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Syracuse Community Health Center may close 3 centers without grant renewal
SYRACUSE — Syracuse Community Health Center Inc. (SCHC) and all health centers across New York rely on funding from the federal government “now more than ever” to provide “vital” health care to the communities they serve. That’s according to Leola Rogers, president and CEO of Syracuse Community Health Center. “We cannot continue our mission to […]
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SYRACUSE — Syracuse Community Health Center Inc. (SCHC) and all health centers across New York rely on funding from the federal government “now more than ever” to provide “vital” health care to the communities they serve. That’s according to Leola Rogers, president and CEO of Syracuse Community Health Center.
“We cannot continue our mission to care and provide quality health care to those individuals who may otherwise be excluded from the system without the federal funding currently at risk,” said Rogers.
SCHC is concerned it may have to close three patient centers and lay off health-care workers if a federal grant program isn’t restored.
That’s because a federal-funding program that it depends on expired Sept. 30, and Congressional lawmakers have yet to restore and extend the funding, according to U.S. Senate Minority Leader Charles Schumer (D–N.Y.). The Democrat on Jan. 29 visited the SCHC to hold a news conference to discuss the situation. SCHC’s Rogers also spoke.
Others attending to listen to Schumer’s remarks included representatives from community health centers serving areas that include Cortland, the North Country, Finger Lakes, Northern Oswego County, and the Utica–Rome area.
“You’ve heard all about the budget fights in Washington. One of the main issues we’re fighting for is to fully fund our community health centers. We don’t want to just do it a year at a time,” Schumer told the crowd.
Without the funding, SCHC would be forced to lay off nearly 75 employees, close three health-care delivery sites, and reduce services by $3.8 million, according to Schumer’s office. The organization employs nearly 260 workers and serves as a primary care provider for more than 30,000 people.
About FQHCs
SCHC and similar facilities across Central New York are known as federally qualified health centers (FQHCs), according to information that the New York City–based Community Health Care Association of New York State (CHCANYS) provided at the news conference.
Federally qualified health centers are community-based health-care providers that receive funds from the HRSA health-center program to provide primary-care services in underserved areas, according to the HRSA website.
HRSA, which is short for Health Resources & Services Administration, is an agency of the U.S. Department of Health and Human Services.
Without Congressional action, New York FQHCs could lose up to $166 million in federal funding, which would lead to closures of health-center sites, layoffs of providers and staff, and a loss of access to primary and preventive care for “millions” of New Yorkers.
Federal FQHC funding comes from two sources that include annual discretionary appropriations and the health centers fund, which expired on Sept. 30, 2017, the end of the most recent federal fiscal year, according to the CHCANYS information.
The centers use the funding to sustain health-center operations, including helping to “partially” cover the cost of caring for the uninsured, CHCANYS added.

Chamber Alliance of the Mohawk Valley elects 2018 board officers
NEW HARTFORD — The Chamber Alliance of the Mohawk Valley (CAMV) has announced its new slate of officers for 2018. Dr. Marianne Buttenschon, president of the Marcy Chamber of Commerce, was elected CAMV president, succeeding Ray Durso, executive director of the Genesis Group, who held the post for three years. Michele Smith, representing the Greater
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NEW HARTFORD — The Chamber Alliance of the Mohawk Valley (CAMV) has announced its new slate of officers for 2018.
Dr. Marianne Buttenschon, president of the Marcy Chamber of Commerce, was elected CAMV president, succeeding Ray Durso, executive director of the Genesis Group, who held the post for three years.
Michele Smith, representing the Greater Oneida Chamber of Commerce, was elected first VP after serving as second VP last year.
Scott Mathias, executive director of the New Hartford Chamber of Commerce, was elected to the second VP position.
Jackie Walters, executive director of the Clinton Chamber of Commerce, was elected secretary.
Bill Gray, of the Rome Area Chamber of Commerce, was re-elected as treasurer for another year.
The Chamber Alliance of the Mohawk Valley says it is an association of independent chambers of commerce and organizations that meets monthly for information sharing, mutual support, advocacy, education, and joint planning. Established in 1997, CAMV’s purpose is to represent and promote the collective interest of the chambers of commerce of the Mohawk Valley — the geographic area which includes, but is not limited to, Oneida, Herkimer, Madison, Otsego, Fulton, and Montgomery counties.
About 2,500 Mohawk Valley businesses, organizations, individuals, and professional firms are represented by the alliance chambers and affiliate partner organizations.
Upstate business leaders’ confidence declines in 2017
CEO confidence across upstate New York fell last year from the high level reached in 2016, according to a new survey. The Upstate New York Business Leader Survey, conducted by the Siena (College) Research Institute (SRI) mostly in late 2017, measured CEO confidence at a reading of 97.1 last year, down nearly 7 points from
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CEO confidence across upstate New York fell last year from the high level reached in 2016, according to a new survey.
The Upstate New York Business Leader Survey, conducted by the Siena (College) Research Institute (SRI) mostly in late 2017, measured CEO confidence at a reading of 97.1 last year, down nearly 7 points from 103.8 in 2016 when it rose to its “second highest rate” of the survey, which is now in its 11th year. The breakeven point of the survey is 100 points, representing the level at which optimism and pessimism are balanced.
Overall CEO confidence in Syracuse dipped to a reading of 100.0 in 2017, down 1.4 points from the prior year. Syracuse’s index had the second highest reading of the four upstate regions measured.
“Not that that’s tremendously meaningful, but I think it’s the first time that we’ve seen an exact 100 [in] any region in 11 years [of conducting this survey],” says Donald Levy, director of SRI, who spoke with CNYBJ on Jan. 22.
The current CEO confidence in Syracuse is 96.3, up 8.8 points from last year and one point higher than the Upstate level of 95.2. Future confidence in Syracuse, measured at 103.7, fell by nearly 12 points but remains well above 100. It is almost four points higher than the Upstate number and the second highest of the four regions.
“[An index level of] 103.7 is better than breakeven, but they don’t feel as bullish looking to the 2018 year as they did a year ago,” says Levy.
The Business Council of New York State, Inc. sponsored the survey, which SRI researchers conducted between Oct. 10, 2017 and Jan. 4, 2018.
“This year’s survey shows the dramatic impact specific policies have on upstate business leaders and highlights their ability to recognize the difference between actions in D.C. and those by the state,” Heather Briccetti, president and CEO of the Business Council of New York State, Inc., said in the Siena survey report. “Despite a strong national economy, survey respondents know that upstate is in many ways being left behind. Increased state-level mandates and regulations are clearly having an impact on employers’ outlook and their ability to create jobs, and this survey demonstrates that changes are needed before upstate New York employers will be willing to expand their workforce.”
Siena interviewed a total of 462 CEOs of private, for-profit companies, including 68 in the Syracuse region.
In the Syracuse area, 29 percent of the CEOs work in the service industry, 25 percent in engineering and construction, 21 percent in manufacturing, 9 percent in retail, 9 percent in wholesale, 6 percent in the financial sector, and 1 percent in the food and beverage industry.
Across Upstate, 36 percent of the CEOs interviewed work in the service industry, 17 percent in engineering and construction, 19 percent in manufacturing, 10 percent in retail, 8 percent in wholesale, 6 percent in the financial sector, and 3 percent in the food and beverage industry.
Syracuse CEOs on index questions
The four questions that comprise the index query CEOs on their current assessment of the state’s economy, its impact on CEOs’ industry, their view of the future of the state’s economy, and their industry prospects.
The survey found 29 percent of Syracuse–area CEOs indicating that New York state business conditions have improved over the last six months, 28 percent say that they have worsened, and 43 percent say that conditions are about the same.
Looking forward, 41 percent expect improvement in the state economy, while 34 percent anticipate worsening, and 25 percent expect conditions to remain the same.
While more expect improvement than decline, the findings in this survey are “not as bullish a tone as CEOs expressed a year ago,” SRI said of the Syracuse CEO views.
Within their industry, 22 percent say the conditions have improved and 36 percent expect conditions to get better in 2018. The survey found 31 percent say the conditions have worsened and 36 percent expect conditions to deteriorate in 2018.
CEO expectations/plans for 2018
The survey found 42 percent of Syracuse CEOs expect their revenues to increase this year, down from last year’s 47 percent and below the 49 percent rate across the rest of Upstate. In addition, 16 percent expect to see revenues decrease, up from 11 percent a year ago.
The survey found 42 percent of area business leaders plan to see profits increase, 32 percent expect profitability to remain constant, and 25 percent anticipate a decline. Those figures compare to 39 percent expecting profits to increase, 40 percent anticipating no change, and 21 percent expecting decline in the 2016 survey.
In addition, the survey found 56 percent intend to invest in fixed assets this year, up from 46 percent a year ago.
“Clearly that level of increase, as well as a majority saying that they’re going spend money on assets, clearly displays a level of confidence in the market, as well as commerce that’s going to take place if, indeed, they follow through,” says Levy.
The findings also indicate 35 percent intend to increase their workforce, which is up slightly from 33 percent a year ago. At the same time, 7 percent intend to reduce their workforce, a slight increase from 6 percent a year ago.
Again this year, a majority of CEOs intend to enhance profitability through increasing the demand for their product or service. The survey found 21 percent say that they will enhance profitability through price increases.
“They may have put it off … but at the same time, they may say … it’s time. It’s time to increase prices,” says Levy. “The Syracuse CEOs are prepared to raise their prices at a greater rate than anywhere else across the four Upstate regions.”
Over a third of Syracuse CEOs, 34 percent, say that they will concentrate this year on technology innovation, up from 21 percent a year ago.
Offered a list of potential challenges, over 50 percent say they are concerned with health-care costs (81 percent, down from 82 percent last year), taxation (69 percent, up from 53 percent), and governmental regulation (63 percent, down from 68 percent).
Syracuse–area workforce
Syracuse CEOs offer an overall “mixed assessment” of the local workforce.
The findings indicate that 49 percent rate the local area’s workforce suitability as excellent/good but 48 percent rate it as only fair/poor. Last year, 39 percent of the leaders said excellent/good and 60 percent said fair/poor.
Syracuse CEOs’ rating of workforce suitability is similar to the rating of CEOs across Upstate. Against a backdrop in which almost four in 10 local CEOs intend to hire this year, it is “noteworthy” that across five specific aspects of their assessment of the workforce, majorities of CEOs see each as either a somewhat or very significant problem, the survey report stated.
“Here we see a little bit of a harsher assessment by CEOs of the workforce,” says Levy.
The survey found 70 percent or more see each of three of these issues as “somewhat or very significant” problems. The issues include their work ethic, their ability to express themselves both verbally and in writing, and how technically skilled they are.
CEO assessment of local market
When asked which single industry sector will have the “greatest positive impact on the economic vitality” of Syracuse in the next three to five years, CEOs “overwhelmingly” single out technology.
The survey found 32 percent indicating technology, with education ranked second at 16 percent, followed by the medical sector at 13 percent, and tourism and manufacturing — both at 12 percent.
In answering that same question about the sector most likely to improve their area’s economy, CEOs in the Buffalo, Rochester, and Albany areas cited the medical sector the most often at 29 percent, followed by technology at 24 percent, education at 12 percent, manufacturing at 11 percent, and tourism at 7 percent.
Syracuse CEOs rate local consumer confidence higher than last year, but the reading is the lowest across Upstate. The survey found 44 percent rate consumer confidence as either excellent or good, up from 32 percent a year ago but below the 55 percent across the rest of Upstate.
Similarly, 50 percent rate Syracuse excellent or good as a place where consumers want to live, an increase from last year and eight points lower than the other areas. However, a majority, 69 percent rate the region only fair or poor as an area where businesses can succeed.
“It just seems to be stamped so deeply into the upstate New York DNA that even when we have a breakeven overall confidence, we still have 69 percent … bemoaning the area as a place where it’s hard for a business to be successful,” says Levy.
Still, the findings also indicate a slight improvement on this question as those respondents indicating “poor” are down to 15 percent from 24 percent just a year ago.
The findings also indicate 29 percent give excellent or good grades to the region for local governmental support for business, up from only 19 percent a year ago. Still, 66 percent give local government only a fair or poor grade. At the same time, 89 percent grade the state government as fair or poor in creating a business climate for their companies to succeed.
“Once again, these CEOs’ feeling toward the state government in New York is terrible. There’s no way around that,” says Levy.
On a series of transportation-related issues, 38 percent of Syracuse CEOs rate taxi/car service as excellent/good; 36 percent rate ride-hailing service as excellent/good; and 35 percent rate the overall transportation infrastructure as excellent/good; only 28 percent rate the airline service as excellent/good.

The MOST announces winners for 2018 Robotics Challenge
SYRACUSE — A total of 25 teams turned out Saturday, Jan. 20, for the fourth annual Central New York Regional VEX IQ Robotics Challenge, held at the Museum of Science & Technology (MOST) in Armory Square. The event is organized by the MOST and sponsored by SRC, Best Buy, The Dorothy and Marshall M. Reisman
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SYRACUSE — A total of 25 teams turned out Saturday, Jan. 20, for the fourth annual Central New York Regional VEX IQ Robotics Challenge, held at the Museum of Science & Technology (MOST) in Armory Square.
The event is organized by the MOST and sponsored by SRC, Best Buy, The Dorothy and Marshall M. Reisman Foundation, Berkshire Bank, Lockheed Martin, Syracuse University, NASA, and the Technology Alliance of Central New York, according to a MOST news release.
Winners of the 2018 Robotics Challenge include:
– The Teamwork Champion Award, presented to each of the two teams on the highest-scoring alliance in the Teamwork Challenge finals, was won by FrostByte of Freezing Code Robotics Club from Oswego, and Granville Horde-A, from Granville Junior High School in Granville.
– The Teamwork Second Place Award, for the two teams on the second-highest scoring alliance in the Teamwork Challenge finals, was presented to Granville Horde-C, from Granville Junior High School in Granville, and Gator Robotics A, from Grant Middle School in Syracuse.
– The Excellence Award, presented to a team that exemplifies overall excellence in creating a high-quality VEX IQ robot, was awarded to FrostByte, a team of the Freezing Code Robotics Club from Oswego.
– The Design Award recipient, honored for students’ ability to implement the most effective and efficient robot-design process, was presented to South Onondaga Robotics (A) of Syracuse. Teams that submit detailed engineering notebooks are eligible for this award.
– The STEM Research Project Award, given to the team that makes the most effective STEM research-project presentation, was won by South Onondaga Robotics (B) from Syracuse.
– The Robot Skills Champion Award, presented to the team with the highest combined Programming Skills Challenge and Driving Skills Challenge score, was awarded to FrostByte, a team of the Freezing Code Robotics Club from Oswego.
– The Judges Award, bestowed upon a team the judges determine is deserving of special recognition, was presented to South Onondaga Robotics (A) from Syracuse.
– The Amaze Award, given to the team that builds an “amazing,” high-scoring robot and clearly demonstrates overall quality, was awarded to Granville Horde-D, from Granville Junior High School in Granville.
– The Create Award, presented to the team whose robot design incorporates a creative engineering solution to the design challenges of the season’s game, was awarded to Granville Horde-A, from Granville Junior High School in Granville.
– The Energy Award, given to a team that displays a high level of enthusiasm and passion, was presented to Knight Industries (1), from Lincoln Middle School in Syracuse.
– The Sportsmanship Award, presented to a team that has earned the respect and admiration of the volunteers and other teams, was won by Robotic Brainiacs, from Edward Smith K-8 in Syracuse.
– The Volunteer of the Year Award, given to an event volunteer who demonstrates a commitment and devotion to their community, honored Andy Jordan of Lockheed Martin.
The MOST says it is a science and technology museum for people of all ages, seeking to inspire learning through hands-on education and entertainment. The MOST is regularly open 10 a.m. to 4 p.m. Wednesdays through Sundays. It’s also open on Mondays for holidays and local school vacations.
How to avoid making stupid mistakes
Most mistakes are just plain stupid. “Just wasn’t thinking,” we say. Stupid mistakes aren’t intentional. But the genie is out of the bottle. The damage is done. Sure, we can try to “minimize the damage” by claiming “we’re only human” and dismiss it with “everybody makes mistakes.” Not today. As the news makes clear, there is
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Most mistakes are just plain stupid. “Just wasn’t thinking,” we say. Stupid mistakes aren’t intentional. But the genie is out of the bottle. The damage is done.
Sure, we can try to “minimize the damage” by claiming “we’re only human” and dismiss it with “everybody makes mistakes.” Not today. As the news makes clear, there is no place to hide. Everything is transparent. Both individuals and businesses suffer from the harm caused by stupid mistakes.
So, what do we do about it? Hope for the best? Ride it out? Or, pretend it wasn’t that important? Here’s how to avoid making stupid (and possibly harmful) mistakes.
Stop looking in the mirror
Maybe the troublesome attitude started with the company’s founder. It would not be surprising that someone with King as their first name might have an ego problem. And if you were King C. Gillette of the famed Gillette Company, it might rub off on the entire operation. For nearly a century, others in the shaving-blade business tried to topple Gillette from its throne. It didn’t work, which may have caused the company to believe it was indomitable. If so, it was a stupid mistake.
Then, came the disruptors with little money, but with low prices and home delivery. These interlopers, Harry’s and Dollar Shave Club, were largely ignored, until they nicked the king. Finally, Gillette got in the act with a copycat “club” offering reduced prices and home delivery.
Point: If you keep your face glued to the mirror, all you see is yourself — and that spells trouble.
Face your limitations
The worst fate that can befall anyone is becoming functionally obsolete. It applies to structurally sound and safe bridges with too narrow lane widths and inadequate vertical clearances that fail to meet current traffic demands. When this occurs, a bridge is functionally obsolete. It’s a danger if it isn’t retrofitted or replaced.
It happens to individuals, departments, managers, and organizations, as well. They no longer have the skills, capabilities, and knowledge to handle today’s demands. They’re functionally obsolete and, unintentionally, they make inappropriate decisions and stupid mistakes.
Point: Most of us rely on our past performance as a guide, failing to recognize that it’s inadequate — rendering us functionally obsolete and prone to making stupid mistakes.
Challenge yourself
During a family discussion of current events, the father answered a question quickly and confidently. A few seconds later, his newly minted son-in-law spoke up (politely) with a different answer from his iPhone, shocking the older man because what he thought he knew was wrong.
This is what two researchers call “the illusion of explanatory depth,” which means that we think we know more than we do, which is not only pervasive, but also causes us to draw erroneous conclusions that lead to making stupid mistakes.
We’re often irritated by those who seem to question everything, who burst our little bubbles. They slow things down and create confusion. But before being too critical, realize they may be doing us a favor by nudging us to ask the one question that makes a difference: “How do I know what I think I know?”
Point: Ignorance isn’t bliss; it’s a severe handicap.
Think it through
We all have our own ideas, and because they’re ours, it’s inevitable we become overly invested in them. They’re our “children” and should anyone dare to disagree or fail to warm up to them, we almost instinctively get our back up and get ready for a battle. And that’s when we get off track. Instead of solving problems, we persist in pursuing ill-conceived solutions — and make stupid and unnecessary mistakes.
This is why thinking it through is so critical. In his book, “How to Think,” Alan Jacobs says thinking is “not the decision itself but what goes into the decision, the consideration, the assessment. It’s testing your own responses and weighing the available evidence.”
Then Jacobs adds, “It’s grasping, as best you can and with all available and relevant senses, what is, and it’s also speculating, as carefully and responsibly as you can, about what might be.”
Point: In other words, thinking something through means considering the consequences.
Make it personal
Sales spiels, elevator speeches, presentations, and other messaging often cause unexpected problems. Even though their objective is to help us perform more effectively, they can do just the opposite.
For example, even the most carefully prepared and “polished” presentations can fall short of their goal. While we may think we “aced it,” those listening may think differently. It even happens with presenters on the premier storytelling venue, The Moth. Some are more gripping than others.
Here’s the problem: By putting so much energy into getting the words, tone, gestures and everything else right, we get all wrapped up with what we want to get across. When this happens, we unintentionally build a barrier that separates us from our listeners, readers, or customers.
In his book, “To Sell is Human,” Daniel Pink tells what an Israeli radiologist did to overcome the impersonal nature of his job. He imagined that every scan he looked at was that of his father. “You can borrow from this insight with this simple technique for moving others,” writes Pink. “In every encounter, imagine that the person you’re dealing with is your grandmother.” He calls it the ultimate way to make sure you’re making it personal.
Point: Unless we make it personal, it can end up as a stupid mistake.
All of us make enough mistakes without carrying the extra burden of downright stupid ones that get us in unnecessary trouble. We’re far better off if we know the triggers so we can avoid making stupid mistakes. ν
John Graham of GrahamComm is a marketing and sales strategist-consultant and business writer. He is the creator of “Magnet Marketing,” and publishes a free monthly eBulletin, “No Nonsense Marketing & Sales Ideas.” Contact him at jgraham@grahamcomm.com, (617) 774-9759, or johnrgraham.com

In a robbery, remember, “this isn’t television”
LANSING — The credit union’s security cameras captured the whole thing. The hoodie-wearing robber walks in the door, steps up to the teller, and points a handgun at her. The teller opens her cash drawer and passes the money to the robber. He sets the gun down and adjusts the cash, picks up the gun,
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LANSING — The credit union’s security cameras captured the whole thing.
The hoodie-wearing robber walks in the door, steps up to the teller, and points a handgun at her.
The teller opens her cash drawer and passes the money to the robber. He sets the gun down and adjusts the cash, picks up the gun, and moves to the next teller. She cooperates as well.
Then the robber turns and walks out. As he leaves, another person is entering the branch and steps back as if in surprise.
In just under a minute, the Jan. 17 armed robbery of the Cornell Federal Credit Union branch in Lansing was over and the robber gone.
“It was very impressive,” says Tompkins County Sheriff Kenneth Lansing, speaking of the way the tellers and others in the credit union handled themselves. Lansing says they did what they were supposed to do: “To the best of your ability, cooperate and be as calm as possible.”
“You can’t get macho; this isn’t television,” he adds.
American Bankers Association executive VP James Chessen agrees. “The primary concern is the safety of the customers and the bank employees,” he says.
Chessen explains that frontline bank employees are trained in procedures for robberies. Every new employee gets trained and refresher training takes place periodically. In an area where robberies have been reported, training may occur more frequently, he adds.
Heather Wyson, ABA’s VP of payments and cybersecurity, says banks cooperate on improving security. “We don’t see security as a competitive issue. Members share lessons learned,” she says. “In addition to lessons learned, our members often share recommended practices and help to develop training resources for others to use.”
One way they share is through the ABA Bank Capture program. It allows banks to swap information about robberies and frauds that are targeting banks.
Chessen says such sharing is one factor that has led to a steep decline in the number of bank robberies. FBI statistics show that in 2003 7,465 bank robberies occurred in the U.S. In 2016, the most recent year for which statistics are available, the U.S. experienced 4,251 robberies, according to the FBI. That’s a 43 percent decline in 13 years.
Another factor may be that would-be robbers have noticed that banks aren’t so easy to rob and the proceeds are usually not that great, “usually less than a couple thousand dollars,” Chessen says.
There is also a high probability of getting caught, he says. Government regulations dating to the 1960s require security procedures be in place, including things like cameras of the type that recorded the Lansing robbery.
Law enforcement takes bank robbery very seriously. It’s been a federal crime since 1934 and the FBI, along with Tompkins County Sheriff’s Department, Ithaca Police, Cornell University Police Department, New York State Police and the Tompkins County District Attorney’s Office worked the Lansing robbery.
That resulted in the arrest, just 9 days after the robbery, of 32-year-old Chaio Slater, of Ithaca. He was charged with the Lansing robbery and a December robbery at the Tompkins County Trust Company branch in Ithaca.
While Slater’s case will be handled by the criminal-justice system, the sheriff says that the tellers who followed their training may need counseling or other help. “There are things we never forget,” he says.
Chessen adds that the need for help after a robbery varies greatly. “You don’t know how traumatic it was for a person.”
Expressing his admiration for how the tellers maintained their calm throughout the robbery, observing what they could and following their training, Lansing says, “I’ve had guns stuck in my face and it’s easier said than done.”
Credit unions seek tougher punishment for those who rob without showing a gun
The New York Credit Union Association (NYCUA) is supporting legislation that would step up punishment for certain types of bank robbers. “Presently, there is a dramatically lower penalty imposed on bank robbers who claim to have a weapon but do not physically display one, even though these crimes traumatize both credit union employees and members
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The New York Credit Union Association (NYCUA) is supporting legislation that would step up punishment for certain types of bank robbers. “Presently, there is a dramatically lower penalty imposed on bank robbers who claim to have a weapon but do not physically display one, even though these crimes traumatize both credit union employees and members alike,” said Michael Lieberman, NYCUA VP of governmental affairs
The legislation would increase the penalty for demand-note robberies from a Class D to a Class C felony. That would increase the maximum sentence from seven to 15 years.
Lieberman says the change is necessary because, “these types of robberies are on the rise throughout the state and across the country.”
Citing FBI statistics, he said that in 2016 there were 2,361 cases in which a weapon was threatened or implied, but not actually displayed. By contrast, there were 1,027 cases involving an actual firearm or other weapon.
“So it’s clear the majority of robberies of financial institutions are now done by oral or written demand, and the shockingly high number of incidents exemplifies how criminals are increasingly willing to engage in this conduct without regard for the consequences, because the penalties are so weak that there is little downside to getting caught,” Lieberman said.

The rundown of area banks offering pay raises, bonuses after tax law
Banks that serve Central New York are among many across the country that have announced bonuses, pay raises, and other employee perks in the wake of tax cuts passed by Congress and signed by President Donald Trump in December. The Tax Cut and Jobs Act reduced the top federal corporate tax rate from 35 percent
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Banks that serve Central New York are among many across the country that have announced bonuses, pay raises, and other employee perks in the wake of tax cuts passed by Congress and signed by President Donald Trump in December.
The Tax Cut and Jobs Act reduced the top federal corporate tax rate from 35 percent to 21 percent. That triggered a tsunami of public companies announcing raises and bonuses for employees.
More than 280 companies announced raises, bonuses, increased 401(k) contributions, or, in the case of utilities, rate cuts, following the passage of the legislation, according to Americans for Tax Reform. The Washington, D.C.–based lobbying group said some 3 million American workers are affected by the changes.
Some banks announced their moves in separate statements while others made the news part of their quarterly earnings reports. Many banks noted that the new tax law was costing them money in the short term because the value of certain deferred assets dropped due to the lower tax rates.
“Fourth quarter results were negatively impacted by the newly enacted tax legislation, but a lower corporate tax rate in the future should provide many benefits to M&T,” said Darren J. King, M&T Bank’s executive VP and chief financial officer.
Details of bank pay raises
Several banks headquartered in upstate New York announced their plans to raise pay or offer other employee perks due to the cut in the corporate tax rate.
M&T Bank (NYSE: MTB), which is headquartered in Buffalo and ranks number one in deposit market share in the 16-county Central New York area, said it’s raising wages for hourly paid employees to a range of $14 to $16 per hour. M&T said that the move represented “an investment in employees of $25 million, once fully implemented.” Employees will also be paid for 40 hours of volunteer or employee resource-group activities. Additionally, the bank contributed
$50 million to the M&T Charitable Trust in 2017, up from the average annual donation for the past decade of $18 million.
Cleveland–headquartered KeyCorp (NYSE: KEY), parent of Key Bank, said it will be increasing its minimum wage and increasing its contributions to employees’ retirement accounts. KeyBank ranks second in deposit market share in the 16-county Central New York region.
NBT Bancorp (NASDAQ: NBTB), based in Norwich and the number three bank in deposit market share in Central New York, is increasing starting hourly pay to $15. Also, employees earning less than $50,000 a year will receive permanent raises of 5 percent. That will affect more than 60 percent of bank employees, NBT said.
Tompkins Financial Corp. (NYSE: TMP), the parent of Tompkins Trust Company, headquartered in Ithaca, announced that it is raising its profit sharing to employees to 9 percent of employee annual pay. “We also plan to raise the minimum wage paid by our company to $14 to $15 per hour based on geography and we are committed to increasing compensation for all employees earning less than $18 per hour,” the bank said. It added that the wage hikes will cost more than $1 million.
In addition, Tompkins Financial said it would leverage the benefits of the tax cuts by spending on improvements. “This includes planned investments to modernize our facilities, improve customer-facing technology and expand staff in support of these initiatives.”
New York City–based banks with operations in Central New York also announced pay increases.
JPMorgan Chase (NYSE: JPM) announced a five-year investment that it credited to its current strength and the tax changes, as well as “a more constructive regulatory and business environment.” The changes included raises that will average 10 percent for 22,000 employees and upping community-based philanthropic investments by 40 percent to $1.75 billion over five years.
Bank of America (NYSE: BAC) paid $1,000 bonuses to 145,000 employees following the passage of the tax changes. “We also shared our success with stakeholders through our high level of funding philanthropic initiatives,” CEO Brian Moynihan said in a news release.
Two New England–based banks with branches in Central New York also announced plans to share the benefits of the tax-law changes with employees.
Citizens Bank — a unit of Citizens Financial Group (NYSE: CFG) headquartered in Providence, Rhode Island — said it would pay one-time $1,000 bonuses to 12,500 employees earning below a certain level. It said 70 percent of workers would be affected. The bank also announced a $10 million contribution to its charitable foundation.
Berkshire Bank — a unit of Berkshire Hills Bancorp (NASDAQ: BHLB), headquartered in Massachusetts — announced it is raising its minimum wage to $15 an hour and paying a one-time $1,000 bonus to more than 1,000 employees, in addition to the $500 holiday bonus workers received. The bank is also contributing $2 million to its charitable foundation.
Community Bank Q4 profit more than doubles on one-time tax benefit
DeWITT — Community Bank System, Inc. (NYSE:CBU) reported fourth quarter net income of $72 million, or $1.40 per share, compared with nearly $26.4 million, or 59 cents, in the fourth quarter of 2016. Its fourth-quarter results included $800,000, or 1 cent per share, of acquisition expenses along with an estimated $38 million, or 74 cents per
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DeWITT — Community Bank System, Inc. (NYSE:CBU) reported fourth quarter net income of $72 million, or $1.40 per share, compared with nearly $26.4 million, or 59 cents, in the fourth quarter of 2016.
Its fourth-quarter results included $800,000, or 1 cent per share, of acquisition expenses along with an estimated
$38 million, or 74 cents per share, one-time gain from the revaluation of net deferred tax liabilities related to the Tax Cuts and Jobs Act of 2017, enacted on Dec. 22.
Excluding acquisition expenses and the one-time tax benefit, quarterly earnings per share would have been 67 cents per share, a nearly 10 percent improvement over the same period in 2016.
For all of 2017, Community Bank System reported net income of $150.7 million, or $3.03 per share, up from $103.8 million, or $2.32 a share, in 2016.
Excluding acquisition expenses and the one-time tax benefit, full-year earnings per share were a “record” $2.64, or about 13 percent above the $2.33 per share of operating earnings generated in 2016.
Community Bank System had “another strong quarterly performance” which was “positively impacted” by its Northeast Retirement Services, Inc. (NRS) acquisition completed in February, and from the Merchants Bancshares Inc. (NASDAQ: MBVT) merger which closed in May, Mark Tryniski, president and CEO of Community Bank System, said in the company’s earnings report.
“Both of these high-value transactions have performed above our initial expectations. NRS continued to grow both its top and bottom line performance at a double-digit pace, and the Merchants integration has proceeded smoothly with cost synergies running ahead of plan. Our accelerated operating performance also reflects improvements in core expense management and growth in non-interest income, which contributed to the 10 percent increase in per share results (excluding acquisition expenses and one-time tax benefits) compared with the fourth quarter of 2016. We expect to realize a significant ongoing benefit from the lower federal income tax rate and our businesses are well positioned to continue delivering a high level of operating performance for the benefit of our shareholders,” said Tryniski.
DeWitt–based Community Bank System operates more than 230 bank branches across upstate New York, Northeastern Pennsylvania, Vermont, and Western Massachusetts through its banking subsidiary, Community Bank, N.A.
With assets of over $10.7 billion, the banking company says it is among the country’s 150 largest financial institutions.

New tax law affects NBT earnings
NORWICH, N.Y. — The new federal tax law impacted NBT Bancorp Inc.’s (NASDAQ: NBTB) net-income figures in both the fourth quarter and all of 2017. NBT Bancorp reported net income of $17.6 million in the fourth quarter, down from $19.6 million in the same period a year ago. The parent company of NBT Bank generated
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NORWICH, N.Y. — The new federal tax law impacted NBT Bancorp Inc.’s (NASDAQ: NBTB) net-income figures in both the fourth quarter and all of 2017.
NBT Bancorp reported net income of $17.6 million in the fourth quarter, down from $19.6 million in the same period a year ago. The parent company of NBT Bank generated earnings per share of 40 cents in the fourth quarter, off from 45 cents a share in the prior-year quarter.
NBT’s profit was reduced by taking an estimated $4.4 million, one-time, non-cash charge recorded in the provision for income taxes related to the federal Tax Cuts and Jobs Act of 2017. Without it, NBT Bancorp would have reported net income of $22 million, or 50 cents per share, up about 12 percent compared to the fourth quarter of 2016.
For the full year, NBT Bank reported net income of $82.2 million, or $1.87 per share, up from $78.4 million, or $1.80 a share, during 2016. Without the $4.4 million charge, NBT’s full-year net income would have been $86.6 million, or $1.97 per share, up about 10 percent from 2016.
NBT Bancorp “delivered strong results” in 2017, including “record” net income for the fifth straight year and a new annual earnings per share “record,” John H. Watt, Jr., president and CEO of NBT Bancorp, noted in the banking company’s earnings report. NBT added that the tax law would boost future earnings and allow it to make investments in its workforce, customer offerings, and community organizations.
“Tax reform has created an important opportunity for NBT to invest in our employees, the customer experience and our communities. Allocating resources to permanent wage increases, customer-facing technology and contributions to the organizations that serve our communities is in alignment with the intent of the tax reform act and, most important, it allows us to invest in enhancing our business, ultimately increasing the return to our shareholders,” said Watt.
Norwich–based NBT Bancorp had total assets of $9.1 billion as of Dec. 31, 2017. The banking company primarily operates through NBT Bank, N.A. and through two financial services companies — EPIC Advisors, Inc., a Rochester–based 401(k) plan recordkeeping firm, and Norwich–based NBT-Mang Insurance Agency. NBT Bank has 152 branches in New York, Pennsylvania, Vermont, Massachusetts, New Hampshire, and Maine.
Contact Reinhardt at ereinhardt@cnybj.com
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