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Tompkins Financial Q2 profit rises almost 19 percent
ITHACA — Tompkins Financial Corp. (NYSE: TMP) reported net income of $13.1 million in the second quarter, up nearly 19 percent from $11 million in the year-ago period. Diluted earnings per share totaled 87 cents in this year’s second quarter, up 16 percent from 75 cents in the second quarter of 2013. This represents the […]
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ITHACA — Tompkins Financial Corp. (NYSE: TMP) reported net income of $13.1 million in the second quarter, up nearly 19 percent from $11 million in the year-ago period.
Diluted earnings per share totaled 87 cents in this year’s second quarter, up 16 percent from 75 cents in the second quarter of 2013. This represents the best second quarter in company history, Tompkins Financial said in an earnings news release issued July 25.
The Ithaca–based banking company reported net income of $25.6 million in the first half of 2014, up nearly 14 percent from $22.5 million reported in the first six months of 2013. Diluted earnings per share rose 11 percent to $1.72 in this year’s first half from $1.55 a share in the same period last year.
“We are very pleased with the earnings growth for both quarter and year to date periods,” Stephen S. Romaine, president and CEO, said in the release. “Growth in loans, securities, and core deposits contributed to improvement in net interest income. Meanwhile, a low level of net charge-offs and reductions in nonperforming asset levels resulted in a modest provision expense for the quarter.”
Tompkins Financial produced net interest income of $40.5 million in the second quarter, up more than 1.7 percent from $39.8 million in the same quarter in 2013. The net interest margin in this year’s second quarter edged down to 3.55 percent from 3.58 percent in the same period in 2013.
The banking company generated noninterest income of $17.7 million in the second quarter of 2014, up 7.1 percent from the year-prior period.
Noninterest income represented 30.4 percent of Tompkins Financial’s total revenue in this year’s second quarter, compared to 29.3 percent in the same quarter in 2013. Fee-based revenue related to wealth management, deposit fees, and card-services fees all increased in the latest quarter from the same period in 2013. However, insurance revenue slipped 1.7 percent in this year’s second quarter compared last year’s second earnings period.
Tompkins Financial incurred noninterest expenses of $38.9 million in the second quarter of 2014, up 3.1 percent from the year-earlier period. The increase primarily resulted from higher salary and wage expenses, the company reported. Non-employee related expenses were relatively unchanged in the latest quarter.
Asset quality
Asset-quality trends improved in nearly all categories during this year’s second quarter, Tompkins Financial reported. Substandard and special-mention loans declined by $70.3 million from the same quarter last year, and by $27.6 million from this year’s first quarter.
The percentage of nonperforming loans and leases to total loans and leases improved to 0.83 percent as of June 30, 2014, compared to 1.28 percent a year earlier. The percentage of nonperforming assets to total assets improved to 0.66 percent, the lowest this percentage has been over the past 21 quarters, Tompkins Financial reported.
The banking company took a provision for loan and lease losses of $67,000 in the second quarter, down sharply from $2.5 million in the second quarter of 2013. Net loan and lease charge-offs totaled $564,000 in the second quarter of 2014, down from $1.7 million in the year-prior period.
Share buyback, dividend
Tompkins Financial also announced it has authorized the repurchase of up to 400,000 shares of the company’s common stock outstanding.
Purchases may be made on the open market or in privately negotiated transactions over the next 24 months, the banking and financial services company said in a separate news release.
Tompkins Financial also declared a regular quarterly cash dividend of 40 cents a share, payable on Aug. 15, to common shareholders of record on Aug. 4. It’s the same dividend amount that it paid in each of its last three quarters.
Tompkins Financial serves 12 counties in the Central, Western, and Hudson Valley regions of New York state and five counties in Southeastern Pennsylvania. Headquartered in Ithaca, it is parent of Tompkins Trust Company, the Bank of Castile, Mahopac Bank, VIST Bank, Tompkins Insurance Agencies, Inc., and offers wealth-management services through Tompkins Financial Advisors.
Contact Rombel at arombel@cnybj.com
Elmira Savings Bank names Carr CEO, succeeding Hosey
ELMIRA — The board of directors of Elmira Savings Bank (NASDAQ: ESBK) has appointed Thomas M. Carr as CEO. He has been serving as president and chief operating officer since April, 2013. Carr first joined the bank in June, 2000 as senior vice president and chief financial officer. Carr succeeds Michael P. Hosey, formerly vice chairman
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ELMIRA — The board of directors of Elmira Savings Bank (NASDAQ: ESBK) has appointed Thomas M. Carr as CEO. He has been serving as president and chief operating officer since April, 2013. Carr first joined the bank in June, 2000 as senior vice president and chief financial officer.
Carr succeeds Michael P. Hosey, formerly vice chairman and CEO, who is retiring from the bank after 30 years of service. Hosey has been elected as chairman of Elmira Savings Bank’s board of directors. During his 12 years as CEO, the bank’s assets have grown from $287 million to $517 million, profitability has improved significantly, and the number of branch locations has increased from six to 16, according to a banking company news release.
“Tom has played a major role in the development of a team of management and employees that are deep in talent and highly motivated to offer great service to our customers,” Hosey said of Carr in the release.
Elmira Savings Bank, with $517 million in total assets, is a state-chartered bank with six branches in Chemung County, three offices and a loan center in Tompkins County, two branches in Steuben County, one branch each in Cayuga and Schuyler counties, and one loan center each in Cortland and Broome counties.
Earnings results
Elmira Savings Bank reported that its net income fell 20 percent to $1.1 million in the second quarter, from nearly $1.4 million in the same period in 2013. The decline was the net result of a decrease in noninterest income of $145,000 and an increase in tax expense of $288,000, partially offset by a decline in noninterest expense of $141,000, an uptick in net interest income of $7,000, and a decrease in the provision for loan losses of $10,000. The banking company reported a decline in mortgage loans, due to lower levels of refinancing and purchasing activity across its Southern Tier market area. This has crimped its noninterest income, according to Carr.
Elmira Savings Bank’s net interest margin for the three months ended June 30 was 3.19 percent, compared to 3.24 percent in the second quarter of 2013. The average yield on earning assets was 4.22 percent in this year’s second quarter, down from 4.36 percent a year ago.
Eastern Shore Associates acquires Cronk Agency of Central Square
FULTON — Eastern Shore Associates Insurance (ESA) has announced its acquisition of the Cronk Agency, Inc., which operates at 647 S. Main St. in Central Square. ESA’s acquisition included Cronk’s property and casualty book of business, the agency said in a news release. Fulton–based ESA didn’t release any terms of its acquisition agreement with the
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FULTON — Eastern Shore Associates Insurance (ESA) has announced its acquisition of the Cronk Agency, Inc., which operates at 647 S. Main St. in Central Square.
ESA’s acquisition included Cronk’s property and casualty book of business, the agency said in a news release.
Fulton–based ESA didn’t release any terms of its acquisition agreement with the Cronk Agency.
Cronk owners Jacquelyn (Jackie) and Frank Upwood are retiring, effective Aug. 1, ESA said, noting that it will maintain and service the needs of Cronk Agency customers.
ESA president Martha Murray used the news release to thank Jackie and Frank Upwood for their “dedicated 33 years of service” to the community.
“We also want to congratulate them on their retirement from the insurance industry, wish them well in the next phase of their lives, and hope that it will be rewarding and fun,” said Murray.
Jackie’s parents, Jack and Naomi, started the Cronk Agency, Inc. in 1960, according to Murray. ESA’s roots date back to 1846, she added.
A group of three smaller independent agencies founded ESA in 1986 when they “decided to pool their resources to better serve their customers,” according to the ESA website.
“We have more than 100 years of continuous representation with some of our insurance companies,” Murray said. “2014 is our 28th year as Eastern Shore Associates Insurance.”
ESA currently works with more than 30 insurance carriers, according to its website.
ESA offers business and personal insurance, including property, liability, automobile, boat, farm, recreational vehicle, workers compensation, bonds, along with financial planning and risk-management services.
In addition, ESA provides other services, including commercial-risk analysis, loss control, and employee benefits. It also services “many” New York municipalities, schools, and emergency services, the agency said.
Eastern Shore Associates Insurance has offices in Fulton, Pulaski, Phoenix, Camden, Waterloo, Rochester, North Syracuse, and Walworth.
How to manage a financial windfall
People come into money in various ways, from happy winnings to uncomfortable settlements. Regardless, whether your windfall comes from a legal settlement, insurance claim, inheritance, or lottery prize, the burden of an unexpected lump sum of cash will likely be heavier than you realize. The reason: most people treat windfalls different than money they earned
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People come into money in various ways, from happy winnings to uncomfortable settlements. Regardless, whether your windfall comes from a legal settlement, insurance claim, inheritance, or lottery prize, the burden of an unexpected lump sum of cash will likely be heavier than you realize. The reason: most people treat windfalls different than money they earned from work. And, the resulting outcome is too often a loss of wealth, strained relationships, and increased financial and mental stress.
The issue most people face when they come into money is they don’t know what do with it. Unlike the income we earn, we don’t have a plan for windfalls. It’s not part of our budget, so it’s easy to think of it outside the scope of our day-to-day expenses and long-term financial goals. This is the mistake. When newfound money is not part of our plan, it’s easy to spend. It’s also easy to overestimate its true value.
Press pause on the payout, and plan
The best “first” thing you can do with a financial windfall is nothing. Exercise financial discipline. Put the money into a savings account or money-market fund until you develop a plan for what you want to do with it. This will allow you easy access to the funds if needed. Another option is to set up a short-term certificate of deposit.
The next thing you should do is assemble a financial team that can help you minimize tax liability and coordinate the construction of an investment portfolio that integrates with your short- and long-term financial goals. This team should consist of a certified financial planner, certified public accountant, estate-planning attorney, and an insurance professional. Their primary role is to help you make informed financial decisions. It is important that you take the time to interview your team and be comfortable they are a good fit. Remember, they will be working for you.
While each individual situation is unique, here are some guidelines you should consider.
A helpful exercise you can undertake is to create a spreadsheet of how you might like to allocate your windfall. Include categories such as retirement, long-term savings, short-term savings, emergencies, fun, charities, etc. It’s a process that will help you think about your windfall more responsibly and will provide your financial team with a good overview of your values and goals.
Execute your plan
Financial windfall or not, the key to financial security is to develop a plan and execute it. A financial windfall definitely presents you with more opportunities, but leveraging it for financial independence is not without pitfalls and does not provide a guaranteed outcome. That’s why it is important to work with your financial team to develop a plan you can accept. With their help, the decisions you make regarding your career, retirement, real-estate transactions, charitable giving, and estate planning will be sound and informed.
As you move forward through life, it’s important to understand that your plan is not static. It needs to be a living, breathing strategy that evolves as you grow. It also needs to adapt with and adjust to the demands of future market conditions. Your financial team should meet with you at least annually to ensure your goals are still being met.
At the end of the day, a financial windfall is a blessing. Whether it’s $10,000, $500,000 or $10 million, it should not be the curse that too often it becomes. It’s an opportunity, and proper planning — aided by a skilled financial team — can help you leverage the opportunity into something that improves the overall well-being of you, those you love, and even the causes you care most about.
Brian Howard is a senior vice president and sales leader with Key Private Bank, for Key’s Central New York market. Contact him at (315) 425-8606 or email: brian_a_howard@keybank.com
Who should be on your financial team — and what they should do?
For most people, the expertise and experience required to navigate the financial and legal challenges that come with a financial windfall are not in their toolbox. This is why nearly every financial professional and attorney will offer up the same advice to anyone who comes into a large sum of money: don’t do anything until you can assemble a strong team to guide you. At minimum, your team should consist of an attorney, accountant, and financial planner. Here is the role each should play.
1. Attorney: Lawyers aren’t just for people who come into money. In general, anyone who has an estate that exceeds what can be distributed to heirs without penalty would be well advised to have an attorney. The lawyer will help to organize asset protection around three areas: lawsuits, income taxes, and estate and retirement planning. You will want an attorney with estate-planning experience. You don’t go to a heart surgeon for brain surgery. Attorneys specialize as well.
2. Accountant: A comprehensive, integrated tax-management plan is critical to the development of your overall wealth strategy and the achievement of your financial objectives. Taxes can be imposed at the individual, trust, estate, and business-entity levels, affecting almost all aspects of your financial life, from business and investment income to wealth transfer and estate-planning techniques. Licensed accountants, known as certified public accountants (CPAs), can work with your financial team to develop an in-depth understanding of your individual tax exposures and reduce your tax liabilities. CPAs are required to complete regular continuing education and conduct their business according to specific industry standards.
3. Financial planner: Financial planning is a process that results in a customized financial plan. It includes recommendations and strategies for asset allocation, risk management, retirement planning, estate planning and, if your needs require, education planning and business planning. Your financial planner guides you through this process. In many instances, financial planners are the team lead, ensuring that your personal plan to grow, protect, and preserve your wealth is executed and carried through to success. Look to work with a certified financial planner (CFP). The CFP designation is difficult to earn and indicates technical proficiency in all aspects of financial planning. You also want to work with a planner who has a track record of success, can provide referrals, and demonstrates an understanding of your values and individualized goals.
The team can also include an insurance professional and your banker. Ultimately, the goal is to combine the skills of these professionals to effectively deal with any financial and legal issues you may encounter. —Brian Howard
The Wealth of Nations is Their Freedom
In 1776, Adam Smith in, “The Wealth of Nations,” theorized that “When institutions protect the liberty of individuals, greater prosperity results for all.” Institutions are significant national practices, rules, or organizations that frame the environment in which goods are produced. Institutions help determine acceptable behavior and establish the incentives that stimulate or prevent economic growth.
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In 1776, Adam Smith in, “The Wealth of Nations,” theorized that “When institutions protect the liberty of individuals, greater prosperity results for all.” Institutions are significant national practices, rules, or organizations that frame the environment in which goods are produced. Institutions help determine acceptable behavior and establish the incentives that stimulate or prevent economic growth. Ideally institutions protect freedom, creating growth-inducing incentives that lead to technological innovation as well as capital and labor investment. Together these effects then generate national economic growth.
Economic growth depends on investment. Money and labor must be sacrificed today so product may be created later. Economic growth comes from such investments. Dreamy entrepreneurs must sacrifice their wages to buy land, materials, and staff to open a business and provide goods for the world.
Those idealistic entrepreneurs act of their own free will, but the actions they take are good for the entire country. The entrepreneurs’ environment, also known as their country’s institutions, helped create the necessary incentives to encourage them to make that investment. If the environment had been different, they wouldn’t have bothered to make the sacrifice.
For example, what if there was a high level of corruption and materials bought today might be stolen before they could be turned into goods? Or imagine that tax rates are so high or threatening to rise so much that there is no guarantee any of your profits will be safely yours? In both cases, the expected return on investment is diminished by institutional structures. With fewer taxes or stronger control over corruption, those entrepreneurs would have aided their entire nation, but since their investment doesn’t feel safe, no incentives are in place to encourage them to make that beneficial choice.
Until 1995, this was simply Adam Smith’s theory. Then the Heritage Foundation developed the Index of Economic Freedom to test Smith’s theory. They developed 10 different measures grouped into four different types of freedom. Then they evaluated all the countries of the world based on them and looked for correlations between these measures and economic growth.
They consistently found that countries with more economic freedom statistically and significantly outperformed those with less, not only in gross domestic product (GDP) per capita, but also in “per capita incomes, health care, education, protection of the environment, and reduction of poverty.”
Libertarians and economists both recognize that countries with more economic freedom experience higher growth of GDP. That growth translates into higher stock returns for investors savvy enough to seek national restraint rather than government stimulus.
Since 1994, the Heritage Foundation Index of Economic Freedom has used a systematic empirical measurement of economic freedom to evaluate countries worldwide. Its conclusions clearly show that economic freedom and higher rates of long-term economic growth go together. Investors can use the study to select countries for their foreign stock allocations.
The foundation defines economic freedom as “the absence of government coercion or constraint on the production, distribution, or consumption of goods and services beyond the extent necessary for citizens to protect and maintain liberty itself. In other words, people are free to work, produce, consume, and invest in the ways they feel are most productive.”
A country’s economic freedom score is based on 50 measurements. They fall under these 10 categories: trade policy, fiscal burden of government, government intervention in the economy, monetary policy, capital flows and foreign investment, banking and finance, wages and prices, property rights, regulation, and informal market activity.
Free countries impose few or no restrictions on foreign investment. Thus, they represent the greatest opportunities for investment. More than one-third of the world imposes serious restrictions on the ability to run businesses, purchase real estate, or transfer capital. Investment in these countries is best avoided.
It is remarkable that more investors don’t use economic freedom to help them decide which countries to overweight in their portfolios. That South Korea offers a better prospect for investment than North Korea should not be in doubt. That Northern Europe is better than the PIIGS (Portugal, Ireland, Italy, Greece, and Spain) is only slightly less obvious.
Historical returns certainly seem to favor the countries in Heritage’s free category.
Investments outside the United States are commonly compared with the MSCI EAFE Index of developed countries. EAFE stands for Europe, Australia, and the Far East. The EAFE Index has had an annualized return for the past decade of 7.42 percent. On average, the economically free countries produce an annualized return of 11.34 percent, 3.92 percent more than the EAFE Index.
Over the past decade, Hong Kong has averaged 11.44 percent, Singapore 12.57 percent, Australia 12.82 percent, Switzerland 10.84 percent, New Zealand 9.11 percent, and Canada 11.26 percent. This year, they are the only six countries to receive the designation “free” from the Heritage Foundation, having earned a score of 80 percent or higher.
The United States ranked 12th this year with the designation of “mostly free” and had an annualized return of 7.78 percent over the past decade.
For a practical example, imagine you invested $1 million in each country group: the EAFE’s developed foreign countries, the S&P 500 of the United States, and each of the six free countries and waited 10 years.
The EAFE Index would have grown to $2.05 million. The S&P 500 would have increased to $2.12 million. And, the six free countries would have beaten them both and swelled to $2.93 million. These returns include last year’s stellar appreciation in the United States, when the S&P 500 surged more than 30 percent.
Many investors assume the United States is beating all foreign investments as our indexes set new highs. However, the returns of the six economically free countries are averaging 8.23 percent year-to-date compared to the S&P 500’s 7.14 percent.
In just the first six months of 2014, New Zealand is up 15.5 percent, Canada 12 percent, Australia 8.98 percent, Switzerland 7.68 percent, Singapore 4.77 percent, and Hong Kong 4.62 percent. On average, they are beating the 5.14 percent of the EAFE Index by 3.09 percent.
We believe this is one of the times when your asset allocation should tilt foreign and overweight the handful of countries with high economic freedom.
You should also tilt libertarian and vote for politicians who will support economic freedom in their public policy. The last time the United States had the designation “free” was 2009 when we squeaked into the category with a score of 80.7. Now we sit at “mostly free” with a score of 75.5.
We need politicians who are dedicated to getting the United States into the “free” designation from which we’ve been steadily sliding.
David John Marotta is president of Marotta Wealth Management, Inc. providing fee-only financial planning and wealth management at www.emarotta.com. Megan Russell studied Cognitive Science at the University of Virginia and now specializes in explaining the complexities of economics and finance at www.marottaonmoney.com
Oneida Wealth Management becomes independent broker dealer
CLAY — Oneida Wealth Management, Inc. is in the home stretch of a nearly two-year process to reorganize the business and become its own registered broker/dealer and investment advisory firm. That means that by the end of this year, the company, which is now registered as a broker/dealer, will no longer use the services of
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CLAY — Oneida Wealth Management, Inc. is in the home stretch of a nearly two-year process to reorganize the business and become its own registered broker/dealer and investment advisory firm.
That means that by the end of this year, the company, which is now registered as a broker/dealer, will no longer use the services of third-party broker/dealer Cadaret, Grant & Co., Inc.
Oneida Wealth Management, based in the town of Clay, has essentially operated as a branch office of Syracuse–based Cadaret, Grant, says Eric Stickels, president and COO of Oneida Financial Corp. (NASDAQ: ONFC) and its Oneida Savings Bank unit. But going forward, Oneida Wealth Management will now act as its own independent broker/dealer and subsidiary of Oneida Financial.
That’s important, Stickels says, because it means Oneida Wealth Management can serve its clients through all stages of the wealth-management process. “We really like to have a lot of direct control and involvement in the system and processes that directly affect our clients,” he says. “We like to know if there is a failure point that we can correct it.”
Stickels has nothing but positive reviews for Cadaret, Grant but notes that using any third party puts another link in the chain that separates Oneida Wealth Management from its clients. The other disadvantage to using a third party is that it adds costs to the process, he notes. Becoming its own broker/dealer allows Oneida Wealth Management to provide the best possible service to its clients in the most cost-efficient manner, Stickels says.
Growth path
With $750 million in assets under management and another $150 million overseen by the company’s trust department, Oneida Wealth Management has achieved the critical mass necessary to become its own broker/dealer, he says. Going forward, Stickels expects those asset numbers to grow.
“We don’t have an upper limit,” he says of that growth. “We think it will easily double over the next three years.” He expects the company’s 401(k) business will gather assets the most rapidly. Oneida Wealth Management offers 401(k) services to mid-sized to large corporations throughout the company’s footprint, which encompasses all of New York state. The company is also licensed in Florida. Stickels expects that employment will grow as well as the company adds new clients. Oneida Wealth Management currently employs 40 people between its broker/dealer, pension, financial planning, and trust divisions.
To help foster that growth, Stickels says his firm is looking for licensed brokers throughout the state to add to its roster.
Currently, Oneida Wealth Management is in the process of notifying clients that it is now a broker/dealer and transitioning clients from their Cadaret, Grant accounts to new Oneida Wealth Management accounts.
Reaction from clients so far has been very positive, Stickels says. “This business is very relationship-driven,” he adds.
Oneida Financial combined its trust and investment departments to form Oneida Wealth Management on April 1, 2013, with Donald Abernethy as president. Oneida Wealth Management is headquartered at 5232 Witz Drive in the town of Clay.
Headquartered in Oneida, Oneida Financial (www.oneidafinancial.com) has assets of $785.1 million. The company’s other subsidiaries include the Oneida Savings Bank, State Bank of Chittenango, and Bailey & Haskell Associates, Inc.
Oneida Savings Bank operates 11 branches in Madison and Oneida counties.
Contact The Business Journal News Network at news@cnybj.com
Community bankers group takes on regulatory burden
Like its fellow community banks, Tioga State Bank is a locally owned and operated financial institution that reinvests, within the communities it serves, the dollars
Small Business Lags Behind in Weak Economic Recovery
While GDP growth rebounded slightly in the second quarter, it is quite clear that 2014 will likely be just another sub-par year of growth and low small-business optimism. Consumer spending has been weak, spending on plant and equipment modest, and government purchases have been restrained. Payroll employment has finally recovered its peak level reached in
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While GDP growth rebounded slightly in the second quarter, it is quite clear that 2014 will likely be just another sub-par year of growth and low small-business optimism.
Consumer spending has been weak, spending on plant and equipment modest, and government purchases have been restrained.
Payroll employment has finally recovered its peak level reached in the last expansion. But overall employment, including the self-employed and agricultural employment, is still well below the level reached in January, 2008.
The 6.3 percent unemployment rate is still unacceptably high, especially because most of the decline in the rate has been accounted for by departures from the labor force, not new job creation.
The president wants to stimulate the economy by raising the minimum wage so that employees have more money to spend — naively not understanding that every dollar that a minimum-wage employee receives will come out of someone else’s pocket, mostly through higher prices. This is a negative-sum game with some employees losing their jobs and incomes entirely as a result, while consumers are taxed with higher prices in order to pay higher wages. Those who lose their jobs will not be able to spend much at all, unless they can get on the government dole.
Historically, small businesses produced half of the private GDP and employed half the private workforce. But in this recovery, the economy became bifurcated, with the large firms doing very well, benefiting from government policies and exporting, while small firms have received the brunt of a misguided set of policies like Obamacare, the EPA (Environmental Protection Agency) regulations, higher tax rates, misguided labor policies — to name a few.
In June, 10 percent of consumers felt government was doing a good job, down from 14 percent a year ago — both terrible readings. Fifty percent of consumers say the government is doing a poor job. This is what’s keeping a lid on consumer spending and on the small-business economy.
Bill Dunkelberg is the chief economist at the National Federation of Independent Business, or NFIB. This editorial is drawn and edited from a news release and video that the NFIB issued on July 29. To check out the video, visit http://vimeo.com/101299979
Buying influence: What they won’t teach you about politics
Hillary Clinton seems to get into trouble every time she talks about money. She’s a big girl and can find her own way out of the thicket that ensnares her. But she has opened a can of worms. The worms are not of her making. The worms are the issues of money in politics. Why
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Hillary Clinton seems to get into trouble every time she talks about money. She’s a big girl and can find her own way out of the thicket that ensnares her. But she has opened a can of worms. The worms are not of her making.
The worms are the issues of money in politics. Why would a company like Goldman Sachs write humungous checks to her for speaking for an hour or two? Not because it supports her causes. It seeks to buy influence with her. Or access to her — in the event she is elected.
Why do you suppose companies, unions, and wealthy guys have kicked in nearly a billion dollars to the Clinton Foundation? Because they are touched by the work it does? Come on. They are trying to buy influence and access.
Why do they dollop out the money to have breakfast with John Boehner? Why do they write checks for $35,000 to eat within lobbing distance of the president? To buy influence and access.
They also kick in money because our leaders shake them down. They or their agents make it clear. Your organization needs to support the president. Or the senator. Or the Leader of the House. Or the guy who heads this committee, which regulates your industry.
Our leaders’ agents tell these companies, unions, and rich guys: “You need to support them in order to stop regulations that will harm you.” Or, “you need to support them to get regulations written that will help you.”
The same scenario plays out in the capitals of our largest states. Albany works like Washington on fewer steroids. You pay your money; you get your favors. Or, you dodge the bullets.
Albany and Sacramento and Washington are voracious machines. They have dual purposes. They perform extortion. They perform bribery. On a massive scale.
They are so voracious that our president appears to spend about 40 percent of his time raising money, judging from his travel schedule. His fundraising is squeezing out the time he has for golf.
Seriously, do you suppose we will ever teach this to our kids? Will their textbooks ever explain that the leaders of this state and country are ever on the trail for big bucks?
We won’t. Because it is unsavory. We pretend their duties have to do with something else. We pretend our legislators devote most of their time to hammering out laws. We pretend they negotiate endlessly. Because we don’t want to admit that if they aren’t good at grubbing for money they won’t make it as politicians.
We pretend that political leadership is about ideals. We pretend that people pony up tons of bucks for the pols because they share their beliefs for a better America.
Right. Goldman cares about a better America the way the education unions care about better education for our children and grandchildren. The directors of Goldman Sachs ask the managers to justify spending millions on politicians. The trustees of unions want to know what the donations to politicians have bought. How about ideals, education, students? Those subjects never come up.
No college will offer a degree in this work. But many thousands of people labor in this industry. Some bribe politicians. Some extort money for politicians. Money is the lifeblood of politics. You might earn a dozen degrees in political science, but I bet you won’t be taught much about the extortion and bribery of our system.
Maybe that is a good thing. After all, it is pretty sickening. In the musical “Camelot,” there is a song “I wonder what the King is doing tonight.” If you change the word to President, and you guess he’s fundraising, you have a good chance of being right.
From Tom…as in Morgan.
Tom Morgan writes about political, financial, and other subjects from his home near Oneonta, in addition to his radio shows and TV show. For more information about him, visit his website at www.tomasinmorgan.com
TERACAI has hired Jamie Cook as an account manager. Prior to joining TERACAI, she held various roles in the education sector. Cook is a graduate
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