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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.

Anthony DeMarco & Sons, LLC: Generations of Service, Growth, and Reliability

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From commercial landscaping to dumpster services, a Central New York family business thrives on customer service, innovation, and community commitment.

By: Kimberly Graf

Rooted in Family, Growing with Purpose

Founded in 1972 by Anthony and Ruth DeMarco as a modest vegetable, farm, and greenhouse operation. what is now known as Anthony DeMarco & Sons, LLC began with a simple premise: grow quality products, treat customers fairly, and work hard every day. More than 50 years later, that same philosophy continues to guide a business that has become a fixture in Elbridge, NY, and a trusted partner to commercial and residential clients throughout Central New York and much of the Northeast.

Still rooted in Elbridge, roughly 15 miles west of Syracuse, the company now occupies significantly more land than it did in its earliest days. What was once a small, seasonal operation has grown into a year-round, multi-division enterprise led by three generations of the DeMarco family. Leadership includes founder Anthony and Ruth, who now live part-time in Florida, alongside his son Anthony and Anthony’s two sons, Anthony P and Mario, ensuring continuity, shared values, and long-term vision remain at the heart of the company.

Over the decades, Anthony DeMarco & Sons’ strategic approach has evolved alongside customer needs, as well as through opportunities to maximize operational efficiencies. From its agricultural roots, the company expanded thoughtfully, building complementary services that strengthened the overall operation rather than diluting its focus. Today, the business encompasses a garden center, commercial and estate landscaping, mulch and soil production, a sod farm in Phoenix, NY, dumpster and waste management services, snow removal, and large tree transplanting, each division reinforcing the others.

Despite this growth, the company remains grounded in what made it successful from the start: quality workmanship, competitive pricing, and an unwavering commitment to customer service. Whether serving a homeowner at the garden center or coordinating a complex commercial installation, the DeMarco team approaches every project with the same attention to detail and accountability.

A Multi-Division Business Built to Last

Anthony DeMarco & Sons has always adapted to changing needs, not by chasing trends, but by listening closely to the market and responding with practical, service-driven solutions. That adaptability has allowed the company to expand its offerings while maintaining strict quality control across all operations.

Today, the company supports both residential and commercial clients across Central New York, offering services that range from plant sales and landscape materials to large-scale commercial installations and logistics support. The ability to provide so many services under one umbrella has become a defining strength, delivering efficiency, consistency, and reliability across projects of all sizes.

At the core of the operation is a family-led management style that prioritizes long-term relationships with both customers and employees. That philosophy has helped the company maintain a stable, experienced workforce and a reputation among customers for dependability that spans decades.

Garden Center: Locally Grown, Professionally Supported

One of the company’s foundational divisions remains its garden center, a direct extension of its agricultural roots. Focused on top-quality products that are locally grown and produced, the garden center serves as both a retail destination and a critical support system for the company’s landscaping operations.

By growing much of its own plant material, Anthony DeMarco & Sons maintains control over quality from start to finish. Customers benefit from healthy, regionally appropriate plants suited to Central New York’s climate and growing conditions. From trees and shrubs to seasonal plantings and landscape materials, the garden center reflects decades of hands-on horticultural experience.

Delivery services further enhance convenience for customers, allowing both residential and commercial clients to access professional-grade materials without logistical challenges. This combination of local production, product knowledge, and customer support has made the garden center a trusted resource for homeowners, contractors, and developers alike.

Landscaping Services: From Residential Roots to Commercial Scale

While the company’s landscaping expertise dates back decades, a significant milestone came in 2000, when Anthony DeMarco & Sons formally expanded into commercial landscaping installations. Building on its greenhouse and nursery background, the company began taking on larger, more complex projects, laying the foundation for what has become its primary business focus today.

The landscaping division now handles a wide range of work, including estate-scale installations, ongoing landscape management, commercial snow removal, and large tree transplanting. While these services contribute to the company’s breadth, commercial installations remain the centerpiece of its growth and reputation.

That expansion was driven by opportunity, capability, and demand. With in-house plant production, specialized equipment, and a growing team of skilled professionals, Anthony DeMarco & Sons was well positioned to serve commercial developers seeking reliable partners who could deliver consistent results.

Commercial Landscaping Expertise

Today, the company’s commercial landscaping division completes approximately 100 installations per year, generating around $5 million in annual revenue. Projects extend across a 300-mile radius from Syracuse, with additional work performed in all boarding states. Reflecting the company’s ability to manage logistics and execution beyond its home market.

Anthony DeMarco & Sons works with long-standing commercial developers from the Syracuse area and all over the country. Providing landscaping installations for nationally recognized brands and regional businesses alike. Customers include Amazon, Byrne Dairy, Dollar General, Advance Auto Parts, O’Reilly Auto Parts, Walgreens, WellNow Urgent Care and many others.

Several key competitive advantages set the company apart:

  • Full control over start-to-finish installations with in-house plant production.
  • Heavy machinery capable of moving large estate-scale trees.
  • Flexibility to manage both small and large commercial projects.
  • In house plant, sod, soils and mulch production.

Dumpster & Waste Management: Growth from Necessity

The company’s dumpster and waste management division originated in 2009 not as a business plan, but as a practical solution to internal needs moving mulch, soil, and raw materials. Over time, this service revealed broader demand, leading to a full-scale operation serving commercial contractors and residential clients alike.

Today, the division operates 400 dumpsters and more than 12 trucks, covering a 50-mile radius of Syracuse. While most business is commercial (70–80%), a portion of residential clients is maintained as well.

The company offers roll-off dumpsters in 15-, 30-, and 40-yard sizes, along with same-day or next-day service. In 2026, front-load trash service was added to meet evolving client needs. Flexibility and responsiveness remain central to the division’s success.

Commitment to Employees and Community

Across all divisions, Anthony DeMarco & Sons emphasizes loyalty to its employees, customers, and community. The company maintains a year-round team of 35 employees, avoiding layoffs and fostering stability within the workforce.

“Nobody gets laid off. We take care of our people because they take care of our business,” Anthony says. This commitment has helped retain experienced staff who understand the company’s standards, values, and expectations, contributing directly to consistency and customer satisfaction.

Environmental responsibility is also a priority. Sustainability initiatives include mulch and soil production from wood waste and composting, reducing waste while creating usable products for landscaping projects. These efforts align with the company’s agricultural roots and long-term operational approach.

Innovation Rooted in Experience

While innovation drives the company forward, all new initiatives are grounded in experience and operational practicality. Strategic decisions, whether expanding waste services, producing plants in-house, or investing in machinery, prioritize quality, reliability, and efficiency.

From moving estate-scale trees to delivering dumpsters on tight timelines, Anthony DeMarco & Sons blends innovation with family-driven values. Each service builds on existing strengths, reinforcing a business model that has thrived across decades of economic cycles and evolving client needs.

After more than five decades, Anthony DeMarco & Sons remains a true family business, guided by shared values, long-term thinking, and a commitment to doing the job right. With the next generation at the leadership helm, the company is positioned to continue serving Central New York and beyond with the reliability and mission-driven focus that has defined it from the start.

To learn more about Anthony DeMarco & Sons, LLC and its full range of services, visit demarcoandsons.com, call 315.675.4400, or email sales@demarcoandsons.com.

Workers’ Compensation Loss Costs Decrease Again

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

At a time when most commercial insurance lines seem locked into a cycle of increases, workers’ compensation in New York State continues to do the opposite. The latest filing from the New York Compensation Insurance Rating Board (NYCIRB) resulted in a 13.2% statewide loss cost decrease effective October 1, 2025.  The most recent filing is not an anomaly but rather the continuation of a long-term trend that has now been in place for nearly a decade. The filing reinforces a simple but important point: workers’ compensation has become one of the most stable, predictable, and consistently improving line of insurance in New York.     

 That was not always the case.   Prior to 2008, workers’ compensation pricing in New York was based on manual rates, not loss costs and because of the rate making structure workers’ compensation was viewed as one of the more volatile performing lines on an insurance program.  That instability ultimately led to systemic change.

 Reform and the Shift to Loss Costs

The 2007 Reform Act marked a turning point for New York’s workers’ compensation system. While the immediate rate reductions were meaningful, the more important impact was structural. The reform was historically significant in establishing “caps” or duration limits on permanent partial disability benefits, which previously were paid for a lifetime, while simultaneously increasing the maximum weekly benefit rates.   

 Shortly thereafter, New York adopted a loss cost rating system effective October 1, 2008. Under this approach, NYCIRB began publishing loss costs by classification, while insurance carriers applied their own loss cost multipliers to account for expenses and profit.  This change brought New York in line with most other states and introduced additional transparency and improved competition in the marketplace. It also separated statewide actuarial indications from individual carrier expense structures, allowing pricing to better reflect actual loss experience.  The years after the adoption of loss costs were still influenced by legacy claims and prior medical trends. Between 2009 and 2016, loss cost filings resulted in increases or no change as the system adjusted to post-reform realities. 

 Since 2017, loss costs in New York have declined in every filing year.  Over this period, there were cumulative reductions of – 67.6%.  The 13.2% decrease effective October 1, 2025, is one of the largest in recent history, but it follows a series of meaningful reductions year after year. What makes this trend notable is not just the size of the decreases, but their consistency when compared to other insurance lines.  While auto liability, general liability, property, and umbrella insurance have all experienced upward pricing pressure, workers’ compensation has continued to move steadily downward.

 Why Workers’ Compensation Is Different

The reasons for this divergence are structural. First, claim frequency has fallen. Safer workplaces, improved training, automation, and employer investment in safety programs have reduced the number of injuries entering the system.  Second, claim severity has remained relatively controlled. Workers’ compensation benefits from fee schedules, treatment guidelines, and a regulated medical environment that is not as structured in liability-based lines.  Third, wage growth has outpaced loss growth. Because workers’ compensation premiums are based on payroll, rising wages increase the premium base. When losses remain stable or decline, loss costs must fall to maintain actuarial balance.

 Finally, carrier results have remained profitable. Accident-year combined ratios consistently remain below 100%, even before investment income is considered. This profitability supports rate adequacy without the need for increases.

 State assessments are another often-overlooked part of the equation. In 2011, the assessment level exceeded 20% of premium and has decreased every year since then except for 2018. Today, the assessment stands at 7.0% as of January 1, 2026.  These steady decreases reflect the continued financial strengthening of the system and directly reduce employer costs when combined with declining loss costs. 

 Why Individual Premiums Don’t Always Decline

Despite favorable statewide trends, not every employer sees a reduction in premium. Payroll growth, experience modification changes, carrier underwriting decisions, and program structure all affect final cost.

 This makes regular program reviews critical, and one of the most effective ways for employers to fully benefit from the declining loss cost trend is participation in industry-specific safety groups. These programs align employers with similar risks, emphasize loss prevention, and return underwriting profits to participants through dividends.

 A Success Story

At Lovell Safety Management, we have been specializing in safety group programs since 1936.  Through our 13 industry-specific safety groups, Lovell has helped employers translate system-wide improvements into tangible financial results, returning more than $1.28 billion in dividends to employers in our programs. 

The -13.2% loss cost decrease effective October 1st, 2025, is not an anomaly. It is the continuation of a long-running transformation that has reshaped workers’ compensation in New York. In an insurance environment defined by rising costs, workers’ compensation stands apart as a system that has stabilized, delivering consistent loss cost decreases for nearly a decade. 

 That is something few insurance lines can claim.

If you have any questions about how Workers’ Compensation costs may impact your business, please reach out to a Lovell representative at 1-800-556-8355.

Protecting Corporate Ownership

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Richard D. Boyle, Esq. of Sheats & Bailey, PLLC

Have you ever thought about what your business partner might do with his or her ownership? A Buy/Sell Agreement helps to alleviate those concerns. A Buy/Sell Agreement is a binding agreement specifying how a shareholder’s shares in a corporation shall be disposed of upon a “triggering event”. The “triggering event” usually being a shareholder’s:

• Death
• Disability
• The desire to transfer ownership aka “walkaway”
• Termination of employment “for cause” and/or
• Retirement.

Having a Buy/Sell Agreement in place helps to smooth the transition of ownership upon predefined triggering event(s). For example, if a shareholder passes away, the remaining shareholder(s) will know who the successor shareholder(s) will be (if any) and the deceased shareholder’s estate will have comfort in knowing who will purchase the deceased shareholder’s shares. Likewise, a Buy/Sell Agreement provides shareholders with a level of comfort in knowing that if a shareholder wants to transfer his or her shares to an outside party, he or she first must at the very least get approval from the remaining shareholder(s) and/or give a first option to the remaining shareholders to purchase.

So how does a Buy / Sell Agreement work? As stated above, the Buy/Sell Agreement sets forth a triggering event upon which a shareholder’s shares are transitioned to new ownership.

For example, if a shareholder passes away, the Buy/Sell Agreement will set forth who must purchase the deceased shareholder’s shares from his or her estate. The purchase price for the deceased shareholder’s shares is a predetermined price as set forth in the Buy/Sell Agreement. To fund the purchase price, there often is life insurance in place on the lives of each shareholder, which is paid for by the corporation; the proceeds of which are used to purchase the deceased shareholder’s shares. This is similar to an instance whereby a shareholder is determined to be disabled and unable to work for the corporation anymore; the remaining shareholders can purchase the disabled shareholder’s shares using disability insurance. Not only is this a great vehicle to provide a shareholder’s loved ones with cash, but also provides a mechanism for the corporation to have succession.

Similarly, in an instance where a shareholder wishes to retire or sell his or her shares to an outside third party, the Buy/Sell Agreement can set forth a restriction so that the remaining shareholder(s) are not in business with an outside party. For example, if a shareholder no longer wanted to be part of the business and wanted to sell his or her shares to a third party, the Buy/Sell Agreement could say that he or she first must offer the shares to the remaining shareholder(s) and/or to the corporation for a predetermined set price payable over a certain period of time.

In addition, Buy/Sell Agreements are great vehicles to put in place when transitioning ownership in a corporation to key employees. Many times, when shares are gifted to the younger generation, the gifting shareholder will want the younger generation to work many years to show his or her dedication to the corporation before he or she is fully vested in the gifted shares. In such a case, the Buy/Sell Agreement can set forth a vesting schedule whereby a percentage of the gifted shares become vested each year.

When drafting a Buy/Sell Agreement, there are many factors to consider. In my experience, conversations take time and evolve. Therefore, it is important to start having those crucial conversations with shareholders and successors before it’s too late.

For more information on Buy/Sell Agreements and all other corporate and litigation needs, please contact Sheats & Bailey, PLLC, a law firm dedicated to servicing the construction industry.

 

Construction Insurance Trends and the Softening Market: What Construction Leaders Need to Know for 2026

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By: Brett Findlay, Senior Vice President, Business Risk Specialist, OneGroup

The construction industry has never been a stranger to volatility, especially in recent years. From supply chain disruptions to labor shortages, expecting the unexpected has become commonplace. But as we move into 2026, a shift is underway in the insurance marketplace—a shift that could provide both relief and new challenges: the softening of the insurance market. Having a handle on how you can manage your insurance program for the impacts of a softening market is important. The following highlights trend impacts for commercial general liability, workers’ compensation, and commercial umbrella coverage. All of which are, essential for construction leaders looking to protect their assets, grow their margins, and manage risk.

The Softening Market: A Welcome Return for Construction

After several years of navigating a hard market in New York—years marked by rising premiums, reduced capacity, and stricter underwriting—2025 showed signs of stabilization and even softening across key lines of insurance. This is a promising development.

Increased competition among a growing number of carriers, large capital inflows, and ever-evolving risk management strategies have driven broader coverage options and, in many cases, stabilizing premium and in some cases even premium reductions. There are carriers who’ve recently entered the New York construction insurance marketplace. This is the first time in years that we’ve seen standard market, financially sound carriers willing to come into New York State for the first time and provide quality options for contractors. We’ve reached a point where they believe premiums are sufficient enough that they feel comfortable funding for losses and still be profitable.

Yet, as always, the construction sector does remain a complex environment. Individual local market segments, project types (framed construction), and risk profiles will drive outcomes. Not all segments are realizing relief at the same rate, if at all.

Commercial General Liability: Moderating Rates, Persistent Challenges

Commercial general liability (CGL) remains a critical piece of risk management for contractors, especially in NYS. In 2025, rate increases nationally for CGL have moderated, with most policyholders seeing jumps in the 1% to 9% range. This was an improvement over the double-digit increases in prior years. Certain classes of business still face pressure due to outsized jury verdicts and social inflation, but the overall slant is positive.

Key Trends:

• Litigation funding: The rise of third-party litigation funding is prolonging and increasing the cost of claims, driving up settlements and verdicts.
• Risk management: Insurers are rewarding strong safety programs and loss control measures. Clean, well-managed accounts benefit from competitive pricing and ample capacity.
• Contractual risk transfer: Strong contractual risk transfer and safety processes and procedures will continue to lend themselves to stronger and more consistent market results.

Action Steps for Contractors:

• Continue to start insurance renewal discussions early and provide accurate, comprehensive data to carriers. With new carriers entering the fold, they’ll need time to underwrite thoroughly. The better they know your business, the better program they’re willing to provide.

• Invest in safety and risk management programs to demonstrate insurability. Your agent should be able to assist here at a deep level.

• Consider alternative program structures, such as captives, higher deductibles, or SIRs, to manage costs.

Workers’ Compensation: Rate Relief and Safety Gains

Workers’ Compensation has been one of the few lines of coverage showing consistent rate decreases. In fact, there have been aggregate loss cost decreases across all classifications for ten consecutive years in NYS. That trend has continued and accelerated; for example, 2024 saw a 9% overall loss cost reduction, with a 13.2% decrease filed and approved in 2025. This is an indication that carriers are profitable on this line of business. Nationally, claims frequency in construction has declined by 4.1% annually from 2015 to 2023, outpacing other industries and surely aiding in the continued market softening.

Key Trends:

• Declining claims frequency: Improved safety practices, better training, and automation have proven impacts on driving down claims.

• Labor market dynamics: Increased wages and employment have led to higher premiums, helping loss ratios. Even with the increases, the market remains profitable, with a combined ratio of 86% in 2024.

• Regulatory changes: Adjustments to experience rating formulas and premium adjustment programs (PAP) credits are impacting individual policy costs. You should have a good handle on this as well as your agent’s handling of these items for you.

Action Steps for Contractors:

• Forecast future costs and develop renewal strategies well in advance.
• Leverage PAP credits, payroll limitation, and stay informed about regulatory changes.
• Maintain a strong safety culture to continue driving down claims frequency and actively manage the claims that do occur.
Commercial Umbrella: Capacity Constraints and Layered Solutions
Umbrella and excess liability coverage have faced significant capacity challenges in 2025. In NYS specifically, increased claims severity and nuclear verdicts have led carriers to reduce limits, raise attachment points for the excess umbrella, and in certain circumstances, require more layered programs to secure adequate coverage. It’s exactly why you need to be focused on managing your program’s risk aggressively. Excess umbrella has shown some softening, but that’s for the strong performers. You need to be a strong performer and be able to showcase it to aggressively advocate for yourself.

Key Trends:

• Stricter underwriting: Carriers are being more selective with whom they’ll put up higher primary umbrella limits for, especially in high-hazard trades. Contractors may need to piece together coverage from multiple insurers to provide the limits necessary to meet some contractual requirements.
• Premium increases: Rate hikes are steeper for businesses with poor loss histories or high exposure. Driving down general liability costs can directly impact the premiums necessary for your primary $5M umbrella coverage.
• Alternative risk strategies: Captives, group programs, and higher self-insured retentions are gaining popularity on a larger scale to help contractors offset costs.

Action Steps for Contractors:

• Prepare to negotiate higher deductibles and layered coverage structures.
• Explore alternative risk transfer options, such as captives or parametric solutions.
• Strengthen risk management protocols to secure better terms from carriers.
Conclusion: Proactive Strategies for a Dynamic Market

The softening insurance market offers opportunities for construction companies to negotiate stronger terms and conditions, including better coverage and cost structures. However, the persistent challenges that have plagued NYS for decades are still present—litigation, capacity constraints, and evolving risks. Advocating for yourself requires a proactive approach to these challenges. Start the renewal process early, invest in safety and risk management, and explore creative program structures. Being proactive will position contractors for success in 2026 and beyond.
For more information on Construction Insurance Trends and the Softening Market please contact Brett Findlay, Senior Vice President Business Risk Specialist at (315) 280-6376 or BFindlay@OneGroup.com