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Protect Your Right to Be Paid – What You Need to Know to Make a Claim on a Payment Bond

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Sheats and Bailey, PLLC

Hardly a week passes that our firm is not asked to file a claim on a payment bond for one of our clients on projects in upstate New York and in New York City.  A claim on a payment bond, like a mechanic’s lien, can be an effective device for getting you paid.  It is not the only legal tool at your disposal, but it can be a very effective tool.  This article will provide a few things you need to know about making a claim on a payment bond.  

Payment bonds are required by Section 137 of the State Finance Law on public projects.  Payment bonds are not a guarantee of payment; they are an undertaking by a surety which provides that a company providing work or materials for a project will have added security beyond the assets or liquidity of the contractor with whom you have a contract.  In other words, the payment bond provides another deep pocket to get your money from.  I am sure you have encountered or heard of fellow subcontractors/suppliers that performed work/supplied materials, but never got paid because the upstream contractor went out of business.  A claim on a payment bond can prevent that from happening to you.   

In order to place a valid claim on a payment bond on a public project you need to be mindful of certain time limitations.  An action against a payment bond on a public project must be brought within one year from when the project was completed and accepted.  If your action is brought against the bond after the one-year statute of limitations expires then the action may be dismissed.

If you are a second-tier subcontractor/supplier on a project then you must also provide an additional notice by certified mail, return receipt requested, to the up-line contractors, owner, and the surety.  The notice must generally provide a description of the work, the party you had a contract with, the amount of money due to you, your initial contract price and when the money was due.  Second tier subcontractors must give that notice within 120 days of when the project was completed and accepted.  Although there are exceptions, the failure to provide the notice may prevent you from asserting a claim on the bond.        

Sometimes private owners, like hospitals, universities, and museums, require contractors to provide a payment bond for their projects.  Private improvement bonds typically contain similar, but not identical, notice provisions and statutes of limitations as outlined above.  Often, the payment bonds on private projects require notice from second tier subcontractors/suppliers within 90, not 120 days, of when they last supplied labor/materials.   

Considering the tight time frames to make a claim on a bond, the best thing to do is get a copy of the bond for your records early in the project.  Have your PM and/or accounts receivable person calendar the statute of limitations within the bond and any notice requirements.  If you want to find out who the surety is then call the architect of record or send the public owner a Freedom of Information request; it is little more than a letter stating that the request is “pursuant to the Freedom of Information Law.”

People often ask if they should file a mechanic’s lien or make a claim on the bond.  Why not do both.  However, there are a few advantages to making a claim on the payment bond.  Very often an action against a payment bond will be a less cumbersome and less expensive way to recover your money than filing and foreclosing a mechanic’s lien.  Plus, the existence of a lien fund (i.e., does the owner owe money to the GC) is immaterial to a payment bond claim, but is necessary to prove to foreclose a lien.  Likewise, the presence of any other claimants on the bond or those with other mechanic’s liens are immaterial.  A payment bond action can be as simple as your company versus the surety.

Lastly, there is a little known provision in New York’s General Obligations Law that requires private owners to file a copy of the payment bond with the county clerk.  Failure to do so may result in the private owner paying some of your legal fees.    

The information provided in this article is not intended to serve as specific legal advice for any particular situation.  Competent legal and experienced counsel should be consulted if you are facing a nonpayment situation.

Understanding the New CPAP Program Effective October 1, 2025

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Steven Bell, Vice President, Lovell Safety Management Co., LLC

If you’re a contractor in New York, you’ve likely heard of the Construction Classification Premium Adjustment Program (CPAP). For years, CPAP has provided a way for contractors who pay higher-than-average wages to receive premium credit on their workers’ compensation policies. The goal has always been simple: rewarding employers who invest in skilled, highly compensated workers.

Beginning with policies effective October 1, 2025, and later, the New York Compensation Insurance Rating Board (NYCIRB) is rolling out a redesigned CPAP. These changes will impact on how credits are calculated, how data is collected, and how contractors can ensure they don’t miss out on valuable premium savings.

Lovell is committed to making sure our contractor clients understand the changes, meet the new requirements, and receive every dollar of credit they’re eligible for. Here’s what you need to know.

Why the Change?

The old CPAP process relied heavily on employers filling out applications and submitting wage information once a year. Participation wasn’t as high as it should have been, and the single wage threshold didn’t always reflect the realities of today’s construction market.

The NYCIRB redesigned CPAP to:

  • Increase participation by making it automatic through the audit process.
  • Shift the burden to carriers, reducing paperwork for contractors.
  • Better compensate wage differences by applying credits at the class code level, not across the board.

In short: this is a modernization of CPAP that should make it easier for more contractors to benefit.

What’s Changing in CPAP

Here are the key updates contractors need to keep in mind:

  • No More CPAP Application
    You won’t have to apply for CPAP anymore. Instead, carriers (like NYSIF) will gather wage and hour data during your audit and submit it to the NYCIRB automatically.
  • Credits Based on Annual Payroll
    Instead of looking at a single quarter, credits will now be based on your entire year of payroll data, making results more accurate.
  • Class Code-Specific Wage Thresholds
    Gone are the days of one-size-fits-all wage tables. Credits will now be calculated for each eligible class code, using average hourly wages compared to prevailing NYS Department of Labor rates.
  • Estimated Credits at Quotation
    For the first time, carriers will calculate an estimated CPAP credit up front at the time of quotation, provided you submit the required data.
  • Final Credit Determined at Audit
    Just like with other parts of your policy, the final CPAP credit will be determined after the annual audit when your actual payroll and hours are verified. NYCIRB will finalize the number, and it will be applied at that point.

How Contractors Can Secure Their CPAP Credit

While CPAP is now built into the system, there are still important steps you’ll need to take to make sure your estimated credit is applied before your audit.

Deadlines Matter

To have your estimated credit applied and your policy rebilled before audit, you must:

  • NYSIF policyholders must submit your CPAP estimate within 6 months of your policy’s effective date.
  • If you miss this deadline, your credit will only be applied once the final audit is completed.

What You’ll Need to Submit

To calculate your estimate, contractors will need to provide:

  1. Total payroll (straight time only) for all class codes.
  2. Number of employees for CPAP-eligible class codes and/or
  3. Average hourly wage for each CPAP-eligible class code on the policy.

 

 

Two Submission Options

Lovell and NYSIF are making it simple:

  • Complete the Excel spreadsheet provided by Lovell, or
  • Use the NYSIF Online CPAP Estimator.

How Lovell Is Helping

At Lovell, we know how valuable these credits can be for contractors. That’s why we’re taking a proactive approach:

  • Advance Notices – About 60 days prior to renewal, we’ll be sending notices (with the payroll spreadsheet attached) to clients who may qualify.
  • Hands-On Guidance – Our team will be available to help you complete the spreadsheet, use the estimator, and ensure your data is submitted correctly.
  • Ongoing Support – If there are any discrepancies between your estimate and what NYCIRB calculates at audit, we’ll coordinate with NYSIF on your behalf.

The bottom line: while CPAP is changing, you won’t have to navigate it alone.

What Contractors Should Do Now

Right now, no action is required. But as October 1, 2025 approaches, contractors should:

  1. Stay tuned for updates. Lovell will continue to provide guidance as NYCIRB finalizes implementation details.
  2. Gather payroll records. Accurate data will be the key to securing your CPAP credit.
  3. Be ready to respond. When you receive Lovell’s notice and spreadsheet, complete it promptly so you don’t miss the six-month window for an estimated credit.

Why This Matters for Contractors

Construction margins are often tight, and workers’ compensation is a significant expense. CPAP credits can add up to real savings—sometimes thousands of dollars annually—for employers who pay competitive wages.

The redesigned program is intended to make those savings more accessible and better aligned with today’s labor market. By working with Lovell and providing the right data on time, you can make sure you capture every bit of credit you deserve.

 

Final Thoughts

The new CPAP program is a positive change for New York contractors. It reduces paperwork, provides more accurate credits, and ensures high-wage employers are rewarded. But the new system also comes with new deadlines and data requirements that can’t be overlooked.

Lovell is here to guide you every step of the way—from sending the right forms to coordinating with NYSIF and ensuring your credit is applied.

Effective October 1, 2025, CPAP changes the game. Make sure you’re ready to play —and to save.

If you have questions about how these changes may impact your business, don’t hesitate to reach out to a Lovell representative at 1-800-556-8355.

 

Don’t Let Hackers Delay Your Projects

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OneGroup

Cyberattacks threaten your business operations, revenue stream, intellectual property, client data, and reputation. Protect your company from digital hazards.

In the construction industry, cybersecurity is no longer just an IT issue, it’s a business continuity issue. As firms adopt digital tools like project management software, drones, smart machinery, and cloud-based collaboration platforms, they become increasingly exposed to cyber threats. Construction companies often manage large volumes of sensitive data, including architectural plans, financial records, employee information, and client contracts. A breach can disrupt job site operations, delay timelines, compromise safety, and damage relationships with clients and subcontractors.

Cyberattacks are relentless. A 2024 Cloud Security Report by Check Point revealed that 73% of cybersecurity teams received 10 or more security alerts daily; 61% reported security incidents in the past year. Hacked once? Expect a return visit. According to IBM’s 2022 Cost of a Data Breach Report, 83% of companies experiencing a data breach were hit multiple times.

The cost of recovering from a cyberattack is more than paying a ransom. In 2024, cybercriminals hacked Change Healthcare, compromising the health data of one-third of Americans. Change Healthcare paid the hackers $22 million in Bitcoin to unlock data, without a guarantee that the data hadn’t been copied or sold. Experts estimate it will cost nearly $3 billion to cover fines, credit monitoring services, lawsuits, reputational damage, and network reconstruction. That’s on top of the ransom.

Cyberattacks can lead to bankruptcy. A 157-year-old college in rural Illinois was forced to close after a ransomware attack locked them out of their data. They never recovered from the lost enrollments and network damage.

Why the Construction Industry Is a Growing Target

Construction companies are increasingly vulnerable to cyber threats due to their reliance on digital tools, mobile devices, and cloud-based project management platforms. From blueprints and bid documents to subcontractor agreements and client data, the industry handles sensitive information that hackers find valuable.

Key vulnerabilities include:

  • Project delays and downtime: A ransomware attack can halt operations, delay timelines, and inflate costs.
  • Third-party risk exposure: Construction firms often work with multiple vendors and subcontractors, increasing the risk of compromised networks.
  • IoT and smart equipment: Connected devices on job sites can be entry points for cybercriminals.
  • Employee data and payroll systems: Hackers target HR systems for personal data and financial access.

What a Cyber Insurance Policy Can Do for Your Business

A well-structured cyber policy can help with:

  • Lost income due to project delays
  • Customer and subcontractor data breach notifications (legally required in most states)
  • Free credit monitoring for affected individuals
  • Legal defense, state fines, damages, and settlement awards
  • Reputational damage and public relations support
  • Restoration of computers, mobile devices, and networks
  • Technology improvements to prevent future hacks
  • Ransomware attacks
  • Breach response plans

OneGroup can help you decode complex cyber jargon and match you with a customized policy tailored to the construction industry.

Apply in Confidence

Insurance companies will scrutinize your cybersecurity. They’ll ask questions like:

  • How much personal and project data do you collect and store, including paper files?
  • Do you use antivirus software, strong passwords, and multifactor authentication?
  • Do you have a written cyber incident response plan?

Don’t let cyber threats bring your construction projects to a halt. Protect your business, your data, and your reputation before an attack hits. Reach out to Brett Findlay by calling 315-480-7027, he’ll connect you with a specialist who understands the unique risks facing contractors and can help you prepare with confidence.

Six Pertinent Provisions of the OBBBA for Construction Companies

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Nicholas L. Shires, CPA, Dannible & McKee, LLP

The One Big Beautiful Bill Act (OBBBA) introduces sweeping changes with significant implications for construction business owners and their leadership teams. As companies evaluate the legislation, it’s important to focus on the provisions most relevant to day-to-day operations. Here are six key areas to study.

  1. Accounting Exemption

For tax years beginning on or after July 4, 2025, contracts entered into for residential construction projects, per the amended definition under the OBBBA, generally qualify for an exception to the percentage-of-completion method of accounting.

That means, if eligible, you can use the completed-contract method (CCM) or other permissible methods. Under the CCM, for example, you can defer income until a project is substantially completed, which generally improves cash flow.

  1. Accelerated Depreciation

The OBBBA includes multiple provisions that will allow you to accelerate depreciation on eligible capital expenditures. These breaks can also improve cash flow, as well as make new investments in equipment and machinery more viable.

The law makes permanent 100% first-year bonus depreciation for qualified new and used assets acquired and placed in service after January 19, 2025. It also increases the Section 179 expense deduction limit to $2.5 million, with the phaseout threshold raised to $4 million. Those figures are effective for 2025, with annual inflation adjustments going forward.

In addition, the OBBBA creates a temporary 100% deduction for the cost of building “qualified production property” — for instance, facilities used to fabricate materials. This could boost demand for projects related to manufacturing. Construction must have begun after January 19, 2025, and before January 1, 2029, and the property must be placed in service before 2031.

  1. Bigger Business Interest Deductions

If you finance capital purchases, you may be able to deduct more of the interest under the OBBBA. The business interest deduction is generally limited to 30% of your adjusted tax income (ATI). Since 2022, though, deductions for depreciation, amortization or depletion were not added back to taxable income when calculating ATI. So, ATI was effectively measured based on earnings before interest and taxes, not earnings before interest, taxes, depreciation and amortization (EBITDA).

Beginning with the 2025 tax year, the OBBBA provides that ATI will again include depreciation, amortization and depletion in the calculation. In other words, ATI will revert to being calculated based on EBITDA. This will effectively increase the ATI base, generally raising the allowable business interest deduction.

  1. Distressed Community Construction Incentives

The quality opportunity zone (QOZ) program generally allows taxpayers to defer, reduce or exclude unrealized capital gains reinvested in qualified opportunity funds (QOFs). These funds invest in designated distressed communities across the country.

The OBBBA establishes a permanent QOZ policy that enhances the original program, which had been slated to sunset after 2026. The law also creates a new type of QOF for rural areas. Plus, the OBBBA permanently enhances the low-income housing tax credit. In sum, these programs could drive higher construction activity — including affordable housing and commercial development.

  1. Reduced Taxation of Overtime

For tax years 2025 through 2028, the OBBBA allows employees to deduct up to $12,500 ($25,000 for joint filers) of qualified overtime pay. This tax break is available regardless of whether a taxpayer itemizes. However, it begins to phase out when an individual’s modified adjusted gross income exceeds $150,000 (or $300,000 for joint filers).

The boost to take-home pay may make overtime more enticing to existing construction workers and job seekers considering the industry. But it also requires employers to track and report the amount of qualified overtime pay. What’s more, overtime pay will remain subject to payroll taxes and state income taxes.

  1. Elimination of Clean Energy Incentives

The OBBBA targets many of the clean energy incentives created or enhanced by the Inflation Reduction Act — including some that have spurred construction plans and projects. For instance, it eliminates the Sec. 179D energy-efficient commercial building deduction for buildings or systems on which construction begins after June 30, 2026.

The new law also eliminates the Sec. 45L new energy-efficient home credit for eligible contractors. The credit was due to expire in 2033, but it’s now available only for homes acquired on or before June 30, 2026.

And That’s Not All

The provisions highlighted here are only a portion of the changes in the OBBBA that could impact your construction business. Acting now is critical to identify the most relevant tax-law changes and take full advantage of the tax breaks available before opportunities are missed.

Nicholas L. Shires, CPA, is the partner-in-charge of tax services at Dannible & McKee, LLP, a certified public accounting firm with offices in Syracuse, Auburn, Binghamton and Schenectady, NY, as well as Tampa, FL. With over 20 years of experience, Nick provides tax and consulting services to a wide range of clients, with a focus on the construction industry. For questions regarding the tax provisions of the One Big Beautiful Bill Act (OBBBA), contact Nick at nshires@dmcpas.com or (315) 472-9127. Learn more @ DMCPAS.com.

2025 Year in Review

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Earl R. Hall Executive Director – Syracuse Builders Exchange

As the fourth quarter of the year begins, we at the Syracuse Builders Exchange (SBE) reflect on the success of the past 12 months, as we begin to focus on 2026 with optimism and excitement.

The past year marked another period of record growth and achievement for SBE and our members. Guided by our mission to acquire and disseminate important industry information, further the best interest of the regional building and construction industry, and to foster and develop relationships within the industry, SBE delivered measurable value across our wide range of membership benefits and services throughout the year.

Acquiring and Disseminating Information

Through Syrabex’s e-plan room, weekly e-bulletins, periodic emails, and Construction Contractor Magazine, SBE acquired and disseminated timely and important information construction industry employers and their employees rely upon every day.  Whether it’s construction projects in the planning stages, projects actively bidding, bidders lists, contract awards, new federal or state legislation, information from our many professional partners or other information contractors need to know, SBE delivered using a wide range of communication mediums.

Education and Safety Training

SBE’s education and safety training programs reached both record participation and course offerings, equipping members with the skills and knowledge to navigate evolving industry technologies such as Building Information Modeling, safety standards, and general business practices. The Association delivered workshops, seminars, and certifications that not only advanced individual careers but helped employers provide a safer and more efficient working environment both on the job site and in the office.

Safety remained a top priority, with new training modules, additional training resources and instructors, and industry-wide campaigns designed to reduce incident rates for our member firms and the industry in general. These efforts underscored SBE’s commitment to not only our member employers, but ensuring every worker returns home safely at the end of the day.

Membership Growth and Engagement

Membership significantly expanded this past year, led by the migration of 100 new members from the Mohawk Valley Builders Exchange.  Absent those new members, SBE still experienced membership growth, driven by out-of-area contractors looking to take advantage of the Association’s services and the abundance of future construction opportunities central New York will offer over the next decade.

Sustained membership growth reflects the value of SBE’s services, the strength of our membership and the tremendous services our staff delivers every day to our member employers and their employees. Engagement through events, emails, phone calls, and electronic/digital platforms fostered stronger business relationships between our staff and members.

Today, SBE remains New York State’s oldest and largest construction industry Association with approximately1,070 member firms.  Never in the 153-year history of the Association has SBE had more members or more benefits and services.

Networking and Social Event

During the year, SBE provided the most networking and social events in the history of the Association, delivering:

  • Multiple “meet and greets” in the Utica region
  • Two sold-out golf tournaments (Syracuse and Utica)
  • Clay Sport Shooting for Charity
  • Meet the Generals
  • Clambake
  • Meet the MWBE/DBE/SDVO Contractors
  • Cabin Fever (Utica)
  • Two Construction Career Day events (Syracuse and Utica)

These events are vital to SBE’s membership as they strengthen professional relationships, foster collaboration, and create opportunities for members to share knowledge and best practices. These gatherings help connect contractors, suppliers, designers, and industry leaders, often leading to new business partnerships and project opportunities. They also build a sense of community within the industry, allowing members to exchange ideas, discuss challenges, and celebrate achievements together. Ultimately, SBE’s networking and social events enhance the value of one’s membership by promoting growth, visibility, and long-term success for both individuals and companies.

Looking Ahead to 2026

As SBE celebrates this year’s successes, we remain focused on future opportunities and challenges. Our priorities include partnering and collaborating with industry partners to advance workforce development initiatives, embracing technology innovation and new industry standards in our education and safety programs, enhancing the functionality within the e-plan room by applying Artificial Intelligence features to deliver faster and more effective outcomes for our end-users, delivering quality social and networking events, promoting New York State’s only construction industry Multiple Employer Pension Plan (MEP) and continuing to be a strong advocate for SBE’s member employers and the industry.

SBE continues to have a meaningful impact on our contractors, their employees, and our regional community and industry partners.  As we look forward to building on this momentum in 2026, we are reminded that the success of the Association is the result of our loyal, diverse, and dedicated member firms.  On behalf of the SBE staff and Board of Directors, it has been a pleasure to service construction industry employers and their employees during the year.  

Benefits of Content Marketing

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Increased Brand Awareness

Consistently publishing valuable and relevant content helps to increase visibility. As your content reaches a larger audience, more people become familiar with your brand.

Establishes Authority and Expertise

By providing high-quality, informative content, you position your business as an authority in your field. This helps build trust and credibility with your audience.

Improved SEO and Organic Reach

Quality content that is optimized for search engines (SEO) can help your website rank higher on search engine results pages (SERPs). This boosts your organic traffic.

Engagement with Audience

Content marketing encourages interaction with your audience, whether through comments, shares, or likes. This helps in building a community around your brand.

Lead Generation

Well-crafted content can help attract potential customers and drive them down the sales funnel. Offering valuable content, like whitepapers or ebooks, in exchange for email subscriptions can be an effective way to gather leads.

Cost-Effective Marketing

Compared to traditional forms of advertising, content marketing can be a more affordable long-term strategy. Once content is created, it can continue to generate value over time without ongoing costs.

Better Customer Relationships

Content allows you to directly communicate with your audience, answer their questions, and address their pain points. This strengthens customer loyalty and satisfaction.

Supports Other Marketing Channels

Content marketing supports various other marketing efforts, like printed media, social media, email marketing, and paid ads. For example, blog posts can be shared on social media, driving traffic to your website.

Increased Conversion Rates

Engaging and relevant content can help move prospects closer to conversion by addressing their specific needs and demonstrating how your products or services can solve their problems.

Long-Term Results

Content that continues to provide  value can work for you over time, generating leads and traffic long after it’s published. Blog posts, videos, and infographics can attract new audiences months or even years after they’re created.

Builds Trust and Relationships

By offering useful, honest, and relevant information, your brand can build long-lasting relationships with its audience. This trust can eventually convert into higher customer loyalty and advocacy

In summary, content marketing helps you build stronger relationships with your audience, boosts your printed and online visibility, and can be more cost-effective than traditional advertising, all while providing long-term benefits.

Upstate University Hospital: Building on Innovation and Growing to Better Serve the Community

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Visits from New York State Governor Kathy Hochul with SUNY Upstate President Mantosh Dewan, MD, and Upstate University Hospital CEO Robert Corona, DO, helped to build understanding of the infrastructure needs of Upstate University Hospital. To serve the population being seen at Upstate, key elements of the annex are an expanded Emergency Department providing Upstate with between 55 and 75 bays, compared to the current 35. Also, planned: a new burn unit with between six and eight ICU beds and the addition of between two and four new operating room.

When an organization consistently focuses on innovation over a period, growth and expansion are often the result. This pattern certainly has been the case with Upstate University Hospital, which includes its main campus in Syracuse and many adjacent healthcare facilities located throughout Central New York.

As Central New York’s only academic medical center, as well as the region’s largest employer, Upstate has been exploring and utilizing new and innovative healthcare initiatives for years under the leadership of Robert Corona, DO, CPE, MBA, FCAP, FASCP, who has served as CEO of the hospital since 2018. A new throughput center, a new pathology institute presently under construction, cutting-edge drone technology, new clinical offerings and innovative, eco friendly buildings are just a few of the ways Upstate has been on the forefront of advancements in healthcare. Stemming from innovations in these varied aspects of healthcare, Upstate is now experiencing a period of immense growth.

Alongside these offerings, the big news announced in May 2025 was that Governor Kathy Hochul and the New York State Legislature had allocated $450 million in the state budget for Upstate to build a new and expanded emergency department, a more modern burn unit, and some additional operating room capacity at its downtown Syracuse campus. This support of a hospital “annex” represents the largest capital funding allocation in Upstate’s history.

“There’s just a ton of growth happening,” said Dr. Corona. “It’s exciting. And while it’s a challenge to stay on top of all the building and expansion we’re doing, overall, if you ask me how I feel, I’m very excited about it all.”

Expanding to Better Serve Patients in CNY

Dr. Corona described that prior to the capital funding announcement, Governor Hochul visited Upstate’s emergency department and recognized the need for expanded services to help meet the community’s needs. He also emphasized the immense support the Upstate team received from the state legislators who “all went to bat for us.” “The governor came and visited our emergency department a couple of times. She was very gracious. And when she saw the status of the physical plant and the contrast of that with the exceptional people who work there, she felt the people of Central New York need a better emergency department, especially when this is the go-to referral center. And she surprised us with the $450 million, which we’re so grateful for,” Dr. Corona said.

Elaborating on the demand for greater capacity to serve patients in the community, Dr. Corona stated that the Upstate healthcare system needs more capacity including operating rooms, and a bigger emergency department to support its level one trauma center. Additionally, an upgraded burn unit is needed because Upstate is the only burn unit between Rochester and Westchester County.


LOW-DOSE RADIATION THERAPY

Upstate Medical University now offers low-dose radiotherapy to treat osteoarthritis. This provides safe, effective, and non-invasive treatment for inflammatory and degenerative conditions of the tendons, joints, and other soft tissues of the body. It can significantly improve pain and stiffness, helping avoid the need for surgery. Anna Shaprio, MD, of Upstate’s Department of Radiation Oncology leads this program and is accepting patients for treatment

“We have a responsibility to our community to grow our capacity,” Dr. Corona stated.

Speaking about the timeline of the hospital annex, Dr. Corona said an aggressive timeline would be about five years. Selection of a design team is already underway, and the team is hoping to have a design company selected by the end of 2025. Following the selection will be collaboration with healthcare providers who work in the affected environments, analysis of demolition needs, and finally, construction.

Reflecting on the magnitude of this growth at Upstate, Dr. Corona said, “I think this has got to be one of the highlights of my career.”

Looking at Growth Through Various Lenses

Not to be overshadowed by the historic capital funding for the main hospital annex is the surge in growth happening within Upstate’s new and existing locations  throughout the wider rural Central New York region. The theme of “meeting people  where they are” has consistently driven the strategic vision of growth carried out by Dr. Corona and the C-suite team at Upstate. To further develop hospital services and facilities that meet patients’ needs closer to where they live, Dr. Corona explained how he views growth through several lenses, including both the  specific population and the geographic region being served.

“Those are the two main things we look at when we consider strategically where we’re going to grow,” he said. 

When looking at growth through the lens of the population, Dr. Corona explained that the group of people that’s presently the most prevalent is the mature population, who are living longer with chronic diseases such as heart disease, cancer, cerebrovascular diseases, diabetes and neurologic diseases such as Alzheimer’s. Looking to the future, Dr. Corona anticipates a younger demographic of patients that will create the need for a different set of healthcare needs.

REGION’S ONLY MULTI-DISCIPLINARY MELANOMA PROGRAM
The Melanoma and Advanced Skin Cancer Program at the Upstate Cancer Center is the region’s only multi-disciplinary team and treats melanoma, advanced basal and squamous cell cancers and rare skin cancers such as Merkel cell carcinoma and others. From left: Daniel Thomas, MD, Amar Suryadevara, MD, Scott Albert, MD and Jade Homsi, MD.

“If you look at the population we anticipate coming to the region, that’s going to be families that are going to be working at places like Micron and some of the other new companies that are coming in the area,” Dr. Corona said. “In Rome, Chobani Yogurt is building a large plant and so we anticipate that will also create high demand for our primary care services, family medicine, OB/GYN and pediatrics. W
e plan to expand the services we offer east of Syracuse, leveraging our success in Verona.”

Looking through the lens of geographic need, and helping patients access healthcare closer to where they live, Upstate is expanding its cancer care locations at the compass points North, West, and East, with expanded hours and physical locations. The new pathology institute near the existing Bone and Joint Center in East Syracuse should be completed in about 15 months.

“Many patients don’t want to come to downtown Syracuse unless necessary. If they live in rural communities, they want to stay for services in their communities,” said Dr. Corona.

To provide local care for the anticipated new arrivals near the Micron site in the North and needs in the West, additional expansions have been planned or were already completed at the Liverpool/ Clay Carling Road location, including pediatric care this year, and Upstate’s eighth location for physical medicine and rehabilitation that was finalized last year. Upstate also provides more than a dozen services in the Camillus area to help meet patient needs.

The Behind-the-Scenes Operational Side of Growth

Carefully coordinating and directing the operations of the many expansion projects at Upstate is Marylin Galimi, MS, CHOP, Upstate’s Chief Operating Officer. With a background in electrical engineering, Galimi came to Upstate in 2016 and now oversees the development and planning of construction projects in addition to support areas like physical planning, environmental services and supply chain, as well as ancillary services such as radiology, pathology and pharmacy.

Looking back on her almost ten years with Upstate so far, Galimi said, “It’s been a lot of fun to be honest. Just to see and be a part of the growth and the transformation at Upstate has been amazing. I think the community has embraced all the work that we’ve been putting into the community.”

While it’s difficult to give a specific number as projects are started and completed regularly, she estimates there are between 80 to 120 active projects that the Upstate team is working on at any given time. Galimi highlighted the teams involved in the various aspects of these expansion projects.

“We have in-house architects, construction managers, engineers, and the physical planners who work on critical maintenance,” Galimi said. “We even have our own mini construction team that works on construction and renovations.”

The operations leadership team has a unique name: COLT (Clinical Operations Leadership Team), which meets weekly to work through operational initiatives and to keep growth moving forward in-line with Upstate’s mission and vision.

“The group is unique and it’s effective. It really helps us stay on track,” said Galimi, adding that participants include other members of the C-suite: CMO Amy Tucker, MD; CNO Scott Jessie; CAO Nancy Daoust; CIO Mark Zeman and Laurie Nicoletti from the CEO’s office.

“The composition of the group is what makes it successful,” she added. “We elevate items to the CEO for final approval and, as needed, review financial impacts with the CFO or staffing with the CHRO.”

When planning new projects, such as the recently completed Interventional Radiology Suite, Galimi explained the most important considerations for her and the team are the people who will be working within the buildings – both now and in the future – so that care can be provided in the best way possible for patients.

MINIMALLY INVASIVE LUNG BIOPSIES
Manju Paul, MD, and Mansur Javaid, MD, are in the suite where they offer minimally invasive robotic-assisted lung biopsy which enables doctors to detect lung cancers much earlier than other methods. Upstate is the only hospital in the region to offer this procedure.

“It’s like we’re building the house, and the people who are going to be inside the house —those who will be providing the services and the patients who will receive care— are the most important part of the plan,” she said. “So, we work on how we’re going to create an environment that will attract new recruits to the area and make it more efficient for the people working inside the space to provide the services they’re skilled to do, and ultimately make it the best experience for the patient.”

Patient-Centered Expansion and Collaboration
No matter where the new projects are taking place, whether it’s the hospital annex in downtown Syracuse or brandnew healthcare centers in rural areas, Galimi emphasized how each area of growth that Upstate pursues is aimed at meeting patients where they are.

“We’re always looking at multiple growth paths in parallel,” she said. “We’re looking at how we get services to the patients where they are. We’re not just doing one thing in the Syracuse city area – we’re growing for the entire Central New York region.”

For Dr. Corona, an exciting aspect of Upstate’s mission to expand into areas that will help meet the needs of patients throughout the community is the opportunity to collaborate with other healthcare organizations.

“I see a tremendous opportunity for collaboration among the hospitals in the region to work as a system, for needs like load balancing and keeping patients in their own communities,” he said. “We support that. And the growth is big enough that everybody could grow. Competition can be healthy and move care forward but there is a lot of collaboration and that’s a really nice thing to see.”

As Galimi pointed out as well, such patient-centered collaboration benefits everyone. “I think what I value most about Upstate is that it’s looking at total health and wellness of the entire community,” she said. 

Health Care Cuts and the Impaction Communities

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BY KATHRYN RUSCITTO, ADVISOR

I will not debate the politics behind the recent health care cuts, but I will share my concerns about their impacts.

The loss of Medicaid access for children and families, reductions in subsidies for those buying insurance on the public exchange, and cuts to programs that support families will be dramatic. 

Rural communities, in particular, may see hospitals and outreach clinics close, with providers consolidating into larger hubs. Larger health systems, already strained by COVID and workforce challenges, may also struggle to survive.

Communities must begin planning for these impacts. Providers and planners are starting to analyze consequences and explore alternatives. In the North Country, a coalition of physicians and nonprofits has already published a white paper outlining local concerns. At the state level, groups like HANYS and HCA have issued urgent calls to action.

While some rollbacks may emerge in future negotiations, most of these cuts are likely to remain. The result: more uninsured individuals, delayed care, reduced access, and community program closures. 

A small bright spot is the creative thinking now emerging. Some foundations are reassessing grantmaking and considering increased support. But no philanthropy can fully offset the scale of these cuts. Has your practice considered the impact— and the opportunities to collaborate on solutions? 

National Resources
• American Hospital Association (AHA) – Advocates for hospital viability and national policy solutions. https://www.aha.org/

• Alliance for Health Policy – Provides nonpartisan analysis on health coverage issues. https://www.allhealthpolicy.org/

• Brookings Center for Health Policy – Develops research-based recommendations on health reform. https://www.brookings.edu/centers/center-on-health-policy/ New York State Resources

• Health Care for All New York (HCFANY) – Grassroots coalition advocating for affordable, quality care. https://hcfany.org/

• Medicaid Matters New York – Statewide group defending Medicaid and raising awareness about cuts. https://medicaidmattersny.org/

• Healthcare Association of New York State (HANYS) – Represents hospitals and health systems in Albany and beyond. https://www.hanys.org/

Kathryn Ruscitto, Advisor, can be reached at linkedin.com/in/kathrynruscitto or at krusct@gmail.com

Leading With Compassion And Vision: Dr. Julie Moore, at St. Joseph’s Health Chief Nursing Officer

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By: Kimberly Graf

Dr. Julie Moore, Chief Nursing Officer at St. Joseph’s Health, shaping the future of patient care through empowered leadership.

With a career shaped by compassion and a commitment to empowerment, Dr. Julie Moore is redefining nursing leadership at St. Joseph’s Health. In just six months as Chief Nursing Officer, she has launched initiatives to support nurses, strengthen patient care, and inspire the next generation of healthcare leaders.

When Dr. Julie Moore, DNP, MBA, RN, NEA-BC, CCRN, accepted the role of Chief Nursing Officer (CNO) at St. Joseph’s Health just six months ago, she brought not just impressive credentials, but also a deep sense of purpose, a passion for empowering nurses, and a vision for how compassionate leadership can shape the future of healthcare.

For Moore, nursing wasn’t her first career. She began in information technology, but a life-changing personal experience shifted her path entirely. “My father became ill and passed away very quickly,” she recalls. “It was a nurse caring for him who inspired me to pursue nursing as a second career. That encounter changed the entire trajectory of my life.”

That moment continues to guide her philosophy today: creating environments where nurses feel valued, supported, and empowered to give their best to patients. It is the foundation of her leadership at St. Joseph’s Health.

A Philosophy Rooted in Empowerment
Moore’s leadership style emphasizes collaboration, transparency, and listening. She believes nurses need more than direction; they need to understand the “why” behind change. “Healthcare is constantly evolving, and that can feel disruptive,” she explains. “But when nurses feel heard and included in shaping innovation, change becomes
progress.”

To strengthen communication and engagement, Moore has launched a weekly newsletter for nursing staff, cleverly titled The Moore You Know, a play on her last name. She also introduced “Ask the CNO,” a QR code on her business card that connects nurses with her directly, ensuring every team member has a voice. 

Shaping the Future of Nursing at St. Joseph’s
In her short time with St. Joseph’s, Moore has wasted no time launching initiatives to strengthen nursing practice and culture. Among them are enhancements to the Vizient/AACN Nurse Residency Program™ (VNRP) and mentorship programs, expanded professional development opportunities, and new shared governance councils that give nurses direct influence over policy and practice.

She has also championed technology solutions that reduce administrative burdens, such as virtual nursing, allowing clinicians to spend more time at the bedside. For Moore, these steps are not only about recruitment but also retention and well-being. “It’s important to invest in competitive compensation and flexible scheduling, but it’s equally important to recognize and support the emotional health of our teams,” she says. “When caregivers feel valued, they provide even better care to patients.”

Carrying Forward a Legacy of Compassion
Recognition and gratitude have been recurring themes in Moore’s career. She was recently named one of the Top 50 Women Chief Nursing Officers of 2025 by Women We Admire. She has also received honors such as the DAISY Award and the Dallas Great 100 Nurses Award achievements she humbly attributes to the patients and colleagues who nominated her.

“Those moments remind me of the nurse who inspired me,” she reflects. “You never know whose life you may be touching.” At St. Joseph’s, she is building a culture of recognition, including plans to expand the hospital’s DAISY Award program from quarterly to monthly, ensuring nurses receive the appreciation they deserve.

Beyond the Hospital Walls
Moore is equally passionate about community engagement. Recently named to the American Heart Association’s Executive Leadership Team for the 2026 Heart Walk, she sees the role as both personal and professional. “My father’s undiagnosed heart condition inspired me to become a nurse,” she says. “Being part of the Heart Walk is a way to honor his legacy while building connections here in Syracuse.”

Outside of work, Moore treasures time with her family—especially her grandchildren— and enjoys being on the water. A Massachusetts native who came to New York by way of Texas, she and her family are enjoying the Great Lakes and Thousand Islands and hope to return to boating on New York’s lakes. She also hopes to resume another personal passion: fostering and rescuing animals in need.

Looking Ahead
As she reflects on her first six months, Moore is energized by the potential ahead. “I want nurses to come join our culture, come join St. Joseph’s, and be part of the amazing things to come,” she says. “We’re building something special here, and I can’t wait to look back in a year and see the difference we’ve made.”

For Julie Moore, leadership is not about titles—it’s about lifting others up, empowering nurses, and ensuring compassion remains at the heart of healthcare. And at St. Joseph’s Health, that future is already taking shape. 

St. Joseph’s Health has a nursing recruiting program that includes a residency for new graduates and opportunities for experienced nurses. https://jobs.sjhsyr.org/ For questions for Julie Moore: AsktheCNO@sjhsyr.org

Q&A With Dr. David A. DiStefano: Returning Home To Care For Central New York

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Dr. David A. DiStefano recently joined the Joint Replacement and Shoulder/Elbow teams at SOS and will be featured in the practice’s upcoming shoulder replacement webinar on November 12.

Syracuse Orthopedic Specialists (SOS) recently welcomed David A. DiStefano, MD, to its Joint Replacement and Shoulder/ Elbow teams. A fellowship trained orthopedic surgeon, Dr. DiStefano specializes in shoulder and elbow surgery, including arthroscopic and open procedures, fracture care, tendon and ligament reconstruction, and arthroplasty.

He completed his residency at the University of Rochester Medical Center, where he served as Academic Chief Resident, followed by fellowship training at the University of Colorado and Steadman Hawkins Sports Medicine Clinic. He also spent time during training at the Sydney Shoulder Research Institute in Australia. A graduate of SUNY Upstate Medical University, he is returning to Central New York to begin his practice.

We recently spoke with Dr. DiStefano about his background, expertise, and philosophy of care.

Q: What inspired you to pursue a career in orthopedics?
I was born and raised in Syracuse, so Central New York is home. When I was 12, I had an orthopedic surgery myself, and it showed me how much these procedures can help people get back to doing the things they love. At 19, I participated in a medical mission trip and again saw how powerful surgery could be. Later, during medical school, I rotated through many specialties, but I never had as much fun as I did on orthopedic surgery service. That made the choice clear.

Q: What made you decide to join SOS?
SOS performed the surgery I had as a kid, so I’ve known about their reputation for a long time. After residency in Rochester and fellowship training in Colorado, I explored opportunities all over. SOS stood out as the best group to support me as a new surgeon.
I also knew some of the physicians here— they’re excellent surgeons and great people. It felt like the right place to succeed and give back to my community.

Q: What types of patients will you be seeing?
Primarily patients with shoulder and elbow issues. That can mean athletic injuries in high schoolers, overuse injuries in adults, or joint replacements for older patients.

Q: Shoulder replacement surgery has grown significantly in recent years. Why is that?
It’s an exciting time in shoulder surgery. We’re seeing the same growth hip and knee replacements experienced 10 to 15 years ago. Implants and materials today are more durable, which increases both surgeon and patient confidence. Public awareness has grown too, and we now use advanced tools like preoperative planning software, computer navigation, and even robotics to improve outcomes.

Q: What can patients expect if they need shoulder replacement surgery?
Shoulder replacement is a highly effective procedure for the right patients. Most surgeries take about an hour, and many can be done on an outpatient basis, so patients often go home the same day. Recovery happens in phases with a structured physical therapy plan. Patients usually experience noticeable pain early in their postoperative course and can begin to gradually ease back into the activities they enjoy after just a couple months.

Q: SOS is hosting a Virtual Community Talk on Wednesday, November 12, from 5:00 – 6:00 pm on Shoulder Health: Exploring Arthritis Care and Surgical Advances. What can people expect?
All four of our shoulder replacement surgeons will be presenting. We’ll cover the basics of shoulder health, details about shoulder replacement, and share data from the SOS Shoulder Replacement Registry, which tracks outcomes and shows how much these procedures improve quality of life. Attendees will be able to ask general questions when registering for the webinar.

Q: What is your overall philosophy of patient care?
With shoulder surgery especially, these are elective procedures. Patients don’t always “need” surgery right away. I believe in listening carefully to each patient’s goals, discussing options, and helping them decide whether non-surgical care or surgery is best. My role is to provide guidance, but ultimately, it’s the patient’s choice.

Q: Is there anything else you’d like patients to know?
I’m very excited to be back in Syracuse. I trained across the country and abroad, but this is home, and I’m grateful for the chance to care for the people of Central New York.

Dr. David A. DiStefano is now accepting new patients at SOS locations in Camillus, DeWitt, North Syracuse, and Clay. For more information or to schedule an appointment, call 315-703-3449.