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VIEWPOINT: Check fraud is on the rise
Your bank offers safer ways to pay Recently, the U.S. Postal Service (USPS) issued a warning about check fraud and made an unusual request — it asked people to stop sending checks in the mail, and instead look to more secure ways of sending money. For the USPS — which has lost revenue as the […]
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Your bank offers safer ways to pay
Recently, the U.S. Postal Service (USPS) issued a warning about check fraud and made an unusual request — it asked people to stop sending checks in the mail, and instead look to more secure ways of sending money. For the USPS — which has lost revenue as the use of electronic communications has replaced sending items through the post — to recommend against using its services is eye-opening.
The recent increase in criminal activity targeting checks is broad. People and businesses have been victimized either by having their checks “washed,” which involves using chemicals to remove ink on a written check allowing the criminal to change the payee and amount, or by misuse of the routing information on a stolen check to initiate a fraudulent electronic transfer of funds.
Consumers may look to secure transfer options, such as Zelle. But if you’re a business customer, you’ll want transfer options that provide significant flexibility and meet the needs of your organization.
One of the most flexible options for organizations is using business cards. Using a business credit card will feel familiar to using their consumer counterparts, but they come with a range of options for additional flexibility and security depending on the needs of your organization.
A basic business credit card offers the same protections you typically find with a consumer credit card, such as zero liability and fraud protections. Using a business card has the added benefit of allowing for payments without divulging your business’s bank-account information, such as the routing and account numbers that are visible on a check. Plus, many banks include additional services to help your business with their cards, such as expense-reporting tools and cards for employees at no additional charge.
Commercial-card platforms offer even higher levels of payment controls. For example, there are virtual-pay options that allow a business to make payments that specify the receiving business, the exact payment amount, and even a date range. Any attempts to move funds outside of these established parameters will either be rejected or subject to additional scrutiny, providing a higher level of security.
Think of virtual pay in this way — after setting up the payment system, your bank will make a payment only if the recipient, the amount, and the date range that you established matches. That makes it a lot harder for a criminal to circumvent security.
You should talk to your financial institution about which type of business cards are right for your organization. Some of the more robust security features come with added controls and a higher cost, so it’s important to find the right solution for your company’s size and budget.
You may also already be using other payment forms in your business. Many employers use Automated Clearing House (ACH) for direct deposit of payroll funds. ACH provides transfers of money from one financial institution (such as your firm’s bank) to the clearing house, and from there the funds are deposited into a second financial institution (such as your employee’s checking account).
Wire transfers are similar in that they provide a method of transferring funds electronically. However, wire-transfer funds go directly from one financial institution to another financial institution. These two forms — ACH and wire transfers — are governed by different rules and frequently have different timelines.
Sometimes, using a physical check is unavoidable. If your business regularly has to write checks, talk to your bank about enrolling in Positive Pay. This service helps detect check fraud by matching up multiple elements: check numbers, the account used for payments, and historical payment amounts that have been authorized. A business enrolled in Positive Pay uploads an electronic file daily to its bank with a list of checks issued and the amounts. When a check is presented for payment, it’s compared to the list provided, and anything that doesn’t match exactly will end up on a list of exceptions. The business can then review these and determine whether to pay them.
Good cyberhygiene continues to be critical. Check your online accounts daily and quickly report anything that seems amiss. Update passwords frequently, and use appropriate controls including multifactor authentication whenever possible, especially to protect your banking accounts. Train any employees with access to sensitive information about “spear phishing,” a practice that tricks people into divulging account information by pretending to be someone your firm does business with looking for a missing payment.
And finally, take the advice of the USPS — if you need to mail a check, go into the post office rather than leaving it in a free-standing mailbox. Criminals are breaking into them using stolen “arrow keys,” a type of universal key mail carriers use to unlock mailboxes.
Criminals constantly change and adapt their tactics. This means we need to be ever-vigilant about how we address cybersecurity threats. Check fraud isn’t new, but with the prevalence of online payments, guarding the routing and account information of your business is more important than ever. Take steps now to protect your accounts, and consider using alternative, more secure forms of payment for your business.
Margaret Scopelianos is director of treasury management & government banking at NBT Bank. She is responsible for directing the NBT’s treasury management services, which provide payments and liquidity solutions to commercial entities across NBT Bank’s footprint. At the helm of NBT’s government banking business, she also leads a team of relationship bankers serving the financial needs of municipalities, public schools, agencies, and authorities.

Brown & Brown, Inc. (NYSE: BRO), the Florida–based insurance-brokerage parent of Syracuse–based Brown & Brown Empire State, recently announced it has appointed Barry Hensley as chief security officer (CSO) and Rob Burch as chief information security officer (CISO). “With the addition of a CSO role and the talents of Barry and Rob, Brown & Brown
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Brown & Brown, Inc. (NYSE: BRO), the Florida–based insurance-brokerage parent of Syracuse–based Brown & Brown Empire State, recently announced it has appointed Barry Hensley as chief security officer (CSO) and Rob Burch as chief information security officer (CISO).
“With the addition of a CSO role and the talents of Barry and Rob, Brown & Brown is investing in our business’s long-term success and future,” Gray Nester, the company’s chief information officer, said in a release. “Barry’s service in the armed forces and with a leading security firm, paired with Rob’s experience working for Fortune 500 companies, brings new depth to our team, enabling us to strengthen our security framework.”

Hensley has extensive experience in the security space, advising businesses across the globe on the cyber-threat activity landscape, providing recommendations to enhance security programs and controls and educating leadership about current cyber risks and best practices for measurably reducing organizational risk. He is also a specialist in attack-surface reduction, incident response and recovery, targeted-threat hunting, forensics/malware analysis, and threat-group analysis, per the release.
Before joining Brown & Brown, Hensley served as the chief threat intel officer and senior VP at Secureworks. He is also the former director of the Army’s Global Network Operations and Security Center. Throughout his 24-year Army career, Hensley served in various leadership positions at all levels within the communications and information-security career field.
Burch has a track record of developing and implementing comprehensive information-security programs for large and complex financial services and insurance organizations. He specializes in translating complex security and IT risks to enable business leaders to make informed decisions. He is also well-versed in cyber-incident response planning, testing, and breach management, according to Brown & Brown.
Prior to joining the company, Burch held the role of senior VP and chief information security officer at Fidelity National Financial, where he was responsible for the development and management of its global information-security programs composed of fintech and insurance subsidiaries.
Both Hensley and Burch will be based at Brown & Brown’s Beach Street Campus in Daytona Beach, Florida.
Brown & Brown, through its subsidiaries, offers a broad range of insurance products and related risk-management services. It has more than 15,000 employees and about 500 offices worldwide. The insurance-brokerage firm makes frequent acquisitions of insurance agencies a key part of its growth strategy.
Brown & Brown Empire State is headquartered at 500 Plum St. in Syracuse’s Franklin Square area. It also has an office in Vestal.

GrammaTech wins nearly $10M Navy contract modification for cyber technologies
ITHACA, N.Y. — GrammaTech Inc. was recently awarded an almost $9.85 million modification to a previously awarded contract from the U.S. Navy for the Matured, Enhanced Total Platform Cyber Protection (TPCP) technologies for Improved Security (METIS) effort. The purpose of the METIS initiative is to build a fleet of relevant tools and capabilities based on
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ITHACA, N.Y. — GrammaTech Inc. was recently awarded an almost $9.85 million modification to a previously awarded contract from the U.S. Navy for the Matured, Enhanced Total Platform Cyber Protection (TPCP) technologies for Improved Security (METIS) effort.
The purpose of the METIS initiative is to build a fleet of relevant tools and capabilities based on university performers’ initial proofs of concept that align with task areas in the TPCP broad agency announcement, according to a June 5 contract announcement from the U.S. Department of Defense.
Work will be performed in Ithaca and is expected to be completed by June 4, 2024. The contract modification will exercise Option 4, totaling $9,847,104. Fiscal 2023 research, development, test and evaluation (Navy) funds of $703,349 are obligated at time of award and will not expire at the end of the current fiscal year, per the announcement. The Office of Naval Research in Arlington, Virginia is the contracting activity.
GrammaTech says it is a provider of application security testing products and software research services used by security conscious organizations to detect, measure, analyze, and resolve vulnerabilities for software they develop or use. The company is also a cybersecurity and artificial-intelligence research partner for the nation’s civil, defense, and intelligence agencies.
GrammaTech’s research and development center is in Ithaca and its corporate headquarters is in Bethesda, Maryland.
VIEWPOINT: AI and 3 Predictions on its Emerging Role in Marketing
“I’m sorry, Dave. I’m afraid I can’t do that.” — HAL It was 55 years ago that Arthur C. Clarke and Stanley Kubrick explored the thrilling and terrifying dance between man and machine in their sci-fi masterpiece “2001: A Space Odyssey.” As the brain of the spaceship in the novel and movie, HAL is an
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“I’m sorry, Dave. I’m afraid I can’t do that.” — HAL
It was 55 years ago that Arthur C. Clarke and Stanley Kubrick explored the thrilling and terrifying dance between man and machine in their sci-fi masterpiece “2001: A Space Odyssey.” As the brain of the spaceship in the novel and movie, HAL is an onboard robot that uses information systems to become human-like. An acronym standing for Heuristically programmed ALgorithmic computer, “Heuristic” and “Algorithmic” are two primary processes of human intelligence. Dave is the main character, the mission commander, who finds himself locked outside the spacecraft, asking HAL to open the pod bay doors and let him back in. HAL says no, the mission is too important to allow humans to jeopardize it. Clarke and Kubrick were prescient men.
Today, society stands at the threshold of — depending on how one looks at it — a revolutionary new age of content generation or a potentially HAL-ish moment in history: the dawn of easily accessed generative artificial intelligence (AI). In 2001: A Space Odyssey, when HAL becomes sentient and chooses to lock Dave out of the spaceship, we see a prediction of what could happen if AI-powered machines were to break bad. Even the CEO of OpenAI has testified before Congress that he believes AI needs to be overseen and regulated to mitigate its risks and thwart the ill-intentioned.
Without delving further into the details of its origin or the debate about the socioeconomic impacts, ethics and morality of AI, let’s look at the power this technology holds for the business of marketing communications.
First and foremost, it is our belief that generative AI programs, such as ChatGPT and DALL-E, are useful and beneficial tools, much as pen and paper, typewriter, computer, tablet, and smartphone have proven their worth in the communicator’s toolbox. Have the tools of the marketing trade become smarter and more powerful over time? Without a doubt. The phones in our pockets are exponentially smarter, faster and better tools than the first desktop Macs were in 1984. But the smartphone is still only a tool. In the hands of the right person, AI is another breathtakingly powerful creative tool. It is also out-of-this-world smart.
Released in 2022 by OpenAI, ChatGPT is a free AI-powered chatbot. ChatGPT answers questions typed in by the user. It responds in lightning-fast fashion, with eerily, almost unerringly human-like responses. It can develop simple or complex concepts and write about them, not only with the intelligence gleaned from thousands of years of reading and learning but often as if it possesses human feelings or emotional intelligence as well. If you haven’t tried ChatGPT yet, it’s at your fingertips: openai.com/blog/chatgpt
So, what is the emerging role of AI in marketing? We have three predictions:
1. Marketing strategists, writers and designers will use AI to jump-start creative ideas and content generation. An AI query can quickly, in seconds, identify what has been done before, maybe too many times, as it identifies patterns in strategy and content (both words and images). Because most AI creates from what already exists, we believe there will still be a need for original ideas created by humans. “HAL” may disagree. Only time will tell.
2. AI’s real power comes in asking it the right questions. Creative, effective marketers will become experts in honing the most pointed question or prompt to ask AI in order to achieve accurate, usable results. Sure, AI can deliver the answers from the database of all recorded human thinking, but if we are asking the wrong question, the results are only as good as the question asked.
3. Marketers will use AI to “get out of their own heads” and move to the universal with AI’s help in seeing those patterns. Great branding and advertising move us emotionally. We are all stirred by the same universal concepts, which show up in patterns across history. AI’s genius is in identifying those patterns.
Bottom Line: Don’t leave the spaceship. The ride is about to get interesting.
Steve Johnson is managing partner of Riger Marketing Communications in Binghamton. Contact him at sdjohnson@riger.com. Ann Rose is Riger’s art director. Contact her at arose@riger.com.
OPINION: New York’s Radical Climate Agenda is Getting Out of Hand
There does not seem to be any limit to how far New York State’s left wing will go in the name of climate-change extremism. Since the Climate Leadership and Community Protection Act (CLCPA) was passed in 2019, Albany Democrats have been racing to completely overhaul the state’s energy grid with little consideration given to the
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There does not seem to be any limit to how far New York State’s left wing will go in the name of climate-change extremism. Since the Climate Leadership and Community Protection Act (CLCPA) was passed in 2019, Albany Democrats have been racing to completely overhaul the state’s energy grid with little consideration given to the real-world impacts on New Yorkers.
In a “shoot-ready-aim” approach to environmental policy, they have placed enormous restrictions on how families will be able to heat their homes, banned the use of gas stoves and appliances in new construction, and now the New York City Department of Environmental Protection has proposed banning coal-and-wood-fired ovens used in some of the city’s most successful restaurants — most notably their historic pizza parlors.
The entire impetus for this rushed and radical climate agenda is to reduce carbon emissions — a noble goal — however, it ignores the reality that New York is only responsible for 3 percent of emissions here in the U.S. and 0.4 percent of emissions globally. Considering one city official cited by the New York Post article covering the plan estimates the most recent oven ban would impact fewer than 100 restaurants, we are talking about fractions of fractions of emissions. The costs to these businesses, which will be forced to completely reinvent their business model and install and maintain expensive new equipment, will be far more significant.
What Democrats are doing to New York’s power grid amounts to tearing down a bridge before a new one is built. It makes sense to diversify our energy portfolio and bring renewable sources online over time. But unilaterally eliminating traditional, reliable, and proven energy sources is a dangerous and costly decision.
Not surprisingly, the issue of “cost” is becoming more of a concern as renewable projects start to advance. It is being reported that a trade group representing renewable-energy developers and the builders of a clean-energy transmission line have asked for more money from state grants to complete their work. Citing the rising costs associated with inflation, the Alliance for Clean Energy NY says that a number of “green” projects will not be completed without more up-front money from the state. Anyone who has seen their utility bill rise in the past year knows it’s the consumer who ends up paying the bill when energy projects get more expensive.
New York’s power grid calls for a diverse portfolio that guarantees reliable, affordable energy. The path we are on now does not do that, and policies like the one proposed in New York City do much more harm than good. Elected officials have a responsibility to develop solutions to ensure a healthy environment and a robust economy. Those two considerations are not mutually exclusive, despite what the New York progressives would have you believe. A proposed ban on coal-and-wood-fired stoves is nothing more than a misguided gimmick that has no place in our state.
William (Will) A. Barclay, 54, Republican, is the New York Assembly minority leader and represents the 120th New York Assembly District, which encompasses all of Oswego County, as well as parts of Jefferson and Cayuga counties.
OPINION: In the Constitution, Congress Comes First — In Real Life, Not So Much
There is a reason the founders started with Congress when they created the blueprint for our representative democracy. It’s the institution closest to the American people. This isn’t just political theory. For all their faults, members of Congress throughout our history have tried to stay close to and understand their constituents. They still do. More
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There is a reason the founders started with Congress when they created the blueprint for our representative democracy. It’s the institution closest to the American people.
This isn’t just political theory. For all their faults, members of Congress throughout our history have tried to stay close to and understand their constituents. They still do. More than any other branch of government, Congress reflects the feelings of the diverse and ever-evolving population of the United States — even if, with population shifts boosting rural power in the Senate these days and gerrymandering affecting House districts, the proportions are out of whack.
So, one of the more puzzling aspects of the evolution of power in Washington, D.C. has been the extent to which Congress has sat by over the decades while its strength has ebbed. For the most part, we think of this in terms of its relations with the presidency, with everything from war powers to budget-making to an increasing reliance on executive orders putting presidents of both parties in an ever-stronger position to set and steer the national agenda.
But recently, CNN’s Zachary Wolf drew attention to a similar process taking place vis-à-vis the Supreme Court. The mechanisms are different, but the result is the same: Congress loses room to maneuver.
Wolf was actually delving into a recently published book by University of Texas law professor Stephen Vladeck, called “The Shadow Docket: How the Supreme Court Uses Stealth Rulings to Amass Power and Undermine the Republic.” Vladeck’s chief concern is what for the last few years has come to be called the “shadow docket” — referring to cases that are not formally heard by the Court, with oral arguments and then long written decisions and dissents, but instead are generally unsigned orders that arrive without explanation.
They can be quite consequential. As Vladeck explained to Wolf in their interview, the Supreme Court last year intervened in redistricting cases in Alabama and Louisiana in such a way that it “helped to give the Republicans the majority they currently have in the House.” It did so in 2020 and 2021 as well, especially to address cases involving COVID regulations. The Court’s power, Vladeck points out, lies not just in its decisions, but in choosing which of the many issues arriving on its doorstep it will decide.
In fact, that’s not just true of cases on the shadow docket. Until about a century ago, the Supreme Court was required to decide on any case under its jurisdiction. That, Vladeck argues, “made it a lot harder for the justices to have an agenda. It made it a lot harder for the justices to target particular disputes and look around for cases.” The reason the Court can now pick and choose — and hence steer the national agenda — is because Congress gave it the power to do so, especially with the 1988 Supreme Court Case Selections Act, which granted the Court full authority over whether to hear appeals from Circuit Court decisions. So, the Supreme Court chooses which 80 or so cases it will hear out of the 5,000-7,000 it is asked to review each term.
To be sure, it’s hardly the case that the Supreme Court has avoided precedent-setting decisions in the past — dating all the way back to Marbury v. Madison in 1803, when the Court gave itself the power of judicial review over executive and legislative decisions. Still, if you think about our recent political history — especially around abortion — you can see Vladeck’s point: The Court does not reflect the thinking of a majority of Americans.
For members of Congress who would rather not have to cast unpopular votes on controversial issues that could cost them a seat, having the White House or the Supreme Court make those decisions can be handy. But as Vladeck argues, “When we look at the Court today — at the ethics issues, the docket issues, the legitimacy debates — a lot of what’s going on here is a court that’s just not remotely checked and not worrying about being checked.” Congress historically had the authority to exercise control over the Court’s ability to set the agenda, he insists, and there’s no reason it can’t again. The balance of power in Washington, D.C. demands it.
Lee Hamilton, 92, is a senior advisor for the Indiana University (IU) Center on Representative Government, distinguished scholar at the 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.
Erie Materials, a regional distributor of building materials in New York and Pennsylvania, recently made several promotions and new hires. JASON THORYK was promoted to operations manager at the Syracuse location. He joined Erie Materials in 2018 as a summer associate. After graduating from college, he was hired as a full-time worker, then was promoted
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Erie Materials, a regional distributor of building materials in New York and Pennsylvania, recently made several promotions and new hires. JASON THORYK was promoted to operations manager at the Syracuse location. He joined Erie Materials in 2018 as a summer associate. After graduating from college, he was hired as a full-time worker, then was promoted to inside sales in 2021.
MARIAN SFORZA has been named branch administrator at the Syracuse location. She joined Erie Materials in 2004 as a human-resources assistant before becoming a purchasing assistant in 2006.
CLIFFORD CASE, JR. was named an inside-sales representative at the Utica branch. Case started with Erie Materials in 2004 as a driver. In 2021, he was promoted to assistant warehouse manager.
TIMOTHY HICKEY has been promoted to assistant warehouse manager at the company’s Utica branch. He joined Erie Materials in 2012 as a warehouse worker, then was promoted to assistant warehouse manager in 2013. In 2021, he moved into the branch-administrator position.
RYAN ROBINSON has now been named branch administrator at the Utica branch. He joined Erie Materials in 2016 as a warehouse specialist. While working full-time, Robinson attended SUNY Polytechnic Institute and received his bachelor’s degree in business management.
LeSEAN SALERNO has joined the Erie Materials Auburn location as an inside-sales representative. He brings extensive independent contracting and customer-service experience.

ZERUIAH JONES was recently appointed business client membership manager at CenterState CEO. In this role, Jones supports and engages programmatic clients through the various resources, programs, and opportunities across the organization. She also connects programmatic staff to the broader membership. Jones previously worked as a membership manager. She joined CenterState CEO in 2021 after serving
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ZERUIAH JONES was recently appointed business client membership manager at CenterState CEO. In this role, Jones supports and engages programmatic clients through the various resources, programs, and opportunities across the organization. She also connects programmatic staff to the broader membership. Jones previously worked as a membership manager. She joined CenterState CEO in 2021 after serving as a community liaison for Assemblywoman Pamela Hunter.
EMAD RAHIM has joined CenterState CEO as Syracuse Surge entrepreneurship manager. In this role, Rahim manages a competitive program that helps BIPOC entrepreneurs launch a tech-related startup in Syracuse and oversees program participants’ progress. He is also responsible for planning and assembling workshops, events, and conferences for the program. Rahim serves on the board of directors of the Good Life Youth Foundation, CNY Community Foundation, OCC Scholarship Foundation, and Upstate Minority Economic Alliance, and volunteers with 100 Black Men and Vera House. He’s a graduate of the Syracuse City School District and completed his post-doctoral studies at Tulane, Harvard, and University of Maryland Global Campus.
MEGAN REICHEL has joined the organization as director of marketing and graphic design. In this role, she develops and implements brand strategies and leads the creation of marketing content, including collateral material and graphics at CenterState CEO. Reichel most recently led the graphic design and marketing at Sheltair Aviation. She brings 12 years of creative marketing experience to this role, including design and branding strategy. She earned a bachelor’s degree in fine arts from SUNY Oswego.
BRITTNI SMALLWOOD has come aboard as VP of marketing. She leads and manages marketing functions at CenterState CEO, including strategic planning and program, project, and event marketing. Smallwood will also lead cross-department marketing projects to support internal and external marketing needs. She has 13 years of marketing and communications experience. After serving as an award-winning anchor and reporter in Buffalo, Smallwood founded a marketing and communications company helping clients in the nonprofit and private sectors make a difference in their communities. She earned her master’s degree in broadcast journalism from Syracuse University and her bachelor’s in English/communications from Saint Francis University.
DYLAN WERTS has joined CenterState CEO as a membership manager. He is responsible for ensuring members receive valuable support and engagement. In this role, he identifies opportunities for increased membership involvement, and supports members through networking events and community involvement. Werts graduated from Ohio State University with a degree in economics. He previously worked at Syracuse University, where he was responsible for fostering relationships with students and parents on campus.
KATIE ZILCOSKY has been hired as director of communications. She manages and executes internal and external strategic communication projects and initiatives at CenterState CEO. This includes member/stakeholder communications, podcasts, blogs, reports, website content, presentations and remarks. Zilcosky most recently served as a reporter and host at 88.3 WAER. She brings five years of communications experience to this role including feature writing and audio production. Zilcosky earned her bachelor’s in broadcast and digital journalism from Syracuse University.
Fred L. Emerson Foundation names two to board of directors
AUBURN, N.Y. — The Fred L. Emerson Foundation announced it has elected Ann Mackey Huston and Darlene Motley to its board of directors. Huston is a native of Cayuga County with 40 years of diverse experience as a public-school teacher, consultant, and executive leader in nonprofit health care. She has served as a partner at
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AUBURN, N.Y. — The Fred L. Emerson Foundation announced it has elected Ann Mackey Huston and Darlene Motley to its board of directors.
Huston is a native of Cayuga County with 40 years of diverse experience as a public-school teacher, consultant, and executive leader in nonprofit health care. She has served as a partner at Ernst & Young, as chief strategy officer at Cleveland Clinic, and as an independent consultant to nationally leading health-care organizations. Huston is a graduate of SUNY Cortland and Johns Hopkins University, and resides in Skaneateles.
Motley, Ph.D., is currently CEO and co-founder of the African American Directors Forum, which has a mission to increase African American representation in the board rooms and C-suites of public and venture-backed companies, expand the executive talent pipeline, and share knowledge and build community and expertise for first-time, newly appointed directors. Motley is the former and founding dean of the School of Arts, Science and Business at Chatham University. With 20 years of experience in higher-education leadership at both Chatham and Robert Morris University, she has led initiatives around inclusiveness and helped lead Chatham’s historic move to undergraduate co-education. Motley holds degrees from the University of Pittsburgh and the University of Chicago, and resides in Pittsburgh.
“We are extremely pleased to have Darlene Motley and Ann Mackey Huston — two highly accomplished individuals — join the Emerson Foundation board. As a fifth-generation family foundation, we look for exceptional individuals to serve as independent directors and bring complementary skills and backgrounds to our board,” Kristen E. Rubacka, president of the foundation, said in a news release.
Established in 1932, the Emerson Foundation is a private family foundation, located in Auburn, that provides support to not-for-profit organizations in Auburn and the surrounding Central New York area where its founder, Fred L. Emerson, lived and worked.
Report: Most CNY regions added jobs in the last year
The Syracuse, Utica–Rome, Watertown–Fort Drum, Binghamton, and Ithaca regions all generated job growth between May 2022 and this past May. Bucking the trend in the broader Central New York area was the Elmira region, which lost jobs in the same period. The data comes from the latest monthly employment report that the New York State
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The Syracuse, Utica–Rome, Watertown–Fort Drum, Binghamton, and Ithaca regions all generated job growth between May 2022 and this past May.
Bucking the trend in the broader Central New York area was the Elmira region, which lost jobs in the same period. The data comes from the latest monthly employment report that the New York State Department of Labor issued on June 15.
The Syracuse area gained 8,400 jobs in the past year, an increase of 2.7 percent.
The Utica–Rome region picked up 300 positions, up 0.2 percent; the Watertown–Fort Drum area added 400 jobs, a rise of 1 percent; the Binghamton region gained 700 jobs, up 0.7 percent; the Ithaca metro area added 1,000 jobs, up 1.6 percent; but the Elmira region shed 300 positions in the past year, a loss of 0.8 percent.
New York state as a whole added nearly 217,000 jobs, an increase of 2.3 percent, in that one-year period.
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