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DUB Therapeutics wins top funding prize in Biotech Innovation Pitch contest
SYRACUSE — A startup company based at Upstate Medical University won the top prize at the Biotech Innovation Pitch competition held Oct. 27 at the CNY Biotech Accelerator in Syracuse. DUB Therapeutics won the $10,000 Alan W. Rothschild Innovation Award. The business works at creating a siRNA therapeutic that aims to prevent corneal scarring and […]
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SYRACUSE — A startup company based at Upstate Medical University won the top prize at the Biotech Innovation Pitch competition held Oct. 27 at the CNY Biotech Accelerator in Syracuse.
DUB Therapeutics won the $10,000 Alan W. Rothschild Innovation Award.
The business works at creating a siRNA therapeutic that aims to prevent corneal scarring and inflammation and promote regenerative healing, according to an Upstate Medical announcement.
The Alan W. Rothschild Innovation Award honors Rothschild’s life, which was “one of creativity and entrepreneurial spirit” and provides support to individuals and startups who demonstrate excellence in innovation, Upstate said. Its purpose is to further the development and advancement of emerging science and new technologies.
DUB Therapeutic co-founders — CSO Audrey Bernstein, Ph.D., and CEO Tere Williams — are hoping to change how corneal injuries and scarring that can lead to vision loss are treated.
As inflammation is a major part of the scarring response, a mix of antibiotics and corticosteroids are often currently prescribed, Upstate said. Steroids produce “inconsistent results and well-established adverse events” that include cataracts and glaucoma.
The available treatments are also time-consuming; the current dosage for some prescriptions can be required as frequently as four times per day for over a month. DUB Tx’s therapeutic is made of a self-delivering siRNA (sdRNA) that can penetrate cells without additional reagents. One dose of sdRNA lasts two to three months to prevent scarring and promote wound closure in the eye, Upstate said.
A panel of five judges selected DUB Therapeutics after listening to brief pitches from the five competitors at the Biotech Innovation Pitch competition.
The additional finalists at the Biotech Innovation Pitch event were all awarded $2,500 each. They included Pretip; BiRed Imaging; Azimuth Biologics; and Triton Bio. The finalists are all clients of the CNY Biotech Accelerator.
The Rothschild Award is one of several honors DUB Therapeutics has collected in recent years, Upstate said. In 2023, the company was awarded the $50,000 top prize at the SUNY Start Up Summer School (S4) Demo Day. Two months later, it won a $50,000 grant at FuzeHub’s commercialization competition.
Judges for the competition included Ann and David Rothschild, sponsors of Alan W. Rothschild Innovation Award; Vicki Quigley; Eileen Pezzi, Upstate VP for development and executive director of the Upstate Foundation; Winthrop Thurlow, executive director of LifeSciencesNY and Michael Hausladen, general manager of LOTTE Biologics in Syracuse.
Herkimer College names assistant directors in HR and marketing
HERKIMER — Herkimer College recently announced the appointments of Mary Brewer as assistant director of human resources and Laura Simonelli as assistant director of marketing and communications. Brewer, of Utica, is a skilled professional with experience in management, including operations and team leadership, according to a Herkimer College release. She gained experience through her career
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HERKIMER — Herkimer College recently announced the appointments of Mary Brewer as assistant director of human resources and Laura Simonelli as assistant director of marketing and communications.
Brewer, of Utica, is a skilled professional with experience in management, including operations and team leadership, according to a Herkimer College release. She gained experience through her career in roles such as client-services coordinator in estate planning, and as business office manager for a senior-living organization. Brewer’s education includes an associate degree in business administration from Mohawk Valley Community College and a bachelor’s degree in business management from Bellevue University.
Laura Simonelli, of Mohawk, is a Herkimer College alumnus who brings experience in communications and marketing across diverse industries and a creative edge from a life in the arts, per the release. Her background includes serving as content strategist for a college-enrollment marketing firm, junior underwriter for a property insurance carrier, and marketing consultant for small businesses and independent artists. Simonelli’s skills include social-media management, content development, public relations, and copywriting. Simonelli holds an associate degree in fine arts from Herkimer College and a bachelor’s degree in communications — with a public relations and advertising focus and art minor — from the College of Saint Rose.
VIEWPOINT: ROI Begins With Creativity
Maintaining creative independence in a world of marketing shortcuts The best digital marketers can never have too much information. The ability to harness the quantitative insights relevant to any campaign, and use them to create actionable strategies, is essential to every successful marketing enterprise in 2024. At the same time, it’s easy to get lost
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The best digital marketers can never have too much information. The ability to harness the quantitative insights relevant to any campaign, and use them to create actionable strategies, is essential to every successful marketing enterprise in 2024.
At the same time, it’s easy to get lost in the numbers. More data is available than ever before. Although data should inform every aspect of a campaign strategy, the secret sauce that makes a successful campaign stand out is something no computer can script: creativity.
It’s true that marketing has become more of a science than ever, with algorithms and “buyer’s journeys” reducing every task to one step in a decision tree or flow chart. During each process, however, a dash of human ingenuity is still required to stand out in a competitive landscape. Here’s a closer look at the “why” and “how” behind the creative elements of today’s marketing best practices.
Creativity helps make your message stand out in a cluttered world of information. Customers and clients respond to messaging that speaks to them on a personal level more than any algorithm-generated insights. Any long-term effort to build brand equity starts with fostering a sense of personal familiarity with your brand and maintaining that familiarity over time. Organizations in the B2B and B2C space recognize the need to creatively evolve and respond to shifting trends while maintaining a familiar voice.
Data should inform that process, but human insights are always the first ingredient in seeing what is possible — the “mother of invention.” Creativity allows us to be the first to identify when something might be possible. Innovation is applied creativity, turning a new idea into a valuable solution or novel process.
The Harvard Business Review’s “Creativity in Advertising: When It Works and When It Doesn’t” outlines five dimensions of creativity as they relate to successful advertising results:
• Originality: Ads containing elements that are rare or surprising, or that move away from the obvious and commonplace.
• Flexibility: A highly flexible ad smoothly links a product to a range of different uses or ideas.
• Elaboration: Successful ads containing unexpected details, or extending simple ideas so they become more intricate and complicated.
• Synthesis: Blending or connecting normally unrelated objects or ideas.
• Artistic value: Ads with a high level of artistic creativity containing aesthetically appealing verbal, visual, or sound elements.
According to HBR’s research, highly creative ad campaigns have twice the sales impact of noncreative ad campaigns. Investing in developing highly creative ads pays off in higher ROI, engagement, and performance impact.
Creativity and digital marketing
Digital marketing practices — such as email, text, social-media channels, etc. — evolved in parallel with online consumer tracking practices. The race to turn consumer data into a game-changing insight is a tempting one to win. While it’s easy to fall behind the competition when data-driven insights are ignored, creativity is the separator that allows a marketing campaign to surge ahead. When creative insights are applied, digital marketers thrive, allowing for a unique ability to make messages stand out either through a message or its application.
The majority of marketers believe that creative effectiveness is one of the most influential factors in the overall success of a campaign, according to a July 2023 survey (https://www.marketingweek.com/marketers-creative-effectiveness/) published by Marketing Week. Yet for all its emphasis on capturing measurable insights, digital marketing has not risen to the challenge of measuring creativity. Just 57.3 percent of marketers surveyed had an analysis in place to measure creative effectiveness, according to the same survey, and 33.2 percent did not have any method of tracking creative effectiveness (the examples given were gauging an emotional response or influencing customer behavior).
More than any metrics that capture creative effectiveness, the biggest advocates for creativity are corporate leaders. An organization whose leaders value creativity understands that creativity can go well beyond brand communications and advertisements, using innovative thinking to shape how systems are designed, how challenges are converted into opportunities, how employees collaborate, and how organizations engage with customers and other stakeholders. Cross-collaboration within an organization can tap into your marketers’ creative potential in a variety of initiatives.
For example, by combining media-buying processes with high-performing creative ads, organizations can dramatically power campaigns on CTV and beyond. While being able to adopt this approach is dependent on working with an ad partner that can enable it, doing so can enable advertisers to create many more creative assets to launch. Brands are also engaging influencers and peer creatives as strategic partners, both in B2B and B2C settings.
A January 2023 report from Deloitte (https://www2.deloitte.com/us/en/insights/topics/marketing-and-sales-operations/global-marketing-trends/2023/creativity-to-solve-marketing-challenges.html) concluded that “organizations may now lack the creativity needed to meet the challenges of the modern business world, as manifested in fewer creative leaders in the C-suite and lower emphasis on creative skills among CMOs and marketing talent.” Advertisers need a large creative pipeline to generate fresh content assets to test, learn from, and optimize to drive better performance. If that’s the case, it makes sense that brands in both the B2B and B2C space are increasingly associating with independent digital creators and influencers, who bring in their own audiences as sources of potential demand generation — as well as the creative content brands desire.
Whether insourced or outsourced, the need for creativity in marketing remains as strong as ever. Leaders who recognize that need, and foster the creative freedom to push the boundaries of their existing initiatives, will in time see a better ROI from campaigns than those who merely follow the script.
Jordan Buning is president of ddm marketing + communications, a marketing agency for complex and regulated industries, including health care, financial services, and global manufacturing, as well as public transportation, higher education, and recreational products.
Ask Rusty: About Special Credits for Military Service
Dear Rusty: I just learned that if I served in the military during an active-duty period, I could get extra earnings for Social Security and that these benefits would be automatically added to my record, but I was never asked by the Social Security Administration (SSA) employee who calculated my benefits if I was in
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Dear Rusty: I just learned that if I served in the military during an active-duty period, I could get extra earnings for Social Security and that these benefits would be automatically added to my record, but I was never asked by the Social Security Administration (SSA) employee who calculated my benefits if I was in the military. I took benefits at age 62, in 2013, due to health reasons. Should I ask for a recalculation or is it too late?
Signed: Proud Veteran
Dear Proud Veteran: Thank you for your service to our country, for which you have every right to be proud. You likely heard about “Special Extra Credits for military service,” which applies to those who served in the military during certain periods earlier than the year 2001. This rule can add up to $1,200 per year to your Social Security earnings record for the years you served and, since your SS benefit is based on your lifetime earnings record, your military earnings may have been included when calculating your Social Security benefit. But the rules for getting that “extra earnings credit” are a bit complex, and how much extra earnings credit you receive depends entirely on which years you served. Here is a quick summary:
• SS taxes have been withheld from military pay since 1957, so your actual military earnings are already included as part of your lifetime SS earnings record.
• If you served between 1957 and 1977, an extra $300 for each quarter of active-duty service would be added to your military pay, up to $1,200 per year maximum.
• If you served between 1978 and 2001, an extra $100 would be added to your military pay for each $300 of active duty pay received, up to a maximum of $1,200 per year. FYI, no additional earnings are added to your military pay for service years after 2001.
• Those who served on active duty before 1967 should inform SS when applying for benefits about their military service (e.g., provide a copy of DD-214). For those who served after 1967, the “special extra credits” were automatically added to their military earnings record when they applied for SS benefits.
It’s important to note that the “extra credits” are additional earnings added to your military pay record — not an additional benefit amount added to your Social Security payment because of your military service. If, however, your military pay was included in the 35 years used to compute your Social Security benefit when you claimed, then your military pay affected your SS payment amount.
In any case, if you served in the military after 1967, the special extra-earnings credits were automatically included in your military pay record and, thus, were automatically included when calculating your Social Security benefit when you applied. If your non-military working career consisted of more than 35 years during which you earned more than you did while serving, your years in the military wouldn’t be included when computing your Social Security benefit anyway (only your highest earning 35 years of earnings are included when calculating your SS benefit).
Although it’s never “too late” to request a recalculation, if you served after 1967 your military pay during your service years was automatically increased by SS to account for your military service. If you served before 1967, you could contact the SSA to ensure that the extra credits were included when calculating your SS benefit. FYI, here’s a copy of the Social Security rules on this topic: www.ssa.gov/pubs/EN-05-10017.pdf.
Russell Gloor is a national Social Security advisor at the AMAC Foundation, the nonprofit arm of the Association of Mature American Citizens (AMAC). The 2.4-million-member AMAC says it is a senior advocacy organization. Send your questions to: ssadvisor@amacfoundation.org.
Author’s note: This article is intended for information purposes only and does not represent legal or financial guidance. It presents the opinions and interpretations of the AMAC Foundation’s staff, trained, and accredited by the National Social Security Association (NSSA). The NSSA and the AMAC Foundation and its staff are not affiliated with or endorsed by the Social Security Administration or any other governmental entity.
HISTORY FROM OHA: The story of Brennan Motors
The company that transported Syracusans by velocipede, vehicle, and vessel The Brennan Motor Manufacturing Company was a prominent producer of automobile and marine engines that thrived in Syracuse for more than 70 years. Patrick H. Brennan, an immigrant to America from Ireland, founded Brennan Motors in 1897, and he served as general manager of the
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The Brennan Motor Manufacturing Company was a prominent producer of automobile and marine engines that thrived in Syracuse for more than 70 years. Patrick H. Brennan, an immigrant to America from Ireland, founded Brennan Motors in 1897, and he served as general manager of the business until his death in 1934.
From 1897-1900, Brennan Motors was originally listed and incorporated in the Boyd’s Syracuse Directories as the Brennan Handle Bar Company, and began by manufacturing parts for bicycles. This initial endeavor is unsurprising, given the fact that Patrick Brennan had worked as a superintendent at the Syracuse Speciality Manufacturing Company on Leavenworth Avenue prior to the formation of his own enterprise, where servicing the bicycle industry was among the specialties. While running the Brennan Handle Bar Company, Patrick received patents for several parts that he developed, including those issued in 1897 for modifications made to bicycle crank-shaft hangers and for the invention of his own “new and original” bicycle-fork design, among additional velocipede improvements. In September 1900, a letters patent was also issued to Patrick Brennan for the professional enhancements he made to cycle crank mechanisms using interlocking parts.
As Patrick Brennan’s obituary published in the Syracuse Herald in 1934 contends, the Brennan Company was at first “engaged in the manufacture of bicycles before turning to … automobiles.” Like many other smaller firms at that time, Brennan Motors shifted into providing mechanical components for motor cars within a few years of its establishment. This alteration in focus of industrial production was further accompanied by a change in location for the company. Although the Brennan Handle Bar Company was founded “in a small shop rented in a Syracuse industrial building” at 318 East Water St. in 1897, and subsequently moved to 107 North Franklin St, by the end of 1902, it was in 1904 that Brennan relocated to a larger factory at 101 Grape (now South Townsend) St. This was the former site of the Phoenix Foundry and Machine Company at the intersection of Townsend and East Water Streets, and where Brennan Motors remained until it ceased operations in 1972. The Syracuse Herald-Journal noted that by 1924, the plant had grown to encompass over 32,000 square feet that spanned across four separate buildings.
Patrick Brennan was appointed a consul of the American Motor League in 1903, which roughly coincided with his company’s diversion into vehicular rather than velocipede manufacturing. The first city directory in which Brennan Motors is identified as “makers of gasoline motors designed and constructed for automobiles” as well as “manufacturers of adjustable handle bars” was published for 1902. As this description implies, the Brennan Motor Company specialized in the production of engines and engine parts, and high-grade, four-cylinder gasoline motors became synonymous with the Brennan brand. Early Brennan engines were formidable in their faculties; an advertisement published in Syracuse’s 1907 city directory states that Brennan’s standard, four-cylinder vertical motors could attain a horsepower up to 80, whereas its horizontals alternatively had a horsepower ranging between six and 30. By 1912, the firm was flexible in manufacturing two-, four-, and six-cylinder motors amenable for “any standard make of car,” including Autocar, Detroit, Elmore, Regal, and even the Ford “Model F.” The Syracuse Post-Standard recognized that in addition to completed engines, Brennan Motors also assembled component parts for automobiles and their motors, many of which included planetary gears as well as sliding transmission gears “in both the progressive and selective type.”
Interestingly, the Brennan Motor Company’s industrial production was not limited to the confines of car engines, as the business even made its Model “CE” industrial gasoline motor to power construction and industrial equipment.
Brennan’s foray into the automobile industry also began with crafting cars themselves, in addition to parts. As one of the first vehicle manufacturers in Syracuse, Patrick Brennan’s firm produced the Brennan “1900” automobile, as well as a gasoline motor ambulance in 1904 that was used by local Syracuse undertakers John McCarthy and Sons. The Herald-Journal described the ambulance as a trailblazing vehicle “thought to be the first of its type in the country,” with its white exterior, “leather interior, [and] room for a stretcher, two chairs, an instrument stand, and collapsible basket.” The McCarthy ambulance was also “lit with both oil and electric lamps” and capable of operating at “three forward speeds and one in reverse.” These features collectively made it an impressive vehicle in its own right and attracted ample national attention.
In addition to producing Brennan automobile engines, the “internal combustion engines of its own design,” the company manufactured numerous marine motors. These engines were in high demand into the 1920s, when recreational watercraft became increasingly more common on New York State’s Barge Canal system. In a retrospective piece published by the Post-Standard, it was noted that Brennan motors were used in watercraft in areas around and outside of the state, including in New England, Long Island, and California, and “covered most categories of marine needs — from pleasure boats to working fishermen.” One Brennan marine engine even made it as far away as Japan, where it powered a “thirty-foot-long, five-foot-wide runabout owned by R. Kawachi and Company of Kobe,” at speeds up to 18 miles per hour.
Analogous to its success in the bicycle and automobile sectors, ingenuity was likewise paramount to Brennan Motors’ achievements in the marine industry. It was among the first companies to develop and manufacture outboard drives, which were engines fastened to the outside of the boat’s hull at the stern to facilitate steering. Another improvement that the business achieved in watercraft propulsion was the invention of the “imp.” Among Brennan’s most popular products, the “imp” was widely advertised as the “world’s lightest and smallest four-cylinder inboard marine engine,” and its cost amounted to $235 for the 20-horsepower version. With its miniature size and durability of its design, the “imps” were constructed to propel boats at top speeds, both forward and in reverse, and their steers equipped with propellers allowed watercraft to be held on course if the operator left the wheel unattended. “Imp” motors would also “kick-up” while the power remained engaged upon hitting an obstruction on the riverbed or lakebed, thereby allowing boaters to still move safely through shallow waters.
Just as Brennan tailored its vehicular engines to run in a diverse array of car models, so too were its marine motors equally accommodating to different boats. The “imps” were marketed as “ideal for powering small runabouts, launches, dories, utilities, yacht tenders, the smallest of cruisers … sailboat auxiliaries,” and could provide “emergency and trolling power in larger cruisers.” Aside from the “imp,” Brennan Motors sold other boat engines “for every size and type of boat,” constructed to run on diesel or gasoline at a horsepower ranging from five to 200, and many were also fashioned with cooling systems engineered to operate in either fresh or saltwater.
During World War II, Brennan “devoted the facilities of its plant [on South Townsend Street] almost entirely to war work,” in supplying engines and parts to the United States Navy. A Post-Standard article published in January 1942 recognized that innumerable spare parts were shipped out by the company to repair those Brennan engines that had already been “in government service for various periods,” while new orders were simultaneously received for the manufacture of entirely new engines “to meet certain Navy requirements.” Brennan’s general manager at the time, Emmett A. Brennan, the eldest son of Patrick Brennan, chose to employ two shifts of rotating workers to maximize production on the “home front.”
In 1965, a major fire at the Brennan plant on South Townsend Street destroyed a section of the brick complex that included much of the workshop, walls, flooring, and roof. Ultimately, the Brennan Motor Manufacturing Company ceased operations in 1972 after 75 years of business when Emmett, as acting president and treasurer, decided to retire at 82 years of age. He passed away the following year on April 14, 1973. Throughout its history, the Brennan plant had expanded to encompass seven buildings at the intersection of East Water and South Townsend Streets, but the firm opted to sell what remained of its factory complex in 1972, by this time having transitioned into a “spare parts business,” as expressed by Onondaga Historical Association president Richard N. Wright in 1977. Industrial appraiser and liquidator Charles Gibbons was responsible for much of the disposal of the machinery and equipment utilized in the plant’s daily operations, and an auction was held on July 20, 1972, for this similar purpose of liquidation. After falling into disrepair and posing a risk of falling bricks onto the surrounding streets, the Brennan industrial block, with buildings indicative of Erie Canal-era architecture, was demolished in 2017.
After Brennan’s dissolution, many of the company’s archives, including ledgers, catalogs, blueprints, and other artifacts, were acquired by the Erie Canal Museum in Syracuse in 1973. From manufacturing bicycle parts, to fashioning automobile engines, to even constructing motors for watercraft, it is indisputable that this business made a substantial impact on transportation history, on both a local and national scale. It is therefore fitting that the Brennan Motor Manufacturing Company’s records are now housed in an institution dedicated to the momentous new wave of aquatic transit ushered in by the Erie Canal, as Brennan Motors fits the museum’s overarching theme of documenting and interpreting past conduits of transportation quite well.
Maria Lore is a research associate at the Onondaga Historical Association, located at 321 Montgomery St. in Syracuse.
OPINION: Let’s Not Squander the Brightest Parts of our Economic Outlook
The New York State Division of the Budget recently released its Fiscal Year 2025 Mid-Year Update, and there are some clear indicators our economic outlook is making incremental improvements. For one, tax receipts were strong enough to help cut down a prospective budget gap by $1.3 billion. This is welcome news, and it is great
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The New York State Division of the Budget recently released its Fiscal Year 2025 Mid-Year Update, and there are some clear indicators our economic outlook is making incremental improvements. For one, tax receipts were strong enough to help cut down a prospective budget gap by $1.3 billion. This is welcome news, and it is great to see New Yorkers driving economic activity during these challenging times.
While this is good news, it certainly does not mean New York is out of the woods yet. We still have some serious structural spending problems, and our financial outlook for the coming three years includes a potential $14.3 billion budget gap. Our work is not done.
Medicaid is one of the primary contributors driving up state spending. In order to prevent exceeding the Medicaid Global Cap, the state will have to pull more than $1 billion out of its general fund. That is an enormous sum, and doing so year after year is unsustainable. Therefore, addressing Medicaid must be a top priority during the upcoming budget process.
There are other problems that need to be addressed as well. While the Medicaid issue is relatively complex, other spending-related problems can be corrected by reprioritizing our financial goals. Over the last five years, overall state spending has increased by $67 billion. We’ve already spent billions of dollars supporting illegal migrants, and that will grow to total $4.3 billion through Fiscal Year 2026. We simply cannot afford to indefinitely support migrants, especially considering how inefficiently the state has administered such aid. At the very least, we should be investing what we do spend in child care, infrastructure, and public safety — all things that truly enhance the quality of life in our communities.
The Assembly Minority Conference has consistently advocated for an economic approach emphasizing lean spending, minimal taxes, and policies that promote organic economic growth. The good news is that economic activity in the state is showing signs of life. The fear, though, is that this will be perceived as an excuse to spend more money. This should not be the case. Also, considering this progress, there should be no talk of any tax increases as we begin planning the upcoming budget. We do not have a revenue problem in New York state, we have a spending problem.
Let’s build upon this positive outlook by going back to basic economics. Our economic success depends on our ability to keep costs as low as possible; the less we spend, the less we need New York taxpayers to contribute. We have a chance to naturally reduce an impending budget deficit, and I hope that goal resonates with members from every region in New York.
William (Will) A. Barclay, 55, 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: Young voters played a key role in historic Trump victory
Congratulations to President-Elect Donald J. Trump as well as to Vice President-Elect and young Republican JD Vance on their landslide electoral [college] and popular-vote victories in the 2024 election. With more than 300 electoral votes expected and over 71 million unique votes for Trump, this victory is truly a historic one. Make no mistake, this
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Congratulations to President-Elect Donald J. Trump as well as to Vice President-Elect and young Republican JD Vance on their landslide electoral [college] and popular-vote victories in the 2024 election. With more than 300 electoral votes expected and over 71 million unique votes for Trump, this victory is truly a historic one.
Make no mistake, this election was a referendum on the political establishment. Republicans listened to voters throughout their ranks and put forward a vision for a stronger, safer, wealthier, and greater America. Democrats ignored the will of their voters by usurping Joe Biden and coronating Kamala Harris as their nominee for president while doubling down on the hateful and divisive rhetoric they’ve become so synonymous with. And with that, it’s no surprise that Trump has over-performed with almost every demographic including 42 percent of young voters under 30.
Trump, Vance, and congressional Republicans were given a decisive mandate in this election. They have a responsibility to not only represent every American but to deliver for every American — and I am confident that America’s best days are ahead.
With so much to celebrate, there are, of course, always some losses. In New York, we fell short in some battleground races and are still waiting for greater clarity in others. These districts will be at the top of our target list to take back in 2026.
Finally, I want to thank every single one of our Young Republican volunteers who helped our Republican team. From very early on, our Young Republicans were boots on the ground in Iowa and New Hampshire to secure victories for Trump, and many others sacrificed countless weekends to knock doors, make calls, and register voters to support New York candidates down-ballot.
As one nation and one people, we embark on this once-in-a-generation journey to restore hope to every American and Make America Great Again.
Peter Giunta is chairman of the New York State Young Republicans. The association says it is the young professional wing of the New York Republican State Committee and a chartered member of the Young Republican National Federation. This article is drawn from a statement Giunta issued around midday on Wednesday Nov. 6, reacting to the results of the 2024 election.
VIEWPOINT: DOE Backs Away from Plan to Regulat TPSPs
In a recent policy shift, the U.S. Department of Education (DOE) agreed in a court filing to end its plan to impose additional regulations on third-party service providers (TPSPs) contracting with colleges and universities. These regulations were initially designed to ensure greater oversight of and transparency for the relationships between educational institutions and TPSPs. This
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In a recent policy shift, the U.S. Department of Education (DOE) agreed in a court filing to end its plan to impose additional regulations on third-party service providers (TPSPs) contracting with colleges and universities. These regulations were initially designed to ensure greater oversight of and transparency for the relationships between educational institutions and TPSPs. This is particularly so as more schools outsource critical services, such as financial-aid management, student housing, and online program delivery.
While the new position marks a significant change in the regulatory landscape forecast, institutions should remain cautious. Colleges and universities are still responsible for ensuring that any third-party partnerships comply with existing federal guidelines, particularly those related to student data privacy, Title IV funding, and compliance with the Higher Education Act.
Administrators are encouraged to review their existing agreements with TPSPs to ensure continued compliance and consider conducting internal audits of third-party relationships. This proactive approach will help mitigate potential risks, even in the absence of new federal oversight.
Bond will continue to monitor how this policy shift may impact your institution’s operations and responsibilities.
Seth F. Gilbertson is a member (partner) in the Buffalo office of Syracuse–based Bond, Schoeneck & King PLLC. He brings direct experience in labor and employment, student affairs, investigations, and regulatory compliance matters to his clients, with an emphasis on educational institutions and nonprofits. Contact him at sgilbertson@bsk.com. This article is drawn and edited from the law firm’s website.
State has more than $10 million available for animal-shelter improvements
ALBANY, N.Y. — More than over $10.4 million is available to support animal shelters, rescues, and humane societies in making infrastructure upgrades at their facilities.
Governor announces pay increase for state-government employee trainees
ALBANY, N.Y. — About 2,100 New York State employees working in professional traineeships across 46 state agencies will get pay increases in an effort to
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