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NYWEA executive director to retire in June
SYRACUSE, N.Y. — Patricia Cerro-Reehil, who has served as executive director of the Syracuse–based New York Water Environment Association, Inc. (NYWEA) since 2000, plans to retire in June. Donna Grudier, NYWEA’s president-elect, is chairing the search committee to identify a new executive director. Cerro-Reehil started working for NYWEA in 1987 and went on to become […]
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SYRACUSE, N.Y. — Patricia Cerro-Reehil, who has served as executive director of the Syracuse–based New York Water Environment Association, Inc. (NYWEA) since 2000, plans to retire in June.
Donna Grudier, NYWEA’s president-elect, is chairing the search committee to identify a new executive director.
Cerro-Reehil started working for NYWEA in 1987 and went on to become the first woman to hold the position of executive director for the organization.
“Since taking the helm, Patricia has helped the organization fulfill its mission and grow,” Grudier said in a release. “Her impact on the organization has been tremendous.”
Grudier went on to say that NYWEA’s impact on the water sector has broadened under the leadership of Cerro-Reehil.
“Among her many accomplishments, she was instrumental in the success of the organization’s scholarship program that reached its $1 million goal in 2000,” Grudier said. “During her tenure, over $700,000 in scholarships have been awarded to 240 students pursuing environmental degrees. That program is now expanding to provide scholarships to individuals interested in becoming water resource recovery operators.”
In addition, under Cerro-Reehil’s leadership, NYWEA took over the administration of the state’s operator-certification program. In 2016, the Alexandria, Virginia–based Water Environment Federation awarded NYWEA its Outstanding Member Association of the Year Award, according to Grudier.
“[Cerro-Reehil] was also instrumental in building a relationship between NYWEA and environmental-advocacy organizations. In 2020-21, she worked to pivot the organization during the pandemic from in-person meetings and conferences to remote [sessions] to fulfill NYWEA’s educational mission,” Grudier said.
The decision to retire comes as Cerro-Reehil marked her 35th anniversary with the association.
“NYWEA will celebrate its 95th anniversary in 2023, and after serving as Executive Director for 22 years, it’s time for a change. The decision was difficult, but the timing feels right,” Cerro-Reehil said. “NYWEA has more than 400 volunteers that are the lifeline to protecting public health and the environment and carry out the clean-water mission for the organization. It has been a great opportunity to work with these amazing individuals to help the organization grow and succeed.”
About NYWEA
Founded in 1929 as a nonprofit educational organization by professionals in the field of water quality, NYWEA has 2,500 members statewide. It hosts several technical conferences annually for environmental engineers, scientists, water-resource recovery operators, public officials, and others who work in water-quality management and water-resource recovery.
Headquartered in Syracuse, NYWEA has seven regional chapters, 15 college student chapters, and is a member association of the international Water Environment Federation.
VIEWPOINT: 3 Tips for Firms to Craft Holiday Social-Media Messaging
Holidays can be your social-media calendar’s best friend, the free spaces on the Bingo card in the insatiable drive for online content. When it comes to striking the proper tone with your organization’s public messaging, holidays can also be your worst enemy. Take Pride Month, celebrated every June in the United States to recognize the
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Holidays can be your social-media calendar’s best friend, the free spaces on the Bingo card in the insatiable drive for online content.
When it comes to striking the proper tone with your organization’s public messaging, holidays can also be your worst enemy.
Take Pride Month, celebrated every June in the United States to recognize the historic contributions of members of the LGBTQ+ community. The journalist Sherina Poyyail recently wrote: “As the clock strikes midnight and we amble into June of every year, you can almost hear the sounds of disgruntled designers and social-media managers who have to create and upload the rainbow [colored] version of company’s logos for Pride Month.”
If your designers really are disgruntled, it’s a good idea to pause before hitting “send” on that Happy Pride Month post. Your organization should only feel confident about making any such statement if it aligns with your brand culture and is already an integral part of your social strategy. Think of your social-media vehicles as the messengers — a mode of communication — rather than the means to defining your organizational stance on a holiday.
That means it will be important to collaborate internally to decide your organization’s stance on a holiday and the people it is designed to celebrate, honor, or remember. Anticipate the tough questions before they arise. Never assume your employees, customers, and/or business clients will be in lockstep on the more-controversial holidays on the social-media calendar.
Here are three tips to consider before issuing any public organizational message in recognition of a holiday:
1. Categorize the holidays and observances on your social calendar by their risk factor, which will help you decide if they should be addressed on your social channels at all:
— Slam dunk: Christmas, Labor Day, Memorial Day, Independence Day, New Year’s Eve
— Borderline: Flag Day, Valentine’s Day
— Proceed with caution: Juneteenth, Columbus Day, Earth Day, Pride Month
Knowing you’ll want to spend more time discussing the hot-button holidays, carefully decide how each event appeals to your audience and stakeholders. Identify the potential pitfalls, which will vary from organization to organization.
2. For each holiday, ask: is your position clearly verbalized internally to leadership and staff?
Methods of communication vary from organization to organization as well. It’s important for those in positions of leadership to know when and how individuals on staff like to be approached. When communicating with a larger group — internally or externally — use consistent language and tone across all mediums and/or forms of communication.
3. Be prepared to respond publicly to your stance and/or beliefs.
“We have to say something” is not a valid reason for issuing a social-media post to recognize the more controversial holidays and observances on the calendar. If your organization cannot respond to public criticism of a social-media post, it’s better not to issue the post at all.
Not every detail of your organization’s internal discussions will need to be shared externally — in fact, individuals should feel free to share their strongest thoughts and feelings in private. For the days, weeks, and months your staff is most passionate about, it’s OK to reflect that passion in your social-media messaging.
The last step is also the first step: listen. Some customers or clients will only share their feelings about your organization’s holiday message after it has been issued publicly. Take their compliments or criticisms as an opportunity to learn. It will help you understand who is reading, sharing, and commenting on your social posts — positively or negatively. Form a strategy for responding when appropriate.
And don’t forget to celebrate.
John Ferin leads the content strategy and development team at ddm marketing + communications, a marketing agency for complex and regulated industries, including health care, financial services, and global manufacturing.

KeyCorp boosts quarterly dividend by 5 percent in Q4
KeyCorp (NYSE: KEY) — parent of KeyBank, the No. 2 bank ranked by deposit market share in the 16-county Central New York area — has declared a quarterly cash dividend of 20.5 cents per share of its common stock for the fourth quarter. The dividend is payable on Dec. 15, to holders of record as
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KeyCorp (NYSE: KEY) — parent of KeyBank, the No. 2 bank ranked by deposit market share in the 16-county Central New York area — has declared a quarterly cash dividend of 20.5 cents per share of its common stock for the fourth quarter.
The dividend is payable on Dec. 15, to holders of record as of the close of business on Nov. 29. At Key’s current stock price, the dividend yields about 4.4 percent on an annual basis.
The new dividend is a 5 percent increase from the 19.5 cents that the banking company paid in the third quarter.
Headquartered in Cleveland, Ohio, Key is one of the nation’s largest bank-based financial-services companies, with assets of about $190 billion as of Sept. 30. Its roots trace back nearly 200 years to Albany. KeyBank has a network of about 1,000 branches and 1,300 ATMs in 15 states.
OPINION: New Yorkers are Still Owed Answers on State’s Nursing Homes
The COVID-19 pandemic exposed massive holes in the procedures and protocols of long-term care and nursing homes in New York state. While we wait for Gov. Kathy Hochul to produce the report she promised months ago detailing those shortcomings, we must also grapple with new horror stories related to these facilities. The state attorney general’s
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The COVID-19 pandemic exposed massive holes in the procedures and protocols of long-term care and nursing homes in New York state. While we wait for Gov. Kathy Hochul to produce the report she promised months ago detailing those shortcomings, we must also grapple with new horror stories related to these facilities.
The state attorney general’s office [recently] filed a lawsuit detailing a despicable elder abuse and profiteering scheme at an Orleans County nursing-home facility. In the complaint, Attorney General Letitia James alleged inhumane conditions, inappropriate drugging, and even fatal negligence took place at the Villages of Orleans Health and Rehabilitation Center in Western New York.
The home’s operators were said to have financial interests in other homes across the state and nation and hid that fact as they let the home deteriorate and fattened their pockets at the expense of the residents. These allegations are gravely serious, and again we are witnessing vulnerable residents of long-term care facilities in New York and their families let down by the state.
Clearly, the state’s response to the COVID-19 outbreak was grossly mishandled. That fact, now crystal clear in hindsight of the pandemic’s climax, should have been an obvious wakeup call to the governor and relevant state agencies. Members of the Assembly Minority Conference, along with residents, local-government officials, and lawmakers from both sides of the aisle recognized the need for a more thorough review of these facilities.
Yet, little has been done to address the matter. Now, not only is there a seemingly endless number of unanswered questions regarding the state’s pandemic response in these homes, but there are also, perhaps, even more egregious failures taking place.
Unfortunately, the Hochul Administration has failed to prioritize the residents of these facilities. It has yet to produce a report on the condition of these facilities or even begin a formal review. Where is the accountability and what is the excuse for unnecessary delays? Again, I am calling for a full investigation into New York’s pandemic response in long-term care facilities, especially in light of the horrific allegations brought by the attorney general.
We must protect our most vulnerable residents, and right now they, and their families, are not getting the time, attention, and energy they deserve.
William (Will) A. Barclay, 53, 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: After the Election Comes Reality
Right now, all across the country, politicians who were just elected to Congress or their state legislature for the first time are reveling in their victories. It’s an intoxicating time — and I can tell you, when you win an election, it feels like the world is at your fingertips. People are calling, texting, and
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Right now, all across the country, politicians who were just elected to Congress or their state legislature for the first time are reveling in their victories. It’s an intoxicating time — and I can tell you, when you win an election, it feels like the world is at your fingertips. People are calling, texting, and emailing; you’re in great demand, and nothing seems impossible.
But as exciting as it is, I’m also reminded after every election of a letter John Adams wrote to his wife, Abigail, back in 1774, when the Continental Congress was meeting in Philadelphia. “The business of the Congress is tedious beyond expression,” he wrote. “This assembly is like no other that ever existed. Every man in it is a great man, an orator, a critic, a statesman; and therefore, every man, upon every question, must show his oratory, his criticism and his political abilities.”
Allowing for the passage of time and a changed Congress, Adams still captured something essential — for all the rewards of serving in office, the job carries with it a lot of frustrations. The challenge for any newly elected official is to learn to accept them.
For one thing, progress in any legislative body — from Congress to a town council —comes slowly; it’s a matter of inches over months or years, not miles over days. Debates drag on and political posturing is annoying and endless. (If Adams thought it was bad in the 1770s, he couldn’t possibly imagine what the age of TV cameras and social media has wrought.) Sometimes it feels as if a given initiative spends more time getting sidetracked than resolved.
Moreover, as anyone who has served in elected office can tell you, the hours can be brutal. Days begin early, finish late, and it almost never feels as if there are enough hours to get everything done. This is especially true for those quiet legislators who do get the actual hard work done, which can be tedious. It demands mastering the subject at hand, negotiating with colleagues and interest groups, and then going over legislation as carefully as possible — often line by line and word by word. Moreover, if you’re interested in substantive policymaking, then the legislative process — with its endless duplication of votes and constant inconsequential resolutions that were drafted to please some minor constituency — can drive you to distraction.
For all these reasons, other parts of a legislator’s life can take a back seat — family events, baptisms, ballgames, and even vacations. It’s hard to plan ahead when every day can bring a new crisis or development that requires attention, and I well remember times in Congress when some late-breaking event required staying in session past the start of the summer recess and having no choice but to shake my head as we gave up some lakeside cabin we’d reserved.
And then, of course, there are a legislator’s colleagues. It’s not unusual to watch aghast as one or another postures for the cameras or grabs credit for work that — almost always — required a collective effort. On the whole, it often feels as though the maneuvering for political advantage in Congress and many legislatures has grown more aggressive than it used to be, both in terms of hardball partisan tactics and members’ own elbow-throwing efforts to garner attention. That doesn’t bring out the best in people, and it can make it tougher to make meaningful progress on addressing national and state challenges.
By now, I’d guess you’re wondering why anyone would want the job. The answer, of course, is simple — because if you believe in representative government and in helping to make your community, state, or nation better, there’s no better place to be than in the thick of things. For all the frustrations and setbacks, there are also heady moments when some long-sought goal suddenly comes into view. There is the pleasure of meeting as broad a cross-section of America as you could hope to find. And above all, there’s the satisfaction of knowing that, even if it’s just in a small way, you played a role in improving the lives of your fellow citizens.
Lee Hamilton, 91, 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.
Pinckney Hugo Group, a full-service marketing communications firm, has hired OLIVIA TRUNFIO, of Syracuse, as a social-media strategist, and ELIZA MACCAULL, of Camillus, as an assistant account manager. Before joining Pinckney Hugo, Trunfio was a social media and engagement strategist at Alto Solutions, Inc. She also previously gained experience in marketing at BHG Financial. Trunfio
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Pinckney Hugo Group, a full-service marketing communications firm, has hired OLIVIA TRUNFIO, of Syracuse, as a social-media strategist, and ELIZA MACCAULL, of Camillus, as an assistant account manager. Before joining Pinckney Hugo, Trunfio was a social media and engagement strategist at Alto Solutions, Inc. She also previously gained experience in marketing at BHG Financial. Trunfio has a bachelor’s degree in communication from SUNY Geneseo. MacCaull has a bachelor’s degree in communication from The University at Albany.

CenterState CEO has announced it promoted HONORA SPILLANE to VP of economic development. In her new role, she provides leadership and strategic guidance, overseeing the organization’s economic-development work. This includes providing support to existing companies and those looking to relocate or expand here. Additionally, Spillane serves as the organization’s representative on the Central New York
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CenterState CEO has announced it promoted HONORA SPILLANE to VP of economic development. In her new role, she provides leadership and strategic guidance, overseeing the organization’s economic-development work. This includes providing support to existing companies and those looking to relocate or expand here. Additionally, Spillane serves as the organization’s representative on the Central New York Regional Economic Development Council. Spillane previously served as CenterState CEO’s senior director of business and economic development. Her extensive experience and knowledge will support the organization’s economic-development projects and initiatives and those of its partners throughout the region. Before joining CenterState CEO in 2019, she served as deputy commissioner of neighborhood and business development for the city of Syracuse. Spillane graduated from Boston University with a bachelor’s degree in communications. She also holds JD and MPA degrees from Syracuse University.
REBECCA TITLE-ARETSKY has joined CenterState CEO as marketing and events coordinator at The Tech Garden. In this role, she is responsible for the marketing, strategy, and social outreach for CenterState CEO’s innovation and entrepreneurship programs, including the GENIUS NY program. Title-Aretsky most recently assisted in the production and promotion of the Friends of the Central Library Author Series in downtown Syracuse, including social-media management, communications, and marketing. She brings to her role decades of experience in marketing, branding, and digital communications. Title-Aretsky graduated with a bachelor’s degree from the University of Massachusetts at Amherst and continued her professional development at the School of Visual Arts.
AMINA MAMBAMBU has joined CenterState CEO as racial equity and social impact (RESI) coordinator. In this role, Mambambu assists the RESI team in managing programming to maximize client services for existing and potential clients. Additionally, she supports RESI’s race and equity work within the organization. Mambambu also supports strategies to grow Generation Next programming, and advances opportunities to engage diverse and upcoming leaders in various sectors in the community. She graduated from Buffalo State College with a bachelor’s degree in political science.

The Syracuse University Libraries’ Special Collections Research Center
The Syracuse University Libraries’ Special Collections Research Center (SCRC) recently hired AMY MCDONALD as reference and access services librarian and JULIA DUDLEY as access services supervisor. In her new role, McDonald will oversee and provide rare book and archival reference and access services for SCRC researchers. Prior to joining SCRC, she was the assistant university
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The Syracuse University Libraries’ Special Collections Research Center (SCRC) recently hired AMY MCDONALD as reference and access services librarian and JULIA DUDLEY as access services supervisor. In her new role, McDonald will oversee and provide rare book and archival reference and access services for SCRC researchers. Prior to joining SCRC, she was the assistant university archivist at the Duke University Archives, where she managed its research services and instruction activities. McDonald received her master’s degree in library science and her bachelor’s degree from the University of North Carolina. Dudley joined SCRC as access services supervisor after recently completing her master’s degree in museum
studies at Syracuse University. Prior to that, Dudley worked at SCRC as a reference assistant. In her new role, she is responsible for managing the SCRC Reading Room operations and supervising the public services undergraduate and graduate student employees.
Northland Communications, a Central New York–based telecommunications provider, has welcomed new employees to its growing team, as well as transitioned some existing roles due to an increase in customer demand and capabilities. The information technology team gained a new helpdesk technician, DEWEY RAGONESE. He provides technical advice, assistance, and support to employees, and modifies and
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Northland Communications, a Central New York–based telecommunications provider, has welcomed new employees to its growing team, as well as transitioned some existing roles due to an increase in customer demand and capabilities. The information technology team gained a new helpdesk technician, DEWEY RAGONESE. He provides technical advice, assistance, and support to employees, and modifies and repairs computer hardware and software systems. KATIE TAISEY and MARK CANALE have joined the Northland team as network systems engineers. They manage and develop network and system infrastructure to ensure reliable and efficient services. Additionally, they work with multiple departments within the company to best develop, install, and support the firm’s products. BILL ALMOND has joined the Network Operations Center (NOC) team as an NOC technician. He works with customers to remotely troubleshoot service issues and resolve any concerns by handling inbound calls and service tickets to track customer needs in a timely manner. WILL EDWARDS, who has been with Northland since 2018, has now transferred to his new role as a BU installation technician. He will lead the planning of and physical installations of Northland’s equipment and services including its all-in-one cloud communications solution, Business Unlimited.
CEO FOCUS: CenterState CEO’s Inclusive Growth Team to Drive New Impact
Will help businesses, people, and community Earlier this fall, we announced the creation of a new organizational structure that resulted from a strategic refresh process conducted with the support of our board of directors. Our goal was to ensure that we have a refined set of goals, metrics, and the necessary structure and resources to best
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Will help businesses, people, and community
Earlier this fall, we announced the creation of a new organizational structure that resulted from a strategic refresh process conducted with the support of our board of directors. Our goal was to ensure that we have a refined set of goals, metrics, and the necessary structure and resources to best meet the evolving needs of our members and the community.
One of the most significant structural changes that resulted from these efforts is the creation of the Inclusive Growth team, which will be led by Dominic Robinson. The Inclusive Growth team now brings together the majority of the organization’s direct programs, services, and initiatives, including core areas of business expansion, retention and attraction; business incubation and acceleration (including The Tech Garden); workforce development; community investment and prosperity; and cluster development. While much of this work has been done collaboratively for years to deliver resources and expertise to members and clients, the integration of these focus areas under a single strategy enables better synergies, efficiencies and ultimately better outcomes.
CenterState CEO’s economic-development staff within the Inclusive Growth team, led by VP of Economic Development Nora Spillane, will help businesses navigate the region’s economic-development resources and incentives to encourage hiring, capital investments, and expansions and relocations. They will provide custom assistance and support from the factfinding stage to project completion. Additionally, they will focus on strategic areas of assistance to support the attraction, retention, and expansion of businesses in key industries and clusters. The staff will also prioritize assistance to companies seeking to start, relocate, or grow in Central New York, as well as those that make our region more equitable and globally competitive.
Likewise, our innovation and entrepreneurial staff, led by Interim VP John Liddy, will work to ensure that The Tech Garden’s current incubation programs and resources support not only tech companies, but startup companies across our ecosystem to ensure a broad range of entrepreneurs have the tools they need to turn their business idea into a reality. As part of this we will be streamlining functions across our Tech Garden programs, Up Start, and scaling Syracuse Surge programs and the Growth and Equity Fund. This refocus for our innovation and entrepreneurial efforts comes at a critical moment when we are also embarking on an expansion project of the Tech Garden. When completed, the new facility will be better able to meet the needs of more of this community’s growth-oriented companies.
Finding hidden talent in our communities and connecting them to opportunities has long been a central focus of our work, which is now all the more critical as we embark on the planning and preparation needed to maximize the historical investment being made by Micron. Through our workforce-development staff (including Work Train), led by Aimee Durfee, we will develop and scale equity-driven workforce strategies and partnerships, diverse supply chain and contractor pipelines, and support the attraction and placement of suppliers and secondary growth targets.
I am incredibly excited to see this team come together as we work toward our organization’s vision to create a community where businesses thrive, and all people prosper. There is no better leader for this new team than Dominic Robinson, and we look forward to sharing the continued impact driven by our inclusive-growth work in the year ahead.
Robert M. Simpson is president and CEO of CenterState CEO, the primary economic-development and chamber of commerce organization for Central New York. This article is drawn and edited from the “CEO Focus” email newsletter that the organization sent to members on Dec. 1.
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