in 1905, the university periodically made statements about the mansion’s future existence and possible demise. As early as 1926, the university declared that the castle was in the direct path of its medical college’s expansion plans for the estate grounds and imminent progress would soon be the castle’s demise. Concerned alumni groups protested, its destruction was delayed for several years, and the old mansion continued to hold classes, along with various other lectures, programs, dances, and events.
But the inevitable expansion of the medical college onto the castle’s grounds triggered the university to begin demolishing some of the estate features, beginning with a stone bridge in April 1938. Using dynamite charges, workmen quickly and efficiently eradicated the 80-plus year-old bridge. That June, wreckers tore down the stone gatehouse. By August, the university had completed another phase of its medical college expansion and decided to keep a portion of the estate’s stone wall that ran in front of the new building. The demolition resumed in 1944 with the stables and carriage house along Irving Avenue being razed for another medical college building.
In June 1949, SUNY trustees voted to establish an upstate medical center at Syracuse University as part of a $200 million expanded SUNY medical system. Syracuse competed with Albany, Binghamton, and Buffalo to acquire the new medical center. When Syracuse leaders traveled to New York City to convince SUNY trustees to choose Syracuse, they cited the opportunity for physical expansion; $20 million for new construction was allocated for the new facility. One of the first steps in developing an upstate medical center was for Syracuse University to transfer its medical college to New York State. On March 21, 1950, the New York State Senate voted to allow Syracuse University to transfer title of ownership of its medical college property to New York State; Gov. Thomas Dewey subsequently signed the bill authorizing the transfer, and on June 26, 1950, New York State officially owned the medical center and property.
In January 1953, New York State officials announced a $5.4 million building expansion of the medical center, consisting of a new four-story addition that would be contiguous to the existing complex. This new addition would be constructed on the site of Yates Castle, still the home of the Journalism School. New York State would reimburse Syracuse University for the value of Yates Castle through a State Court of Claims. A few Syracuse University alumni, as well as a Princeton University professor, tried to save the historic landmark. In a letter written in April 1953 by Dr. Donald Egbert, professor of art and archaeology at Princeton to Syracuse University’s chancellor and trustees, he stated that “outsiders trained in the history of architecture regard Yates Castle as a most important monument in our architectural heritage.” But their efforts were in vain; razing the castle was looming. However, before the castle’s demolition, Journalism School students and their guests hosted a farewell dance party at Yates Castle on April 25, 1953. Not since the castle’s heyday was there such grandeur inside the old building. About 150 attendees, some dressed in “period” clothing, were met at the Irving Avenue entrance and transported to the castle in a surrey to commemorate its life and forthcoming end. The castle’s interior was decorated with bright yellow streamers and lanterns, and guests danced through rooms and hallways as Carl Silfer and his orchestra played from an upper balcony. The festive occasion also commemorated the fiftieth anniversary of the university’s newspaper, The Daily Orange.
It took another year for Yates Castle to finally fall in April 1954 due to the time required to relocate the Journalism School to another campus location and to negotiate the price for the castle. On Monday, April 12, 1954, workers from Bielec Wrecking & Lumber Company completely demolished the beloved century-old landmark in a few short weeks. Originally asking for a reimbursement price of $300,000 in 1953, Syracuse University administrators settled for $169,000 (valued at about $1.6 million today) in 1956 for the castle, a stone wall, and a walk.
Today, just a couple of vestiges of Yates Castle remain: a piece of stone turret stored at Upstate Medical University, a section of stone wall that runs along Irving Avenue, a table in Weiskotten Hall that was fashioned from a black walnut tree that grew on the estate, as well as two Orange Osage trees standing in front of Weiskotten Hall that also grew on the estate.
Thomas Hunter is the curator of collections at the Onondaga Historical Association (OHA) (www.cnyhistory.org), located at 321 Montgomery St. in Syracuse.
New York State Farmers Need Our Help
Though the COVID-19 virus has taken a horrific toll on our state, our disciplined adoption of social-distancing practices has prevented even worse outcomes. Public-health experts were hopeful that a rigorous commitment to social distancing could prevent an onslaught of cases from completely overwhelming the emergency capacity of our health system. They were right. While we
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Though the COVID-19 virus has taken a horrific toll on our state, our disciplined adoption of social-distancing practices has prevented even worse outcomes. Public-health experts were hopeful that a rigorous commitment to social distancing could prevent an onslaught of cases from completely overwhelming the emergency capacity of our health system. They were right. While we continue to pray with heavy hearts for those who have been taken from us by the virus, we know that our collective mitigation efforts have saved lives.
These efforts also came with a cost. New Yorkers across the state are suffering great economic hardship, especially our dedicated farm families. With restaurants closing, consumers struggling, and our economy at a standstill, our farmers are facing declining demand for their products and vanishing revenues on their balance sheets.
Recently, my colleagues and I sent a letter to President Trump, Senator Schumer, and key administration officials seeking immediate relief for New York farmers. We asked them to ensure that farmers are eligible for key provisions of the federal stimulus package, including Economic Injury Disaster Loans. We sought a greater share of the state funding allocated in the CARES Act, and we petitioned the federal government to reimburse New York State for any revenue loss triggered by actions we take to provide farmers with financial relief. Most importantly, we called for an additional economic-stimulus allocation that makes targeted investments in our agriculture industry.
My colleagues and I have also released an aggressive relief plan for the agricultural sector at the state level, and we pushed our proposal in a letter sent to Gov. Andrew Cuomo and legislative leaders. Our plan would roll back misguided labor mandates and costly regulations that made our farm families vulnerable even before this crisis. Our plan pauses costly DMV registration requirements, waives tolls, hauling permits, and highway fees for vehicles transporting agricultural products.
The plan also expands the Milk Producers Security Fund. We’re also asking state government to direct new federal aid to farm-relief efforts spearheaded by the Cornell Cooperative Extension and to make new investments in rural broadband accessibility.
Our family farms have built their operations on a bedrock of hard work, tireless dedication, and family traditions. They are the cornerstone of our regional economy. State and federal governments must prioritize relief for our agricultural sector. If you’re able, please support our farmers by purchasing fresh, local products the next time you make a trip to the grocery store.
Brian M. Kolb (R,I,C–Canandaigua) represents the 131st Assembly District, which encompasses all of Ontario County and parts of Seneca County. Contact him at kolbb@nyassembly.gov
The Toughest Decisions in American Foreign Policy
The toughest issue in foreign policy is when, where and how to intervene in the affairs of other countries — and when to walk away. Given America’s role as a global leader, the question arises for U.S. leaders again and again. We tend to think first of military intervention, but there are multiple ways to
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The toughest issue in foreign policy is when, where and how to intervene in the affairs of other countries — and when to walk away. Given America’s role as a global leader, the question arises for U.S. leaders again and again.
We tend to think first of military intervention, but there are multiple ways to intervene, including political, diplomatic, and economic interventions. Almost every such decision is hard and consequential.
An initial decision, often slighted, is what are the American interests? Then, what are our objectives, and how do those objectives serve the national interest? Also, what resources are required, and are the benefits worth the costs? What are the possible consequences, including unanticipated consequences?
To complicate matters, these decisions cannot be made in isolation. When the United States intervenes, it affects our relationships with allies and adversaries. With our great military and economic power, it’s often tempting to take a damn-the-torpedoes, full-speed-ahead attitude. But that approach is premature and often mistaken. Those figurative torpedoes can do real damage, and have large consequences — some predictable, some not.
In analyzing the case for and against intervention, I’ve often asked myself if I would be willing to pay the price that our military and other personnel might pay. Would I be willing to sacrifice my life or risk being wounded for our objectives? In that context, the decision can be agonizing.
There is a tendency by decision makers in the national-security establishment to suggest that they know best when and how to intervene, implying that the rest of us should simply defer to them. And it sometimes seems the American people have grown to take these intervention decisions for granted. We’ve been at war in Afghanistan for 18 ½ years, the longest war in our history. The second Iraq War was another one of our longest, as is our fight against terrorism.
Conflicts have been so frequent and extended that we often accept the heavy costs without much deliberation.
In Afghanistan, we invaded after 9/11 and quickly overthrew the Taliban. But the mission evolved to include creating democracy, propping up the government, supporting the military, even nation-building. That war has thus far cost the United States over $700 billion, more than 2,000 lost lives, and over 20,000 casualties.
So, projections about how wars will play out can miss the mark. Wars can last longer than expected and lead to unanticipated commitments.
Paying attention to public attitudes toward intervention is important, but this can be trickier than it seems. Initially, the American public will usually support decisions by their leaders to intervene abroad. But political support often fades as the costs of war drag on.
The Vietnam War is a classic example. Remembered today as misguided and unpopular, the war had strong support for several years. But that changed as casualties mounted, military operations stalled, and prominent figures, such as Sen. William Fulbright of Arkansas, questioned U.S. policy. I was in Congress at the time, and, almost month by month, you could see support for the war declining.
Americans began to see that spending money on the war left much less for other priorities. During Vietnam, they thought of all the resources that could have gone to health care, education, and other needs, if not for the war. Many asked policy makers the questions that I posed at the start of this column. What were our objectives in Vietnam? What U.S. interests were being served? What were the costs in lives and money?
So, when we make these decisions to intervene, our leaders need to justify their decisions, explain the vital interests at stake, and be forthcoming about the objectives, the costs, and risks. These decisions have heavy and costly consequences, and they should be made with the greatest care, deliberation, and transparency.
Lee Hamilton, 89, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at 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.

JOSEPH CICCI has started as CEO of Javelin Strategic Consultants, LLC. The firm primarily delivers executive-level assistance to smaller businesses that may not have the personnel, capacity, or funding to have these positions filled in-house. Cicci previously worked at Case Supply as executive VP for the last 30 years. Cicci executes business development through the
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JOSEPH CICCI has started as CEO of Javelin Strategic Consultants, LLC. The firm primarily delivers executive-level assistance to smaller businesses that may not have the personnel, capacity, or funding to have these positions filled in-house. Cicci previously worked at Case Supply as executive VP for the last 30 years. Cicci executes business development through the unique perspective of buyer and seller and generates revenue through strategic alliances. He is a relationship-focused partner and manager who strives for process improvement through team collaboration. Career highlights include securing an exclusive vendor agreement with Home Depot and incrementally adjusting prices to achieve highest margin in category in 56 locations with more than $5 million in revenue. He created a large portfolio of university-area properties/student housing with no out-of-pocket expenses, generating a multimillion-dollar portfolio sale to Unidwell, a division of Davis Marcus Partners, LLC. Cicci has been appointed to several positions, including Society of Industry Leaders through Guidepoint Global, Onondaga County Executive Board, Syracuse Mets AAA baseball team Advisory Committee, Embassy Group, LTD Officer, Syracuse University Connective Corridor, and Near West Side Initiative. He also managed a multi-location distribution company with more than $20.7 million in annual sales and 125 direct reports. Cicci holds a bachelor’s degree in political science and history from Hobart & William Smith Colleges.

KEVIN DRUMM, president of SUNY Broome Community College, has been appointed co-chair of the Southern Tier Regional Economic Development Council (STREDC). Drumm joins Judy McKinney Cherry, executive director of the Schuyler County Partnership for Economic Development (SCOPED), as council co-chairs. Drumm succeeds Binghamton University President Harvey Stenger, who had served in the role since 2013.
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KEVIN DRUMM, president of SUNY Broome Community College, has been appointed co-chair of the Southern Tier Regional Economic Development Council (STREDC). Drumm joins Judy McKinney Cherry, executive director of the Schuyler County Partnership for Economic Development (SCOPED), as council co-chairs. Drumm succeeds Binghamton University President Harvey Stenger, who had served in the role since 2013. The STREDC is “working to grow the economy” in the eight-county Southern Tier region that includes Broome, Tioga, Chenango, Delaware, Chemung, Schuyler, Steuben, and Tompkins counties.

SUNY Polytechnic Institute (SUNY Poly) has appointed MARK MONTGOMERY as its chief diversity officer to deploy strategic and sustained approaches for the institution’s students, faculty, and staff. He is scheduled to join SUNY Poly July 1, in advance of the class of 2024’s orientation. This will also allow him to fulfill his current role at
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SUNY Polytechnic Institute (SUNY Poly) has appointed MARK MONTGOMERY as its chief diversity officer to deploy strategic and sustained approaches for the institution’s students, faculty, and staff. He is scheduled to join SUNY Poly July 1, in advance of the class of 2024’s orientation. This will also allow him to fulfill his current role at Mohawk Valley Community College (MVCC), where he currently serves as dean of the School of Public and Human Services. Montgomery earned his associate degree in human services from MVCC. In 2000, he received a bachelor’s degree in psychology from SUNY Poly. Montgomery continued his education at the University of New England in Biddeford, Maine, where he earned a master’s degree in education with a focus in academic motivation, specifically related to inmates. He received his Ph.D. in education in February 2014, focusing on how systemic influences impact student motivation and performance. In 2015, Montgomery began providing workshops in elementary schools and high schools to train teachers, administrators, and others to motivate students across cultural lines. He was nominated for the SUNY Chancellor’s Award in 2009 for excellence in service and in 2015 received the Outstanding Community Service Award from the Mohawk Valley Frontiers. A survivor of sarcoidosis, a pulmonary disease, Montgomery, along with his wife, Lisa, founded, “Joseph’s Experience,” a nonprofit which supports children who suffer from diseases, including cancer and leukemia. In 2017, he was named the Friend of Children of the year for his efforts serving these children. In August of that year, he finished a bicycle ride through all 62 counties in New York state in honor of those who suffer. In 2019, he biked across the Edmond Pettus Bridge in Selma, Alabama, to honor his parents and African American history. Most recently, in 2019, he received the NYS Commendation for lasting contribution to community.
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