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Upstate consumer sentiment dips in fourth quarter
State sentiment rises slightly Consumer sentiment in upstate New York was measured at 71.0 in the fourth quarter of 2020, down 2.8 points from the reading of 73.8 in the third quarter. That’s according to the latest quarterly survey of upstate and statewide consumer sentiment that the Siena College Research Institute (SRI) released Jan. 6. Upstate’s overall […]
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State sentiment rises slightly
Consumer sentiment in upstate New York was measured at 71.0 in the fourth quarter of 2020, down 2.8 points from the reading of 73.8 in the third quarter.
That’s according to the latest quarterly survey of upstate and statewide consumer sentiment that the Siena College Research Institute (SRI) released Jan. 6.
Upstate’s overall sentiment of 71.0 was 3.8 points below the statewide consumer-sentiment level of 74.8., which rose 0.4 points from the third quarter.
The statewide figure was 5.9 points lower than the fourth-quarter figure of 80.7 for the entire nation, which was up 0.3 points from the third-quarter measurement, as measured by the University of Michigan’s consumer-sentiment index.
All three indexes for New York held steady or rose slightly this past quarter and are approaching — or in the case of the future index — exceeding their breakeven points at which optimism and pessimism balance. The national indexes were little changed, but as the national future outlook fell slightly, New Yorkers now are more optimistic about future economic conditions than the nation as a whole.
“First glance tells us that consumer sentiment, up less than a point this quarter, is little changed but like so many things it depends upon party registration,” Doug Lonnstrom, professor of statistics and finance at Siena College and SRI founding director, said. “Democrats are now far more bullish about economic conditions as their index soared by nearly 12 points overall and by almost 15 points on the future score. Republicans whose index last quarter was 17 points higher than Democrats, now are pointed in the pessimistic direction, falling 14 points and trailing Democrats by nearly 9 points. Despite COVID, Democrats are now only down 3 points from last winter, while Republicans are down 32 points.”
In the fourth quarter of 2020, buying plans were up 1.2 percentage points since the third quarter to 20.7 percent for cars and trucks; edged up 3 points to 49.6 percent consumer electronics; rose 2.1 points to 29.7 percent for furniture; were up 0.8 points to 13.4 percent for homes; and increased 1 point to 27.5 percent for major home improvements, per the SRI data.
Gas and food prices
In SRI’s quarterly analysis of gas and food prices, 29 percent of upstate New York respondents said the price of gas was having a serious impact on their monthly budgets, down from 31 percent in the third quarter and up from 19 percent in the second quarter.
In addition, 34 percent of statewide survey takers said the price of gas was having a serious impact on their monthly spending plans, up from 30 percent in the third quarter and 25 percent in the second quarter.
When asked about food prices, 58 percent of upstate respondents indicated the price of groceries was having a serious impact on their finances, up from 57 percent in the third quarter and 54 percent in the second quarter.
At the same time, 57 percent of statewide consumers indicated the price of food was having a serious impact on their monthly finances, down from 59 percent in the third quarter and 58 percent in the second quarter.
SRI conducted its survey of consumer sentiment between Dec. 10 and Dec. 16 by random telephone calls to 404 New York adults via landline and cell phone. The survey has an overall margin of error of plus or minus 3.9 percentage points, according to SRI.
New York soybean production soared 47 percent in 2020
New York farms produced more than 15.9 million bushels of soybeans in 2020, up 47 percent from 10.8 million bushels in 2019, according to a USDA National Agricultural Statistics Service 2020 crop-production summary report issued on Jan. 12. The Empire State production amount for 2020 was substantially above prior USDA forecasts released in recent months. New York
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New York farms produced more than 15.9 million bushels of soybeans in 2020, up 47 percent from 10.8 million bushels in 2019, according to a USDA National Agricultural Statistics Service 2020 crop-production summary report issued on Jan. 12.
The Empire State production amount for 2020 was substantially above prior USDA forecasts released in recent months.
New York farms harvested 312,000 acres of soybeans last year, up 39 percent from 225,000 acres in 2019. This increase also exceeded previous forecasts.
The total yield per acre in New York state averaged 51 bushels of soybeans in 2020, up 3 bushels from the year-ago average.
Nationally, U.S. farms produced more than 4.13 billion bushels of soybeans last year, up more than 16 percent from their 2019 production total of 3.55 billion bushels, according to the USDA.
Though its soybean output grew, New York state accounted for less than 0.4 percent of total U.S. production of this crop in 2020, per the USDA.
ICS expands footprint into New England with acquisition of Massachusetts IT firm
ENDICOTT, N.Y. — An Endicott–based information-technology company has expanded its footprint into the New England region with a recent acquisition. ICS on Jan. 7 announced it has acquired AKUITY Technologies, a provider of information technology (IT) managed services in the greater New England area. ICS — a provider of IT managed services and cybersecurity products
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ENDICOTT, N.Y. — An Endicott–based information-technology company has expanded its footprint into the New England region with a recent acquisition.
ICS on Jan. 7 announced it has acquired AKUITY Technologies, a provider of information technology (IT) managed services in the greater New England area.
ICS — a provider of IT managed services and cybersecurity products in the Northeast — didn’t provide any financial terms of the acquisition deal. The transaction closed the same day, ICS tells CNYBJ in an email.
ICS and Auburn, Massachusetts–based AKUITY say they are joining forces to “expand their Northeast footprint strategically.”
The AKUITY Technologies suite of services will complement ICS’s extended capabilities, so the two companies integrating their services made “perfect sense,” Kevin Blake, president and CEO of ICS, said in a release.
“We are thrilled to have the AKUITY Technologies staff join the ICS family,” said Blake. “It was clear that the AKUITY Technologies culture and core values fit right in with ours. We are looking forward to growing our New England footprint thru future acquisitions.”
With the sale of the company, all 50 AKUITY Technologies employees have transitioned to ICS. Additionally, Brian Hanify, COO of AKUITY Technologies, is now serving as the New England territory’s regional president for ICS.
In operation for more than 30 years, ICS now has nearly 150 employees with headquarters in Endicott and two additional New York offices in DeWitt and Ithaca, along with the new location in Auburn, Massachusetts, south of Worcester in the central part of the state.
Crews finish project addressing high-water damage at Port of Oswego dock
OSWEGO, N.Y. — A project at the Port of Oswego that addressed high-water damage to the north end of the Port Authority’s east operating dock is now complete. It was part of Gov. Andrew Cuomo’s Resiliency and Economic Development Initiative (REDI). That dock is located directly on Lake Ontario and “highly susceptible” to wave action
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OSWEGO, N.Y. — A project at the Port of Oswego that addressed high-water damage to the north end of the Port Authority’s east operating dock is now complete.
It was part of Gov. Andrew Cuomo’s Resiliency and Economic Development Initiative (REDI).
That dock is located directly on Lake Ontario and “highly susceptible” to wave action and flooding, the New York State Department of Transportation (DOT) announced Jan. 15.
During high-water events, the existing stone retaining wall failed to break waves, resulting in a breach of the wall and direct undercutting of the main dock.
It’s the third of five projects awarded to the Port Authority of Oswego.
The REDI Commission awarded $300,000 for the project focused on the east operating dock. In total, the Port Authority of Oswego has been awarded $2,310,000 for five resiliency projects, DOT said.
“The completion of work on the East Operating Dock will ensure the safety of our employees and ensure that the vital work that we do here continues without interruption,” Bill Scriber, director of the Port of Oswego Authority, said.
Mitigation measures for the east operating dock project included installing a cellular steel sheeting wall to break high-water wave action in the impacted area, protecting the north end of the dock.
The Port of Oswego is an international port, which supports nearly 120 vessels, allowing more than 1 million tons of cargo to pass through the port each year. The preservation of the east operating dock is key to the economic vitality of the Port of Oswego Authority, the DOT said.
The project will “protect the integrity” of the dock, ensuring continued operation and maintaining public safety. Additional REDI funded projects at the Port Authority are anticipated to continue this year, per the department.
About REDI
In response to the “extended pattern” of flooding along the shores of Lake Ontario and the St. Lawrence River, Cuomo created REDI to increase the resilience of shoreline communities and “bolster” economic development in the region.
Five REDI regional-planning committees, comprised of representatives from eight counties (Niagara, Orleans, Monroe, Wayne, Cayuga, Oswego, Jefferson, and St. Lawrence) were established to identify local priorities, at-risk infrastructure and other assets, and public-safety concerns. The committees include representatives from those eight counties.
Stewart’s Shops begins 2021 by acquiring Red-Kap’s assets
SARATOGA SPRINGS — Stewart’s Shops opened 2021 by announcing that the company is expanding with the acquisition of the assets of Schenectady–based energy company Red-Kap. The acquired assets include eight convenience stores, four car washes (one is currently under construction), and fuel distribution to more than 75 dealers, “which is the heart of the deal,”
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SARATOGA SPRINGS — Stewart’s Shops opened 2021 by announcing that the company is expanding with the acquisition of the assets of Schenectady–based energy company Red-Kap.
The acquired assets include eight convenience stores, four car washes (one is currently under construction), and fuel distribution to more than 75 dealers, “which is the heart of the deal,” per a Jan. 12 news release on the Stewart’s Shops website.
The convenience stores include a location in Baldwinsville, per the Red-Kap website. The announcement didn’t include any details of financial terms of the acquisition deal.
Based in Saratoga Springs, Stewart’s Shops operates convenience stores throughout upstate New York.
Stewart’s Shops will maintain the branding of the Mobil, Citgo, and Sunoco stations and will convert two of the Red-Kap locations into traditional Stewart’s Shops. The remaining six locations will become ‘Stewart’s Express’ shops.
These smaller shops will have limited product offerings, less seating, and fewer food-to-go options. They also won’t serve hand-scooped ice cream. The Stewart’s Express locations will offer some ice- cream flavors in pre-packaged pints and half gallons.
“Due to our long-standing business history and the level of trust between us, we were able to complete this deal in a relatively short amount of time,” Gary Dake, president of Stewart’s Shops, said in the release. “Stewart’s Shops has always respected and admired the integrity of the family-owned Red-Kap organization. This is primarily a fuel-distribution transaction, and we look forward to extending our support to the distributor and dealer network.”
Selling a family business is a “complex and emotional undertaking,” Jon Kaplan, principal of Red-Kap, said.
“Throughout this process, I have come to realize how fortunate we were to be acquired by Stewart’s. The integrity and compassion that they have shown throughout the transaction is a testament to the Dake family and the organization they have built,” said Kaplan.
Besides Baldwinsville, the eight convenience stores include Albany, Berne, Hudson, Rensselaer, Saratoga Springs, Castleton, and Loudonville. They’re already undergoing conversions into Stewart’s Shops and ‘Stewart’s Express’ locations and will be completed during this year.
VIEWPOINT: How Younger Workers Can Mentor Older Ones & Move Companies Forward
Mentoring usually refers to a manager, executive, or expert ienced employee guiding a younger person in the workplace, helping them acquire knowledge and new skills that foster professional growth. But with the expanding role of technology in today’s rapidly evolving business climate, a role reversal sometimes takes place — reverse mentorship. That is, older employees are paired with
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Mentoring usually refers to a manager, executive, or expert ienced employee guiding a younger person in the workplace, helping them acquire knowledge and new skills that foster professional growth.
But with the expanding role of technology in today’s rapidly evolving business climate, a role reversal sometimes takes place — reverse mentorship. That is, older employees are paired with younger ones who teach them about technology — a strong suit for millennials and Gen Z workers, generations who grew up with technology.
Reverse mentoring can be a plus for businesses in bridging generation gaps and knowledge gaps, and also a lifeline for older workers who otherwise might get phased out.
The older people better pay attention to these young people and find a mentor so they can teach them about technology. Recent studies have shown that the COVID-19 pandemic has greatly accelerated the shift to e-commerce and e-learning.
The people who don’t climb aboard the tech train will be left behind in the post-pandemic shakeout. A lack of tech knowledge is an excuse for organizations to cut the more expensive, older people and bring in the younger talent. These young tech execs should latch onto a floundering management exec and lead them to the new world order before they become obsolete. In return, the young people get access to years of wisdom, and companies can become more cohesive and efficient in the whole reverse-mentorship process.
Here are some tips on how to implement reverse mentoring successfully:
• Focus on a business need. What is the mentee learning the technology for? Reverse mentorships are more successful when they focus on a broader business need. For example, a tech-savvy employee could mentor on how to use social media to generate more sales leads. The company doesn’t benefit unless the mentee learns how to develop and use new skills in concert with business strategy.
• Find partners who are a sensible fit. An ideal mentor has knowledge or skills that you need and is willing to build a relationship with you. But can that person teach it in a way that’s fairly easy to understand? Do they listen or talk over you? You need substantive engagement and a lot of question-and-answer time without added tension.
• Be open-minded and respectful. Reverse mentoring empowers young leaders, but at the same time they can learn from and value the older group’s decades of experience. Without mutual respect and openness it won’t work. The mentee has to be willing to go outside his/her comfort zone. And the mentor should respect that. Both should be tactful and patient.
• Set clear goals and expectations. Discuss expectations upfront. Make sure you’re both committed to the process and goals are aligned. Neither of you should be too busy to meet at least once weekly. Otherwise a real teaching-learning relationship isn’t formed and too much falls through the cracks.
• Track progress. Organizations should formalize these reverse-mentorship relationships and make them quantifiable. A mentorship relationship falls short if progress isn’t tangibly measured in different stages. If progress isn’t where it needs to be, discuss new ways to achieve goals. Both the mentor and the mentee can determine where the gaps are and how to close them.
Technology has blown the roof off the traditional corporate thinking of top-down learning. Reverse mentoring removes barriers in today’s multi-generational workforce, enhances careers, and in some cases of the oldest workers, it can extend them.
Rod Robertson (www.briggscapital.com) is an international entrepreneur and author of “Winning at Entrepreneurship: Insider’s Tips on Buying, Building, and Selling Your Own Business.” Robertson is the owner of Briggs Capital, a boutique international investment bank.
VIEWPOINT: How Health Care Can Embrace a Digital Transformation
It desperately needs one The health-care industry would be better equipped to meet its many challenges if it were more willing to embrace a digital transformation it so desperately needs. Health-care systems can no longer afford to allow their operational components to be only “good enough” or to be constrained by the mindsets and habits of the past.
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It desperately needs one
The health-care industry would be better equipped to meet its many challenges if it were more willing to embrace a digital transformation it so desperately needs.
Health-care systems can no longer afford to allow their operational components to be only “good enough” or to be constrained by the mindsets and habits of the past.
Improved and more-efficient use of equipment and personnel is critical for health-care organizations that want to thrive in their current markets and capture new market share going forward.
The way to achieve that is through a well-executed digital transformation in which new and better digital technology is used to change how health systems operate and deliver patient care.
Health care has lagged behind as other asset-intensive businesses — such as transportation, retail, airlines, hospitality, and food services — have made dramatic progress over the last decade with digital transformations of their own.
What’s held health care back? At least in part it’s because of some long-held — and in our view, incorrect — beliefs. A few of those beliefs, and our responses to them, include:
• Health care is not like other businesses. Some people argue that the rules that apply to other businesses don’t apply to health care. Or they say that their particular health system is different from others. Operationally speaking, health care is fundamentally no different from any other asset-intensive business that has substantial demand and supply stochasticity. And while health systems may indeed have unique characteristics relative to one another, they share far more in common.
• Electronic health records (EHR) systems should accomplish these objectives. Indeed, EHRs have been a vital addition to health-care operations, serving as a repository for enormous amounts of data. But your EHR is not going to perform high-level predictive analytics for you. You need technology that places the right analytics, insights, and recommendations in front of the right users — such as surgeons, schedulers, nurses, and executive teams — at the right time.
• IT should take the lead on digital transformation. The health-care industry tends to rely on IT departments more than perhaps it should for digital innovation, which is somewhat understandable. Health-care professionals want to focus on providing good clinical care, not on software and technology. In the rest of the business world, however, IT’s role is understood to be providing infrastructure, security, and policies to implement business-transformation tools. IT’s role is not to solve complex operational problems. IT cannot possibly know the details of every part of the health system’s business well enough to take the lead on digital transformation.
Health care needs to rid itself of these and other incorrect beliefs so that it can change its inefficient ways. Making more efficient use of personnel and equipment that already exist — and delivering better and more timely patient care in the process — could be the true game changer.
Sanjeev Agrawal and Mohan Giridharadas, co-authors of “Better Healthcare Through Math,” are senior executives at LeanTaaS (www.leantaas.com), a software company that focuses on improving health-care operations. Over the past six to seven years, LeanTaaS has conducted thousands of conversations with physicians, nurses, administrators, and health-care executives to understand the issues they face.
OPINION: New Yorkers Need a Consistent Recovery Plan to Get the State Back on its Feet
In the aftermath of COVID-19 lockdowns, New York’s economic-development and reopening plan has been confusing, inconsistent, and has disregarded objective data and legislative cooperation. In every corner of the state, business owners have been forced to wade through complicated and constantly-changing guidance. The most recent iteration of this is based on a zone-colored scheme that
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In the aftermath of COVID-19 lockdowns, New York’s economic-development and reopening plan has been confusing, inconsistent, and has disregarded objective data and legislative cooperation. In every corner of the state, business owners have been forced to wade through complicated and constantly-changing guidance. The most recent iteration of this is based on a zone-colored scheme that has proven ineffective, while doors continue to close and jobs disappear.
[On Jan. 13] in Erie County, a State Supreme Court justice rejected Gov. Andrew Cuomo’s “orange zone” indoor-dining restrictions — the governor is now apparently walking back those restrictions — as restaurant owners argued that the forced restrictions have deprived their businesses of hundreds of thousands of dollars and have no valid scientific support. Simply stated, this plan has not worked as businesses are losing money by the hour and the virus continues to spread in spite of the state’s reopening model.
Further, the governor seems to have finally acknowledged what others have said for months: the state’s businesses can’t continue under current conditions and a more widespread reopening is needed. What changed? COVID-19 hasn’t gone away, and it’s actually more prevalent now than it was during his strictest quarantine orders last March. It’s no surprise business owners must resort to court action for remediation; they’ve been deprived of their livelihoods for months only to watch the situation worsen. New York needs a consistent plan, one developed in conjunction with the state legislature and with respect to the needs of New Yorkers from each region of the state.
The Assembly Minority Conference has worked tirelessly to develop a blueprint to rebuild New York’s economy and strengthen our resilience for future crises. To that end, we developed “Jump-Start New York: A Plan for Economic Recovery,” a comprehensive plan designed specifically with the public’s health, economic well-being, and future in mind. Some of the proposals the conference is advocating include:
• Limiting the governor’s expanded powers and increasing local authority during future emergencies;
• Emplementing the “NY Business Emergency Relief Act of 2021;”
• Utilizing Regional Economic Development Councils for disaster recovery;
• Repurposing and utilizing capital programs;
• Implementing a 180-day “regulatory amnesty” period for small businesses;
• Establishing the Division of Regulatory Review & Economic Growth (DRREG);
• Providing a tax credit to landlords for any loss of rental income as a result of COVID-19;
• Increasing rural internet accessibility to ensure equality; and
• Supporting New York farmers and agricultural businesses to foster greater opportunities to move their products.
Done correctly, I am confident we can both protect the public and protect our economy. We will need to work together, as co-equal parts of government, and implement a holistic solution aimed at long-term viability. We are past the point of ad-hoc reactionism from the executive. Now is a time for cooperation, growth, and sustainability.
William (Will) A. Barclay, Republican, is the New York Assembly Minority Leader and represents the 120th New York Assembly District, which encompasses most of Oswego County, including the cities of Oswego and Fulton, as well as the town of Lysander in Onondaga County and town of Ellisburg in Jefferson County. Contact Barclay at barclaw@assembly.state.ny.us.
OPINION: How to Reform the Social Security System
With Social Security’s finances in the spotlight these days, especially since COVID-19 devastated the U.S. economy, there is no shortage of ideas for how to reform the Social Security System (SS) to restore it to financial solvency. Some proposals have originated in Congress (Social Security 2100 Act) and others have been floated by various “think tanks.” In
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With Social Security’s finances in the spotlight these days, especially since COVID-19 devastated the U.S. economy, there is no shortage of ideas for how to reform the Social Security System (SS) to restore it to financial solvency. Some proposals have originated in Congress (Social Security 2100 Act) and others have been floated by various “think tanks.” In the latter case, some independent “outside-the-box” proposals advocate entirely scrapping the existing Social Security Act in favor of a “universal flat benefit” program — essentially a program where all recipients receive the same amount regardless of their lifetime earnings history and contributions. This would, they argue, lift many more Americans out of poverty and would allow for a reduction in the Social Security tax burden on American workers. Proponents contend that lowering SS payroll taxes with a universal-benefit program would mean more disposable income available for use, instead, to better save for individual retirement and to bolster the U.S. economy. Lofty goals, but at what cost?
The universal SS flat-benefit concept has gained traction largely because most Congressional approaches to Social Security’s financial dilemma include raising the payroll-tax burden on American workers. Most currently proposed legislation tackles the issue of a steadily increasing number of Social Security beneficiaries by increasing SS revenue via higher taxes to support a larger number of recipients. That approach, flat-benefit proponents say, will eventually become unsustainable.
The current SS payment methodology is already somewhat progressive in that the benefit formula is weighted to provide greater pre-retirement income replacement for lower-earning workers. The income-replacement rate for low-income workers is about 40 percent, whereas for high-income workers it is considerably less. Nevertheless, today, SS benefits are computed relative to the contributions each person has made to the program.
Conversely, a universal flat-benefit program would transform Social Security into more of a socialist program where everyone gets the same benefit amount regardless of their contributions — an idea that flies in the face of America’s most basic principles.
Social Security has now entered its ninth decade of providing benefits to American seniors and their dependents. That alone is testimony to the soundness of the program’s basic tenet — benefits are paid relative to contributions made. That’s a sound principle that today keeps about 22 million Americans out of poverty. So, we must ask — is it smart to replace a program that has been a resounding success for more than 80 years, with what is essentially a welfare program? Or is it more prudent to modestly adjust the current program to fit today’s demographic — in effect, “modernize” it?
The reality is that people are now living much longer. Life expectancy has steadily increased over the years and, thus, the people collecting Social Security today receive benefits for decades. Yet Social Security’s full-retirement age definition has not changed in more than 37 years. But simply changing Social Security’s full-retirement age won’t alone restore the program to solvency, so other “modernization adjustments” are needed. Instead of a socialist, universal flat-benefit program, let’s consider a viable way to maintain the existing SS structure of “benefits paid relative to contributions made.”
The Association of Mature American Citizens (AMAC) has developed and, over several years, fine-tuned a proposal, which will not only restore Social Security to solvency, but also do so without raising SS payroll taxes. This proposal, known as the AMAC Social Security Guarantee and Social Security Plus Initiative (www.amac.us/social-security), advocates making several relatively modest adjustments to Social Security’s benefit formulas to achieve solvency without adding to the current tax burden. Proposed adjustments include the following:
• Adjusting the full-retirement age to recognize that Americans today are living (and collecting benefits) much longer;
• A guaranteed Cost of Living Adjustment (COLA) weighted to favor low-benefit beneficiaries, using a tiered formula based on household income;
• Adjust the Delayed Retirement Credit formula to align with reductions for claiming benefits before full-retirement age;
• Modify the formula for computing the Primary Insurance Amount (PIA) for future high earners to align with the national inflation rate, instead of the Average Wage Index;
• Enhance the current survivor-benefit formula to provide a joint-and-survivor annuity concept; divert current retirement-account penalties — for example: early withdrawal of 401(k) money — from the General Fund to the Social Security Trust Funds; and,
• Replace the Windfall Elimination Provision (WEP) with a new, less punitive formula.
To address the issue of too many Americans neglecting to save enough for their future retirement, AMAC’s Social Security Guarantee also includes a “SSG-Plus” option, which provides a voluntary special investment mechanism for employees to save for their retirement (and for employers to contribute matching funds). This approach would help ensure that seniors have a sizable “nest egg” as they enter retirement.
Russell Gloor is a certified Social Security advisor with the Association of Mature American Citizens (AMAC). The 2.3 million member AMAC says it is a senior advocacy organization. Send your questions to: SSadvisor@amacfoundation.org.
Bowers & Company CPAs, PLLC has named JOSEPH E. ROCCO, III an audit partner in the Syracuse office of the firm. He graduated from Hartwick College with a bachelor’s degree in accounting, with a minor in finance and economics. Rocco is a CPA and has more than 12 years of experience in public accounting. Before
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Bowers & Company CPAs, PLLC has named JOSEPH E. ROCCO, III an audit partner in the Syracuse office of the firm. He graduated from Hartwick College with a bachelor’s degree in accounting, with a minor in finance and economics. Rocco is a CPA and has more than 12 years of experience in public accounting. Before joining Bowers & Company, he began his career with PwC in Boston, where he earned multiple promotions. Rocco’s experience includes concentrations in financial services, manufacturing, transportation, and not-for-profits.
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