admin, Author at CNY Publications

What High Performing Contractors Get Right About Safety in the Age of AI

Posted on May 20, 2026May 21, 2026 by admin

By Wael Khalil, CSP, Vice President/Director of Safety

In construction, injury prevention is not a matter of chance. It is the direct outcome of how work is planned, supervised, and executed in the field. The contractors that consistently outperform their peers do not treat safety as a compliance exercise. They treat it as an operational discipline, no different from production, scheduling, or cost control.

As artificial intelligence continues to enter construction workflows, there is increasing interest in its role in improving safety performance. The reality is straightforward. AI can enhance safety systems, but it cannot replace the leadership, accountability, and execution required to prevent injuries.

Safety Is Built into the Work, Not Added to It

The most effective contractors do not rely on safety manuals or periodic training sessions to manage risk. Safety expectations are embedded directly into daily operations.

Hazards are identified during pre-task planning, not after an incident occurs. Staffing decisions reflect competency and workload, not just availability. Supervisors are responsible for how work is executed in the field, not just whether it gets completed.

This approach aligns with long standing guidance from OSHA. Effective safety programs are structured systems integrated into how work is performed, not documents created for audits.

In practice, this means safety is planned, budgeted, and reviewed with the same rigor as production.

Reporting Drives Prevention If It Actually Works

Workers closest to the jobsite see risk first. The difference between average and high performing contractors is how that information is handled.

In strong organizations, hazard reporting is simple, expected, and acted upon. Issues raised in the field are addressed quickly. Corrections are visible. Feedback loops are closed.

Where reporting systems fail, it is rarely because workers are unwilling to speak up. It is because they do not see action. Once that trust breaks down, reporting stops, and risk becomes invisible until it results in injury.

Companies that get this right turn near miss reporting into a predictive tool rather than administrative noise.

The Best Contractors Fix Hazards at the Source

There is a clear divide in how companies approach risk. Lower performing organizations rely heavily on rules and personal protective equipment. Higher performing contractors focus upstream.

They eliminate hazards where possible. When elimination is not feasible, they engineer them out.

This includes improving rigging systems, optimizing site layout, reducing manual handling, and designing work to remove exposure rather than control it after the fact.

This follows the hierarchy of controls, beginning with elimination and engineering solutions before relying on administrative controls or protective equipment.

Protective equipment remains important, but it is not the primary solution to systemic risk.

They Measure What Actually Prevents Injuries

Most companies track lagging indicators such as recordables, lost time, and severity rates. These numbers are important, but they only describe what has already happened.

Top performing contractors focus on leading indicators. These include hazard corrections completed within target timeframes, supervisor safety observations, preventive maintenance completion, and documented field level coaching.

Supervisors are evaluated based on actions and follow through, not just injury counts. Injury rates are outcomes. The drivers are behaviors, systems, and execution.

Leadership Presence Is Not Optional

There is no substitute for visible leadership in safety performance.

In high performing organizations, safety is discussed in operational meetings, not isolated safety briefings. Executives visit jobsites. Supervisors engage crews in real conversations about risk. Workers are involved in planning and problem solving.

Leadership sets expectations. Workforce involvement builds credibility. Without both, safety programs remain theoretical.

Where AI Fits and Where It Does Not

Artificial intelligence will improve construction safety. It can analyze large datasets to identify trends earlier, flag high risk activities, monitor conditions through computer vision, provide predictive insight, and optimize scheduling to reduce fatigue exposure.

For organizations that already have structured safety systems in place, AI has become a force multiplier. It enhances visibility and accelerates decision making.

However, AI is only a tool.

It does not walk the jobsite.
It does not correct hazards.
It does not hold supervisors accountable.
It does not build trust with the workforce.

Organizations with weak safety fundamentals will not fix those deficiencies by adding technology. Without management commitment, AI becomes another system generating reports that no one acts on.

Technology strengthens discipline. It does not create it.

The Bottom Line

Contractors that consistently keep employees injury free share a common approach. They integrate safety into operations, encourage meaningful reporting, prioritize eliminating hazards at the source, track leading indicators, and demonstrate visible leadership.

Artificial intelligence can enhance these efforts and improve efficiency, but injury prevention depends on disciplined execution and sustained management commitment. Technology supports the safety effort; it does not replace it.

For more information on Safety in the Age of AI please reach out to a Lovell representative at 1-800-556-8355.

New Overtime Reporting Requirements Under the One Big Beautiful Bill Act for 2026

Posted on May 20, 2026May 21, 2026 by admin

Kaitlyn L. Mariano, CPA, Tax Partner, Dannible & McKee, LLP

The One Big Beautiful Bill Act, signed into law on July 4, 2025, introduced an individual deduction for qualified overtime compensation. Effective for tax years 2025 through 2028, individuals who receive qualified overtime compensation may deduct the portion of pay that exceeds their regular pay, such as the “half” portion of “time-and-a-half” compensation required by the Fair Labor Standards Act (FLSA) and reported on a Form W-2, Form 1099 or other specified statement.

The deduction has both an annual limitation based on the taxpayer’s filing status and a phaseout based on the taxpayer’s modified adjusted gross income. For 2025, employers were not required to separately report qualified overtime compensation. However, beginning in 2026, employers and other payers will be required to separately report qualified overtime compensation to all recipients.

Qualified Overtime Compensation Defined

Qualified overtime compensation is federally recognized as overtime compensation paid to an individual that exceeds their regular rate of pay (and must be at least time-and-a-half) for hours worked beyond 40 hours in a single workweek, as defined by the FLSA. Overtime pay that is not tied to the FLSA 40-hour rule, such as bonuses, daily overtime or contractual premiums, does not qualify for the new tax deduction. When an employee receives FLSA overtime compensation for hours worked over 40 hours per week, the deduction applies only to the premium (the extra half-time pay) portion above the regular hourly rate.

For example, Employee A’s standard hourly wage is $20, and A works 10 hours of overtime, computed at time-and-a-half. With the overtime rate calculated as $30 per hour ($20 x 1.5), the premium portion of A’s pay is $10 per hour. Since the overtime pay meets the definition of qualified overtime compensation, the overtime deduction available to A is $100 ($10 x 10 hours).
If an individual is eligible for overtime under the FLSA and the employer pays more than the required time-and-a-half rate, the qualified overtime compensation is limited to the portion of the overtime that is required. For example, Employee B’s standard hourly wage is $20, and B works 10 hours of overtime, calculated at $40 per hour (double-time). Since only time-and-a-half pay was required, the overtime premium qualifying for the deduction remains $100. The additional $100 received does not qualify.

Deduction Limits and Phaseouts

Beginning in 2025, the maximum deduction is $12,500 for single filers and $25,000 for joint filers. To qualify for the full deduction, the taxpayer’s modified adjusted gross income (MAGI) must be under $150,000 for single taxpayers or $300,000 for joint filers. The deduction is reduced by 10% for every $1,000 above the threshold and is fully phased out once MAGI reaches $275,000 for single taxpayers or $550,000 for those married filing jointly. The deduction is not available to married taxpayers who file separate tax returns. It is reported as an above-the-line deduction on the taxpayer’s personal income tax return and applies only to federal income taxes, while payroll taxes are unaffected.

Reporting Requirements and Best Practices for Employers

For 2025, the IRS provided penalty relief for employers who did not separately report qualified overtime pay on employee W-2 forms or other statements. Employers are encouraged to provide employees with a separate accounting of their qualified overtime compensation to assist them in calculating their deduction for 2025. Employees seeking guidance can also be directed to IRS Notice 2025-69, which provides several methods for calculating the amount of qualified overtime compensation.

Beginning in 2026, employers will be required to separately report qualified overtime compensation on Form W-2, Box 12, using code “TT.” The IRS will update Forms W-2, 1099-NEC, and 1099-MISC to assist employers and other payers in the separate reporting of an individual’s qualified overtime compensation. Employers are encouraged to work with their payroll providers to determine the best reporting practices so that payroll companies can properly furnish the necessary information going forward. Establishing accurate tracking procedures will be key to meeting the new reporting obligations.

If you have questions regarding the qualified overtime deduction discussed above and your business or personal income tax situation, we encourage you to contact us.

Kaitlyn L. Mariano, CPA, is a tax partner at Dannible & McKee, LLP, a public accounting firm with offices in Syracuse, Auburn, Binghamton and Schenectady, NY, and Tampa, FL. She has over 14 years of experience overseeing tax engagements for a variety of clients with a focus on construction, manufacturing and high-net-worth individuals. For more information on this topic, contact our firm at (315) 472-9127 or visit us online at www.dmcpas.com.

Contractual Risk Transfer in Construction: Managing Contractor Liability Through Effective Insurance and Risk Allocation

Posted on May 20, 2026May 21, 2026 by admin

By Kirsten Shepard, CIC, CISR Elite, CRM and Brett Findlay, ARM, CRIS

Construction is built on coordination and shared effort. Owners, general contractors, subcontractors, and suppliers work together to complete a project successfully. But when something goes wrong, that coordination can quickly expose contractors to unexpected risk if responsibilities are not clearly defined.

For contractors, contractual risk transfer is one of the most effective tools for managing that exposure. More than legal language, it is the framework that determines responsibility, insurance response, and whether a single incident becomes a long-term financial issue.

WHAT CONTRACTUAL RISK TRANSFER REALLY MEANS

Contractual risk transfer aims to place the financial burden of certain losses on the party with the greatest ability to prevent or manage those risks. These contracts establish how risk is shared among project participants and who is held accountable, should an incident occur.

From a risk management perspective, several provisions have a major impact on outcomes: indemnification clauses, insurance requirements, additional insured provisions, primary and non-contributory wording, and waivers of subrogation. Individually, each provision plays a role. When aligned, they help ensure risk is borne by the party best positioned to control it. When misaligned, they can unintentionally push liability onto parties with little involvement or ability to prevent the loss.

WHY CONSTRUCTION IS ESPECIALLY VULNERABLE

In construction, risk typically flows downhill. Owners look to general contractors, general contractors look to subcontractors, and subcontractors may look even further down the chain. When contracts are properly structured, this system works as intended and responsibility follows the work.

Problems arise when contracts are vague, overly broad, or inconsistent with insurance coverage. Contractors may then find themselves defending claims caused by others, leading to higher insurance costs, strained business relationships, reduced bonding capacity, and difficulty securing coverage for future projects.

THE LIMITS OF STANDARD CONTRACTS

Many contractors rely on industry-standard agreements, assuming they provide balanced protection. While these forms are widely accepted, they are not automatically equitable. Contracts often incorporate other documents by reference, such as prime contracts, specifications, or project manuals.

When a contract incorporates another agreement, all referenced terms become enforceable. Contractors who have not evaluated the entire contract structure may unknowingly accept risk far beyond their role on the project.

INDEMNIFICATION AND INSURANCE

Indemnification provisions define who pays when a loss occurs. Fair indemnification language generally limits responsibility to losses caused by a contractor’s own negligence or the actions of parties under its control.

Insurance is what funds indemnification obligations. Reviewing coverage requirements early helps ensure policies align with contractual commitments and reduces the risk of coverage gaps.

GETTING AHEAD OF RISK

Contractual risk transfer should be treated as a strategic business decision, not an administrative task. Reviewing contracts carefully, involving legal counsel, and aligning insurance coverage with contractual obligations before work begins can help contractors protect what they have built.

The best way to prevent that is to slow things down on the front end. Reviewing contracts, asking questions about unclear language, and understanding how responsibility is being assigned can help avoid surprises later. Involving your insurance broker and legal counsel before work begins makes it easier to spot gaps between contract requirements and actual coverage.

Contractual risk transfer is about making sure the risks you take on are fair, manageable, and tied to the work you control, so one claim doesn’t put your business or livelihood at risk.

About the Authors

Kirsten Shepard is a Senior Risk Management Consultant at OneGroup specializing in contractual risk transfer, working with construction firms to evaluate contract language and risk allocation before projects begin.

Brett Findlay is Senior Vice President and Construction Practice Leader at OneGroup, advising construction businesses on insurance and risk management strategies across Central New York.

Preparing Professional Services Firms for the Age of AI

Posted on May 20, 2026May 21, 2026 by admin

BY K.C. ROBERTS

Artificial intelligence is no longer a speculative technology reserved for large tech companies—it is rapidly becoming a foundational tool across industries. For professional services firms—law, accounting, consulting, marketing, engineering—the implications are profound. AI is reshaping how work is performed, how value is delivered, and how clients evaluate expertise. Firms that treat AI as a peripheral experiment risk falling behind; those that approach it strategically can enhance efficiency, deepen client relationships, and unlock new revenue streams.

The first step in preparing for AI is shifting mindset. Many firms still view AI as a threat to billable hours or a novelty that can be delegated to IT. In reality, AI is a force multiplier. It automates routine, time-consuming tasks—document review, data analysis, research synthesis—freeing professionals to focus on higher-value advisory work. The firms that succeed will not be those that resist AI to preserve legacy models, but those that redesign their services around it.

A practical starting point is workflow analysis. Firms should conduct a disciplined audit of their core processes to identify where AI can drive measurable gains. In legal practices, this may include contract analysis and due diligence. In accounting, it may involve audit procedures or financial forecasting. In consulting, AI can accelerate market research and scenario modeling. The goal is not wholesale replacement of human expertise, but targeted augmentation—reducing friction in workflows while maintaining professional judgment as the differentiator.

Equally important is data readiness. AI systems are only as effective as the data they are trained on and operate within. Professional services firms often sit on vast amounts of proprietary data—client records, case histories, financial models—but much of it is unstructured or siloed. Preparing for AI requires investing in data governance: organizing, cleaning, securing, and standardizing information so it can be leveraged effectively. Firms that build strong data infrastructure will have a significant competitive advantage, as they can generate insights others cannot.

Talent strategy is another critical dimension. AI does not eliminate the need for skilled professionals; it changes the skill set required. Firms should prioritize AI literacy across all levels—not just technical staff. Partners and senior leaders need to understand AI capabilities and limitations to guide strategy and client conversations. Mid-level professionals should learn how to integrate AI tools into their daily work. Junior staff, often the most adaptable, can become power users and internal champions. Training programs, workshops, and hands-on experimentation should be embedded into the firm’s culture.

At the same time, firms may need to bring in new roles—data scientists, AI specialists, or “legal technologists” and “fintech analysts” depending on the sector. However, hiring alone is insufficient. The real value comes from cross-functional collaboration, where domain experts and technologists work together to design solutions that are both technically sound and commercially relevant.

Client expectations are evolving just as quickly as internal capabilities. Increasingly, clients expect faster turnaround times, data-driven insights, and cost efficiency. AI enables firms to meet these expectations, but it also raises the bar. If one firm can deliver a detailed analysis in hours instead of days, that becomes the new standard. Firms should proactively communicate how they are using AI to enhance service delivery—not as a gimmick, but as a demonstration of innovation and commitment to client outcomes.

Pricing models may also need to evolve. Traditional hourly billing structures can be at odds with AI-driven efficiency. If a task that once took ten hours now takes two, billing purely on time may undervalue the outcome or create client skepticism. Forward-looking firms are exploring value-based pricing, fixed fees, or hybrid models that align compensation with results rather than effort. This transition requires careful planning but can ultimately strengthen client trust and profitability.

Risk management and ethics cannot be overlooked. AI introduces new considerations around data privacy, bias, accuracy, and accountability. Professional services firms operate in environments where trust and compliance are paramount. Firms must establish clear governance frameworks for AI use—defining what tools are approved, how outputs are validated, and who is responsible for oversight. Transparency with clients is essential; they should understand when and how AI is being used in their engagements.

Cybersecurity is another area of concern. Integrating AI tools often involves handling sensitive data, sometimes through third-party platforms. Firms must ensure that their cybersecurity protocols are robust and that any AI vendors meet stringent security and compliance standards. A single breach can undermine years of reputation building.

Leadership plays a decisive role in this transformation. AI adoption cannot be driven solely from the bottom up. It requires clear vision and commitment from firm leadership, including investment in technology, training, and change management. Leaders must articulate why AI matters to the firm’s future and create an environment where experimentation is encouraged, and failures are treated as learning opportunities.

Finally, firms should view AI not just as an efficiency tool, but as a catalyst for innovation. Beyond improving existing services, AI can enable entirely new offerings—predictive analytics, real-time advisory, personalized client insights. These capabilities can differentiate a firm in crowded markets and open new avenues for growth.

In conclusion, preparing for AI is not a one-time initiative; it is an ongoing strategic imperative. Professional services firms must rethink workflows, invest in data and talent, adapt pricing models, and establish strong governance. Those that take a proactive, integrated approach will not only navigate the disruption but emerge stronger—delivering greater value to clients in a rapidly evolving landscape.

AI Generated, Edited by K.C. Roberts

Changing the Mindset of Educators; The Importance of a Four-Year Construction Curriculum in Public High Schools

Posted on May 20, 2026May 21, 2026 by admin

Earl R. Hall, Executive Director, Syracuse Builders Exchange

A four-year construction industry curriculum in public high schools represents a strategic and forward-thinking investment in both students and the broader economy. For students who intend to enter the workforce immediately after graduation, such a program provides a structured pathway to sustainable, well-paying careers with excellent benefits, while addressing critical labor shortages across New York’s construction sector.

The construction industry continues to face a significant skills gap driven by an aging workforce and insufficient numbers of trained young professionals entering the trades. A comprehensive high school curriculum would supplement traditional courses such as math, English, science, social studies, etc. In addition, by introducing students to construction fundamentals early we can progressively build their competencies over four years. Rather than viewing post-secondary education as the only viable path to success, this approach validates skilled trades as a respected and practical career option.

A well-designed four-year program should be aligned with student development. In the first year, students can explore foundational concepts such as safety protocols, basic tool usage, and an overview of construction careers. This early exposure is critical for helping students assess their interests and aptitudes. The second and third years can then deepen technical knowledge in areas such as carpentry, electrical systems, plumbing, blueprint reading, and construction technology. By the fourth year, students should be engaged in advanced, hands-on projects, internships, or cooperative work experiences with local contractors or trade organizations.

One of the most significant advantages of such a curriculum is its emphasis on experiential learning. Construction is inherently practical, and students benefit from applying theoretical knowledge in real-world scenarios. This hands-on approach not only reinforces technical skills but also cultivates essential soft skills such as teamwork, problem-solving, time management, and communication. These competencies are highly transferable and valued across all sectors of the workforce.

Additionally, integrating industry-recognized certifications into the curriculum enhances employability. Credentials in areas such as OSHA safety standards, equipment operation, or specific trade skills provide students with tangible proof of their capabilities upon graduation. Employers are more likely to hire candidates who can demonstrate both knowledge and certification, reducing onboarding time and training costs.

From an economic perspective, implementing a four-year construction curriculum strengthens local and regional labor markets. Communities benefit from a steady pipeline of skilled workers who are prepared to contribute immediately to infrastructure projects, residential development, and commercial construction. This is particularly important in areas such as central New York, which is experiencing extraordinary growth, which is anticipated for the next 20 years. Workforce shortages can and often will delay critical projects such as those in the educational, commercial, medical, and industrial sectors, in addition to increasing project costs.

Equally important is the role such programs play in student engagement and retention. Traditional academic pathways do not always resonate with every student. A construction-focused curriculum offers a relevant and tangible learning experience that can re-engage students who might otherwise feel disconnected from school. By providing a clear link between education and career outcomes, schools can improve graduation rates and better serve diverse learning styles.

These programs also promote equity by offering accessible career pathways that do not require significant financial investment in post-secondary education. Students can graduate with marketable skills and no debt, positioning them for immediate income generation and long-term career growth. For many families, this represents a practical and attractive alternative to the rising costs of college.

A four-year construction industry curriculum in public high schools is not merely an educational enhancement, it is a workforce development necessary if central New York is to take advantage of the abundance of extraordinary economic development opportunities, driven by the private sector. By equipping students with technical expertise, industry credentials, and real-world experience, such programs empower graduates to transition seamlessly into meaningful employment and contribute important services to central New York. At the same time, they address critical labor shortages, support economic development, and redefine the value of skilled trades in today’s economy.

The Upstate Foundation Celebrates 50 Years of Mission-Driven Fundraising and Asset Management

Posted on May 16, 2026May 16, 2026 by admin

By Elizabeth Landry

Eileen M. Pezzi, MPA, Executive Director of the Upstate Foundation & Vice President for Development at Upstate Medical University

When the Upstate Foundation was established as a 501(c)(3) not for-profit organization in 1976, there was some confusion around its purpose and where support would come from.

“There were a lot of people who said, ‘Why are you going to do this?’ and ‘Who’s going to support you?’” said Eileen M. Pezzi, MPA, who’s served as Executive Director of the Upstate Foundation and Vice President for Development at Upstate Medical University since 1996. “It was people like our former board member, Bill Allyn, who was with Welch Allyn, and John Johnson of the Watertown Daily Times, who advocated very strongly. With their support and along with the other board members at the time, they decided to incorporate, and that’s how we began our existence.”

This year, the Upstate Foundation is celebrating 50 years of receiving and successfully administering gifts and bequests to benefit patient care, education, scientific research, and community health and well-being. The Foundation’s primary focus is to support the mission of Upstate Medical University, but it can also raise money for and make distributions to any qualified not-for-profit organization. Pezzi, the first female vice president at Upstate Medical University and Foundation’s third executive director – but first female – explained that through the many changes and milestones over the years, the Foundation has always focused on growth with the help of the staff, the board of the directors, and the community.

“We continue to focus on growth, and we’ve done some really significant things,” said Pezzi. “In 1985, we had 80 funds. Today, we have over 1,300. I think the growth in all areas at the Foundation has been historic.”

In 2009, the Upstate Golisano Children’s Hospital opened following the Foundation’s $21 million capital campaign, including a naming gift from Rochester billionaire philanthropist Tom Golisano.

MILESTONE CAMPAIGNS AND EVENTS

There are several early milestones Pezzi and executive board members pointed out as major moments of the Foundation’s growth and expansion. In 1979, a small campaign raised money for the Central New York Burn Treatment Center. A few years later, in 1983, the Foundation worked closely with Bristol Myers for a major gift supporting the creation of the Regional Oncology Center. In the mid-1980s, the Foundation started its first multi-year campaign raising money for Upstate’s Pediatric Intensive Care Unit (PICU), which lasted for three years.

Another big moment came in 1984 when the Foundation became a member of the Children’s Miracle Network (CMN). “That was another big early accomplishment. We had to apply, and they gave us a particular demographic area. That means that any CMN retail partner was now our partner. That was momentous for the Foundation,” said Pezzi, crediting former board member Eric Mower and former Foundation executive director Robert Vaccarelli.

Donald A. Denton, emeritus member of the Upstate Foundation’s board of directors and chair of the board from 1998-2003, explained the process for another major milestone: the establishment of Upstate’s Joslin Diabetes Center in the late 1990s.

“We were given the challenge to raise a million dollars to have the Joslin name at Upstate. Eileen was given the charge for the Foundation and she and her team went right out and accomplished that,” said Denton, who is also retired from Hancock & Estabrook, where he was a managing partner. “A couple of directors were key: David Tye and Dodie Vlassis were the real spear headers on the board, along with Dodie’s husband Dean. The naming of rooms also really caught fire with the Joslin Center, and that type of fundraising spread rapidly.”

One of the most popular events the Upstate Foundation organized was the CNY Region Skins Game, a golf event that took place in 1999, 2000, and 2001. Many major golfers attended, including Arnold Palmer and John Daly.

“We had over 6,000 people attend the event, which I believe is the largest golfing event in Central New York to this day. We had great success, and it was just extremely popular. The Skins Game opened up the community’s recognition of the Foundation, and that has had a lasting impact,” Denton said.

More recently, campaigns and major naming donations facilitated by the Foundation supported the opening of the Upstate Golisano Children’s Hospital in 2009, the Upstate Cancer Center in 2014 and a gift from Sam and Carol Nappi to name the Nappi Wellness Institute in 2023.

“The campaign for the Cancer Center started with a $15 million goal, but Eileen and her team exceeded it by five million and raised $20 million. We had a couple of large naming gifts – George E. and Caryl Lee Johnson named the Radiation and Oncology Department, and the Jim and Juli Boeheim Foundation named the Stairway of Hope.

The CNY Region Skins Games, hosted by the Upstate Foundation from 1999-2001, featured many notable golfers including Sally Dee, Arnold Palmer and Peter Jacobsen, attracted more than 18,000 spectators, making it the best attended golfing event in Central New York.

It’s a beautiful feature within the building,” shared Paul P. Mello, President and CEO of Solvay Bank, member of the Upstate Foundation’s board of directors since 2003, and board chair from 2010 to 2016.

More than $20 million was also raised for the Upstate Golisano Children’s Hospital, which Pezzi noted as one of the team’s most notable accomplishments. “That was the time when we got to meet Tom Golisano, and he has become an endearing friend. Every time I’ve ever asked him for anything for the kids, he’s said ‘yes’,” Pezzi shared. “He is very special to us.”

GROWTH AND CHANGE OVER FIVE DECADES

Today, the Upstate Foundation is largely self-supporting and manages assets totaling near $325 million – a huge leap from $25 million in assets in 1996. Other numbers demonstrate the massive growth the Foundation has seen over the years: 60-70 funds are opened each year; a staff of five in 1996 has grown to a team of 32 in 2026; about 100 named rooms and places 30 years ago has grown to over 1,100 namings today; in 1986, the Foundation raised more than $1 million for the first time and in 2024, a record-breaking year, $22.5 million was raised.

“From staff growth to programmatic growth, to the dollars that we’ve brought in, it all helps to not just meet our mission, but exceed standards and expectations,” Pezzi stated.

J. Daniel Pluff, Managing Director, Financial Advisor, and Senior Portfolio Manager – Portfolio Focus at RBC Wealth Management, a division of RBC Capital Markets LLC, serves as assistant treasurer of the executive committee and chair of the investment committee on the Upstate Foundation’s board of directors, positions he has held since 2016. Pluff explained how the success of the Upstate Foundation has compared to other foundations in terms of investments.

“The numbers speak for themselves. For the last one-, three-, and seven-year periods we have ranked in the top 10% of our peer group of all foundations in our size range. That’s significant – for even longer periods, to be ranked in the top quartile is difficult,” said Pluff, adding that annualized returns have consistently been more than distribution, which helps ensure growth out of principal, meaning that funds will last into the future.

“We also work with an outside consultant,” Pluff explained, “who provides us with tremendous amounts of research that we use constantly.”

Alongside immense growth over the years, there have also been changes in the operational side of philanthropy, Pezzi explained. Giving cash or writing a check are no longer the most common ways donors give gifts – donor-advised funds, charitable gift annuities, stock transfers, and online mechanisms like PayPal and MobileCause have all become increasingly common. To keep up with these changes and technological advancements, the Foundation has had to adapt.

“Smart fundraising organizations need really good data people and computer gurus on staff to figure out how you can process all these gifts,” said Pezzi. “In fact, we’re working with Jeff Knass at Arcovo, an AI company, and we’ve hired our first AI employee. Her name is Lily. She helps with our acknowledgment letters while we’re home having dinner and resting until the next day. That’s one of the more notable changes we’ve made recently.”

One thing that hasn’t changed, Pezzi said, is the overwhelming generosity of the Central New York community. “Syracuse is one of the poorest cities in the country. But it’s also one of the most generous, compassionate, and caring cities. That hasn’t changed in 50 years.”

SUPPORTING THE COMMUNITY

Although the mission has expanded, remaining focused on raising funds for Upstate Medical University is also something that hasn’t changed for the Upstate Foundation. “Upstate offers quality patient care, great education, and groundbreaking scientific research. We’ve expanded our mission over the years, but we are in lockstep with everything Upstate Medical University does and we’re very supportive of everything it does,” stated Pezzi.

Expanding the mission of the Upstate Foundation has meant becoming more involved in the wider community in various ways. The needs of the community are largely what led to Upstate Medical University acquiring Community General Hospital in 2011 – an event which spurred the merging of Community General’s foundation with the Upstate Foundation.

The Foundation embraces the vital role it plays in supporting the groundbreaking research of Upstate scientists. Pictured are Eileen Pezzi and Thomas VanderMeer, MD

Eileen Pezzi, center, reviews financial documents with two members of her board’s executive committee, Paul Mello and Daniel Pluff.

Eileen Pezzi, center, praised the level of professionalism and expertise of her board members including Paul Mello, vice chair, and Rita Reicher, chair.

The Upstate Foundation was presented with the President’s Award for Team of the Year in 2010
and 2014.

The Upstate Foundation’s mission is committed to patient care, education, research, and
community health and well-being.

“When Upstate acquired Community General Hospital, it brought a lot of needed services over to the West side of the community. In typical Eileen fashion, she worked collaboratively with their board and with their foundation members to merge their foundation with ours seamlessly,” said Mello, adding that the Upstate Foundation has continued an event Community General was known for, now called the Upstate Towsley Pro- Am Golf Tournament, in honor of Bill Towsley, a former IBEW Local 43 business manager.

In 2014, the Upstate Foundation changed its status to a 501(c)(3) public charity, allowing it to support the wider community in more tangible ways. This was a change that Pezzi described as one of the most significant accomplishments of the Foundation, giving a lot of credit to the board for getting it done. Since then, the Foundation has raised and doled out funds to several community programs including the We Matter, He Matters and She Matters cancer prevention programs; Elmcrest’s three-week respite program for children; and Erin’s Angels, a food insecurity program in several local school districts.

WORKING TOGETHER FOR SUCCESS

Throughout 50 years of growth, change and accomplishments, one theme seems to consistently standout: the service and contribution of the people who make it all happen. The Foundation’s board of directors and staff all come together to support the organization’s mission, starting with the leadership at
the top.

“Eileen has this ability to pull people in the community together, getting us behind the cause and helping people understand how every dollar that’s raised has an impact, no matter how large or small,” said Mello. “It’s a pleasure to be on this board because it’s collaborative and it’s smooth-running, and it starts and ends with Eileen.”

Pluff also offered high praise for the board. “I’ve served on a number of boards. I have never served on a committee where the members are so engaged, so dedicated, and take their responsibilities so seriously,” he said.

Denton highlighted the involvement of people like Dr. Gregory Eastwood, past president of Upstate Medical University and current member of the board, who has served Upstate in various capacities and continues to make a difference.

“Dr. Eastwood is always there to assist in any way he can. He’s just a wonderful man. Dr. Mantosh Dewan, Upstate’s current president, has also been wonderful to work with,” said Denton.

Pezzi also expressed appreciation for the collaboration of Robert Corona, DO, CEO of Upstate University Hospital and Lawerence Chin, MD, Dean of the Norton College of Medicine. “Collaboration has made the last 50 years so successful and is the foundation upon which continued growth and success will be built for decades into the future.”

“I’m so proud of the board, with their level of professionalism and expertise, they’ve been so engaged in supporting everything we’ve done, and that breeds continuity and loyalty. The board has supported me and guided me every step of the way. I’m happy to have played a leadership role, but it’s really our board and dedicated, hard-working staff that have made everything happen.” Eileen M. Pezzi, MPA, Executive Director of the Upstate Foundation & Vice President for Development at Upstate Medical University

The Nappi Wellness Institute opened in 2023 with a naming gift from Sam and Carol Nappi of Jamesville.

CHANGING THE MINDSET OF EDUCATORS: The Importance of a Four-Year Construction Curriculum in Public High Schools

Posted on May 16, 2026 by admin

By: Earl R. Hall, Executive Director, Syracuse Builders Exchange

A four-year construction industry curriculum in public high schools represents a strategic and forward-thinking investment in both students and the broader economy. For students who intend to enter the workforce immediately after graduation, such a program provides a structured pathway to sustainable, well-paying careers with excellent benefits, while addressing critical labor shortages across New York’s construction sector.

The construction industry continues to face a significant skills gap driven by an aging workforce and insufficient numbers of trained young professionals entering the trades. A comprehensive high school curriculum would supplement traditional courses such as math, English, science, social studies, etc. In addition, by introducing students to construction fundamentals early we can progressively build their competencies over four years. Rather than viewing post-secondary education as the only viable path to success, this approach validates skilled trades as a respected and practical career option.

A well-designed four-year program should be aligned with student development. In the first year, students can explore foundational concepts such as safety protocols, basic tool usage, and an overview of construction careers. This early exposure is critical for helping students assess their interests and aptitudes. The second and third years can then deepen technical knowledge in areas such as carpentry, electrical systems, plumbing, blueprint reading, and construction technology. By the fourth year, students should be engaged in advanced, hands-on projects, internships, or cooperative work experiences with local contractors or trade organizations.

One of the most significant advantages of such a curriculum is its emphasis on experiential learning. Construction is inherently practical, and students benefit from applying theoretical knowledge in real-world scenarios. This hands-on approach not only reinforces technical skills but also cultivates essential soft skills such as teamwork, problem-solving, time management, and communication. These competencies are highly transferable and valued across all sectors of the workforce.

Additionally, integrating industry-recognized certifications into the curriculum enhances employability. Credentials in areas such as OSHA safety standards, equipment operation, or specific trade skills provide students with tangible proof of their capabilities upon graduation. Employers are more likely to hire candidates who can demonstrate both knowledge and certification, reducing onboarding time and training costs.

From an economic perspective, implementing a four-year construction curriculum strengthens local and regional labor markets. Communities benefit from a steady pipeline of skilled workers who are prepared to contribute immediately to infrastructure projects, residential development, and commercial construction. This is particularly important in areas such as central New York, which is experiencing extraordinary growth, which is anticipated for the next 20 years. Workforce shortages can and often will delay critical projects such as those in the educational, commercial, medical, and industrial sectors, in addition to increasing project costs.

Equally important is the role such programs play in student engagement and retention. Traditional academic pathways do not always resonate with every student. A construction-focused curriculum offers a relevant and tangible learning experience that can re-engage students who might otherwise feel disconnected from school. By providing a clear link between education and career outcomes, schools can improve graduation rates and better serve diverse learning styles.

These programs also promote equity by offering accessible career pathways that do not require significant financial investment in post-secondary education. Students can graduate with marketable skills and no debt, positioning them for immediate income generation and long-term career growth. For many families, this represents a practical and attractive alternative to the rising costs of college.

A four-year construction industry curriculum in public high schools is not merely an educational enhancement, it is a workforce development necessary if central New York is to take advantage of the abundance of extraordinary economic

development opportunities, driven by the private sector. By equipping students with technical expertise, industry credentials, and real-world experience, such programs empower graduates to
transition seamlessly into meaningful employment and contribute important services to central New York. At the same time, they address critical labor shortages, support economic development, and redefine the value of skilled trades in today’s economy.

Preparing for the Next Phase of Growth

Posted on May 16, 2026 by admin

By: James A. D’Agostino, CEO, MEP Center Director

Central New York manufacturing is entering a defining period. Across the region, manufacturers are seeing increased demand, new supply chain opportunities, and unprecedented investment flowing into advanced industries. Yet alongside these opportunities comes growing complexity. Workforce shortages, cybersecurity threats, digital transformation, quality expectations, and global competition are all reshaping how manufacturers must operate to remain competitive.

At TDO, we believe the companies that succeed in the remainder of 2026 and beyond won’t simply react to these changes, they’ll deliberately build the capabilities required to thrive in them. Our mission has always been straightforward: help Central New York manufacturers grow by strengthening their people, processes, and strategies. As the region’s Manufacturing Extension Partnership (MEP) center and a nonprofit consulting and training organization, we work hands-on with companies to drive operational excellence and cultural transformation so they can reach their full potential. But as manufacturing evolves, so does the way we support it.

Moving Beyond Projects to Performance

One of the biggest shifts we see is that manufacturers are moving away from isolated improvement projects toward long-term operational performance systems. Lean, Six Sigma, and continuous improvement remain powerful tools, but tools alone aren’t enough. Companies that truly excel build cultures where problem-solving, data-driven decision-making, and employee engagement become part of their daily operations.

That’s why our work increasingly focuses on helping organizations establish sustainable systems including daily management processes, leadership development, and workforce training that ensure improvements stick and continue to compound over time.

Turning Opportunity into Capacity

Central New York is poised to benefit from significant investments in advanced manufacturing, infrastructure, and emerging technology sectors. For many companies, the challenge isn’t whether opportunity exists, it’s whether they’re ready to seize it. Manufacturers must be able to scale production, meet stricter quality requirements, adopt new technologies, and strengthen their supply chain resilience.

TDO works side-by-side with companies to prepare for these moments of growth, whether through process optimization, plant layout improvements, quality system implementation, workforce development, or strategic planning. Our goal is simply to make sure companies are operationally ready when opportunity knocks.

Building the Workforce That Modern Manufacturing Requires

Technology is changing manufacturing, but people remain the most critical factor in success. The manufacturers that thrive in the coming years will be those that invest deeply in their workforce by developing leaders, empowering problem solvers, and building teams capable of adapting to new technologies and new markets.

From front-line training to leadership coaching, we help organizations equip their teams with the skills and mindset needed for continuous improvement and innovation.

A Regional Advantage

Manufacturing has always been a cornerstone of Central New York’s economy. Today, the region has a unique chance to strengthen that legacy by building a modern, resilient manufacturing ecosystem. TDO is proud to play a role in that effort by connecting manufacturers with expertise, resources, and funding opportunities that help turn plans into action.

But ultimately, the future of manufacturing in our region will be shaped by the companies willing to take the next step forward. If your organization is preparing for growth, facing operational challenges, or simply exploring what’s next, now’s the time to start the conversation. The manufacturers who prepare today will be the ones leading tomorrow.

TDO is a consulting and training organization based in Liverpool, NY. Our mission is to grow the local economy by helping Central NY manufacturers and technology companies drive operational excellence and cultural transformation to reach their full potential. TDO’s support of the local mission generated $265 million in economic impacts in the last contract period supporting jobs, investments, cost savings, and profitable growth. If you are an SMM and would like to talk further, TDO’s team is experienced and fully certified to help. Reach out today to learn more and schedule a free consultation!

Preparing Professional Services Firms for the Age of AI

Posted on May 16, 2026 by admin

By K.C. Roberts