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Launch NY to use $250K National Grid grant to help startups
BUFFALO, N.Y. — Buffalo–based Launch NY will use a $250,000 economic-development grant from National Grid (NYSE: NGG) to support entrepreneurial ventures. The goal of the grant is to support companies that go on to raise private capital and create jobs in upstate New York, Launch NY said. The funding comes through the utility’s CleanTech Incubation […]
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BUFFALO, N.Y. — Buffalo–based Launch NY will use a $250,000 economic-development grant from National Grid (NYSE: NGG) to support entrepreneurial ventures.
The goal of the grant is to support companies that go on to raise private capital and create jobs in upstate New York, Launch NY said.
The funding comes through the utility’s CleanTech Incubation program, Launch NY said in its Oct. 15 announcement. The program “complements” Launch NY’s mission to create a “robust, diverse and inclusive entrepreneurial economy” in upstate New York through mentorship and seed-stage investments.
“National Grid understands and appreciates the importance of healthy, diverse local economies that sustain western New York communities,” Ken Kujawa, regional director at National Grid, said in the Launch NY announcement. “Partnerships like those that we enjoy with Launch NY are important, and our CleanTech Incubation program is a perfect match for their initiative because the funding provides ambitious entrepreneurs the opportunity to create a solid foundation upon which they can build their companies.”
Matched 1:1 with other funding sources, the “Empower & Launch: Entrepreneurial Skills and Resources to Build Your Business” project will support Launch NY’s mentorship activities over the course of two years, starting Oct. 1.
“We’re grateful for this support from National Grid, an important community partner that carries a tremendous reputation for quality and service,” Marnie LaVigne, president and CEO of Launch NY, said in the announcement. “This funding will allow Launch NY to continue its impactful activity in mentoring startups, which in turn is creating a new generation of diverse, ambitious business leaders in our backyard.”
Startups mentored through Launch NY receive a custom company-action plan and then training through individual and group sessions. Training is led by Launch NY entrepreneurs-in-residence, who cover subjects that include funding, talent, product development, and operational support.
Launch NY says it takes a “mentorship first” approach to its portfolio, helping high-growth startups with large potential markets prepare to pitch investors, including Launch NY and others, raise funds and scale their business. Through entrepreneurs-in-residence and its National Mentor Network of subject matter experts, Launch NY supported 417 upstate New York startup companies in 2023.
Launch NY contends it offers the most active seed-funding source by volume of transactions in the entire state.
Launch NY describes itself as the only nonprofit venture-development organization and U.S. Treasury-designated community development financial institution (CDFI) that serves and directly funds startups in upstate New York.
The core mission of Launch NY is to “identify, support and invest in high‐growth, high‐impact companies and to catalyze the entrepreneurial culture” of the upstate region. Since its inception in 2012, Launch NY has served more than 1,700 companies, which have gone on to raise more than $1.5 billion, generate more than $265 million in annual revenue, and support more than 5,300 jobs.
VIEWPOINT: Navigating the PR Landscape: Small-Business Strategies for Success
Running a small business is demanding. Fifty-six percent of owners have less than an hour a day for marketing, and 73 percent lack confidence in their efforts’ effectiveness. With so much focus on operations, customer service, and growth, marketing and communications often get sidelined. Budget limitations, lack of formal training, and the pressure to manage
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Running a small business is demanding. Fifty-six percent of owners have less than an hour a day for marketing, and 73 percent lack confidence in their efforts’ effectiveness. With so much focus on operations, customer service, and growth, marketing and communications often get sidelined.
Budget limitations, lack of formal training, and the pressure to manage social media are common obstacles. After 20 years in the industry, I have seen these challenges firsthand. So, how can small businesses navigate these hurdles while staying focused on running a successful operation?
Small businesses often face tight budgets that are already committed to payroll, product, and other tangible expenses. While large entities have teams dedicated to strategic communications or can outsource the functions to a firm, small businesses need to be more resourceful in their efforts.
• Partnerships. Collaborate with other small businesses to share costs for advertising, events, and community initiatives. Consider outsourcing marketing collectively. Don’t overlook bartering — exchanging goods and services is still a valuable way to reduce expenses.
• Social media. Building a social-media presence is free and an effective way to promote products and engage with customers. Digital platforms also offer cost-effective targeted advertising to reach your ideal audience. However, while setting up social media is free, it requires a significant time investment to maintain.
• Interns. Local colleges and universities have many students studying marketing, PR, and communications who need practical experience and internships. Recruit these students to help manage your marketing efforts. This cost-effective option provides valuable hands-on experience for them while helping your business and the future of the field.
Many small-business owners feel overwhelmed by marketing and communications. Learning new skills can be daunting, even when essential. While hiring a communications professional may not be feasible, there are plenty of resources available to help owners and teams develop the necessary skills.
• Online learning. Platforms for online learning offer accessible, budget-friendly options for developing new skills. YouTube and LinkedIn provide tutorials by experts, covering various marketing and communications topics. For those with a larger budget, more intensive learning opportunities, including certifications, are available.
• Community workshops. Local organizations often offer free or low-cost workshops for businesses. Take advantage of chamber memberships, libraries, and local chapters of groups like the American Marketing Association or Public Relations Society of America. These events are excellent for learning from experts and networking with other business owners facing similar challenges.
Gaining media attention is one of the biggest frustrations for small businesses. Even with a compelling story, it can be hard to get noticed. Central New York has a strong local-media scene, but shrinking newsrooms mean journalists can’t discover every business on their own. You need to proactively reach out and help them tell your story.
• Build relationships. Don’t fear the media — embrace them. Review local news outlets and note journalists covering business or your industry. Reach out via email to introduce yourself and your business. You may even be able to visit their office to introduce yourself and provide information about your work.
• Break through the noise. Journalists seek unique, newsworthy stories — what sets your business apart? Are you the first of your kind locally? Research what makes a story newsworthy, and match that with a personalized pitch for your target media contacts. Also, think beyond your business — stay informed on broader trends or local events and tie your narrative to them.
• Persistence. You will be told no a few times, but don’t get discouraged. Ask journalists what stories they’re looking for and how you can help. Stay connected and consistently offer relevant, interesting ideas to improve your chances of getting featured.
Social media is great for showcasing products and engaging with customers, but keeping up with platforms like Instagram, Facebook, LinkedIn, and TikTok can feel overwhelming when running your business is your top priority.
• Know your audience. You don’t need to be on every platform. Choose the ones that align with your audience and industry. For visual businesses like food or retail, Instagram is ideal. For B2B sectors, LinkedIn is often more effective. Focus your content where your audience is most active and research their preferences. For example, if your target is Gen Z and you own a restaurant, prioritize engaging visuals on Instagram.
• Know your goals. According to Statista, the top marketing goals for small businesses are increasing sales (58.9 percent), leads (15.5 percent), and brand awareness (10.5 percent). To use social media effectively, first identify your audience and set clear goals. Once those are defined, you can plan content and use strategies that engage customers and drive desired actions.
• Plan ahead. Once you have chosen your platforms, creating a content calendar and scheduling posts in advance saves time and ensures consistency. Some platforms allow post scheduling, and there are many affordable tools that let you schedule across multiple platforms, making it efficient for any budget.
• Be you. Social media is a wonderful opportunity to be authentic to the values of the brand and engage naturally with the audience, which is a powerful tool for building connections. Take the time to create a brand voice that resonates with customers, building confidence, trust, and loyalty that supports long-term relationships.
Effective communication and marketing are essential for small-business success, but can feel overwhelming with so many demands. By finding creative, budget-friendly ways to tell your story, learning basic skills, and using the right tools, businesses can overcome common challenges. Every small business has a unique story, and with the right strategy and persistence, it’s possible to share that story in ways that resonate and lead to long-term success.
Kelly C. Gaggin, Ph.D., APR is a senior advisor and public-relations consultant at Strategic Communications, which says it provides trusted counsel for public relations, including media strategy, media training, media outreach, monitoring, and analysis.
AI Innovation Hub at Golisano Institute to help teach about AI
ROCHESTER, N.Y. — Artificial intelligence (AI) technology plays a bigger role in modern business every day. That’s why the Golisano Institute for Business & Entrepreneurship in Rochester launched its AI Innovation Hub for students and staff, allowing them to engage and learn from AI technology, according to its Oct. 22 announcement. It includes a media
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ROCHESTER, N.Y. — Artificial intelligence (AI) technology plays a bigger role in modern business every day.
That’s why the Golisano Institute for Business & Entrepreneurship in Rochester launched its AI Innovation Hub for students and staff, allowing them to engage and learn from AI technology, according to its Oct. 22 announcement.
It includes a media lab, recording studio, New Vision Development Group Beta Lab, and teaching spaces devoted to the exploration of AI and technology applications. Classes taught in this space will cover a variety of AI-related topics, including how to apply the technology in various industries, the use of predictive models, and ethical considerations.
“We’re excited to open this hub on our campus so our students and staff can utilize this cutting-edge technology to further their entrepreneurial studies,” Ian Mortimer, president of the Golisano Institute for Business & Entrepreneurship, said. “It demonstrates our institution’s continued commitment to equipping our students with the essential knowledge and skills to thrive in a technology-driven business landscape.”
The formal-opening ceremony included guest speaker Manju Kesani, CEO of Machani Robotics and IndiVillage in India, who visited Golisano Institute with Ria the Robot. Ria is a humanoid robot that demonstrates the full power and capabilities of the latest in humanoid robot technology.
Students and guests were given the chance to interact with Ria and “experience the future of AI firsthand.”
“Bringing in Manju Kesani and Ria from Machani Robotics, as well as imbedding my AI and technology team from New Vision Development Group for the opening of the AI Innovation Hub, shows the breadth of Golisano Institute’s connections in the business world,” Dale Twardokus, president of New Vision Development Group of Pittsford, and a member of Golisano Institute’s board of trustees. “We are at a pivotal moment in history, presenting immense opportunities for those with an abundance mindset and a passion for learning. Our partnership with the Institute empowers students with practical AI knowledge for real-world business solutions, enabling them to seize opportunities in the marketplace.”
The Golisano Institute for Business & Entrepreneurship focuses on alternative post-secondary business education. “Delivering a high-quality and accelerated business experience for students of all ages, Golisano Institute leverages an expansive roster of higher education partners, entrepreneur advisors, and business connections to help professionals reach their full potential. Thanks to the generosity of founder Tom Golisano, qualified students can access the Institute’s benefits at a significantly lower cost than the average higher education institution,” the organization contends.
Firm from Norway wins $1M grand prize in Genius NY accelerator
SYRACUSE, N.Y. — A Norwegian company won the grand prize of $1 million in the 8th round of the Genius NY accelerator. Aviant of Oslo, Norway was among five finalists involved in the pitch competition that was part of the annual Innovation Night held on Oct. 28 at the Marriott Syracuse Downtown. Genius NY is
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SYRACUSE, N.Y. — A Norwegian company won the grand prize of $1 million in the 8th round of the Genius NY accelerator.
Aviant of Oslo, Norway was among five finalists involved in the pitch competition that was part of the annual Innovation Night held on Oct. 28 at the Marriott Syracuse Downtown.
Genius NY is short for Growing ENtrepreneurs & Innovators in UpState New York and is housed at the Tech Garden in Syracuse. The year-long program, operated by CenterState CEO, “attracts the world’s most innovative entrepreneurs in the uncrewed systems field to Central New York.”
Aviant “leverages advanced drone technology to provide autonomous last-mile delivery solutions, enhancing efficiency and reliability in logistics,” as described in the announcement from Empire State Development (ESD).
The company was launched in the beginning of 2020 when the founders met at the Massachusetts Institute of Technology, according to the Aviant website. They got the idea for Aviant based on the “logistics issues in healthcare that intensified at the beginning of the COVID-19 pandemic,” the website says.
The site’s description of the firm’s origin goes on to say, “The desire for more efficient solutions in the medical sector and the new European drone regulations from January 2021 allowed Aviant to quickly secure a pilot contract with St. Olavs Hospital in Norway.”
“Winning the GENIUS NY competition marks an exciting chapter for Aviant,” Lars Erik Fagernaes, CEO of Aviant, said. “This funding accelerates our innovation in drone logistics and strengthens our presence in Syracuse as we aim to launch a last-mile logistics service in 2025.”
Four teams also received a prize of $500,000. They included Aerialoop of Miami, Florida; Crover of Edinburgh, Scotland; Flyhound of New York City; and INVOLI of Lausanne, Switzerland.
The five finalist teams made their pitch for the $1 million grand prize to a panel of judges and audience during the Pitch Finals portion of Innovation Night.
“Congratulations to all five GENIUS NY Cohort 8 finalists!” Kara Jones, CenterState CEO’s director of Genius NY, said in the ESD announcement. “Their presence makes Central New York’s uncrewed systems industry even richer, adding more assets to the thriving ecosystem. I look forward to supporting this cohort’s future growth in this region as they continue to push the boundaries of what’s possible with their technologies.”
To date, New York State has directly invested $24 million in 42 Genius NY teams over the program’s eight rounds. Participants are required to operate their business in Central New York for at least one year.
“Over the past eight years, the state has made significant investments in this program and in prioritizing the growth of a robust uncrewed systems industry here in Central New York. As a result, GENIUS NY companies are vital drivers of success in the region’s innovation ecosystem – creating jobs and spurring economic development. This year’s GENIUS NY finalists are further advancing that impact,” Robert Simpson, president and CEO of CenterState CEO, said. “We’ve built a worldwide reputation as a place that has some of the most robust assets, resources and technical capabilities in the drone industry, and the GENIUS NY program is a key part of that success. I am incredibly proud of the progress we are making and look forward to leveling up our efforts in 2025 when we open CenterState CEO’s new expanded incubator and innovation hub in downtown Syracuse.”
The Genius NY Pitch Finals were part of Innovation Night, which ESD describes as a “celebration of the entire Central New York innovation economy.”
The event highlights entrepreneurs and thought leadership within the region’s innovation ecosystem – from UAS (uncrewed aerial system) technology to pioneering, homegrown startups–showing that Central New York’s innovative future has a “space for everyone,” ESD said.
Innovation Night also celebrated the success of other growth programs and entrepreneurs, and featured remarks from Yami Payano, co-founder of Sign-Speak, and Peter Fuchs, CEO of Ascent AeroSystems. Payano is one of five entrepreneurs that participated in CenterState CEO’s Syracuse Surge Accelerator, a program that provides direct resources and support to Black-Indigenous-Persons of Color (BIPOC) entrepreneur founders of tech-related and tech-adjacent startups.
Fuchs is a Genius NY program alumni from the first round of the program. His company, Ascent AeroSystems, was acquired by Robinson Helicopter of Torrance, California in 2024, marking the first major acquisition of a Genius NY company, ESD noted.
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.
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