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 […]
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.
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
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 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
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
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.
KEVIN DRUMM, president of SUNY Broome Community College, has been appointedco-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
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.
CHRIS FORSTER, associate professor of English at Syracuse University, recently received the prestigious New Directions Fellowship from the Andrew W. Mellon Foundation. He is the first Syracuse University faculty member to receive this award, which allows faculty members in the humanities and humanistic social sciences to pursue training outside their own areas of special interest.
CHRIS FORSTER, associate professor of English at Syracuse University, recently received the prestigious New Directions Fellowship from the Andrew W. Mellon Foundation. He is the first Syracuse University faculty member to receive this award, which allows faculty members in the humanities and humanistic social sciences to pursue training outside their own areas of special interest. The program seeks to enable humanities scholars to delve deeply into problems that interest them the most. The $149,000 award will allow Forster to broaden his skills as a computer programmer and translate that knowledge to his work with digital humanities. Digital humanities is an emerging field that involves using computational tools for the analysis of humanities disciplines such as history, art, philosophy, and literature. Under the Mellon New Directions Fellowship, Forster will master software and programming languages, which will allow him to better develop arguments about texts from a statistical perspective. By extending his skills as a computer programmer, Forster will be able to enter emerging debates about how large text databases are reshaping the understanding of literature and its history. He will apply this first-hand technical knowledge with his students in the new Digital Humanities Integrated Learning Major (ILM). The ILM, which Forster helped to develop (and which he currently directs), allows students to creatively, critically, and ethically explore the impact of digital technology.
MARGARET DRUGOVICH, Hartwick College president, has been elected vice chair of the Commission on Independent Colleges and Universities (CICU). The CICU held the election during a recent organizational board meeting, which also included the election of a new board chair and seven trustees. The vice-chair position has a one-year term, but the CICU board has
MARGARET DRUGOVICH, Hartwick College president, has been elected vice chair of the Commission on Independent Colleges and Universities (CICU). The CICU held the election during a recent organizational board meeting, which also included the election of a new board chair and seven trustees. The vice-chair position has a one-year term, but the CICU board has the option to renew the term. Drugovich takes over after serving as CICU treasurer and chair of its finance and administrative committee. She succeeds Adelphi University President Chris Riordan, who was named the CICU’s new board chair. As vice chair, Drugovich is a member of the CICU executive committee and works with the chair to provide “oversight, guidance, and policy direction” for the organization, which says it serves as the “collective voice” for private, nonprofit higher education in New York state. She will preside over all CICU board meetings in the absence of the board chair.
Here are some recent tweets that came across the @cnybj Twitter feed, offering small business, COVID-19, HR, and career tips. IRS Small Biz @IRSsmallbizAre you concerned about your staff? The new #IRS employee retention credit can help qualified tax-exempt organizations keep employees on their payroll. See if you qualify: https://go.usa.gov/xvYqa #COVIDreliefIRS Small Business Expo @SmallBizExpo5
Here are some recent tweets that came across the @cnybj Twitter feed, offering small business, COVID-19, HR, and career tips.
IRS Small Biz @IRSsmallbiz Are you concerned about your staff? The new #IRS employee retention credit can help qualified tax-exempt organizations keep employees on their payroll. See if you qualify: https://go.usa.gov/xvYqa #COVIDreliefIRS
Small Business Expo @SmallBizExpo 5 Prime Examples of How Companies Can Give Back to Their Communities http://twib.in/l/ELL9qrRdpKn7
U.S. Chamber @USChamber NEW: We are launching a nationwide Save Small Business Initiative to help #smallbiz owners who are fighting to keep their workers employed and their dreams alive. Join us: http://uschamber.com/savesmallbusiness
Pink Spaghetti @PinkSpag_Jayne Are you trying to work from home and juggle the kids while they are off school? Then this is the article is for you. http://ow.ly/cp6v50z7sBZ #entrepreneur #smallbusiness #smallbiz
Mark C. Crowley @MarkCCrowley When this COVID mess is over & all managers are assessed the grading scale will have profoundly changed. This time the criteria won’t be numbers or productivity. Instead, top managers will be those who employees felt were deeply caring, empathetic & courageous.
IRS @IRSnews ALERT: #IRS will not call to request any personal or financial information for you to get an economic impact payment. If you get such a call — HANG UP. See official updates at http://irs.gov/coronavirus
Amy Letke @integrityhrinc Essential or non-essential? Figuring out the role of your business can help your #HR department optimize their policies and procedures during the coming weeks and months: https://bit.ly/3bmp3q6 #COVID19
AIHR Academy @AnalyticsinHR 5 Ways our Work will Change within 10 years: https://buff.ly/2VoYWbG
Engagedly @engagedlyInc 6 #PerformanceReview Tips For A Smooth Review Process #HR http://ow.ly/PiKZ30qyxkl
Workday @Workday The ability to respond to external market shifts is critical in times of crisis. The #CFO can keep the workforce engaged and drive meaningful change with these five best practices: https://bit.ly/3elSbQD
Hannah Morgan @careersherpa Advice from a recruiter…How Hiring Happens During the Coronavirus Pandemic by @ed_han on @JobHuntOrg: https://buff.ly/2yoi8P6
Jay Yarid @JayYarid The #futureofwork is here and impacting workers and students in new ways. See how innovative technology solutions can help via @_HRTechnologist. #innovation #career https://bit.ly/2ypkuxa
BINGHAMTON, N.Y. — Broome County on Thursday afternoon reported three more deaths from COVID-19, bringing the county’s total to 15. “Sadly we have three additional
Get our email updates
Stay up-to-date on the companies, people and issues that impact businesses in Syracuse, Central New York and beyond.
