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Boyce starts as new branch manager for SBA Syracuse district office
SYRACUSE — The U.S. Small Business Administration (SBA) has announced a third member of the leadership team for the Syracuse district, which covers a 34-county area of upstate New York, The SBA on April 6 said that Jeffrey Boyce is serving as its new branch manager for the SBA Syracuse district office. He joins SBA […]
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SYRACUSE — The U.S. Small Business Administration (SBA) has announced a third member of the leadership team for the Syracuse district, which covers a 34-county area of upstate New York,
The SBA on April 6 said that Jeffrey Boyce is serving as its new branch manager for the SBA Syracuse district office.
He joins SBA District Director Bernard J. Paprocki and Deputy District Director Dan Rickman on the district’s leadership team.
Boyce is assuming the duties that Rickman previously handled before becoming deputy district director, Matthew Coleman, SBA regional communications director, tells CNYBJ.
Boyce was sworn into his new federal service position on March 16 at the SBA Syracuse district office, located on Harrison Street.
“We are happy to welcome Jeffrey Boyce to the SBA Syracuse district office team during this vital time,” Paprocki said. “Jeff will be one of our agency’s main points of contact for the small-business community. His strong leadership qualities and familiarity with upstate New York and its main streets will assist small businesses in their COVID-19 recovery.”
As branch manager, Boyce will help manage parts of the district’s coverage areas, including the Capital Region, Hudson Valley, North Country, and Southern Tier. He will collaborate with public and private-sector agencies, organizations, and individuals to promote SBA capital-access programs in addition to other SBA federal resources that assist small-business owners and entrepreneurs.
These responsibilities include the SBA’s contracting and small-business counseling services, in addition to providing financial aid through the “Coronavirus Aid, Relief, and. Economic Security (CARES) Act.”
About Boyce
Boyce is a New York native with “extensive experience” in economic development, the SBA said. Most recently, he served as director of economic development at the SUNY Research Foundation, leading programs including SUNY’s systemwide START-UP NY tax-free zone program.
The initiative launched “hundreds” of small-business partnerships with SUNY’s 64 campuses, “creating new jobs, investment and experiential learning opportunities for students.”
Boyce also previously worked for Empire State Development (ESD) in roles that included director of ESD’s division for small business, assistant deputy commissioner for manufacturing services, and deputy commissioner for small business services. In these roles, he was responsible for overseeing small-business financial and technical assistance delivery to New York firms, manufacturing efficiency grants, early-stage equity investments in Empire State high-tech firms, commercial loan interest-rate subsidies, and workforce-development grants, the SBA said.
Boyce began his career as senior staff assistant to the Monroe County Executive, supporting the management of a county government with more than 5,000 employees and a budget of nearly $1 billion. He then went on to help create and lead the Governor’s Office of Regulatory Reform, directing a team that implemented regulatory and permitting reforms “that saved New York more than $500 million,” according to the SBA.
Boyce holds a bachelor’s degree in political science from SUNY Geneseo and a Master of Public Administration (MPA) degree from the Rockefeller College of Public Affairs and Policy at SUNY Albany.
Boyce and his wife, Deborah, reside in Albany with their two daughters.

State streamlines the MWBE certification process
ALBANY — Interested New York business owners can now apply for any MWBE (minority and women-owned business enterprise) certification programs in New York using one website and one common application. Gov. Andrew Cuomo earlier this year directed Empire State Development’s Division of Minority and Women’s Business Development to establish a statewide integrated MWBE application portal.
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ALBANY — Interested New York business owners can now apply for any MWBE (minority and women-owned business enterprise) certification programs in New York using one website and one common application.
Gov. Andrew Cuomo earlier this year directed Empire State Development’s Division of Minority and Women’s Business Development to establish a statewide integrated MWBE application portal.
The portal will also provide applicants with direct assistance from program staff in order to make the process of completing the application “as accessible as possible.”
Cuomo also announced additional improvements to the MWBE certification process.
They include extending MWBE certifications from three years to five years; expanding the Division of Minority and Women’s Business Development’s internal resources and working with external stakeholders to “streamline and reduce” the time associated with the application review process; and releasing updated information and guidance that explains the certification process and providing increased technical assistance to applicants as they navigate the certification process.
Recent history
In 2011, the governor set a goal of utilizing MWBEs for 20 percent of state contracting. Two years later, that goal was surpassed — and in 2014, Cuomo raised the goal to 30 percent. The MWBE utilization reached 29 percent during fiscal year 2018-2019, “the highest recorded rate” in New York and the “highest MWBE utilization rate in the country,” per Cuomo’s 2020 State of the State report.
That year, contracts worth about $3 billion were awarded to minority or women-owned businesses.
During Cuomo’s tenure, more than $15.9 billion in state contracting dollars have been awarded to MWBEs and more than 7,900 MWBEs have been certified. Additionally, in July 2019, Cuomo signed legislation reauthorizing New York’s MWBE program, extending the program for an additional five years until 2024.
A number of different entities within New York State currently operate MWBE programs. They include New York State, New York City, Erie County, the Port Authority of New York and New Jersey, the New York State 53 Chapter of Women’s Business Enterprise National Council, and the New York/New Jersey Minority Supplier Development Council. Each entity has its own individualized application and certification requirements.
In order to be competitive for government contracts, many minority and women owned businesses “find it necessary” to seek multiple certifications, a process that is often “very time consuming” and involves submitting similar information to several different entities, the state contends. This process serves as a “barrier” for too many minority and women-owned businesses that are seeking to contract with government entities in New York state.
“In order to tackle this problem,” Cuomo directed Empire State Development’s Division of Minority and Women’s Business Development to establish the statewide integrated MWBE application portal.

Laci’s Tapas Bar temporarily closes due to coronavirus restrictions
SYRACUSE — Laura Serway, owner of Laci’s Tapas Bar at 304 Hawley Ave. in Syracuse, says she has every intention of reopening the restaurant when the current coronavirus restrictions are lifted. A note on the restaurant’s website says that as of Thursday, March 26, Laci’s is “closed until further notice.” “At this time, continuing to
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SYRACUSE — Laura Serway, owner of Laci’s Tapas Bar at 304 Hawley Ave. in Syracuse, says she has every intention of reopening the restaurant when the current coronavirus restrictions are lifted.
A note on the restaurant’s website says that as of Thursday, March 26, Laci’s is “closed until further notice.”
“At this time, continuing to keep Laci’s open has become unsustainable,” Serway wrote in the letter.
When asked in an interview if she considers the closure temporary, she replies emphatically, “Absolutely. As soon as we’re told that we can re-open, we will get ready and we’ll re-open. We won’t be able to do [it] the same day because everything is [freshly] made, so it takes a lot of [preparation] … once we’re given the go-ahead,” says Serway, who spoke with CNYBJ on April 6.
Serway had to lay off 30 of her workers during the temporary closure. The group was a combination of full-time and part-time employees. About one-third of her employees are full-time workers. A lot of her part-time workers also work another full-time job, she notes.
Laci’s Tapas Bar had attempted to continue operating as a carryout-only restaurant after Gov. Cuomo ordered all dine-in restaurants to close on March 16. But 10 days later, Serway decided that closing fully was the best move for her staff. In the restaurant business, she notes, the employees are closely interacting with a lot of people. Even though they sanitized pens and clipboards and took other precautions, the employees still faced risks each time they walked to somebody’s vehicle to bring them food. And the customers were at risk as well.
“So there’s a safety issue there and that’s for my team and for other people as well. That was my main reason,” Serway says.
She also notes that the restaurant couldn’t generate enough revenue operating as a carryout-only eatery to cover its expenses. “What’s the sense of staying open?,” Serway asks. “It’s got to make economic sense.”
Serway says she became “very fearful” when she became aware of Gov. Cuomo’s executive order to close restaurants and bars. She worried about her employees and worried about other restaurateurs in the area, wondering if some local establishments will ever be able to reopen when the time comes.
In the meantime, Serway says she’s using the extra time to work on projects in her home and at the restaurant that she hasn’t been able to focus on.
“It’s very weird being at home at night because I’m used to being at the restaurant,” she says.

Upstate Minority Economic Alliance to use AEI funding for training
The training is an activity that “we definitely look forward to resuming, particularly in light of the AEI funding” when UMEA is able to do so, says Me’Shae Rolling, UMEA’s interim executive director, who spoke with CNYBJ on April 3. Founded in 2017, the AEI is comprised of a group of 24 community leaders from
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The training is an activity that “we definitely look forward to resuming, particularly in light of the AEI funding” when UMEA is able to do so, says Me’Shae Rolling, UMEA’s interim executive director, who spoke with CNYBJ on April 3.
Founded in 2017, the AEI is comprised of a group of 24 community leaders from the five counties of Central New York who represent the region’s diversity of government, business, and academia and work to address economic opportunities and challenges identified by the community. Onondaga County administers the initiative with funding from the state, including more than $16 million to support projects in Round 2.
On its website, UMEA is described as Central New York’s “first and only” minority chamber of commerce. UMEA says its mission is “harnessing the economic power of the minority community for the benefit of the Upstate and Central New York region.”
Staying safe, watchful
As the coronavirus pandemic continues, Rolling says she wants UMEA members to “stay safe and healthy” and to watch for any resources that can help when companies return to full operation.
“Let’s keep our eyes and ears peeled for all of the resources [that’ll be available],” she adds.
Rolling mentioned the U.S. Small Business Administration’s (SBA) Paycheck Protection Program (PPP) and the Economic Injury Disaster Loan Emergency Advance program as the “two biggest ones.” The PPP is a forgivable SBA-backed loan that helps small businesses keep their workforce employed during the coronavirus pandemic. The Economic Injury Disaster Loan Emergency Advance program will provide up to $10,000 of economic relief to businesses that are currently “experiencing temporary difficulties,” per the SBA website.
About UMEA
UMEA was first introduced at the 2015 annual meeting of CenterState CEO. A group of local business leaders felt the community had a need for a minority chamber of commerce to address the needs of the business owners and entrepreneurs of color in the region.
UMEA is an organizational partner of CenterState CEO. Robert Simpson, president and CEO of CenterState CEO, is one of UMEA’s founders and sits on its board. UMEA has an office inside CenterState CEO, which provides a lot of support services for UMEA, according to Rolling. She describes the partnership as “supportive and collaborative.”
Calvin Corriders, regional president of Pathfinder Bank’s Syracuse market, serves as the UMEA board president. Besides her role as interim executive director of UMEA, Rolling is also the local franchise owner of EventPrep, Inc.
”It was also not lost on them that minority businesses contribute significantly to the economy. They have tremendous buying power,” she says.
UMEA currently has about 100 dues-paying members and the figure is “growing,” according to Rolling. She also notes that UMEA’s reach and touches are “actually 700 strong,” referencing Facebook followers, EventBrite records, sign-in sheets from meetings, and attendance sheets from events.
UMEA has members in the Binghamton area, along with stakeholders from Albany and Rochester. It recently had a meeting with Tony Gaddy, the president of NYS Black Chamber of Commerce to discuss the synergies between the two organizations.
“We are an inclusive organization and quite frankly, there are Caucasian businesses who are members of UMEA,” she adds.
Other activities
During 2019, UMEA held its community meetings at Syracuse University’s Nancy Cantor Warehouse on West Fayette Street. Prior to the COVID-19 pandemic shutdowns, UMEA was getting set to host the first of its strategic networking events to “provide value” to its members in the “places and spaces” of UMEA board members. The first had been scheduled for the end of March at the Syracuse Educational Opportunity Center (SUNY EOC). Tim Penix, vice president of SUNY EOC, also serves as a UMEA board member.
Earlier this year, UMEA used community-development block grant (CDBG) funding from the City of Syracuse to allow its members and those in the construction trade to participate in the construction company growth-accelerator program.
It was a six-week session that continued between Jan. 9 and Feb. 13, which Rolling described as a “key” program of the first quarter.
The members participated free of charge in partnership with the Syracuse Builders Exchange.
Rolling also noted that UMEA had subsequently secured the instructors to translate the entire series in Spanish in a day-long session on March 14 as the coronavirus situation was starting to impact a lot of elements of society. The graduation ceremony for both cohorts was to occur at the inaugural strategic networking event March 26, which was also postponed.
Your post-pandemic marketing plan should start with an environmental scan
The world in which your business will operate after the coronavirus pandemic will be much changed from the one that existed when you prepared your last marketing plan. When things return to something close to normal and you prepare to do business post-crisis, you will need to adjust or completely redo a marketing plan that
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The world in which your business will operate after the coronavirus pandemic will be much changed from the one that existed when you prepared your last marketing plan.
When things return to something close to normal and you prepare to do business post-crisis, you will need to adjust or completely redo a marketing plan that was based on market facts and assumptions that no longer apply. One of the first steps you should take in revisiting that plan is to conduct a fresh environmental scan of the new business landscape in your industry and markets.
An environmental scan is an assessment of the external economic, competitive, technological, social, and legal/regulatory forces that influence the performance of your business.
If you’ve ever conducted a strengths, weaknesses, opportunities, and threats (SWOT) analysis, you’ll recognize those environmental factors as the sources of both the opportunities and the threats facing your business.
Ideally, your organization already regularly does some environmental scanning, either formally or informally, as you plan out marketing initiatives each year. If not, there will never be a more urgent time for you to start.
You won’t be able to gather meaningful data for much of your environmental scan until the crisis has ended, or is near the end, but now is a perfect time to start thinking about what you will need to know to adjust and succeed under all the various “new normals.” of the near future.
What follows are just a few examples of the kinds of questions you might explore and some suggestions on how and where you can find answers.
Economic. After only a few weeks, the economic impact of the coronavirus pandemic has already been sharp, severe, and in some industries catastrophic. Nobody knows for certain how long the hardship will continue, how deep the bottom will sink, or how permanent the economic damage will be. Most businesspeople will anxiously monitor the economy throughout the coming months.
Just following the news on a day-to-day basis will provide you with a steady stream of general economic news (perhaps more than you want to be exposed to). For more in-depth analysis, the federal and state governments provide a wealth of free geography- and industry-specific tracking data on unemployment rates, wage trends, and any number of other important economic indicators. Some online resources I find particularly useful for these types of data are the websites for the New York State Department of Labor (www.labor.ny.gov), the U.S. Bureau of Labor Statistics (www.bls.gov), and the U.S. Bureau of Economic Analysis (www.bea.gov).
Competitive. Unfortunately, many businesses will not survive the prolonged closures and resulting economic downturn caused by this public-health emergency. Others have shifted the focus of their operations to adapt. The end result in many industries will be a different competitive landscape with some firms gone, some weakened or changed, or perhaps even new players entering the segment. You will need to get a sense of this new competitive set and reassess you company’s position within it.
Your salesforce and other frontline employees can be great resources here as they are out in the market, regularly interacting with customers or vendors, and collecting information about the competitive environment in the process. Regular professional networking is also a good way to learn news about competitors through the grapevine.
Technological. One frequently discussed byproduct of the pandemic is how it caused a boom in the use of collaborative technologies like Zoom. Some experts believe that this sudden, widespread technology adoption will lead to a permanent increase of employees working from home, even after social-distancing restrictions are lifted. That’s just one example of the new reality leading to a technological transformation.
This is a good time to take stock of technologies that exist that could change the way you deliver your offerings and interact with your customers. You could start by engaging an IT consultant or your existing IT staff to provide an inventory of the technologies available, an assessment of what makes sense for your operations, and what it would take for you to transition to them.
Social. The impact of the COVID-19 pandemic on our societal fabric is an enormous, multi-faceted dynamic that may take years, or even decades to play out. In the short-term, social effects will likely manifest themselves as shifts in consumer tastes and preferences. Will people be reluctant to attend concerts, sporting events, or theme parks even after the virus is brought under control? Will their expectations of the health-care system change? Will they desire more or less automation in everyday transactions? These are just a few of the countless questions that come to mind regarding consumer trends in the post-crisis world.
This is an area where an independent market-research consultant would be extremely useful, if it is within your budget. Such firms are better equipped to conduct the often complex, in-depth research required to identify and quantify emerging consumer attitudes. They are more objective as well, increasing the likelihood that the information you get in the end is unbiased. If research on that scale is outside your budget, syndicated secondary data offered by services like Nielsen or Statista can provide valuable insights for a relatively low cost.
Legal/Regulatory. The most dramatic and immediate public policy responses to the virus, the social-distancing measures affecting the workforce and daily operations of essential and nonessential businesses alike, are already being felt in New York state. These may grow stricter as the number of COVID-19 cases and deaths increase. Beyond that, it seems likely that there will be new laws and regulations to address problems caused or exposed by the pandemic, which could impact sectors like health care, insurance, retail, and “gig economy” operations, just to name a few.
The resources to track legal and regulatory developments will vary, but in general, the trade organizations/publications in your industry are a good place to begin. Business advocacy is a mission of many chambers of commerce, and they can often provide information on new or potential legislation that might impact businesses in your local area. And as always, it is never a bad idea to contact your elected officials regularly about issues that will affect you.
The post-pandemic business landscape is going to be challenging and filled with uncertainty. The marketers that survive and thrive in it will be those who take the time to thoroughly take stock of the new environment and adapt their plans accordingly.
Vance Marriner is research director at The Central New York Business Journal and a part-time instructor of marketing at SUNY Oswego’s School of Business.
New York State Budget Fails the People
“We have the power, but do they have the will? It’s time for the legislature to regain its mojo.” I said those words about three years ago. I was trying to inspire some urgency in my colleagues on both sides of the aisle to do what our constituents elected us to do — promote reform
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“We have the power, but do they have the will? It’s time for the legislature to regain its mojo.”
I said those words about three years ago. I was trying to inspire some urgency in my colleagues on both sides of the aisle to do what our constituents elected us to do — promote reform efforts and provide vigorous oversight of an executive that was stepping all over us.
Democrats in the legislature never did quite find their mojo. They certainly didn’t have it [last week when approving the new state budget]. Rather than make difficult choices during a budget process complicated by nosediving revenue and a public-health emergency, Democrats in the Senate and Assembly avoided accountability and handed Gov. Andrew Cuomo unprecedented power over the state’s finances. This budget gives the governor the power to claw back aid to schools, local governments, and health-care programs with minimal legislative oversight. What kind of representative wants to punt their ability to fight for funding for the most important organizations in their communities?
The Democrats settled the governor’s political scores for him by passing a provision that would pave the way for the elimination of most of the state’s third parties. They made sure that the governor’s Hollywood donors got a return on their investment by passing hundreds of millions of dollars in corporate welfare for film producers. They didn’t forget about themselves completely. They also authorized $100 million in taxpayer funding for political campaigns.
What they did forget about was the fact that millions of New Yorkers across the state are dealing with an unprecedented crisis. Now was not the time to cut funding for health-care programs. Now was not the time to cut funding that helps seniors afford prescription drugs. Now was not the time to block a Republican amendment that would’ve provided small businesses teetering on the edge of solvency with hundreds of millions of dollars in grants, tax credits, and zero-interest loans.
I voted against this budget. Not only was it crafted in secret, but it also failed to provide us with a sound fiscal plan for facing the unprecedented crisis that’s upon us. Until Democrats in Albany realize that they’re a co-equal branch of government, until they realize that their constituents deserve transparency, and until they treat taxpayers with respect, we’ll continue to get the same results.
There is some good news. In November, every single New Yorker will get a chance to decide if this is the kind of government they want.
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 Challenges to U.S. World Leadership
The U.S. has been the world’s leader for decades in promoting democracy, political liberalization, free trade, and collective security. For the most part, Americans support that role, but many are wondering about its costs, and are growing ambivalent about our global engagement. We have sometimes acted unilaterally, but by and large over the decades, we
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The U.S. has been the world’s leader for decades in promoting democracy, political liberalization, free trade, and collective security. For the most part, Americans support that role, but many are wondering about its costs, and are growing ambivalent about our global engagement.
We have sometimes acted unilaterally, but by and large over the decades, we have shown a preference for working with other like-minded countries to achieve our common goals.
We have certainly been in the forefront in support of multinational institutions dedicated to global security, including the United Nations, NATO, and the World Trade Organization.
Our global leadership is apparent in science, technology, and education. We invest heavily in these areas. We award the most doctoral degrees and have renowned universities, which are centers of research and attract many of the world’s finest students. Our millennial generation is the best educated in the country’s history, with 40 percent earning college degrees.
But our leadership has always faced challenges. Many of us remember the Cold War and our leadership in the fight to stop the spread of communism, which lasted 50 years. Today we’ve entered a new phase of domestic challenges, among them, an aging population, a shrinking middle class, political dysfunction, rising income inequality, a tattered social safety net — all seem to threaten our future.
In addition, we face foreign-policy challenges from rising powers like China, hostile actors like Russia, and rogue states like Iran and North Korea. They contest our primacy by building up their militaries, opposing our interests, intruding in other countries’ affairs, and developing nuclear capabilities.
Even our allies provide challenges. Our European friends have undertaken greater economic and political integration, moved away from a close embrace of the U.S., turned to former communist states in Eastern and Central Europe, adopted a common currency, and taken steps toward joint military forces.
There are natural challenges too, like climate change. Rising sea levels could displace millions of Americans from coastal areas, and alter the character of geographic regions. Much of our population is in the path of hurricanes and increasingly frequent tropical storms.
Many of us wonder how to respond to these various and formidable challenges. We value our nation’s identity as a premier economic, financial, and military power, but see the U.S. becoming less influential and less respected, as China, Russia, North Korea and others emerge to dispute our leadership. We want to avoid confrontation, but do not want to be pushed around either.
In this uncertain and dangerous world, we favor strengthening our national defense and wonder whether we should reduce our international engagement and let other counties step up to their own problems.
With his slogan of “America First,” President Donald Trump has steered the U.S. toward a more unilateral approach to these challenges. His approach creates doubts about our leadership, with many of our allies seeing us as less reliable than we once were. If that perception grows, the strength and effectiveness of our global leadership will diminish.
My point is that as the Chinese and Russian models of authoritarian leadership and centralized economies emerge, we must put aside our doubts, embrace our traditional values and leadership role, and let the world know that U.S. global leadership is back.
If we do, the world will be a safer and better place.
Lee Hamilton, 88, 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.
Mohawk Valley Community College
Mohawk Valley Community College has made the following new appointments, employee title changes, and promotions as approved by the board of trustees at its March 16 meeting. ALYSSA DEVINE was appointed instructor in the School of STEM after serving as an adjunct instructor and professional tutor at the college since 2019. Prior to those positions,
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Mohawk Valley Community College has made the following new appointments, employee title changes, and promotions as approved by the board of trustees at its March 16 meeting. ALYSSA DEVINE was appointed instructor in the School of STEM after serving as an adjunct instructor and professional tutor at the college since 2019. Prior to those positions, Devine was an ophthalmic assistant at CNY Eye Physicians and Surgeons, and chief medical scribe and emergency room medical scribe at PhysAssist Scribes, both in Utica. She holds a master’s degree in physiology and biophysics from Georgetown University and a bachelor’s degree in cellular neuroscience/pre-med from Colgate University. KYLE HAWKINS was transitioned to the grant-funded position of coordinator of workforce development in the Advanced Institute for Manufacturing (AIM), and will be responsible for meeting regional workforce-development needs by coordinating the development and delivery of educational programs. He previously worked as a vocational rehabilitation counselor for the New York State Education Department in Utica and at the Massachusetts Commission for the Blind in Boston; an employment-services specialist at The Arc; a teacher assistant/child-care worker at The House of the Good Shepherd; and a tutor in Catholic Charities’ Refugee Program. Hawkins holds a master’s degree in rehabilitation counseling and a bachelor’s degree in sociology, both from the University at Buffalo. GINA HAYDUK was appointed to the grant-funded position of government contracting coordinator for the Small Business Development Center (SBDC). As such, she will be head coordinator to the Procurement Assistance Program for the NY SBDC, assisting clients with understanding of the procurement process, identifying state and federal contract opportunities, and applying for certifications. She also will plan, implement, and teach training sessions for advisors statewide and maintain liaisons with resource partners, external organizations, and individuals. Her previous experience includes serving as project manager at Mountain LTD in Clinton; various positions at RJE Telecom in Clinton, including ROW administrator; and various positions at Verizon Communications in Utica and Syracuse, including area night manager and local maintenance manager. She holds a master’s degree in business administration from Rensselaer Polytechnic Institute and a bachelor’s degree in electrical engineering from Clarkson University. In recognition of his many years of outstanding service to the college, PAUL KATCHMAR was named administrator emeritus. MICHAEL KUCZYNSKI was appointed instructor in the School of STEM. He previously taught at Truman State University in Missouri as an assistant professor and at Michigan State University as a visiting instructor. Kuczynski holds a Ph.D. in zoology, ecology, evolutionary biology, and behavior from Michigan State University and a bachelor’s degree in ecology, evolution, and behavior from the University of Minnesota. MATTHEW MALLOY was transitioned to the grant-funded position of coordinator of workforce development in the Advanced Institute for Manufacturing (AIM), and will be responsible for meeting regional workforce development needs by coordinating the development and delivery of educational programs. He has served the college as an adjunct welding instructor since 2010 while concurrently working as a machinist and mechanic at M&M Contracting in Ilion. Malloy also has worked as a heavy equipment operator for the Herkimer County Highway Department and a CNC set up and operator at Remington Arms. He holds a bachelor’s degree in business administration and technology management from Alfred State College and an associate degree in welding technology from MVCC. MARY JANE PARRY was transitioned to interim executive director of information technology, and will serve as the college’s chief technology officer, responsible for maintaining the college’s Information Technology Plan. Parry has been with the college since 1993, most recently as programmer analyst since 2013. She previously held various positions, including financial-systems accountant, financial aid accountant, and principal account clerk. Parry holds a bachelor’s degree in business, management, and economics from Empire State College and associate degrees in data processing, programming, and systems and business management, both from MVCC. She also holds a CompTIA Security+ certification. JENNIFER SCHULER, who has been with the college since 2011, has transitioned to technical assistant in the School of Business and Hospitality, providing specialized technical assistance to professional or administrative staff in hospitality or in the general supervision of student activities or events. Prior to this position, she served the college as an adjunct instructor, Escoffier Club co-advisor, professional tutor, and clerk and order manager. Before Schuler joined the college, she was a Wilton Method Cake Decorating Instructor. She holds a bachelor’s degree in culinary arts from New England Culinary Institute and an associate degree in culinary arts management from MVCC. PATRICIA WASHINGTON was transitioned to the grant-funded position of coordinator of re-entry at the college’s Education Outreach Center, and will be responsible for coordinating support and educational services and activities to assist post-release returning citizens and offenders transitioning back into the community. She also will facilitate case-management activities, including referrals to community-based agencies, employment preparation, and housing; monitor staff; maintain accurate statistical records; and prepare fiscal and quarterly reports. Washington previously served the college as an adjunct faculty member, and a prison and jail education coordinator. Washington also has worked as an adjunct counselor at Onondaga Community College, and a cultural competency trainer and health care integrator at The House of the Good Shepherd. She holds a master’s degree in criminal justice from Grand Canyon University, a bachelor’s degree in criminal justice from SUNY Polytechnic University, and an associate degree in criminal justice from Herkimer County Community College.

JON MCSHERRY, counsel, has joined Barclay Damon’s Corporate, Tax, and Trusts & Estates practice areas. His primary office location is in Syracuse. McSherry focuses on estate and Medicaid planning, trusts and estates administration, business-succession planning, and tax law. He assists clients with all aspects of trusts and estates, including planning, document drafting and execution, trust
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JON MCSHERRY, counsel, has joined Barclay Damon’s Corporate, Tax, and Trusts & Estates practice areas. His primary office location is in Syracuse. McSherry focuses on estate and Medicaid planning, trusts and estates administration, business-succession planning, and tax law. He assists clients with all aspects of trusts and estates, including planning, document drafting and execution, trust funding, administration, accounting and settlement, and Surrogate’s Court litigation. McSherry also advises on business planning, including entity formation, drafting and reviewing corporate documents, succession planning, and business sales. He helps individual and business clients resolve NYS and federal tax liabilities. In addition to being an attorney, McSherry is a certified public accountant.

JOHN P. SIDD, a prominent corporate and commercial real estate attorney, has joined Hancock Estabrook, LLP as a partner. He will be joining Hancock Estabrook’s corporate and real estate departments, concentrating his practice on business law, commercial real estate, and economic development matters. Sidd represents clients in all aspects of their businesses, ranging from daily
Become a Central New York Business Journal subscriber and get immediate access to all of our subscriber-only content and much more.
Click here to purchase a paywall bypass link for this article.
JOHN P. SIDD, a prominent corporate and commercial real estate attorney, has joined Hancock Estabrook, LLP as a partner. He will be joining Hancock Estabrook’s corporate and real estate departments, concentrating his practice on business law, commercial real estate, and economic development matters. Sidd represents clients in all aspects of their businesses, ranging from daily operations that include contract preparation and negotiations to succession planning and mergers and acquisitions. In addition, he represents New York State economic-development entities, including industrial development agencies and land banks. Sidd also serves as general counsel to the New York Land Bank Association and the Greater Syracuse Land Bank.
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