Category: CC Summer 2026

Neivel Precision Plumbing: Skilled Craftsmen Building Strong Relationships Through High-Quality Work

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By Elizabeth Landry

When Sam Neivel was just five or six years old, he began learning the basics of plumbing from his father, Lawrence Neivel, a plumber who has worked in the trade for several decades. Neivel learned a lot from his father that has influenced how he progressed in the field – working first for DBR Plumbing in his teens, then Armani Plumbing for a few years, Town Mechanical in his early twenties, and for DBR Plumbing again in his late twenties.

“My father taught me faith, hard work, dedication, generosity and to stand up for what you believe in and what is right,” said Neivel. “He’s a man of few words, but one who teaches with his actions.”

Today, Neivel owns and runs Neivel Precision Plumbing, a company he began in 2015 – and his father is a service tech on the team. A couple of decades earlier, when he was working his second stint at DBR Plumbing and overseeing operations at the company, he decided it was time to venture out on his own. Once Neivel Precision Plumbing was up and running, one of the very first employees Neivel hired was Dan Franklin, an estimator who he had worked with for a few years at DBR. Franklin was brought on as the company’s Lead Estimator, a role he still holds today, and he and Neivel have grown to be close friends, both inside and outside of their careers.

“I think it was always Sam’s goal to start his own company,” said Franklin. “He’s the most brilliant plumber I’ve ever met, and I’m 72 years old. Sam is 30 years younger than me. He’s a very driven person and he honestly cares about each person in the company. We’ve been close friends for several years now. I would have retired a long time ago if it weren’t for Sam and this company. I enjoy working for Sam Neivel every day.”

Fast-Paced Growth and Expansion

In the early days of the company, Neivel and his four or five employees worked out of Neivel’s home in Baldwinsville. Franklin remembers having very tight quarters to operate in, but making it work. After several months, the team relocated to an office off Malloy Road in Syracuse for a few years. After utilizing a different office space on Arterial Road in Syracuse for a few more years, Neivel purchased a much larger building with office space and a warehouse on Butternut Drive in East Syracuse, where the company operates today with almost 80 employees. Franklin attributes the company’s growth and expansion to Neivel’s expertise, leadership, and focus on high-quality craftsmanship.

“Sam is a perfectionist. He’s driven by high-quality work – he takes a lot of pride in doing that kind of work. He takes it very seriously and he has a very high standard,” explained Franklin. “Sam doesn’t spend a lot of time in the office. He comes in when needed, but he prefers to be at job sites, in the trenches, working in crawl spaces, getting his hands dirty. He’s a very hands-on kind of boss. He’s happiest when he’s in the field.”

Neivel obtained his master’s plumbing license in Onondaga County in his late twenties – an accomplishment that speaks to his superior knowledge and skill, Franklin emphasized. “It’s a daunting task. It comes in three phases: an oral exam, a written exam, and a practical exam.”

Under the leadership of Neivel, the company offers mostly commercial and industrial plumbing for clients, working on job sites such as hotels, condominiums, hospitals, restaurants, and office spaces. The team takes on both new builds and renovations and can be found working on between 10 to 13 projects at any given time. Currently, the company is in the process of working on four different older buildings in the city of Syracuse, including job sites on South Salina Street, Townsend Street, and Harrison Street. One major project the team completed in recent years was the City Center building in downtown Syracuse, which was previously the Sibley’s Department Store.

“The City Center building has several floors and we did the entire building, turning it into office space. The Hayner Hoyt Corporation has offices there, and it’s still growing with new offices coming in. That’s one of our gems,” said Franklin.

Building Long-Lasting Client Relationships

Many of the other projects the Neivel team has completed over the years exemplify the company’s focus on building long-term, trusted relationships with clients. Neivel is the preferred plumber for all the Tully’s and Coppertop restaurants in the Central New York area, all the way from Albany to Buffalo, and down into Pennsylvania. The company has completed several projects for local hospitals, including St. Joseph’s Health, Crouse Hospital, and Upstate University Hospital. Neivel is also the preferred plumber for Visions Hotels, owned by Andrew Patel. The hotels are located all over New York State and Pennsylvania.

“We stay versatile. We can handle any type or size of job,” stated Neivel. “Our attitude is ‘there’s nothing we can’t do,’: from factories, commercial, and medical, to hotels and apartments.”

Franklin emphasized that since the beginning of the company, much of their growth and expansion has been due to their excellent reputation, based almost entirely on word of mouth. The extent of Neivel’s advertising has been company-branded trucks.

“Our reputation has really served us. We don’t advertise – we don’t do television or radio. We basically have our trucks that are all lettered up. A lot of our business is through word of mouth,” said Franklin. “I get several calls, texts or emails a week saying, ‘Hey, so-and-so recommends you. Do you think you can take this work on?’”

Focused on Employee Satisfaction and Success

For Neivel, though, the success of the company comes down to its employees. He focuses on creating a job setting where employees feel supported and appreciated.

“We have some of the best craftsmen in the industry. We have low turnover, which gives us consistency. We teach and train from within, which helps us pass the torch to ambitious employees. We do many events to reward our team for the outstanding service they provide. … It’s a family atmosphere. We are family, and we work together and are invested in each other,” said Neivel.

Franklin listed several ways Neivel aims to ensure his employees are well taken care of and feel like family, from sponsoring modified car races, to box seating at baseball games and hockey games, catered meals, the company’s annual clam bake, and multiple charity events. Perhaps the most important way Neivel focuses on the well-being of his employees is through investing in their skills and success, helping them advance in their careers.

“Sam honestly cares for the people in this company. He’s genuinely invested in teaching and promoting from within. We hire a lot of young people who need to be taught the trade, and they’re given lots of opportunities to advance themselves. We have kids that didn’t know anything initially and become foremen in six or seven years. We teach them blueprints, how to run jobs, and various aspects of plumbing and construction. It’s all part of Sam’s philosophy of caring for his employees,” said Franklin.

The company branched out four years ago and created a full service and construction HVAC side within which the same values toward quality craftsmanship and putting the customer first apply. Since starting, the HVAC department has grown both in number of talented and knowledgeable technicians as well as in a reputation for dependable service. Mick Mulcahy was key from the start for getting the department off the ground. Another organically grown key person is Bert Bentley, who has taken over the department and serves as both estimator and project supervisor in the field.

“They go into the field a lot, run jobs, and they have a crew of 26 individuals,” Franklin said. “We were fortunate to pick up good guys, technicians that know the business and the equipment. The HVAC side of our work has really taken off.”

Success that isn’t Slowing Down

What’s next for Neivel Precision Plumbing? Both Neivel and Franklin agree there’s no end in sight, with more relationships to be built and more projects in the pipeline.

“The vision for the future is just to continue with quality workmanship and building relationships within the greater Syracuse community. The community is going to grow, especially with Micron and related investments to infrastructure, and we’re looking forward to what it will bring to us,” said Franklin. “Sam’s not driven by making money. His goal is to be successful at helping others and building others’ careers.”

Neivel said he’s proud that two of his original employees have since moved on to start their own businesses. It’s his team of co-workers that have shaped the company into what it is today, he shared – including his original mentor, his father – and which fuels the business into the future.

“Our growth continues every year, and we don’t foresee an end,” Neivel said. “We learn, we adapt, and keep building relationships that are sustainable.”

“Piggybacking” is Not a Substitute for the Competitive Bidding Requirements under General Municipal Law § 103

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By: Chandler Barganier, Law Clerk, Sheats & Bailey, PLLC

In Lynch, Inc. v. Board of Education of the Maine-Endwell Central School District, the Appellate Division Third Department, affirmed the Broome County Supreme Court’s decision, holding that General Municipal Law § 103(16) excludes public works contracts from the practice of “piggybacking”.[1] This case stems from a multi-year and multi-phase capital project involving various buildings and facilities of Maine-Endwell Central School District. In the summer of 2023, Phase One was completed by Smith whose work pleased the district enough for it to want Smith to complete HVAC work on Phase Two. In October 2023, the District submitted plans for Phase Two to the State Education Department for review and approval as required by Education Law § 408 and 8 NYCRR § 155.2. Such approval was delayed, and the district decided to hire Smith directly by using cooperative purchasing though The Interlocal Purchasing System (“TIPS”), as opposed to undergoing the competitive public bidding process after approval.

In July 2024, the District awarded the Phase Two HVAC contract to Smith by piggybacking it onto their Phase One contract. Several local contractors later petitioned the court, alleging that they were denied the opportunity to competitively bid on the Phase Two HVAC contract pursuant to the competitive bidding requirements under the General Municipal Law. The Broome County Supreme Court granted petition to the extent of finding that the district’s use of TIPS constituted impermissible piggybacking for public works projects. The Supreme Court enjoined the district from using TIPS or any similar process to award further public works contracts and allowed Smith to complete their HVAC work without penalty as their work was already almost halfway complete.

The Third Department upheld the lower court ruling emphasizing that cooperative purchasing is a narrow exception under General Municipal Law§ 103 (16), not a substitute for the required competitive bidding process that governs public works contracts. The court went on to state that it was contemplated by the legislature that the piggybacking provision would facilitate procurement in the context of purchase contracts as opposed to construction and renovation projects.

Though in this case the court declined to impose disgorgement largely because the project was nearly halfway completed, that may not always be the case. Penalties to contractors for violations of competitive bidding requirements may be imposed at the Court’s discretion. While government agencies bear the burden of adhering to competitive bidding requirements, contractors bear the financial risk when these requirements are violated. The potential for disgorgement makes it important for contractors to exercise due diligence during the procurement process to safeguard their financial and legal interests.

Going forward cooperative purchasing cannot be used to avoid competitive bidding for public works. Public entities should exercise caution when considering using cooperative purchasing/piggybacking for construction related projects.

 Contractors who perform work on public works contracts in violation of competitive bidding laws potentially face significant financial risks including the possibility of forfeiting all compensation received under an improperly awarded contract. Therefore, contractors should be aware of how the project was awarded and should not blindly rely on the public entity’s procurement process. Contractors should verify the scope of the work and if the public entity correctly followed competitive bidding laws before entering into a contract and performing work.

If you need further assistance or have additional questions, please contact Sheats & Bailey, PLLC.  www.TheConstructionlaw.com; Tel. 315-676-7314.

The information provided above is not intended to serve as specific legal advice for any particular situation. Competent legal and experienced counsel should be consulted.

[1] Daniel J. Lynch, Inc. v Bd. of Educ. of Maine-Endwell Cent. School Dist., 2026 NY Slip Op 03209 [3d Dept May 21, 2026]

How Prevailing Wage Expansion and Workers’ Compensation Costs Are Reshaping New York State Construction

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Robert C. Reeves, CPA, CFE, Dannible & McKee, LLP

Many New York contractors continue to battle material inflation and labor shortages, but two less visible issues are increasingly affecting profitability: expanding prevailing wage requirements and rising workers’ compensation costs driven by experience modification factors. Together, these factors influence payroll administration, labor burden rates, job costing, bidding strategies and financial reporting, making them critical financial management issues rather than solely operational concerns.[/caption]

Prevailing Wage Expansion Creates New Compliance and Cost Challenges

Prevailing wage requirements now extend beyond traditional public works into certain privately developed projects. Under New York Labor Law §224-a, a private project generally becomes subject to prevailing wage requirements when:

  • Total project cost exceeds $5 million; and
  • Public funds represents at least 30% of project costs.

Public funding includes state subsidies, tax credits, abatements and certain clean energy incentives. As these funding sources become more common, contractors that have historically performed only private work may unexpectedly fall under prevailing wage requirements. Evaluating project funding early in the bidding process is essential.

Contractors should also monitor legislative activity. Although recent proposals to broaden prevailing wage coverage have not been enacted, the trend suggests continued expansion.

Operational and Financial Impacts

Prevailing wage compliance creates challenges in four key areas:

  • Certified payroll reporting and fringe benefit documentation.
  • Accurate worker classification to avoid back wages, penalties and potential debarment.
  • Proper fringe benefit accounting.
  • Detailed labor tracking and job costing.

Poor labor tracking can distort work-in-progress (WIP) schedules, margin reporting and project profitability.

The impact extends well beyond payroll. Prevailing wage errors can affect cost-to-complete estimates, overbilling and underbilling positions, indirect cost allocations, bonding capacity and bank covenant calculations, making compliance an important financial reporting consideration.

Rising Experience Mods Are Affecting Contractor Profitability

New York remains one of the nation’s most expensive workers’ compensation markets. Experience modification factors are rising because of increasing injury frequency, higher medical costs, heat-related illness claims, stricter classification enforcement and greater carrier scrutiny.

Higher experience mods increase insurance premiums while also affecting:

  • Labor burden rates.
  • Bid competitiveness.
  • Bonding capacity.
  • Financial reporting if labor cost accruals are not updated.

Failing to incorporate current workers’ compensation costs into labor burden calculations can understate project costs and reduce the accuracy of WIP schedules and profitability reporting.

Safety as a Financial Strategy

Leading contractors increasingly view safety as an investment rather than simply a compliance requirement. Strong safety programs help reduce claim frequency and stabilize experience mods through initiatives, including robust near-miss reporting, heat illness prevention, return-to-work programs and the use of job site technology, such as wearable sensors and AI-based monitoring tools that help identify unsafe conditions and worker fatigue.

These efforts often produce measurable returns through lower insurance costs, improved margins and stronger bonding capacity.

Where Prevailing Wage and Workers’ Compensation Intersect

Although prevailing wage compliance and workers’ compensation are often managed separately, they are closely connected.

Labor classification errors can create prevailing wage violations while also resulting in incorrect workers’ compensation classifications, higher premiums and costly audit adjustments.

Similarly, certified payroll errors and improper fringe benefit allocations can distort labor burden calculations, affecting job costing, bid estimates, WIP schedules and profitability analysis.

Safety performance also plays an important role on prevailing wage projects, which often involve larger crews and more complex work environments. Higher injury rates increase workers’ compensation costs, reducing competitiveness when bidding future work.

Practical Steps Contractors Can Take in 2026

There is still time left this year to make improvements, and several key strategies can help strengthen performance and reduce risk.

  • Strengthen certified payroll processes by reconciling payroll to job costs, documenting fringe benefit plans and reviewing subcontractor payroll compliance.
  • Update labor burden rates regularly using current workers’ compensation rates and experience modification factors.
  • Invest in proactive safety programs, including training, injury prevention and return-to-work initiatives.
  • Prepare for increased audit activity by maintaining complete payroll records, job costing documentation and supporting schedules.

The Bottom Line

Expanding prevailing wage requirements and rising workers’ compensation costs are reshaping the financial landscape for New York contractors. Organizations that proactively manage payroll compliance, labor burden rates, safety performance and financial reporting will be better positioned to protect margins, strengthen bonding capacity and remain competitive in an increasingly challenging market.

Rather than treating prevailing wage compliance and workers’ compensation as separate administrative functions, contractors should view them as interconnected components of a broader financial management strategy.

For contractors looking to strengthen their systems or validate their labor cost structure, Dannible & McKee can help. Contact our construction team to discuss how these changes may impact your projects and financial reporting.

 

Robert C. Reeves, CPA, CFE, is an audit partner at Dannible & McKee, LLP, a public accounting firm with offices in Syracuse, Auburn, Binghamton and Schenectady, NY, and Tampa, FL. He has over 10 years of experience at the firm, he provides financial audit, assurance and consulting services to clients primarily in the construction, manufacturing and architectural and engineering industries. Bob also specializes in employee benefit plan audits and forensic accounting services. For more information on this topic, you may contact Bob at  rreeves@dmcpas.com or (315) 472-9127.

Code Rule 59: Time to Restore Balance Between Safety and Fairness

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By: Wael Khalil, CPS, SSM, Vice-President/Safety Director Lovell Safety Management Co., LLC

For nearly three decades, New York State Industrial Code Rule 59 has served an important role in improving workplace safety and reducing workers’ compensation losses. Created in the mid-1990s as part of broader workers’ compensation reforms, the rule requires employers with poor loss experience to implement formal safety and loss prevention programs under the guidance of a certified safety consultant.

The concept behind the rule remains sound. Employers experiencing significant workers’ compensation losses should receive professional assistance to identify hazards, improve management practices, and reduce future injuries. In many cases, Code Rule 59 has helped employers strengthen their safety programs and improve their claims performance.

The challenge today is not the purpose of Rule 59. The challenge is that the rule’s triggering criteria have not kept pace with economic realities.

Under the current framework, employers become subject to Code Rule 59 when their payroll exceeds $800,000 and their workers’ compensation Experience Modification Rate (EMR) exceeds 1.20. When these thresholds were established in 1996, an $800,000 payroll represented a substantially larger employer than it does today. After decades of inflation, wage growth, and rising labor costs, many small businesses now exceed that payroll threshold despite operating with only a handful of employees.

As a result, employers that would have been considered small businesses when Code Rule 59 was enacted are increasingly being drawn into a regulatory process originally designed for larger employers with greater administrative resources.

At the same time, the EMR itself is a backward-looking measurement. Experience modifications are based largely on historical claims data and often do not reflect an employer’s current safety performance. An employer may have corrected deficiencies, replaced management, implemented new safety procedures, or significantly reduced claims, yet still trigger Code Rule 59 based on losses that occurred years earlier.

Recent changes in experience rating methodology have further amplified this issue. Smaller employers have fewer payroll dollars and claim exposures over which losses can be spread. Consequently, a single lost-time claim or moderate injury can have a significant impact on an employer’s modification factor. Larger employers generally experience less volatility because individual claims are diluted across a much larger payroll base.

In practice, this means that many small employers can find themselves subject to Code Rule 59 despite maintaining reasonable safety programs and having no ongoing pattern of poor performance.

Many of these cases stem from isolated incidents rather than systemic safety failures. A single claim involving an employee injured in a motor vehicle accident, a travel-related incident, or a public premises accident may significantly impact an employer’s experience modification rating. While such claims are compensable under workers’ compensation law, they do not necessarily indicate deficiencies in employee training, hazard control, supervision, or management commitment to safety.

Nevertheless, once Code Rule 59 is triggered, employers face substantial obligations. They must retain certified NYS consultants, participate in facilities/jobsite surveys and meetings, implement corrective action plans, complete documentation requirements, and certify compliance. Failure to comply can result in premium surcharges and the loss of policy discounts, creating additional financial strain for smaller employers.

None of this suggests that Code Rule 59 should be eliminated. Employers with persistently poor safety performance should continue to be identified and required to take corrective action. However, there is a strong case for modernizing the rule so that regulatory resources are focused on employers with current and demonstrable safety deficiencies rather than employers whose loss experience may be attributable to historical events or isolated claims.

Several practical reforms could accomplish this goal. The payroll threshold could be indexed to inflation or adjusted to reflect current wage levels. A tiered threshold could recognize the differences between small, medium, and large employers. Greater consideration could be given to recent safety performance, documented corrective actions, participation in safety groups, and ongoing loss-control efforts. The Department of Labor could also be provided with greater flexibility to distinguish between employers experiencing systemic safety problems and those impacted by isolated or non-preventable events.

Such changes would preserve the original intent of NYS Code Rule 59 while improving its fairness and effectiveness. Workplace safety would remain the primary objective, but the burden of compliance would be more appropriately aligned with an employer’s current risk profile and operational realities.

After nearly 30 years, Rule 59 remains a valuable tool. Updating it for today’s economy would ensure that it continues to improve workplace safety while avoiding unnecessary burdens on the small businesses that form the backbone of New York State’s economy.

For more information on Code Rule 59 please reach out to a Lovell representative at 1-800-556-8355.

The Hidden Costs Impacting Construction Risk in 2026

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By: Brett Findlay, Senior Vice President, Construction Practice Leader, OneGroup

Construction firms across Central New York are seeing some stabilization in the insurance marketplace after several years of sharp increases. In certain areas, rates are beginning to soften and capacity is improving. However, many contractors are still experiencing higher overall insurance costs, even when rate and premium increases appear more moderate on paper.

The reason is simple: while portions of the insurance market may be easing, the underlying cost of construction risk continues to rise.

From labor shortages and wage inflation to escalating material costs and larger claim settlements, contractors are operating in an environment where even a relatively routine loss can become significantly more expensive than it was just a few years ago.

Locally, the time a project takes to complete has increased, the cost of the materials for that project have increased and the pay scale for the employees executing that project have increased. All those variables can and do drive insurance costs.

What further amplifies those variables is the onset of large local projects like I-81 & Micron that are utilizing much of the local labor force. With companies struggling to find labor to complete their backlog, traditional infrastructure projects and other private projects face longer project timelines. Outside labor is going to become a necessity; subcontracting, is going to become a necessity. Those exposures have insurance costs as well.

One of the largest drivers is construction inflation itself. Material pricing remains elevated across many categories, particularly for electrical components, specialty materials, roofing systems, and mechanical equipment. Even when pricing volatility slows, replacement costs remain far above pre-pandemic levels. That has important insurance implications.

If property values, equipment schedules, or builder risk limits have not been updated to reflect current costs, contractors may unknowingly be underinsured. In a major loss scenario, that gap can become financially significant.

There is also growing concern around project delays tied to supply chain challenges. Longer lead times can extend project timelines, increase exposure periods, and ultimately increase the overall cost of claims.

Labor inflation is creating another layer of pressure. The construction industry continues to face workforce shortages, particularly among skilled trades. As firms compete for experienced workers, wage growth has accelerated. While higher pay can help attract talent, it also impacts claim severity, especially in workers’ compensation.

Medical costs are rising. Lost-time claims are becoming more expensive. Inexperienced workers may require additional training and supervision, which can also influence safety outcomes and insurance performance over time.

At the same time, contractors are managing increased auto liability exposure, rising litigation costs, and larger jury awards across the country. Even relatively small incidents now carry the potential for substantial financial impact.

Active claim management throughout these types of situations is critical. Timelines have slowed everywhere, including the judicial system. Legal costs have increased, which in turn inflates claim costs. Claim costs can also have a direct impact on insurance pricing. Workers’ Compensation EMR’s and Auto Experience Rating can be volatile, actively managing those claims can directly impact these variables, in turn, affecting the insurance pricing. This leads directly into proactive risk management.

For contractors, this environment reinforces the importance of proactive risk management rather than viewing insurance strictly as an annual transaction. Carriers are placing greater emphasis on safety culture, fleet management, subcontractor oversight, cybersecurity practices, and operational controls when evaluating accounts. Firms that can demonstrate strong internal processes are often in a better position to manage long-term insurance costs and secure favorable terms.

This is especially important as projects grow more complex and technology becomes more integrated into day-to-day operations. Drones, connected jobsites, digital project management systems, and electronic payments create efficiencies, but they also introduce new forms of risk that many firms are still evaluating.

While there are encouraging signs in portions of the insurance marketplace, contractors should not mistake a softening market for a reduction in exposure. The hidden costs impacting construction risk today extend far beyond premium percentages alone.

The firms best positioned for long-term success will be those that regularly reassess valuations, strengthen operational controls, invest in workforce development, and work closely with trusted advisors to identify emerging risks before they become costly problems.

In summation, insurance is becoming more complex by the day. But a good partner can walk you through the complexities of the industry and develop a plan that works for you as the contractor. Being active in your risk management program is now critical, and now is the time to do it, if not yesterday. Now is the time to reassess your risk strategy—before these hidden costs show up in your next claim or renewal.

Brett Findlay is a Senior Vice President and Construction Practice Leader at OneGroup, a subsidiary of Community Financial System Inc. OneGroup.com

2026 Mid-Year Report to the Upstate New York Construction Industry and Members of the Syracuse Builders Exchange

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Earl R. Hall, Executive Director, Syracuse Builders Exchange

Reflecting on mid-year data, including membership utilization, I am pleased to report that the Syracuse Builders Exchange continues to demonstrate exceptional strength, stability, and growth. The Association remains well-positioned to serve the regional construction industry today while preparing for future opportunities.

The Syracuse Builders Exchange is proud to be the largest construction industry association in New York State with approximately 1,100 member firms. For more than 150 years, our mission has remained unchanged—to provide the resources, services, advocacy, and professional relationships that help our members succeed in an increasingly competitive marketplace.

Membership continues to grow as more construction firms recognize the value of belonging to an organization that delivers measurable benefits. New members are joining because they see an association that provides a wide variety of services, is financially sound, professionally managed, and committed to helping their businesses succeed. Our continued membership growth reflects the confidence the construction industry has placed in the Syracuse Builders Exchange and the value our programs provide every day.

The Builders Exchange is financially sound, generating strong operating revenues, maintaining adequate financial reserves, and operating with no debt – all while maintaining the fiscal goals and objectives of a 501c6 not-for-profit trade Association. This conservative financial stewardship ensures that the Syracuse Builders Exchange remains independent, sustainable, and capable of investing in new programs and member services without compromising our financial security.

The Syracuse Builders Exchange Electronic Plan Room is one of the Association’s most valuable member resources, providing contractors, subcontractors, suppliers, and construction professionals with immediate access to current bidding opportunities throughout the region. Members can easily view project plans, specifications, addenda, and other bidding documents from any location, allowing them to identify and pursue new business opportunities efficiently.

In addition to convenient access to bid information, the Electronic Plan Room offers powerful estimating and digital takeoff tools that help members improve the accuracy and speed of project estimates. These features enable users to measure quantities directly from electronic drawings, streamline estimating workflows, reduce costs, and enhance competitiveness. By combining comprehensive project information with advanced digital tools, the Electronic Plan Room helps members save time, increase productivity, and position their businesses for continued success in today’s competitive construction marketplace.

One of the Builders Exchange’s highest priorities continues to focus on education and safety training. Over the past year, we have expanded our schedule of education, professional development, and safety training classes, providing members with practical knowledge that enhances productivity, strengthens knowledge of regulatory compliance, and improves workplace safety. These programs have become one of the defining benefits of membership and reflect our commitment to helping member firms remain competitive and safe.

Equally important are the opportunities the Builders Exchange provides for members to build lasting and meaningful professional relationships. Throughout the year, the Association has hosted a wide variety of social gatherings, networking events, awards programs, and industry meetings that strengthen connections among contractors, subcontractors, suppliers, design professionals, and project owners. These events foster collaboration, encourage new business opportunities, and reinforce the sense of community that has always distinguished the Syracuse Builders Exchange.

Looking ahead, the Builders Exchange remains focused on innovation and continuous improvement. We will continue investing in education, safety training, technology, networking opportunities, and member services while maintaining the financial discipline that has made the Association one of the strongest and most respected trade organizations in the State.

None of these accomplishments would be possible without the support and engagement of our members, volunteer leadership from the Board of Directors, committee members, and dedicated staff. The Builders Exchange’s membership participation, ideas, and commitment have helped build an organization that serves as the voice of the construction industry throughout Upstate New York.

The future of the Syracuse Builders Exchange is bright. With consistent revenues, no debt, growing membership, expanding educational and safety programs, vibrant networking opportunities, and adequate financial reserves, our association is well prepared to meet the challenges and opportunities long into the future.