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Daily News

SPRINGFIELD — American International College (AIC) has been named to the list of “Better for Veterans” organizations across the country, earning the 2018 Military Friendly School designation by Victory Media, publisher of G.I. Jobs.

Now in its 16th year, the Military Friendly Schools list provides a comprehensive guide for veterans and their families using data sources from federal agencies, veteran students, and proprietary survey information from participating organizations in order to help them select the best college, university, or trade school to receive the education and training needed to pursue a civilian career.

Institutions earning the Military Friendly School designation were evaluated using both public data sources and responses from a proprietary survey completed by the school. For the first time, student survey data was taken into consideration for the designation. More than 1,300 schools participated in the 2017-18 survey, with 849 earning the designation.

“American International College is proud to assist those men and women who serve our country,” said AIC President Vince Maniaci. “The college recognizes the value of the many educational and leadership experiences that occur in the Armed Forces, and the excellent foundation that military experience provides. In turn, we give veteran students transfer credits for service in the U.S. Army, Air Force, Navy, Marines, and Coast Guard, helping service members and veterans get a head start on earning their degrees.”

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FLORENCE — Tom Schiff, the founder and executive director of Phallacies Inc., will receive an Innovative Initiative Award in March for his work with the nonprofit, which helps men create healthy masculinities through dialogue and theatrical performance.

Schiff will receive the honor in person from the Men and Masculinities Knowledge Community of the National Assoc. of Student Personnel Administrators at the organization’s 100th annual conference in Philadelphia on March 3-7. The honor comes as Schiff is poised to begin to expand the organization in the region to reach and impact a broader audience of men of all ages.

Phallacies Inc. provides leadership development, health education, and violence prevention for men via dialogue and innovative educational theater. It was born four years ago through Schiff’s work as a health educator at UMass, where he also founded the Men and Masculinities Center.

Through Phallacies, people who identify as male between the ages of roughly 19 and 35 engage in a dialogue about masculinity and the intersections with other identities, health, violence, and relationships, and then create performance pieces as educational and thought catalysts to encourage changing the cultural scripts about masculinities. Performances take place at colleges, human-service organizations and forums, conferences, and local high schools and middle schools.

Men who are involved include teachers, staff from youth and human-service agencies, and medical students. “They’re interested in getting support for themselves about how to be healthier as a man — physically, emotionally, and psychologically — and to find support for that. They are trying to rethink what it means to be a man in the world,” Schiff said. “People also get involved because they’re interested in violence prevention. Men need to speak up and speak out about these issues to help support more men and boys in creating healthy masculinities.”

Schiff holds a doctoral degree in organization development from UMass, a master’s degree in therapeutic recreation from Southern Connecticut State University in New Haven, and a bachelor’s degree in history with certification in secondary social studies from the State University of New York at Cortland.

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SPRINGFIELD — The Hampden County Bar Assoc. is now accepting applications for the John F. Moriarty Scholarship and the Colonel Archer B. Battista Veterans Scholarship.

The John F. Moriarty Scholarship is available to any Hampden County resident who has been admitted to or is attending a certified law school for the 2018-19 academic year. Applicants must have been residents of Hampden County for at least five years. The application deadline is May 25.

The Colonel Archer B. Battista Veterans Scholarship is available to any veteran with an honorable discharge or a current member of the U.S. military who has been admitted to or is attending a certified law school in New England for the 2018-19 year. The application deadline is May 15, 2018.

Both scholarships are based on merit and financial need. Both applications and additional information are available by contacting the Caitlin Glenn at the Hampden County Bar Assoc. at (413) 732-4660 or [email protected], or by visiting www.hcbar.org/news/scholarships.

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HOLYOKE — John Dowd Jr., Dennis Fitzpatrick, Diane LaCosse, and James Wall were recently named to the board of the Sisters of Providence Ministry Corp. (SPMC).

SPMC functions as the holding company for Providence Place Inc., Mary’s Meadow at Providence Place Inc., and Providence Ministries for the Needy Inc., all in Holyoke; and Genesis Spiritual Life and Conference Center in Westfield. The Sisters of Providence executive council serves as the corporation’s members on the SPMC board and as corporation officers; they include Sr. Kathleen Popko, president; Sr. Mary Caritas Geary, vice president; and Sr. Senga Fulton, secretary/treasurer.

Dowd is president and CEO of the Dowd Insurance Agencies, and has served on numerous boards, including the Sisters of Providence Health System (SPHS) and foundation board, NUVO Bank & Trust, and CityStage and Symphony Hall.

Fitzpatrick is president of the O’Connell Companies and former board chair of Brightside for Families and Children, SPHS, and Catholic Health East, of which SPHS was a founding member.

LaCosse is senior vice president of United Bank’s commercial banking division in West Springfield and a member of the Providence Place/Mary’s Meadow board and finance committee. She is a volunteer for the WestMass Eldercare Money Manager Program, an associate of the Sisters of Providence, and formerly served on the Brightside for Families and Children Board.

Wall retired in 2012 as global managing director of talent and chief diversity officer for Deloitte Touche Tohmatsu Ltd., U.S. He currently serves on two boards of trustees: as vice chair of American Management Assoc. International, NYC, and chair-elect of Providence Ministries for the Needy Inc. in Holyoke.

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NORTHAMPTON — Brittany Weiss, associate director of International Admissions at Stoneleigh-Burnham School in Greenfield, has joined the all-volunteer board of directors for the International Language Institute of Massachusetts (ILI).

“We are very pleased to have Brittany as part of the ILI family,” said Eric Wirth, ILI board president. “Her extensive academic and professional background around the world and here at home will go far in supporting our work, including high-quality language instruction and teacher training, free English classes for immigrants and refugees, and volunteer opportunities throughout the Pioneer Valley.”

Weiss has considerable experience abroad in Asia, Latin America, the United Kingdom, and Europe. Prior to joining Stoneleigh-Burnham, she was Admissions associate at the American International School of Budapest in Hungary, where she worked with students and families from more than 60 nationalities. Earlier, she served as assistant director of Alumni Engagement at her alma mater, Williston Northampton School in Easthampton, and as a resident faculty member at Emma Willard School in Troy, N.Y. She holds a bachelor’s degree in Spanish from Siena College and a master’s degree in educational administration and policy studies from the University at Albany.

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SPRINGFIELD — The Springfield College School of Social Work (SSW) will hold an open house for prospective students on Thursday, March 1 from 4 to 6 p.m. at the Brennan Center, 45 Island Pond Road, Springfield, and at Saint Vincent Hospital, 123 Summer St., Worcester.

The SSW offers multiple programs for students, including a full-time, two-year, weekday master of social work program in Springfield, and a part-time, three-year, weekend master of social work program in Springfield and Worcester. There are also options for graduates of Council on Social Work Education-accredited bachelor of social work programs to choose either a four-semester weekend or three-semester weekday advanced standing program. The combined master of social work/juris doctorate is a four-year, full-time program in conjunction with Western New England University School of Law. Students may also work toward a post-master’s certificate in trauma-informed practice with children and adolescents.

“The number of active social workers has been growing steadily. Between 2004-05 and 2014-15, the number of practicing social workers grew by 15.5%, according to the Bureau of Labor Statistics. The Bureau of Labor Statistics projects that social-work jobs will grow by 11.5% between 2014 and 2024,” said Springfield College SSW Dean Francine Vecchiolla. “Our master of social work program offers a single, advanced, generalist concentration, which is ideal preparation for direct practice, group work, community development and organization, and administration in a wide variety of settings, including child and family agencies, schools, hospitals, veterans’ services, senior centers, prisons, mental-health clinics, military-support programs, public social agencies, hospice care, and corporations. The school is student-centered, community-focused, and committed to diversity and cultural competence and to promoting continuous learning.”

At the open house, prospective graduate students will hear from a panel of faculty members, current students, field education faculty, and admissions staff. Refreshments will be served. Advance registration for the open house is available by calling the admissions coordinator at (413) 748-3060, or prospective students may RSVP online.

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HOLYOKE — Attention all business owners: if you plan to retire, or think you might someday want to change gears in your life, you will eventually be faced with the task of selling or transferring ownership of your business.

With this in mind, Philip Steckler and Eric Lineback of Country Business Inc. (CBI) will present a workshop titled “Maximize the Value of Your Business: Properly Pricing and Positioning Your Business For Sale” on Friday, March 16 from 9 to 11:30 a.m. at Holyoke Public Library.

CBI, a business-brokerage and merger-and-acquisition firm, has managed the sales of more than 1,200 businesses since 1976, with sale prices ranging from a few hundred thousand dollars to $30 million, including local businesses Quabbin Industries, New England Wetland Plants, Danco Modern, Bart’s Ice Cream, and Graphic Printing.

Steckler and Lineback will introduce business owners to topics such as maximizing the value of a business, properly pricing and positioning a business for sale, attracting qualified buyers, minimizing taxes, and maintaining confidentiality. Additional topics covered will include analyzing a business’ strengths and weaknesses, understanding the marketplace, valuing a business and properly setting the purchase price and terms, and more.

This will be an interactive workshop, and questions and discussion will be welcome. To register, contact Ira Bryck at the Family Business Center of Pioneer Valley at [email protected] or (413) 835-0810.

Daily News

SPRINGFIELD — Baystate Academy Charter Public School received a grant to offer high-quality science, technology, engineering, and math (STEM) programs from Project Lead The Way (PLTW), a nonprofit organization that provides a transformative learning experience for K-12 students and teachers through pathways in computer science, engineering, and biomedical science. More than 10,500 schools across the country offer PLTW programs to millions of students.

According to Tim Sneed, executive director of Baystate Academy, “these funds will allow us to expand our biomedical sciences programs as we prepare students to enter the field of healthcare.”

Baystate Academy is just one of 73 schools across the Commonwealth to receive the grant, which is supported by the Baker-Polito administration, the One8 Foundation, and Mass STEM Hub.

“It is essential that we engage our students throughout their K-12 school years with hands-on lessons in science, engineering, computer science, technology, and math,” said Lt. Gov. Karyn Polito.

Baystate Academy will use grant funds to strengthen its PLTW program with biomedical science. Funds from the grant will also support teacher professional development and the purchase of materials and equipment that will be used in the hands-on, activity-, project-, and problem-based courses.

“We are proud to partner with Baystate Academy to empower students to develop the in-demand knowledge and transportable skills to thrive in our evolving world,” said Vince Bertram, PLTW president and CEO.

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SPRINGFIELD — “Baystate Children’s Hospital saved our child’s life,” said Kate and Doug Poole in unison.

When Kate gave birth to their daughter, Olivia Jane Poole, on March 11, 2016, they expected a healthy little bundle of joy. Instead, Olivia was born with multiple birth defects, the result of a disorder called VACTERL association, which affects many body systems.

Born at Baystate Franklin Medical Center in Greenfield, Olivia was immediately transferred to the area’s only neonatal intensive care unit, at Baystate Children’s Hospital in Springfield. Over the course of a year, while in the NICU and after she was discharged, Olivia underwent some seven operations to correct the birth defects, which Kate said were “thankfully fixable.”

Olivia’s story is just one of many stories of courage and hope to be heard during the often-emotional annual 94.7 WMAS Radiothon to benefit Baystate Children’s Hospital, to be broadcast live from Baystate Medical Center for two days on Tuesday and Wednesday, March 6-7.

On-air personalities from 94.7 FM WMAS — led by the Kellogg Krew of Chris, Dina, and Lopez — will again conduct their regular radio formats throughout the day, interspersed with live and taped interviews featuring young patients and their families, as well as community donors, event sponsors, and staff from Baystate Children’s Hospital.

They will be asking listeners to pledge their support by calling in donations to phone banks at the hospital. Broadcast hours for the Radiothon will be from 6 a.m. to 6 p.m. both days. The phone number to call in during the event is (413) 794-1111.

Listeners will have an opportunity during the Radiothon to join the Miracle Maker Club, a recurring pledge of at least $20 per month on a credit card or by making a one-time donation. Thanks to Cartamundi, the official Miracle Maker sponsor, when listeners become a member of the club, a toy or game will be delivered in their name to a pediatric patient at Baystate Children’s Hospital.

Those wanting to become a Change Hero to raise funds for the Radiothon can create their own fund-raising web page by visiting www.helpmakemiracles.org/event/wmas. Change Heroes who turn in their funds by March 31 and raise $100 or more will have an opportunity to win a prize.

The presenting sponsor for this year’s Radiothon is Health New England, the Miracle Maker sponsor is Cartamundi, and the Change Hero program sponsor is Pioneer Valley Credit Union. Other sponsors include Compass One as red carpet sponsors, Freedom Credit Union as the giggle break sponsor, and Costco and Subway as hospitality sponsors.

As for how Olivia, just short of 2 years old, is managing today, her mom said she is healthy and thriving. “Olivia is a very happy child, always smiling, full of energy, and she loves to sing and dance.”

Daily News

SPRINGFIELD — The WGBY Wine & Food Lovers Weekend returns Friday and Saturday, March 9 and 10, with an Irish theme, featuring PBS chef Kevin Dundon, host of the popular cooking show Modern Irish Food.

In its 33rd year, WGBY’s wine-centric fund-raiser is a tasty tradition that has successfully raised funds for educational programming in the region by selling tickets to two nights of sampling. The weekend kicks off Friday, March 9 with the region’s largest benefit tasting event, featuring more than 300 wines, craft beers, and specialty food vendors, taking up three large function halls inside Springfield’s Tower Square Hotel.

The tasting is followed on Saturday, March 10 by a fine dining experience, the WGBY Wine Lovers Dinner at the Log Cabin in Holyoke. Dundon has created a seven-course menu of Irish cuisine and will be on hand to explain each featured dish. The meal will be executed by Log Cabin Executive Chef Mick Corduff, and each course will feature two wines, matched by Table & Vine Wine Sales Manager Michael Quinlan and his team. For a sneak peek at the WGBY Wine Lovers Dinner menu, visit wgby.org/wine/menu.

Dundon’s series, Modern Irish Food, puts a modern spin on the celebrated dishes of Irish culture. The award-winning chef and restaurateur shares both the traditional elements of Irish country house cooking and the gourmet modernization of recipes.

Tickets to the March 9 tasting event in downtown Springfield are $49 each; tickets to the seven-course gourmet dinner on March 10 in Holyoke are $175 each. Both are available online at wgby.org/wine or at Table & Vine in West Springfield.

Proceeds benefit public television and PBS station WGBY. The event is sponsored by Big Y World Class Markets, Table & Vine, the Dennis Group, and AM Lithography. Media sponsors include BusinessWest, the Healthcare News, and the Republican.

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SPRINGFIELD — The Melha Shriners, a philanthropic organization based on fun, fellowship, and Masonic principles, announced the official election and installation of their potentate (president) and his Divan (executive board). At its annual meeting, the Melha Shriners presented the potentate’s fez to Glenn Surprenant, the 108th top-ranking Shriner in Western Mass. as the organization enters its 120th year.

A lifelong resident of Western Mass., Surprenant graduated from Classical High School and later pursued his passion for laboratory sciences. After graduating with a bachelor’s degree from American International College in 1976, he became a registered medical technologist in Laboratory Sciences and is currently the director of Radiology at Baystate Medical Center in Springfield. 

In 1976, Surprenant married Diane Ruggeri, an assistant nurse manager, Labor & Delivery for Baystate Medical Center. After many years of observing other members of his family join the Masonic fraternity and then the Shrine, Surprenant was raised a Master Mason in the Indian Orchard Lodge in February 2006 and joined the Melha Shriners in March 2006. He has been an active member and past president of the Hadji Unit in 2014. During parades, he can be seen driving one of the brightly colored Jeepsters.

Surprenant’s journey toward becoming the head Shriner in Western Mass. began in 2014 when he was appointed to the Divan line. The fellowship he espouses is seen throughout the Shrine and Shriners Hospitals for Children – Springfield, as his cousin, Al “Poppy” Surprenant, is a member of the clown unit; his brothers, Joseph and Gary Surprenant, are both board of governors members at the hospital; and his son, Andrew, is president of the Melha Oriental Band Unit.

The First Lady’s project, titled “Nursing Education: Making a Difference for the Kids,” will raise funds to provide items not normally allocated in a hospital budget; these educational items will assist the nurses in the transition to acute pediatric rehabilitation care. Said First Lady Diane, “I’d like to add more educational items that will help the staff to do even greater things than they are doing now. My hope is that my project will provide additional tools and the necessary training to expand the high-quality care the children receive here in Springfield.”

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SPRINGFIELD — Single-family home sales rose by 17.2% in the Pioneer Valley in January compared to the same time last year, while the median price rose 1.0% to $197,000, according to the Realtor Assoc. of Pioneer Valley.

In Franklin County, sales were up 27.0%, while the median price fell 2.1% from a year earlier. In Hampden County, sales were up 26.2%, while the median price was up 8.8%. In Hampshire County, sales fell by 5.6% from January 2017, while the median price was up 1.2%.

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SPRINGFIELD — In honor of Women’s History Month in March and International Women’s Day on March 8, Bay Path University will present the On the Move Forum in partnership with the Professional Women’s Chamber, the Women’s Fund of Western Massachusetts, the Pan African Historical Museum USA (PAHMUSA), and Enchanted Circle Theater.

The event will be held at CityStage in Springfield on Thursday, March 8, from 5 to 7 p.m. This program is funded in part by Mass Humanities, which receives support from the Massachusetts Cultural Council and is an affiliate of the National Endowment for the Humanities.

The On the Move Forum will explore the inclusive timeline of women’s history and the women’s rights movement through an interactive presentation, sparking community conversations about gaps and gains in that history. The forum’s theme, “Know the Past, Chart the Future,” will use literature and philosophy to engage the audience in exploring the status of women regarding race, ethnicity, culture, age, sexual orientation, and the progress made since the first federally funded women’s conference in 1977.

During the program, an educational presentation will feature portrayals of essential historic figures from the timeline of the women’s movement, providing an opportunity for historic ‘conversations’ with Sojourner Truth, Eleanor Roosevelt, and Gloria Steinem, to name a few. Bay Path’s Leanna James Blackwell, director, MFA in Creative Nonfiction, and assistant professor of Creative Writing, will portray Steinem, and Priscilla Kane Hellweg, executive artistic director, Enchanted Circle Theater will present as Eleanor Roosevelt. Remarks will be given by young women leaders from Bay Path University as well.

“This is a great opportunity to walk through women’s history while supporting women in business and inspiring professional women at every level and college students to pursue their dreams — thus creating the world they want to live in,” said Janine Fondon, assistant professor and co-coordinator of the On the Move Forum with Melina Rudman at Bay Path University.

“Our young women need to know of the history of the great women who paved the way for them — their stories will no longer go silent,” said LuJuana Hood, director of PAHMUSA, which is currently displaying an exhibit of figures in the women’s movement timeline.

The On the Move Forum also includes a Table Top Business Expo by the Professional Women’s Chamber, as well as an interactive program to highlight women’s history, leadership, and trends.

Many local businesses, including PeoplesBank, Roberto’s restaurant, Sylvester’s restaurant, Pip Printing, and Cambridge College, have joined On the Move as sponsors. Opportunities are still available. For more information, contact Fondon at (413) 221-7931 or [email protected]. For tickets, call the CityStage box office at (413) 788-7033.

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SPRINGFIELD — United Personnel announced it has won Inavero’s Best of Staffing Client and Talent Awards for providing superior service to clients and job seekers. Presented in partnership with CareerBuilder, Inavero’s Best of Staffing winners have proven to be industry leaders in service quality based entirely on ratings by their clients and the employees they have helped find jobs. On average, clients of winning agencies are 2.3 times more likely to be completely satisfied. Job seekers who work with winning agencies are 1.7 times more satisfied with the services provided compared to those working with non-winning agencies.

Focused on helping to connect people with the right job opportunities, United Personnel received satisfaction scores of 9 or 10 out of 10 from a significant amount of both clients and candidates placed in jobs, resulting in the recognition. These two awards are distinctions that fewer than 2% of all staffing agencies in the U.S. and Canada have earned.

“Our team works hard on behalf of our clients and candidates, and we are very proud and honored to be recognized for our efforts in this way,” United Personnel President Tricia Canavan said. “We are committed to supporting the continued professional development of people in this region and contribute to the overall growth of our regional economy.”

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DEWITT, N.Y.Forbes magazine recently ranked Community Bank, N.A. sixth in the nation for financial performance in a study analyzing 10 key metrics related to growth, asset quality, capital adequacy, and profitability for the nation’s 100 largest banks and thrifts. This is the seventh year running that Community Bank, N.A. has ranked among the top 15 banks on the list.

Forbes began ranking America’s 100 largest publicly traded banks and thrifts after the financial crisis of the late 2000s. Mid-size, regional, and national banks from across the U.S. were included in the study. Community Bank, N.A. scored above all regional banks serving within the bank’s footprint, including M&T Bank, NBT Bank, PNC, People’s United Financial, Key Bank, and Bank of America.

The raw data for Forbes’ 2018 America’s Best Banks was collected by S&P Global Market Intelligence, and rankings were completed exclusively by Forbes. The 10 metrics used in the rankings are based on regulatory filings through Sept. 30.

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SPRINGFIELD — The Million Dollar Round Table (MDRT) Foundation awarded a $5,000 grant to Community Music School of Springfield (CMSS) through its Quality of Life Grant Program in honor of Jeanmarie Deliso, CFP.

Through its global grants programs, the MDRT Foundation is committed to building stronger families and communities around the globe. This year, the MDRT Foundation will award more than $1 million in MDRT member-endorsed grants to more than 200 charitable organizations worldwide. Representing the MDRT Foundation, Deliso will present this grant to Community Music School of Springfield on March 23 at its board meeting.

“Special-education students are highly impacted by music, yet historically they have not always had the same access to music education as their typically-developing peers. Nationwide, there is a lack of specific training for music educators to work with special-needs populations,” said Eileen McCaffery, executive director of Community Music School of Springfield.

Trained in both music and special education, CMSS faculty work with Springfield classrooms to teach general music concepts in a way that is accessible to special-education students. The AMP Institute expands the reach of this work by training educators to use these methods in their classrooms.

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SPRINGFIELD — It was in 1995 that Big Y expanded its three smaller distribution facilities into the former Rexnord Roller Chain Manufacturing Co. on Roosevelt Avenue in Springfield. At the time, a staff of 27 people distributed produce and other products to 31 supermarkets throughout the region. Three years later, Big Y’s corporate headquarters and store support center moved to the same site.

Fast-forward to 2018, when Big Y’s distribution now supports 70 supermarkets out of the same space, and it is easy to see the need for an expanded facility. The current 189,000-square-foot distribution center has 19 receiving bays and operates round the clock seven days a week with a staff of 92 moving product through this system. In 1995, 3.5 million cases of product were shipped each year from this facility. Even eight years ago, Big Y’s distribution-center team shipped out nearly 15 million cases to stores. By the end of last year, that number had increased to more than 20 million cases.

A rendering of Big Y’s future expanded distribution center.

Therefore, Big Y plans an expansion in order to provide capacity for the next 20 years, with includes plans for 20 new supermarkets. The company anticipates a total of 53 dock doors are needed to manage this growth, along with an additional 232,000 square feet of space for a total of close to 425,000 square feet — the size of nearly nine football fields. This expansion will improve the efficiency of the flow of goods to all of stores and will require an additional 32 full-time employees at this site. It will include 152,000 square feet of additional dry product storage and 82,000 square feet of specialized refrigerated storage for various products.

Big Y’s distribution center also houses a large recycling area for cardboard and plastic wrap and serves as a staging ground for meat donations as they are sent to area food banks.

Currently, local farmers have the option of delivering their fruits and vegetables to this distribution facility in order to save them the time and expense of driving to Big Y’s individual stores while ensuring freshness and speedy deliveries. This expansion will make it more efficient for them to get their fresh produce to the distribution center so that they can quickly get back to their farms.

Big Y has worked with Kevin Kennedy, Springfield’s chief Development officer, along with Mayor Domenic Sarno to develop a plan for this $35 million to $40 million project. In addition, Big Y is working with Springfield based Dennis Group, a local full service planning, architecture, engineering and construction management firm on this project. It is expected to be completed over the next 18 months.

Other elements of this expansion include some renovation within Big Y’s headquarters including a new employee café and a test kitchen to develop and test new recipes, concepts, meals, dietary and nutritional options, and products before rolling them out to consumers. In addition, the test kitchen can host food tastings and focus groups as well as serve as additional training for store teams each week. Plans also include a new employee entrance and visitors welcome and reception area.

Big Y Foods Inc. is one of the largest independently owned supermarket chains in New England, operating 78 locations throughout Massachusetts and Connecticut — including 70 supermarkets, 39 pharmacies, Fresh Acres Market, Table & Vine Fine Wines and Liquors, and six Big Y Express gas and convenience locations — and employing more than 11,000 people.

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BOSTON — A new pilot program funded by the Massachusetts Department of Energy Resources (DOER) is making incentives for energy-efficiency upgrades in residential buildings with one to four units available to Massachusetts residents, including those serviced by municipal lighting companies.

DOER, established to develop and implement policies and programs to further the energy-related goals of the Commonwealth, has created the Home Energy Market Value Performance (MVP) pilot program to test innovations to residential energy-efficiency program delivery. This program is designed to be custom-built around a home’s individual needs instead of a prescriptive, one-size-fits-all process, relying on the participating contractors’ expertise in building science and advanced modeling software used during the energy audit.

The incentives and rebates available for energy-efficiency upgrades are based on the reduction of annual energy consumption of the home. The initial audit will model the current annual energy usage, and the energy specialists will create a plan to reduce that usage. Together with the energy specialists, homeowners can make decisions about what measures to install or upgrade based on their homes’ particular needs and the projected incentive paid by the program. A site visit will be conducted after the upgrades have been completed to confirm their installation and approve the customer’s rebate package.

The MVP pilot will run until November 2019 or until all funding is spent, which is estimated to cover 600 projects statewide. Massachusetts residences up to a four-unit building that meet health and safety standards are eligible for participation, including condominiums and rentals with written agreement from the landlord. Currently, homes that heat with Berkshire Gas or that are on a reduced rate code or heating assistance are not eligible for the program.

The pilot consists of just eight participating contractors across the state. Locally, the Energy Store, an Easthampton-based Building Performance Institute Goldstar Contractor, was chosen as a participating contractor.

“We’re very excited to be able to offer potentially big incentives through the MVP pilot to folks with municipal utilities or anyone with their hearts set on measures they wouldn’t otherwise have been incentivized, such as basement ceiling insulation or spray foam,” said Chris Allen, director of Field Operations for the Energy Store. “It will hopefully make a really positive impact on the program in the future, and it offers financial help for homeowners to address efficiency problems in ways that traditionally haven’t been incentivized. It opens a lot of doors.”

Inquiries about the DOER MVP pilot can be directed to the Energy Store at [email protected].

Difference Makers

Honorees since the first class of 2009

2018:

Bob Bolduc, CEO of Pride Stores
Bob “The Bike Man” Charland, Founder of Pedal Thru Youth
Girls Inc. of Holyoke
Evan Plotkin, President of NAI Plotkin
Crystal Senter-Brown, Author & Adjunct Faculty at Bay Path University
WillPower Foundation

2017:

The Community Colleges of Western Massachusetts; Berkshire Community College, Greenfield Community College, Holyoke Community College, Springfield Technical Community College
•    Friends of the Holyoke Merry-Go-Round
•    Denis Gagnon Sr., President & CEO of Excel Dryer Inc.
•    Junior Achievement of Western Massachusetts
•    Joan Kagan, President & CEO of Square One.

2016:

•    Hampden County Sheriff Michael J. Ashe Jr.
•    Mike Balise, Balise Motor Sales, Philanthropist (1965-2015)
•    Big Brothers Big Sisters of Franklin, Hampden, and Hampshire Counties
•    Bay Path University President Carol Leary
•    John Robison, president, J.E. Robison Service

2015:

•    Katelynn’s Ride
•    Judy Matt, president of Spirit of Springfield
•    MassMutual Financial Group
•    The ownership group of the Student Prince and the Fort
•    Valley Venture Mentors

2014:

•    The Gray House
•    Colleen Loveless, executive director of the Springfield chapter of Rebuilding Together
•    The Melha Shriners
•    Paula Moore, founder of YSET Academy and a teacher at Roger L. Putnam Vocational Training Academy
•    Michael Moriarty, attorney, director of Olde Holyoke Development Corp., and supporter of childhood literacy programs

2013:

•    Michael Cutone, John Barbieri, and Thomas Sarrouf, organizers of Springfield’s C3 Policing program
•    John Downing, president of Soldier On
•    Bruce Landon, president and general manager of the Springfield Falcons
•    The Sisters of Providence
•    Jim Vinick, managing director of Investments for Moors & Cabot Inc.

2012:

•   Charlie and Donald D’Amour, president/COO and chairman/CEO of Big Y Foods
•   William Messner, president of Holyoke Community College
•   Majors Tom and Linda-Jo Perks, officers of the Springfield Corps of the Salvation Army
•   Bob Schwarz, executive vice president of Peter Pan Bus Lines
•   The Women’s Fund of Western Massachusetts

2011:

•    Tim Brennan, executive director of the Pioneer Valley Planning Commission
•    Lucia Giuggio Carvalho, founder of Rays of Hope
•    Don Kozera, president of Human Resources Unlimited
•    Robert Perry, retired partner/consultant at Meyers Brothers Kalicka
•    Anthony Scott, Holyoke police chief

2010:

•    The Irene E. and George A. Davis Foundation
•    Ellen Freyman, attorney and shareholder at Shatz, Schwartz and Fentin, P.C.
•    James Goodwin, president and CEO of the Center for Human Development
•    Carol Katz, CEO of the Loomis Communities
•    UMass Amherst and its chancellor, Robert Holub

2009:

•    Doug Bowen, president and CEO of PeoplesBank
•    Kate Kane, managing director of the Springfield office of Northwestern Mutual Financial/the Zuzolo Group
•    Susan Jaye-Kaplan, founder of GoFIT and co-founder of Link to Libraries
•    William Ward, executive director of the Regional Employment Board of Hampden County
•   The Young Professional Society of Greater Springfield

Daily News

HOLYOKE — The Dowd Insurance Agencies announced that Jeanne Kosakowski has been hired as claims director. In this role, she handles some of the personal-lines claims, all of the commercial-lines claims, and oversees all claims. 

“Jeanne joins us with over three decades of insurance experience and demonstrated customer relations that will benefit our customers,” said John E. Dowd Jr., president and CEO.

Kosakowski came to the Dowd Agencies from Hanover Insurance, where she was a commercial-lines product analyst. She received her bachelor’s degree from Russell Sage College in New York, where she was a Kellas Scholar. She is an Associate in Claims (AIC), a Certified Insurance Service Representative (CISR), and a Certified Insurance Counselor (CIC), and is currently working on her Certified Risk Manager (CRM) designation.

Kosakowski, who was named an “outstanding instructor” for the Worcester County Insurance Institute, will be based in the Dowd Agencies’ home office in Holyoke.

Daily News

SPRINGFIELD —
 The Gray House recently inducted two new board members to a three-year term. They were welcomed at the January board meeting by the president and officers of the board. The new board members are Margaret (Meg) Beturne and Ruben Arroyo. Remaining board officers are Kathleen Lingenberg, president; Susan Mastroianni, vice president; Janet Rodriguez Denney, clerk; and Candace Pereira, treasurer.

Beturne is a professional nurse with extensive experience in perianesthesia, surgical, ambulatory and critical-care nursing and is the assistant nurse manager at the Baystate Orthopedic Surgery Center in Springfield. Previous positions include Nursing Clinical Operations manager of the Post Anesthesia Care Unit and staff nurse in the Post Anesthesia Care Unit at Baystate Medical Center in Springfield. She has served on several boards of directors, including the Children’s Study Home, the Ronald McDonald House of Springfield, the Elms College board of trustees, and the American Society of Perianesthesia Nurses.

Arroyo is the Code Enforcement inspector for the Holyoke Board of Health and president of Arroyo Inc., an HVAC and home-improvement business. He is a deacon at his church, Iglesia Casa de Misericordia, and also involved with Iglesia Apostolica Cristiana Betzaida and the Christian radio broadcast station La Hora Zero 1490 AM.

Difference Makers

Honorees since the first class of 2009

2018:

Bob Bolduc, CEO of Pride Stores
Bob “The Bike Man” Charland, Founder of Pedal Thru Youth
Girls Inc. of Holyoke
Evan Plotkin, President of NAI Plotkin
Crystal Senter-Brown, Author & Adjunct Faculty at Bay Path University
WillPower Foundation

2017:

The Community Colleges of Western Massachusetts; Berkshire Community College, Greenfield Community College, Holyoke Community College, Springfield Technical Community College
•    Friends of the Holyoke Merry-Go-Round
•    Denis Gagnon Sr., President & CEO of Excel Dryer Inc.
•    Junior Achievement of Western Massachusetts
•    Joan Kagan, President & CEO of Square One.

2016:

•    Hampden County Sheriff Michael J. Ashe Jr.
•    Mike Balise, Balise Motor Sales, Philanthropist (1965-2015)
•    Big Brothers Big Sisters of Franklin, Hampden, and Hampshire Counties
•    Bay Path University President Carol Leary
•    John Robison, president, J.E. Robison Service

2015:

•    Katelynn’s Ride
•    Judy Matt, president of Spirit of Springfield
•    MassMutual Financial Group
•    The ownership group of the Student Prince and the Fort
•    Valley Venture Mentors

2014:

•    The Gray House
•    Colleen Loveless, executive director of the Springfield chapter of Rebuilding Together
•    The Melha Shriners
•    Paula Moore, founder of YSET Academy and a teacher at Roger L. Putnam Vocational Training Academy
•    Michael Moriarty, attorney, director of Olde Holyoke Development Corp., and supporter of childhood literacy programs

2013:

•    Michael Cutone, John Barbieri, and Thomas Sarrouf, organizers of Springfield’s C3 Policing program
•    John Downing, president of Soldier On
•    Bruce Landon, president and general manager of the Springfield Falcons
•    The Sisters of Providence
•    Jim Vinick, managing director of Investments for Moors & Cabot Inc.

2012:

•   Charlie and Donald D’Amour, president/COO and chairman/CEO of Big Y Foods
•   William Messner, president of Holyoke Community College
•   Majors Tom and Linda-Jo Perks, officers of the Springfield Corps of the Salvation Army
•   Bob Schwarz, executive vice president of Peter Pan Bus Lines
•   The Women’s Fund of Western Massachusetts

2011:

•    Tim Brennan, executive director of the Pioneer Valley Planning Commission
•    Lucia Giuggio Carvalho, founder of Rays of Hope
•    Don Kozera, president of Human Resources Unlimited
•    Robert Perry, retired partner/consultant at Meyers Brothers Kalicka
•    Anthony Scott, Holyoke police chief

2010:

•    The Irene E. and George A. Davis Foundation
•    Ellen Freyman, attorney and shareholder at Shatz, Schwartz and Fentin, P.C.
•    James Goodwin, president and CEO of the Center for Human Development
•    Carol Katz, CEO of the Loomis Communities
•    UMass Amherst and its chancellor, Robert Holub

2009:

•    Doug Bowen, president and CEO of PeoplesBank
•    Kate Kane, managing director of the Springfield office of Northwestern Mutual Financial/the Zuzolo Group
•    Susan Jaye-Kaplan, founder of GoFIT and co-founder of Link to Libraries
•    William Ward, executive director of the Regional Employment Board of Hampden County
•   The Young Professional Society of Greater Springfield

Daily News

GREENFIELD — Greenfield Savings Bank (GSB) promoted Marcie Zimmerman to Human Resources officer. In this role, she is responsible for the day-to-day management of HR, including benefits administration, employee relations, payroll, affirmative-action plan, recruiting, orientation, performance management, policy implementation, and employment-law compliance.

Zimmerman joined GSB in 2009 and has worked in the field of human resources for more than 12 years. She holds a number of HR certifications, including Senior Professional in Human Resources (SPHR), Society for Human Resources Management Certified Professional (SHRM-CP), and Certified Compensation Analyst (CCA).

Daily News

SPRINGFIELD — Dress for Success of Western Massachusetts will host its second annual Hockey ‘N Heels night before the Springfield Thunderbirds game against the Utica Comets on Saturday, March 10 from 4 to 6 p.m. at the MassMutual Center in Springfield. Baystate Health and Health New England will sponsor “Pink in the Rink” as part of the game. Attendees are invited to put on their best heels and join a fun ladies’ night.

A donation of $50 buys entrance to the pre-game reception, as well as admission to the Thunderbirds game, starting at 7:05 p.m. The $50 also includes a $20 donation to Dress for Success Western Massachusetts to support its programming in 2018.

During the reception, Amber Cox, vice president of the WNBA’s Connecticut Sun and the New England Black Wolves (a professional box lacrosse team), will share her experiences as a woman working in a male-dominated industry. The event will also feature samplings offered by Commercial Distributing, appetizers, and pictures with Boomer, the Thunderbirds’ mascot.

“We are excited to once again be partnering with the Springfield Thunderbirds for such a fun event,” said Dawn Creighton, president of the board of directors for Dress for Success Western Massachusetts. “It’s great to see so many organizations in our community coming together to support women.”

Click here to purchase tickets. For more information about Hockey ‘N Heels or Dress for Success of Western Massachusetts, call Margaret Tantillo at (413) 732-8179.

Daily News

SPRINGFIELDWith a championship season now in the rear-view mirror, the Blue Sox turned their attention to the defense of their crown with the release of their 2018 schedule earlier today.

The 44-game schedule will feature 22 home dates this year, with the Blue Sox due to kick off their home slate on June 9 against division rivals North Adams.

They begin defense of their NECBL Championship four days earlier on the road in Mystic on June 5, the first of a three-game road stretch to open the season. This will mark the first year in five seasons the Blue Sox have opened the season on the road. 

The Sox home schedule is noticeably back-loaded this year – with 12 games coming after July 11. The final home game of the regular season will be held on August 1, when the Sox play host to the Plymouth Pilgrims. The NECBL playoffs are scheduled to begin on August 3.

“We were pretty pleased with how the schedule played itself out this year,” said Sox General Manager Hunter Golden. “With the home schedule back loaded a bit, it’ll be meeting our fans at a point where it’s easiest and most convenient to get to our games. It’s also a load off the team, too – as when you get to that point in the season, attrition begins to kick in and with so much travel taken out of the equation, it should be a big leg up.”

More than half (13) of the team’s 22 home dates will be held on a Friday, Saturday, or Sunday – a feature of the schedule that should be a boon for attendance.

 

June

6/5 – @ Mystic Schooners

6/6 – @ Keene Swamp Bats

6/8 – @ Winnipesaukee Muskrats

6/9 – vs. North Adams Steeplecats

6/10 – vs. Sanford Mainers

6/12 – @ Vermont Mountaineers

6/13 – @ North Adams Steeplecats

6/14 – vs. Keene Swamp Bats

6/15 – vs. Ocean State Waves

6/17 – vs. New Bedford Bay Sox

6/18 – @ Sanford Mainers

6/20 – @ Upper Valley Nighthawks

6/21 – vs. Sanford Mainers

6/22 – vs. Upper Valley Nighthawks

6/23 – @ Keene Swamp Bats

6/24 – vs. Winnipesaukee Muskrats

6/25 – @ Newport Gulls

6.27 – @ Winnipesaukee Muskrats

6/28 – vs. Vermont Mountaineers

6/29 – vs. Keene Swamp Bats

6/30 – @ upper Valley Nighthawks

 

July

7/1 – @ North Adams Steeplecats

7/3 – @ Plymouth Pilgrims

7/5 – @ North Adams Steeplecats

7/6 – @ Winnipesaukee Muskrats

7/8 – @ Vermont Mountaineers

7/10 – @ Ocean State Waves

7/11 – vs. North Adams Steeplecats

7/12 – vs. Vermont Mountaineers

7/13 – @ Sanford Mainers

7/14 – vs. Mystic Schooners

7/15 – vs. Danbury Westerners

7/17 – @ New Bedford Bay Sox

7/18 – vs. Vermont Mountaineers

7/19 – @ Danbury Westerners

7/20 – @ Sanford Mainers

7/21 – vs. Winnipesaukee Muskrats

7/22 – vs. Keene Swamp Bats

7/24 – vs. North Adams Steeplecats

7/25 – vs. Sanford Mainers

7/27 – vs. Upper Valley Nighthawks

7/28 – vs. Newport Gulls

7/31 – @ Upper Valley Nighthawks

 

August

8/1 – vs. Plymouth Pilgrims

8/3 – NECBL playoffs begin

Daily News

CHICOPEE — The board of trustees at College of Our Lady of the Elms has appointed Elizabeth Dineen ’77, J.D., executive director of the YWCA of Western Mass. in Springfield, MA, to be a new member of the board.

Dineen has had a long career of community service, first serving as an assistant district attorney for 25 years prosecuting child sexual abuse and rape cases, then entering an academic career as the director of the criminal justice program at Bay Path University, and now at the YWCA, whose mission — “eliminating racism, empowering women, and promoting peace, justice, freedom, and dignity for all” — is consistent with that of Elms College.

Her legal career focused on helping the most vulnerable in our community, especially women and children who were the victims of sexually based and personal violence, and that focus has carried over into her work at the YWCA, which serves women and families at critical times in their lives.

“I am fortunate to have had a life and career of public service, all of which springs from the values of integrity, compassion and social justice that were fostered in me throughout my education at Elms College,” Dineen said. “The engaging classes challenged me intellectually and gave me a superb foundation for the study and practice of law.”

Dineen has served on the board of directors of Square One of Springfield, MA, which provides education programs for children, since 2013; she previously served on the board of Mont Marie Child Care Center in Holyoke, and on the appropriations committee in East Longmeadow.

Honors Dineen has earned throughout her career include: the Governor’s Award for Service to the Commonwealth; the YWCA Woman of Achievement Award; Top Women of Law from Massachusetts Lawyers’ Weekly; the first Justice Kent B. Smith Award (2010) from the Hampden County Bar Association; the City of Holyoke: Mayor’s Certificate of Recognition (2004); the Massachusetts Bar Association’s Access to Justice Award — Prosecutor of the Year (2003); and the Elms College Alumni Association’s Distinguished Alumni Award.

Daily News

AMHERST — The UMass Dining mobile app has been recognized in the Web Marketing Association’s sixth annual international MobileWebAwards Competition as both the Best University Mobile Application and the Best of Show Mobile Application of 2017.

UMass Dining’s mobile app’s key features include up-to-date menus, operating hours, and contact information for all dining common locations, the ability to view real-time traffic updates for each DC, having access to UMass Dining’s on-campus events information, and the ability to personalize one’s menu for dietary preferences and allergens. 

Each website and mobile application in this year’s MobileWebAwards Competition were assessed based on several criteria: creativity, impact, design, content, interactivity, ease of use and the use of the medium. Each entry was evaluated in comparison to the websites and mobile apps within the same format in its industry and then judged for an overall standard of excellence.

“We are thrilled to receive such positive recognition about our app,” says Ken Toong, executive director of auxiliary enterprises at UMass Amherst. “Our goal is to make the dining experience on the UMass campus truly exceptional. Our app contributes greatly to this mission, and we would like to continue to leverage technology to enhance our customer experience. All the credit goes to our terrific team who made this app a reality.”

Court Dockets Departments

The following is a compilation of recent lawsuits involving area businesses and organizations. These are strictly allegations that have yet to be proven in a court of law. Readers are advised to contact the parties listed, or the court, for more information concerning the individual claims.

CHICOPEE DISTRICT COURT

Brenda Guiel v. Hollister Jewelers, LLC and Archibald D. Moe Jr.

Allegation: Breach of contract, breach of implied covenant of good faith and fair dealing, unjust enrichment, conversion: $24,999

Filed: 1/22/18

HAMPDEN DISTRICT COURT

Mayela M. Pizarro v. Pride Convenience Inc.

Allegation: Negligence; slip and fall causing injury: $3,566.89

Filed: 1/9/18

Capital Candy Co. Inc. v. Nafees M. Niazi f/d/b/a Shaw’s Mart

Allegation: Money owed for goods sold and delivered: $5,002.63

Filed: 1/9/18

Frank DeLuca d/b/a Porter Royal Sales v. Sterling Architectural Millwork Inc.

Allegation: Breach of contract: $10,000

Filed: 1/11/18

Anthony Kulukulualani v. Best Value Movers, LLC

Allegation: Breach of contract, negligence: $24,000

Filed: 1/12/18

HAMPDEN SUPERIOR COURT

Terry M. Chenaille v. Cinemark USA Inc.

Allegation: Negligence; slip and fall causing injury: $41,834.53

Filed: 1/2/18

Judith A. Welch v. Big Y Foods Inc.

Allegation: Negligence; slip and fall causing injury: $34,839.70

Filed: 1/2/18

Jane McClure v. St. John’s Lutheran Church, Chairman of Trustees Mark Baldyga, and Church Council President Bill Schneeloch

Allegation: Negligence; slip and fall causing injury: $69,712.82

Filed: 1/3/18

Michelle Moser v. DB Properties, LLC

Allegation: Negligence; slip and fall causing injury: $20,000

Filed: 1/8/18

Denise Pepe-Walker v. NP Home Improvement Inc.

Allegation: Negligent entrustment; plaintiff’s vehicle struck by vehicle operated by employee of defendant, causing injury: $50,000

Filed: 1/9/18

Cherie Quirici v. Home-Like Apartments Inc.

Allegation: Negligence; slip and fall causing injury: $114,651.80

Filed: 1/10/18

Glenn Hauer and Rebecca Hauer v. Baystate Medical Center Inc., Baystate Health Inc., and Colebrook Realty Services Inc.

Allegation: Negligence; slip and fall causing injury: $2,799,350.11

Filed: 1/16/18

Brian Lindley, individually and on behalf of all others similarly situated v. Max’s Grill, LLC and Richard B. Rosenthal

Allegation: Non-payment of minimum fair wage, non-payment of earned wages: $25,000+

Filed: 1/22/18

HOLYOKE DISTRICT COURT

James St. Pierre v. Quik Foods III, LLC d/b/a Burger King

Allegation: False, misleading, and deceptive business practices; slander, defamation, and libel: $1,200

Filed: 1/12/18

Evan Baez, a minor, by and through his mother and next friend, Amanda Bermudez v. SCB, LLC

Allegation: Fall causing injury when stair broke on back steps of apartment: $2,258.68

Filed: 1/18/18

PALMER DISTRICT COURT

John Czuber v. Olde Hadleigh Hearth & Home Center Inc.

Allegation: Breach of contract and breach of express warranty in sale of high-end patio furniture: $4,038

Filed: 2/1/18

Daily News

BOSTON — The Baker-Polito Administration recently announced $97,397 in state grant funds for priority projects in the City of Northampton, and the Towns of Duxbury, Middleton, and West Boylston to remove dams, aid in the restoration of rivers to their natural state, and increase climate readiness.

Benefits of river restoration include increased habitat for fish and wildlife, flood management, landscape development, and an increase in recreational opportunities and access. The grant funds are administered by the Massachusetts Department of Fish and Game’s (DFG) Division of Ecological Restoration (DER). 

“By working with local communities and organizations, the Baker-Polito Administration is able to assist in the removal of aging dams, which will reduce the impact of floods, and improve ecosystems and habitats,” said Energy and Environmental Affairs Secretary Matthew Beaton. “The projects receiving funding benefit local, regional, and state economies by creating and sustaining jobs within the construction, engineering, and nursery industries.”

Locally, work will include Upper Roberts Meadow Brook Restoration and Upper Roberts Meadow Brook Dam Removal in Northampton, to be funded with a $25,000 state grant.

The brook is a cold water stream with a resident trout population. Removal of the 30-foot high dam will provide numerous environmental benefits, including conversion of the dam impoundment back to a free-flowing reach, re-connection of approximately nine miles of upstream habitat for fish and other aquatic organisms, and repair of ecological processes that support a healthy stream system including the movement of sediment and organic matter. This grant will support the city in completing the permitting phase, conducting the bid phase, and beginning the project implementation phase. 

Priority projects are evaluated by DER on their ecological benefit, cost, size, practicality, feasibility, contribution to climate readiness, opportunity for public education and recreation, available program resources, and partner support. They are chosen through a state-wide, competitive process, with selected projects commencing when the DER issues a pre-Request for Responses (RFR). Eligible applicants include municipalities, private property owners, non-profits, and academic institutions. Selected projects are also eligible to receive technical services such as data collection, engineering, design work, and permitting; project management and fundraising assistance from DER staff; and small grants.

Opinion

Editorial

It wasn’t so long ago when people were questioning MassMutual’s commitment to Springfield.

In fact, by last summer, the drumbeat that the financial-services giant was in some ways turning its back on the city were getting pretty loud.

That was after a number of workforce reductions and the departure of its Barings subsidiary, leaving considerable vacant space in Tower Square, and then the announcement that Tower Square itself, the office tower and retail center that MassMutual built nearly a half-century earlier, was going on the market.

The MassMutual company, which has had a presence in the city for more than 160 years, pretty much put all that speculation to rest on Thursday when it announced a major expansion in Massachusetts, including a $50 million expansion of its facilities in Springfield. The company will close its Enfield facility and move the 1,500 or so people there to Springfield; overall, the number of people the company employs in Springfield will rise from 3,000 to 4,500.

MassMutual is closing other offices in North Carolina, New Jersey, Tennessee, and Pennsylvania, and plans to build a new Boston campus on Fan Pier that will employ about 500 people.

It’s not Amazon and its second headquarters facility (Boston is still in the running for that), but it’s major victory for both Massachusetts and Springfield.

Indeed, MassMutual’s bold announcement says a lot about the attractiveness of the Bay State as a home for business (it has gone a very long way toward losing the tag ‘Taxachusetts’), and also about its commitment to the city and its future.

On one level, the company’s moves come down to consolidating, cost-cutting, and making the most of its existing infrastructure. But it could have done this in many ways and in any one of several states and cities.

It chose the Bay State and Springfield for a host of reasons, from the quality of the workforce to incentives provided by the state, to a commitment to the city (Springfield) where it was founded.

Moving forward, this move will become still another strong selling point for Boston and the state as it pursues Amazon and a host of other corporate giants (it landed GE two years ago). And it will give Springfield something else to boast about as it continues its revitalization and prepares to move aggressively to tell that story to the rest of the world.

Like we said, those questions about MassMutual and its commitment to Springfield have been put to rest in dramatic fashion.

Departments Picture This

Email ‘Picture This’ photos with a caption and contact information to [email protected]

A Sneak Peek

MGM Springfield gave area officials and the press a sneak peek at the Massachusetts Casino Career Training Institute (MCCTI) Gaming School on Feb. 13. Located on the ninth floor of 95 State St., MGM Springfield’s headquarters, the facility was designed to develop and train individuals interested in applying for gaming positions with the resort casino slated to open this fall. MCCTI is operated by Training and Workforce Options, a collaboration between Holyoke Community College (HCC) and Springfield Technical Community College (STCC). Below, from top to bottom, MGM President and COO Mike Mathis talks with guests at one of the poker tables. Middle, MGM Springfield General Manager Alex Dixon is flanked by STCC President John Cook and HCC President Christina Royal. Bottom, below, Cook is one of the interested spectators as Springfield Mayor Domenic Sarno, right, is given some lessons in how to deal blackjack from Robert Westerfield, vice president of Table Games for MGM Springfield.   Photos by MGM/Springfield Mark Murray



Grand Tour

The West of the River Chamber of Commerce (WRC) board of directors and elected officials recently toured the OMG Inc. manufacturing facility in Agawam. Employing more than 350 people in the Agawam facility alone, OMG is a domestic manufacturer of specialty fasteners, adhesives, tools, and related products for the commercial and residential construction markets. Below, pictured top to bottom, from left: West Springfield Mayor Will Reichelt, Hampden County Sheriff Nick Cocchi, WRC Executive Director Robin Wozniak, Agawam Mayor Bill Sapelli, and state Rep. Nick Boldyga. Bottom, from left: Boldyga, Sapelli, and OMG CEO Hubert McGovern.

Community Spotlight Features

Community Spotlight

Linda Leduc and Charlie Blanchard stand beside one of Palmer’s two new charging stations for electric cars.

Linda Leduc and Charlie Blanchard stand beside one of Palmer’s two new charging stations for electric cars.

In a neighborhood struggling to regain some momentum, any new development matters — no matter how humble.

Literally, in the case of Humble Pie, a restaurant with a façade as nondescript as its name and a farm-to-table ethos that has quickly won over locals since opening in December on Main Street in the Three Rivers section of Palmer.

“They’ve been getting excellent reviews, and people are literally standing in line,” said Town Planner and Economic Development Director Linda Leduc. “That’s good because it’s another catalyst to get other business owners and developers to invest in Main Street.”

It’s not the only new development in the neighborhood. The town has also transferred ownership of 2032 Main St. to South Middlesex Opportunity Council, which is renovating the top floor to apartments and the bottom to retail — a mixed-use plan that will both infuse new residents into the neighborhood while attracting more shoppers, said Town Planner Charlie Blanchard. “That rehabilitated building will hopefully attract other businesses to the area.”

Property and business owners in Three Rivers have been meeting for the past two years as part of a grass-roots revitalization effort, which includes changing the perception of the area and filling vacant storefronts. Discussions with residents have touched on ideas such as making the stretch more pedestrian-friendly, building a walking path with river access around the perimeter of Laviolette Park and upgrading the parking there, and expanding Hryniewicz Park, which is used for movie nights, concerts, and other events staged by the town’s recreation department and the Quaboag Hills Chamber of Commerce. At the same time, the consortium known as On the Right TRACK (Three Rivers Arts Community Knowledge) has been working for some time to build a cultural and creative economy in the village.

Meanwhile, Pinocchio’s restaurant on Bridge Street in Three Rivers installed outdoor seating last summer, which turned out to be a popular option, said Leduc, adding that the eatery stuck out a tough period when the Red Bridge, which connects that area of Palmer with Ludlow and Wilbraham, was out of service for two years; it reopened in November.

“I know that hurt the entire village, and Pinocchio’s was definitely struggling,” she went on, “but now that it’s open, the whole village will benefit.”

Three Rivers is definitely on the move, she and Blanchard told BusinessWest — and other neighborhoods in Palmer are showing signs of positive activity as well.

Health Matters

Baystate Wing Hospital’s $17.2 million project to expand its Emergency Department, which is nearing completion, will better accommodate the needs of the community by supporting the current annual patient volume of 24,000 visits.

The 17,800-square-foot space will include separate ambulance and public entryways and will feature 20 patient rooms, including trauma, behavioral health, and other dedicated specialty-care areas. Private rooms will replace curtained bays to enhance patient privacy, and a dedicated space will be created for behavioral-health patients. Once the new building is completed, the current Emergency Department space, which was built in 1995, will be retrofitted for other uses,” according to Dr. Robert Spence, chief of Emergency Medicine for Baystate Health’s Eastern Region.

While that’s the largest medical development happening in Palmer, it’s far from the only one. Others include CrossFit Ardor, which moved from Brimfield to the Allen Block in Depot Village last year; a new massage-therapy and wellness center called Peaceful Paths on North Main St.; and an expansion of Palmer Animal Hospital on Thorndike Street. Speaking of animals, a new pet-grooming business known as Rufflections Dog Spa recently opened on Park Street.

Palmer at a glance

Year Incorporated: 1775
Population: 13,050 (2015)
Area: 32 square miles
County: Hampden
Tax Rate, residential and commercial: Palmer, $22.08; Three Rivers, $22.91; Bondsville, $22.75; Thorndike, $23.59
Median Household Income: $41,443
Median Family Income: $49,358
Type of government: Town Manager; Town Council
Largest Employers: Baystate Wing Hospital; Sanderson MacLeod Inc., Camp Ramah of New England; Big Y World Class Market
* Latest information available

Last year also saw the opening of the expanded, 4,000-square-foot Junction Variety Store in Depot Village, more than doubling its previous size. The store, which had sold beer and wine, now has a full package license, and owners Meena and Bharat Patel aim to lease some additional space for retail or office use.

In the Thorndike section of town, steampunk artist Bruce Rosenbaum and his wife, Melanie, moved into the former St. Mary’s Episcopal Church on Main Street, as both their residence and the new home for Mod Vic Steampunk Design. They have created a showroom and gallery in the historic space, as well as holding steampunk workshops for families. “He’s moving ahead with his work, and has pieces displayed in the sanctuary; it’s incredible,” Leduc said.

Finally, the new rail spur installed at Sherwood Lumber Yard, in the town’s industrial park — a project that has been in the works since 2013, and funded through an Industrial Rail Access Program grant — will allow the business to bring in materials by train, which will spur significant expansion of the operation, Blanchard said.

“It actually helps the entire industrial park,” Leduc said. “When trains would come in, they’d hold up the entire line, so that other deliveries weren’t getting into the park. “By having them have their own rail spur, now a train can come in and unload without that sort of interruption.”

Green Thoughts

Other recent business developments include a few ‘green’ businesses, in more than one sense of that word. One is the move of Gold Circuit E-Cycling from Ludlow to Third Street in Palmer, Leduc said. The four-person operation will not only do business in town — picking up and recycling used computer equipment, electronics, and refrigerated appliances, as well as recycling a host of other goods — but plans to develop a relationship with Pathfinder Regional High School’s work-study program.

The town will also see its 10th large-scale solar project this year, with the owner of a property on River Street leasing space to Borrego Solar for a 4.7-megawatt system, which will bring total production among the 10 sites to 29.3 megawatts.

Leduc said she gets calls every week about potential new solar developments, but if more are to be approved, the priority is to place them in remote areas where they won’t alter the town’s rural character and natural viewscapes.

Palmer has also given the green light to a growing industry in Massachusetts, approving its first medical-marijuana facility on Chamber Road, including a 25,000-square-foot greenhouse and 3,200 square feet of retail space. Altitude Organic Corp. will move its headquarters from Colorado to a property on Thorndike Street in Palmer as part of the development. “So they’re ready to invest in the town,” Leduc said.

Blanchard said the approval was partly driven by the fact that recreational marijuana is now on the horizon, expanding the market for growers, although the town currently has a moratorium on recreational-pot facilities as it decides on what types of ordinances and restrictions to put in place around such facilities.

Even last year’s total renovation of Town Hall — which included the expansion of the public meeting room; a new conference room and additional storage space; new offices for the Board of Health, Conservation Department, Building Department, and Veteran’s Agent; and new lighting, windows, and carpeting — had an ecologically friendly component.

“The town purchased two electric vehicles and had two charging stations installed at Town Hall and the library,” Leduc said, noting that they were funded by the state Department of Energy Resources’ Green Communities program. Particularly in the case of the library station, she noted, they will provide another opportunity for people, in this case electric-car owners, to explore town. “They’re probably going to charge for a couple of hours, which will give them the opportunity to explore Main Street, visit, go shopping, and grab something to eat.”

In other words, to take in a bit more of a town that’s constantly adding to its reasons to stick around.

Joseph Bednar can be reached at [email protected]

Opinion

Opinion

By Steven Kravetz and Patricia Crosby

The news will tell you the unemployment rate is down just about everywhere, and Massachusetts is no exception. Currently, the official rate in the state-designated Franklin Hampshire workforce-development area, which includes the two counties plus the North Quabbin region, is 2.7%, a level economists call ‘full employment,’ since there is always a certain amount of churn in the labor market, with some people leaving jobs and other people entering them.

A cause for celebration, right? And why not save some state and federal dollars by reducing funds now for public employment services and using them to address some more urgent critical need?

There are many good reasons we should be more guardedly optimistic and cautious in our response to those labor-market numbers.

First, if you’re one of the 3,659 local citizens in that 2.7% — someone abruptly laid off through no fault of your own, unable to find a job even roughly equivalent in pay — then you’re not celebrating. Or if you’re someone who’s been unemployed for a long time due to inadequate skills, education, transportation, or childcare, then you’re not celebrating. In fact, a significant portion of both those groups of people eventually give up and don’t even identify themselves as looking for work anymore, getting by somehow, but barely. When they do that, they’re not represented in our official ‘low’ unemployment rate at all. They fall instead into an uncomfortably large and too-often-invisible portion of our population called ‘discouraged workers.’

Then there are the ‘under-employed’ and ‘mal-employed,’ people working two or even three low-wage jobs to hold a family together, or multiple part-time jobs when they’d rather be working full-time, or working in positions far below their appropriate skill and wage levels, representing a tremendous waste of talent in our economy. Bureau of Labor Statistics research suggests that the Massachusetts unemployment rate is as high as 7.4% if you factor those people in.

All these people need help — good, solid, professional employment assistance from experienced people with employment expertise, using a continuously-evolving array of strategies that keep up with the times and show people how to prepare for, search for, secure, and hold onto jobs that will support them and their families. With that kind of help, these dislocated, unemployed, under-employed, or discouraged workers get beyond those labels and become taxpaying contributors to the systems that once helped them.

It happens every day at places like the Franklin Hampshire Career Center in Greenfield and at 30-plus other career centers across the state. Even in ‘good’ times, there are people — as the above indicates, probably many, many more than one might think — who use these services successfully and gratefully.

But those services must be funded, in good times as well as bad. The Commonwealth has not increased its funding substantively for public one-stop career centers since the ‘stimulus’ year of 2008, The system receives less funding now — to support a much higher level of service, expertise, technology, and facilities — than it did in 2010. It cannot continue to provide the quality service that citizens across our region and others have a right to, without the state recognizing and appropriately supporting these career centers as the critical regional economic assets that they are.

Steven Kravetz is co-owner of the Arbors at Amherst. Patricia Crosby is executive director of the Franklin Hampshire Regional Employment Board.

Autos Sections

On the Move — Always

The new car wash in West Springfield is the latest addition to an ever-growing portfolio of facilities for the Balise Auto Group.

The new car wash in West Springfield is the latest addition to an ever-growing portfolio of facilities for the Balise Auto Group.

As he talked about the very latest addition to the already-expansive portfolio for the Balise Auto Group, a car wash just off Riverdale Street in West Springfield, Jeb Balise said it was a capital-intensive, very necessary supplement to the collection.

Capital-intensive because car washes, as some might know but others might not, are now very sophisticated, computer-operated facilities offering an ever-greater array of wash options. And necessary because … well, consumers are becoming ever-more demanding, and, likewise, the auto business is ever-more competitive.

So auto groups like Balise need to respond with the proverbial ‘more’ and ‘better.’ ‘More,’ as in more products and services to offer those customers, and ‘better,’ as in better than the competition.

And this mindset reflects itself in everything from the company’s growing stable of car washes (there are now three, including two in Western Mass.) to the ongoing work to replace or renovate the group’s large roster of dealerships, including the Balise Nissan store a half-mile east of the car wash on Riverdale Street, to an insurance agency in Rhode Island as part of the mix.

“We’re making sure we’re giving the customer everything they want for support instead of just selling them a car,” said Balise as he talked about additions to the number of collision centers, used-car facilities, and more. “So if someone buys a car from us, they don’t have to worry about collision repair or getting their car cleaned or insurance; we can pretty much provide holistically everything they need for the life of that car.”

He offered those thoughts in an interview in one of the sales offices at Balise Nissan, the latest of the company’s dealerships to be replaced, or, in this case, given a huge makeover. Long operated under the name Jerry Rome Nissan, the facility now bears the Balise name.

Open for just over two months, the ‘new’ dealership was essentially gutted and rebuilt from the ground up, said Balise, adding that it is the first store selling this brand to incorporate new imagery and design elements developed by the carmaker.

The Nissan dealership on Riverdale Street now carries the Balise name. It’s the latest of the company’s dealerships to undergo extensive renovations or new construction.

The Nissan dealership on Riverdale Street now carries the Balise name. It’s the latest of the company’s dealerships to undergo extensive renovations or new construction.

“There was nothing left of the showroom — we stripped it right down to columns and roof, basically,” he explained. “We really rebuilt it, and you can feel it; you would never know it was a retro.”

That’s the word he chose for a dealership built in the ’80s and ’90s — before they became far more spacious (50,000 square feet in the case of the Toyota dealership, also on Riverdale Street), comfortably equipped, and customer-friendly.

As he talked about the Nissan store and offered a quick tour, pointing out its larger, revamped showroom and well-appointed service waiting area, Balise said there are a few minor touches to be completed before a grand opening can be staged — probably later this month.

And as those final touches are made, thoughts are already turning to what’s next, said Balise, adding that the company embarked on a massive campaign to make over facilities for all the brands it sells more than a decade ago, and there are still a few projects left to undertake.

One is the Balise Mazda facility on the other (north) side of Riverdale Street. Built in 1984, it is certainly showing its age, said Balise, adding that plans will be on the drawing board soon for either new construction or another extensive renovation.

Meanwhile, another nameplate in line to have a new home is Kia, which became part of the Balise stable in 2015 and has been housed in a small facility that was once a Mercedes dealership a decade ago.

Kia is a rising star in the auto galaxy, said Balise, adding that it has an attractive mix of cars, vans, and SUVs, and it will soon have a home befitting that status. Various options are currently being reviewed, and no formal plans have been announced, he went on, noting that both the Kia and Mazda facilities will be upgraded within the next 24 months.

“Our plans will be really impressive,” said Balise in reference to both projects, still in the developmental stage. “These will be either brand-new buildings or significant renovations — total change.”

As for the car washes, Balise said they are part of broader efforts to serve the full gamut of customer needs and provide additional layers of value.

The company started with a facility in Hyannis, where it also has several dealerships, then added one on East Columbus Avenue in 2016; the West Springfield location opened in January.

There are two more car washes on the drawing board for the next 24 months, said Balise, adding that the specific markets have not been identified.

The car washes offer ample evidence of consumers taking better care of their vehicles, but also of the value that auto groups are trying to provide.

Indeed, the car washes are strategically located to serve customers at the Balise dealerships (there are three on Columbus Avenue and a half-dozen on Riverdale Street), he noted.

Those who buy a car at any of the Balise dealerships get 60 days of free washes, he went on, and they also get special pricing on both everyday washes and the hugely popular ‘unlimited plans,’ whereby consumers can wash their car as often as they want for one monthly fee.

As for new dealerships, the company is always looking for new opportunities — in this market and others, he went on, adding that, despite an ongoing wave of consolidation within the industry, there are still a number of single dealerships and small groups that could be added to the portfolio if the conditions were right.

“Even with all the consolidation, it’s still a fragmented business,” he told BusinessWest. “The majority of facilities are owned by someone who might have two or three stores, or one store.

“We’re just focusing on the best-location, best-franchise philosophy,” he went on, and then making sure our facilities exceed the customers’ expectations.”

— George O’Brien

Cover Story Employment Sections

Team-building Exercise

From left, Courtney Wenleder, CFO; Alex Dixon, general manager; and Mike Mathis, president and COO. Photo by MGM/Springfield Mark Murray

From left, Courtney Wenleder, CFO; Alex Dixon, general manager; and Mike Mathis, president and COO.
Photo by MGM/Springfield Mark Murray

Mike Mathis said he doesn’t use any of those ‘gotcha’ questions, as he calls them, when he’s interviewing job candidates.

He said he’s been on the other end of a few of these, like ‘describe your greatest weakness’ or ‘how well do you get along with your current boss?’ He didn’t particularly enjoy those experiences and, more to the point, doesn’t believe they were particularly effective in providing real insight to those asking those questions.

But Mathis, president and COO of MGM Springfield, said he does have some favorite — and effective — go-to questions (he wasn’t too revealing) that he likes to ask in an effort to get beyond the words printed on a résumé and determine if the candidate across the table would make a good fit.

And he’s had plenty of opportunities to put them to use in recent months as he’s interviewed finalists for the positions that make up the executive team that will open and then operate the $950 million resort casino complex taking shape in Springfield’s South End.

“The résumé gives me good insight into what their technical experience is,” he explained. “But I’m looking for personality and cultural fit, and you can usually get to that through them talking about their experiences.”

As he talked about his team members, or department heads, or ‘number ones,’ as he also called them, collectively, Mathis made early and frequent use of the word ‘diverse,’ and said it takes on the quality in many different respects. These include gender, age, race, geography (where they’re from), casino experience, and MGM experience.

As for those last two, some have it, and others, like Mathis himself when he was named to lead MGM Springfield, don’t.

“We have some who are internal MGM and others who are external to our company but in the industry,” Mathis explained. “We have a combination of young and those not as young, as I like to say, those with a little more experience. And we have a few from outside the industry; the company took a chance on me, and we’ve continued to take some of those chances on others.”

Anthony Caratozzolo: Vice President, Food & Beverage

Anthony Caratozzolo: Vice President, Food & Beverage

Anika Gaskins: Vice President, National Marketing

Anika Gaskins: Vice President, National Marketing

Brian Jordan: Director, Surveillance

Brian Jordan: Director, Surveillance

Monique Messier: Executive Director, Sales

Monique Messier: Executive Director, Sales

It is this team, featuring individuals with titles ranging from CFO to vice president, Table Games, to executive director, Arena Operations, that will lead the ambitious casino project through the most critical stage in this six-year process — the completion of construction, finalization of specific components such as dining options and other facilities, the assemblage of a team of roughly 3,000 people, and, finally, opening the doors (early September is the projected ‘go’ date).

At present, that team-building assignment is priority 1, said Mathis, adding that the members of the executive team will soon be, and in many cases already are, adding members to their own specific leadership teams, and soon these individuals will begin to assemble the larger teams they will lead.

“The number ones hire number twos, and the number twos hire number threes,” he explained. “And then, from there, you start building out your business plan and prepare for mass hiring.”

For this issue and its focus on employment, BusinessWest looks at the team Mathis has assembled and how it came together. Also, we’ll look at the daunting challenge this “dream team,” as Mathis called it, will face over the next six months and how it will go about making MGM Springfield ready for prime time.

A Strong Hand

Mathis told BusinessWest that he’s been a part of a few casino executive teams during his career “around but not in on a day-to-day basis” the casino industry, as he chose to phrase it.

Indeed, he was legal counsel for the Venetian Las Vegas, which opened in 1999, and also for a start-up operation, Echelon Place, also in Las Vegas.

Being the one on the other side of this equation, the one putting the team together, the one able to joke during meetings (and he’s already done this a few times) that ‘none of you would be here without me’ — well, that’s a completely different and quite rewarding experience.

“I have a great sense of pride when it comes to the group we’ve pulled together,” he said, emphasizing that this was a team effort. “What’s really nice is how, organically, this team reflects the personality of the community and our original vision. For me, as a day-one employee, I feel I’m a steward of the original vision of our president, Bill Hornbuckle, and of the mayor and the different community-group stakeholders I originally met with. And I want to reflect all that in the team we put together.”

Sarah Moore: Vice President, Marketing, Advertising & Brand

Sarah Moore: Vice President, Marketing, Advertising & Brand

Marikate Murren: Vice President, Human Resources

Marikate Murren: Vice President, Human Resources

Jason Rosewell: Vice President, Facilities

Jason Rosewell: Vice President, Facilities

Jason Rucker: Executive Director, Security

Jason Rucker: Executive Director, Security

Elaborating, he said this team is non-traditional in some respects, and, as noted, diverse in every sense of that word.

‘Non-traditional’ in that, in many cases within this industry, executive units travel as a team, Mathis explained. That was not the case here.

“Someone would come to my role already thinking about who their number two and number three would be,” he explained. “Some of those executive teams travel in groups. There’s nothing wrong with that … these people are used to working with one another, and there’s something to be said for that.

“But because I was new to the role, I came at it without some of those preconceived notions about who the team members should be,” he went on, adding that he actually worked with very few members of this executive team before MGM Springfield. “The group is really eclectic, and we make each other better.”

In total, there were hundreds of applicants for the 16 positions, Mathis went on, adding that, because the pools of candidates were strong and diverse, it was that much easier to create a very diverse team.

“One of things we believe in at MGM is that, if you have a diverse applicant pool, you’ll get great employees, and the diversity will be reflected in the hires,” he said. “So our focus has always been on making sure we’re getting great people in front of us before we make decisions.”

Elaborating, he explained that, for each of the positions, the company tried to have, as finalists, an internal (MGM) candidate, an external candidate, and a diverse candidate, and in most cases met that goal.

Overall, nine of the 16 members of the executive team are diverse or female, which, he said, makes it one of the most diverse teams not only within the MGM company, but within the industry.

Why is diversity important? “Within the hospitality industry and particularly with MGM Resorts, we’re a host to a wider range of customers than any industry I can think of,” said Mathis as he answered that question. “We’re the Disneyland for adults. We have international guests, local visitors, those who are interested in gaming, those who are interested in food and beverage, families … with that range of customers that we invite to our resort, we need our employees to reflect that diversity of customers. That’s a big part of our success, and diversity is one of our pillars — not only ethnically, but diversity in all respects.”

Great Odds ‘Relaxed.’

That’s the adjective Mathis summoned to describe not only how he wants those taking his interview questions to be, but also the kind of corporate environment, for lack of a better term, that he’s been trying to create at MGM Springfield.

Lynn Segars: Vice President, Slot Operations

Lynn Segars: Vice President, Slot Operations

Gregg Skowronski: Executive Director, Hotel Operations

Gregg Skowronski: Executive Director, Hotel Operations

Talia Spera: Executive Director, Arena Operations

Talia Spera: Executive Director, Arena Operations

That certainly sounds illogical given the nature of the casino industry in general and, more specifically, the ultra-challenging six months ahead for the team at MGM Springfield. But hear him out.

“I mean relaxed in terms of the collegiality between the team members,” he explained. “We’re all working hard, but time is going by quickly, and the work is hard enough without the environment being overly formal or not having that collegiality.

“People perform best when they’re happy; we believe in our business in the service-profit-chain model,” he went on, referring to the theory in business management that links employee satisfaction to customer loyalty and, therefore, profitability.

It was an unofficial goal, or milestone, to have this team in place, in this relaxed environment, at the start of 2018, and it has been met, said Mathis, adding that, while some team members still have some logistics to work out, such as finding homes and moving families, they are all at work now at MGM’s nerve center in at a renovated 95 State St.

They will meet collectively twice a week, said Mathis, adding that one of these sessions is an executive-team meeting at which specific information will be communicated about project status, timelines, and other matters, and decisions will be made that involve multiple departments. The second session is a weekly staff meeting, a 90-minute to two-hour roundtable with no set agenda.

Seth Stratton: Vice President and General Counsel

Seth Stratton: Vice President and General Counsel

Courtney Wenleder: Vice President and Chief Financial Officer

Courtney Wenleder: Vice President and Chief Financial Officer

Robert Westerfield: Vice President, Table Games

Robert Westerfield: Vice President, Table Games

“What we’ve learned is that meeting [the roundtable] is as productive as any other meeting we have,” he explained, adding that there are a host of smaller meetings involving some but not all of the executive staff members.

And as you might expect, there is quite a bit to meet about with the countdown now at or just under 200 days.

The biggest priority is building the individual departments, Mathis went on, adding that, while the casino is taking shape in a highly visible way on and around Main Street, the task of interviewing, hiring, and training 3,000 employees is already going on behind the scenes.

The top levels of each team will be filled out over the next few months, he continued, and mass hiring will commence in the early summer and hit high gear in the weeks just prior to opening.

Meanwhile, there are literally thousands of other tasks to be carried out, he said, listing everything from building the reservation system to creating training manuals; from interviewing vendors to detailing what will be needed in the warehouse.

“It’s a pretty incredible undertaking, and we’ve got a great team in place to carry it out,” noted Mathis, adding that this team will has borrowed heavily from the playbook created by another MGM casino that opened just over a year ago, National Harbor in Maryland.

“I don’t envy anyone that’s doing one of these as a one-off,” he told BusinessWest. “National Harbor is one of the most successful operations in the country, and we’ve taken their best practices, as well as lessons learned, and incorporated them into this project.”

Teaming with Excitement

Meanwhile, MGM Springfield will provide the playbook for the next MGM project, whenever it moves off the drawing board, said Mathis.

“Each time, the process gets better,” he noted. “One day, there will be a perfect opening; unfortunately, I don’t think we’ll be it. But with each one of these, you get a little closer to that standard.”

A perfect opening might be beyond the reach of Mathis’ executive team, but it will likely move the bar higher. In the meantime, by most accounts, it is already setting a higher standard for diversity.

It’s been an intriguing team-building exercise in every sense of that phrase.

George O’Brien can be reached at [email protected]

Health Care Sections

New Name, Evolving Mission

Jessica Collins and Frank Robinson say the organization’s mission to create a healthier community hasn’t changed, but is simply being honed and refocused.

Jessica Collins and Frank Robinson say the organization’s mission to create a healthier community hasn’t changed, but is simply being honed and refocused.

Partners for a Healthier Community recently initiates a rebrand, and is now known as the Public Health Institute of Western Mass., a name that officials say more accurately reflects what this agency has evolved into over the past 22 years and the critical role it plays within the region.

As she talked about a rebranding effort involving the agency now formerly known as Partners for a Healthier Community Inc. (PFHC), Jessica Collins said the project wasn’t initiated because the name chosen in 1996 didn’t convey what the nonprofit is or does.

Rather, it’s because the new name eventually chosen — Public Health Institute of Western Massachusetts — and its accompanying logo do the job much better.

Indeed, while the agency is a partner in a number of initiatives to improve overall population health in the region, the original name didn’t convey the full breadth of its portfolio of services, said Collins, its executive director. Nor did it really define just what the ‘community’ in question happens to be.

Most importantly, though, it didn’t fully communicate the agency’s role as a change agent when it comes to the overall health and well-being of the communities it serves and especially those populations that are underserved.

So last fall, PFHC, working in cooperation with the marketing and advertising agency Paul Robbins & Associates, went about coming up something more accurate and specific.

The new name, which was unveiled at an elaborate ceremony at the agency’s offices within the Community Music School building in downtown Springfield, was chosen for several reasons that we’ll get into shortly.

First, though, we need to elaborate on why a rebranding was necessary at this time. Indeed, such initiatives are time-consuming, expensive, and bring change, an always tricky proposition, into the equation.

For starters, PFHC joined the National Network of Public Health Institutes in 2014, Collins said, adding that, as part of the process of joining that organization, the agency needed to identify its core competencies.

And for PFHC, those are research and evaluation, convening and coalition building, and policy and advocacy.

“Given those three core competencies, it felt natural to go with the Public Health Institute of Western Mass., coming from that national perspective,” Collins explained. “Also, there was some confusion about our organization because there are several agencies in the Greater Springfield area that have the word ‘Partners’ already in their title.”

What’s more, a rebrand provides an opportunity for an agency or business re-emphasize its mission, how it is carried out, its history, and its plans for the future. Or “reintroduce itself,” as Collins put it, adding that, for many, the institute needs no introduction, while for many others, it does.

The unveiling of the new name was part of that effort, she said, but there will be other initiatives to build awareness of the overall mission as well as specific projects, such as:

• The Springfield Youth Health Data Project, a health survey among Springfield public-school eighth-graders in 2015 and 2017. The project is part of a larger initiative that includes the Youth Risk Behavior Survey, a tool developed by the Centers for Disease Control and administered to 10th- and 12th-graders in Springfield;

• Springfield Complete Streets, funded by a Robert Wood Johnson Foundation Policies for Action Grant. The initiative involves a study of Springfield’s Complete Streets policy and, specifically, policies that support roadways designed and operated for the safety of everyone using them — whether by car, bike, foot, or bus;

• The Healthy Homes Initiative, which brings together housing and healthcare providers to pay for home improvements in Springfield specifically related to asthma control — mold and moisture remediation, pest control, ventilation and air quality, and removal of carpeting that harbors dust and other allergens — with the goal of keeping asthma sufferers out of the hospital;

• Springfield’s Climate Action & Resilience Plan. The institute is leading the outreach and engagement of residents and key stakeholders around implementation of a plan to make Springfield a resilient, healthy city; and

• Age-friendly City, an initiative that will create a senior leadership program to train older adults to be effective age-friendly community advocates, conduct an environmental scan on housing and transportation, and work toward achieving an age-friendly status for Springfield.

As those projects indicate, the agency has taken even more of that change-agent role, while also becoming more focused on the collection and implementation of the data that is critical when it comes to everything from enacting health-policy changes to winning critical funding for initiatives to improve the health and well-being of neighborhoods, a city, or an entire region.

PFHC needed a new name and logo that brought that message home, and Public Health Institute of Western Mass. does just that.

For this issue, we’ll talk a little about this rebranding effort, and a lot about the institute and the critical work it is undertaking across the region.

Bright Ideas

As mentioned, the new name comes complete with a new logo.

Actually, it’s a remake of the old logo, imagery of a sun. The new look is larger, brighter, and the sun rays, if you will, are aligned to replicate the lines on a bar graph — a nod to the agency’s dual missions to collect data and put that data to use to improve quality of life in the region.

“We had always done the coalition and advocacy building, but over the past few years we’ve really dug deeper into bringing expertise around research and evaluation,” Collins explained. “The new name and logo bring a more academic framing to the work that we’re doing.

“We want people to understand that we’re the place to come to if they want health data — if they want data that is highlighting inequities and, therefore, identifies populations that are in need of more attention and resources and investment,” she went on. “We want people to come to us if they have policy issues and need us to organize and create advocacy strategies, and we want people to come to us, as they always have, if they have new and innovative ideas or if there are gaps and issues that need to be convened around.”

All of this comes across in the new name, where each word or phrase carries some significance: ‘public’ for obvious reasons; ‘health’ (it’s in red while the rest of the words are in black on the letterhead); ‘institute,’ which conveys research and data; and ‘Western Massachusetts,’ because the agency needs to make clear that its work extends well beyond Springfield.

Also, there is a subtitle, ‘Partners for Health Equity,’ which brings home the point that the institute partners with other entities on all of its initiatives, and that its work is focused on making sure that all those in the region have an equal opportunity for a healthy life, regardless of where they live.

While the words and the logo are certainly significant, what’s behind them is what the agency is working to emphasize with this rebranding.

And as we commence that discussion, it’s probably best to go back to the beginning. That was in 1996, when a group of area healthcare leaders, led by Sr. Mary Caritas, then retired from her role as president of Mercy Hospital (now Mercy Medical Center), sought creation of a new public entity focused on improving health and well-being in Greater Springfield.

The goal back then was to create a space where competing health organizations and other entities, including the city of Springfield, could sit at the same table and work together to make the community a healthier place, said Frank Robinson, vice president of Public Health and Community Relations at Baystate Health, who was one of those on the ground floor, if you will.

“With that ambitious agenda, the notion was, ‘what are the things that need to be changed? What’s interfering with a good portion of the Springfield population living healthy lives?’” Robinson explained. “That social-justice framework was at the root of the organization’s inception, and it has maintained that viewpoint.”

The mission has always been to create a measurably healthier community, he continued, putting heavy emphasis on that word. And while the mission hasn’t really shifted, what has happened over the past 21 years is that the focus and the interventions have become more precise, more targeted.

“And with that additional precision and targeting, we’ve become more of a specialist than a generalist,” Robinson explained. “The general work is still occurring, but the specialty work is really taking center stage.”

The agency’s broad role has shifted somewhat as well, he went on, from being merely a supporter of various coalitions to a being a change agent in its own right.

This is reflected in some of the success stories the agency has helped write over the years, including:

• The BEST Oral Health Program, which created a local system of education, screening, and treatment for preschools to decrease instances of oral diseases;

• The Pioneer Valley Asthma Coalition, created to improve asthma management and indoor air quality (two Springfield schools received national recognition for the program, and Holyoke Public Schools adopted similar policies in 2017);

• A “Health Impact Assessment on the Western Massachusetts Casino,” a 2013 study that highlighted the health impact of vulnerable populations and increased community understanding of these potential impacts;

• Live Well Springfield. Undertaken in partnership with the Pioneer Valley Planning Commission, the project is designed to improve access to health eating and active living opportunities. Signature projects undertaken as part of the initiative include the formation of the Springfield Food Policy Council, the sucessful, seven-year Go Fresh Mobile Farmer’s Market, and policies such as zoning, community gardens, and Complete Streets ordinances; and

•The YEAH! (Youth Empowerment Adolescent Health) Network, which engages diverse community stakeholders who work together to create a proactive, comprehensive response to adverse adolescent sexual health and adolescent sexuality. Between 2004 and 2015, there were significant reductions in teen birth rates in Springfield and Holyoke, and work continues to address inequities.

Data Driven

But it is in the collection and use of data that the agency has seen the greatest movement when it comes to its mission and how it has evolved over the past decades.

Indeed, as the nation, the region, and area healthcare providers continue a shift toward population health — keeping residents healthy as opposed to simply treating them when they are sick — data becomes critical, said Robinson.

Elaborating, he said providers, advocates, legislators, and, yes, foundations administering grant money use data to identify problems and where, specifically, they are occurring. But they also use it to create responses to the issues identified by this data.

The agency focuses on population data, which often comes from the state Department of Public Health, Collins explained, adding that it also works with the Springfield public schools to generate data on a large, diverse population.

“And we are able to tease out whether issues are at a block level, a neighborhood, a census track, a city, or county,” Collins explained. “We’re able to analyze data and create the story of what is going on in our region; we’re able to localize the data so people here can understand it and take action.”

Perhaps the best recent example of this is the so-called Healthy Hill Initiative, a broad-ranging effort to improve the health and well-being of those in Springfield’s Old Hill neighborhood, a program that earned the participating partners (and there were many of them) a Healthcare Heroes award (the new recognition program launched by BusinessWest and HCN) in the category of ‘Collaboration in Healthcare.’

“Their plan of action was driven by data provided to them around block groups within that neighborhood concerning health-status indicators such as asthma, obesity, public safety, and more,” Robinson explained. “Mapping that information helped to target the interventions and support the plan; the community organizing is data-driven in the sense that they’re using the data to inform both the intervention and whether they made a difference.”

Another example would the Springfield Health Equity Report, issued in 2014, said Collins, adding that the agency stratified data by race and ethnicity.

“So when you look at an issue like cardiovascular disease, or obesity, or teen-pregnancy rates, having this stratified data is critical,” she explained. “When you look at state-wide rates for teen pregnancy, for example, everyone’s thrilled because the state rate has come down considerably.

“But if you really look at the data and stratify it by race and ethnicity, you’ll see that the white-girl teen-pregnancy rates have gone down significantly, and so have teens of color,” she went on. “But you still see an incredible inequity and disparity between the two populations, and that’s what we try to lift up and shine a light on, so we’re not all clapping and saying ‘our job is done’ — there are still specific populations that need more resources and investment.”

The only way specific coalitions battling health issues ranging from asthma to obesity to teen pregnancy can determine if they are making an impact — and the desired impact — is through this data, Collins went on, adding that this reality not only explains the new name and logo, but, more importantly, where her agency’s emphasis will be moving forward.

Name of the Game

As Collins noted, there were several motivating forces behind this rebrand.

There was an effort to stem confusion given all the agencies with ‘Partners’ in their name, but also the need to better communicate just how much the agency had evolved into a true change agent since it was created in 1996.

But there was also that desire to reintroduce area residents, officials, and other constituencies to the important work it carries out, and to remind all of them that there is considerable work still to do.

So, to that rhetorical question, ‘what’s in a name?’ or, in this case, a new name? Plenty — and it is, for lack of a better term, a healthy exercise.

George O’Brien can be reached at [email protected]

Health Care Sections

Secure Connections

The Baby Boom generation isn’t just marching into retirement — they’re positively surging into their senior years, with some 10,000 Americans reaching age 65 each day.

Yet, despite the fact that senior-living communities have become increasingly modernized, specialized, and resident-focused, nearly 90% of seniors want to stay in their own homes as they age, according to the American Assoc. of Retired Persons.

And technology is helping them do just that — everything from home-monitoring devices to GPS trackers (for loved ones with dementia); from medication reminders to automatic stove turn-offs, and more . All of it is intended to lend both security to seniors living alone and peace of mind to their loved ones.

Older Americans welcome the trend — according to the AARP survey, even if they begin to need day-to-day assistance or ongoing healthcare during retirement, 82% would still prefer to stay in their own homes. Yet, the stereotype often lingers of seniors being technophobes averse to change.

“Many Boomers disagree with that statement, finding it insulting or pessimistic or both,” writes Laurie Orlov, principal analyst for Aging in Place Technology Watch, a market-research organization that provides analysis and guidance about technologies and services that enable seniors to remain longer in their home of choice. “They will repeat plaintively that Baby Boomers are very different than their parents’ generation. They are comfortable with technology. See how many have smartphones — they text, use Facebook and YouTube. Many book travel online, read Trip-Advisor reviews, and even call for car pickups with an app.”

So why not embrace technology meant to improve quality of life and — just as important — independence? Especially, Orlov noted, when there are so many options, from a simple door sensor or a sophisticated whole-home automation and security system.

In the case of the former, simple technology can have profound results. “If an older adult is alone at home, enters a room, and does not return past the sensor, an alert is sent to a family member or other predefined organization, thus enabling an attempt to contact the older adult, and, if no answer, to dispatch help.”

Rachel Walker, an assistant professor in the UMass Amherst College of Nursing, has focused much of her research on addressing health disparities and the care of older adults with cancer and other serious illnesses. She’s also on the faculty for the Center for Personalized Health Monitoring (CPHM), one of three centers that make up the Institute for Applied Life Sciences at UMass Amherst, one that aims to accelerate the development and commercialization of low-cost, wearable, wireless sensor systems for personalized healthcare and biometric monitoring — but always with a focus on the human side of care.

“Oftentimes in the national news, there’s a lot of focus on the technologies — things like wearable sensors and home health monitors,” she explained. “A lot of clinicians and practitioners like myself work with individuals out in the community who experience these health challenges as they age, and there aren’t too many places that merge those two ends of the spectrum.”

Through the Wires

One reason technology isn’t an end-all, Walker said, is because, while 90% of older adults prefer to stay in place, it’s a bigger challenge in the more rural areas of Western Mass., where people may not have access to broadband and high-speed wireless service.

“That’s a sticky wicket. We’re embracing technology more and more, in this digital arena where people also expect to access their health record [electronically]; all these things are on the horizon, but we have whole communities in this region that have yet to get high-speed access.

“The team I work with, we would like to develop solutions that put control back in the hands of actual individuals and their caregivers,” she went on, adding that they’re using grant funds to develop a home-assessment tool that’s compatible with people’s smartphones. “Most users, even in places without high-speed wireless, have access to smartphones.”

Susan Keel, an aging-in-place specialist, recently told HGTV that a robust whole-home security system can be installed for the same cost as one month in an assisted-living facility. “With a system like this, you can remotely log in on a smartphone or the Internet, and, via the devices connected to the system, monitor your loved one’s activities.”

On a smaller scale, Orlov said personal emergency-response systems — wearable devices that can be used to alert outsiders of a health emergency or fall — is currently a $3 billion market that has evolved only slightly from its origins. But one important advance has been their use outside the home.

“The ‘I’ve fallen’ message is still inspiring families and seniors to acquire one. But 30% of the market’s sales are for mobile devices. This makes sense in this time of substantial life expectancy at age 65, when 46% of women aged 75+ live alone,” she notes. “Mobility demands mobile devices, which in turn boost confidence to be out and about. Consider walking the dog — since one-third of the 65+ population has one.”

The Center for Personalized Health Monitoring consolidates expertise from polymer science and engineering, computer science, kinesiology, and neuroscience as well as from other departments and collaborators, such as the UMass Medical School and industry, to develop solutions that consider the whole person, not just technology, Walker told BusinessWest.

For example, “we’re trying to better understand what specific exercises older adults can do to improve their lower-extremity balance and strength, so they don’t have as much risk for falls,” she explained.

At the same time, however, “we’re working on home sensor networks to determine how people are using the space, so we can optimize their environment. We’ve also focused on some of the data-security problems, to make sure information is kept secure from hackers.”

In short, Walker said, there’s plenty of room for technology to help people understand their environment and manage chronic conditions and symptoms, such as fatigue and sleep impairments that, if not addressed over time, can wear the body down and lead to other types of disability. “We try to avoid that so people can stay in their homes as long as possible as they continue to age.”

Human Touch

As amazing as it is, technology doesn’t have all the answers, writes elder-care specialist Michelle Seitzer at Care.com.

“It should never be used to supplement actual caregiving — only enhance it. Certain situations may require a caregiver’s assistance or physical presence (be it a family member, neighbor, or a senior-care aide) for a few hours a week, overnight, or most of the day.

“There may also come a time when it’s just not safe for your loved one to stay home — no matter how many webcams you install,” she continues. “If a senior doesn’t answer the phone, seems withdrawn, falls frequently, misses medications, or wanders off regularly, you may need to look beyond technology. Think about options like hiring a home-care aide or finding senior housing. Figure out what works best for your loved one and the situation, and be open to changes along the way.”

Walker said her team at UMass focuses on concepts of dignity, capability, and healthcare equity in the senior years, and not on technology for its own sake.

“Any time we start a new project, we ask if there is really a need for this technology or new device. Are we building something people really need? Secondly, how will it fit into the life of the person it’s designed for? Also, who’s been left out? A lot of technology is built for the upper middle class, and that’s certainly a need, but we need to make sure what we’re building doesn’t systematically exclude certain individuals like rural residents, with no high-speed wireless access.”

Then there are unintended consequences. “Are we making someone reliant on a device, so if something breaks on the device, they’re left without a safety net to get their needs met?”

It’s an important question to keep in mind as the worlds of elder care and technology continue to cross-fertilize in new, intriguing ways.

Joseph Bednar can be reached at [email protected]

Features

Storm Surge

Rosa Espinosa

Rosa Espinosa, director of Family Services at the New North Citizens Council

What happens when a family arrives in the Springfield area from far away, with no job, transportation, or living arrangements? What happens when hundreds come? That was the challenge — and certainly still is — wrought by Hurricane Maria, which devastated the island of Puerto Rico last fall and sent a flood of evacuees to the Western Mass. region. Efforts to help them find relief have been inspiring, but the needs remain great, and the path ahead far from clear.

When Holyoke High School opened its Newcomer Academy in August — a program that helps non-English speakers access classes taught in Spanish while getting up to speed on English — administrators had no idea just how timely the launch would be.

“Holyoke, for many years, has looked for alternative types of bilingual-education models, and even before the hurricane, we were seeing a lot of newcomers who needed time to build up their English-language skills,” said Ileana Cintrón, chief of Family and Community Engagement for Holyoke Public Schools.

‘The hurricane,’ of course, is Hurricane Maria, which devastated the island of Puerto Rico in September, prompting a mass exodus of displaced families seeking relief on the U.S. mainland. Western Mass. was a natural landing spot, with Puerto Rican cultural roots running deep in Greater Springfield; Holyoke, is, in fact, home to the largest percentage of Puerto Rican residents of any city outside the island itself.

That’s why 226 students whose families evacuated Puerto Rico in the wake of the hurricane enrolled in Holyoke schools shortly afterward; nearly 200 are still attending, with many families contemplating a permanent relocation to the Pioneer Valley. In Springfield, the number is close to 600.

“It was difficult at the height of it, but in the last few weeks it’s really dwindled down,” Cintrón said, noting that the school district was fortunate that HHS saw the most enrollees of the city’s 11 schools.

Ileana Cintrón


Iileana CintrÓn

“It was beneficial to us that Holyoke High School had opened the Newcomer Academy in late August and is able to provide students coming to the high school with Spanish-speaking support and access to content in Spanish,” she said. “It gives them hope they won’t lose a year. That’s what happened before — try to learn English and see where you’re at by the end of the year. Now they can keep up with math and science while still learning English, where before, it meant lost time and a lot of frustration.”

‘Frustration’ is an understatement when it comes to the needs of hundreds of families that have flocked to Greater Springfield since October, seeking housing, jobs, education, and, in many cases, the basic necessities of life that they suddenly could not access when Maria knocked out power, infrastructure, and key services throughout Puerto Rico.

“Many came with the bare minimum,” said Wilfredo Rivera, a volunteer with Springfield-based New North Citizens Council, one of the regional organizations busy receiving evacuees and connecting them with resources to find temporary relief in Western Mass. or, in some cases, start a new life.

He noted one family with a newborn who had medical records and discharge papers from the hospital, but were unable to procure a birth certificate — which is typically needed to access benefits here — before fleeing. “That’s just one example of what happens when people leave the island but don’t have time to gather their documents, or they don’t know what they’ll need here.”

New North Citizens Council meets advocacy and human-services needs on a daily basis, said Rosa Espinosa, director of Family Services, but its role — along with Enlaces de Familia in Holyoke — as one of two major ‘welcome centers’ for people displaced by the hurricane has been a challenge, albeit a gratifying one.

Wilfredo Rivera says each displaced family has its own story and unique set of needs.

Wilfredo Rivera says each displaced family has its own story and unique set of needs.

“We have our regular clients who come in every day,” she told BusinessWest, “but when the hurricane happened, that was an outrageous number of people coming in. But we were pretty resourceful, and some of the evacuees themselves were pretty resourceful; we learned from them as they learned from us.”

Rivera ticked off some of the more challenging cases, such as children and adults who fled with oxygen supplies, dialysis machines, or chemotherapy needs, and others who landed in an area hotel or motel — paid for by FEMA, but only for a limited time — without much money and no transportation, family in the area, or job prospects.

“The majority of services they needed were services we already provided — SNAP, MassHousing, employment resources, access to computers — so those things were in place,” he said, “but we were suddenly doing it on a much larger scale.”

The way they and others have done so — aided by a flood of donations to area organizations providing some of those resources and attention from local businesses looking to hire evacuees — has been a regional success story of sorts, but the work is far from over.

A Call Goes Out

Jim Ayres, president and CEO of the United Way of Pioneer Valley, said his organization was meeting very early on an evacuee-assistance strategy. Early on, Springfield and Holyoke designated the welcome centers as places to go to find out how to enroll a child in school, meet nutrititional needs, and get immediate health services. “Then there’s the underlying trauma piece and mental-health needs people may have. It takes a lot of coordination, a lot of logistical management.”

Rivera noted that every individual or family that comes to New North is handled on a case-by-case basis. “We don’t group people into categories. Every individual is assessed individually based on what their needs are.”

For example, “there’s a large group of people here for medical reasons — dialysis, cancer treatments, the types of things that require electricity,” he explained. “A lot of families did not want their kids to lose out on education, and that’s why they chose to come. Others lost their jobs. The majority who came have family here or know someone in the area; others were born here but grew up on the island, so they had some connection.”

Many are looking to stay for the long term, if not permanently, he added. That’s especially true of the families with children enrolled in school or those who needed critical medical services and prefer the treatment they’re getting in Western Mass. over what’s available right now on the island. “Those are the two biggest factors keeping people here. And a lot of them are employed already; they’re working and want to keep their jobs.”

Recognizing that critical needs exist both in Western Mass. and back in Puerto Rico, the Western Massachusetts United for Puerto Rico coalition, which came together shortly after the hurricane struck, has collected $180,000, with $80,000 going to the Springfield and Holyoke welcome centers, and $100,000 being divided equally between 10 organizations that do relief work directly on the island.

“My sense is a lot of them want to go back to their own homes,” Ayres said of the displaced families. “Whether that means six months, one year, five years, no one really knows at this point.

“This is in some ways more of a Western Mass. challenge than statewide. The state has been receptive as a whole, but it’s hitting Hampden County more than anywhere else,” he added, noting that the situation poses some unexpected budgetary dilemmas, particularly in the school systems. “The state compensation method is driven by your enrollment in October 1, which was just a few days before people started coming, so they’ve asked the state to look at the formula in a different way.”

Indeed, the Holyoke school system has hired more teachers and paraprofessionals to handle the surge, including five from Puerto Rico.

Jason Randall says many evacuees already have the skill sets MGM Springfield is looking for.

Jason Randall says many evacuees already have the skill sets MGM Springfield is looking for.

One challenge has been the arrival of families without school records in hand — a particular challenge for students with special-education needs, Cintrón said. Another is the requirement that seniors must have passed the MCAS exam to graduate, when the 10 seniors at HHS who transferred in because of the hurricane might been studying a much different curriculum on the island.

“The district is waiting for guidelines from the state about that,” she said, noting that one of those students was already accepted to Harvard while living in Puerto Rico — but will now need to pass the MCAS before enrolling there.

Another challenge is the emotional stress the new students are dealing with — Cintrón said it can take two years, in some cases, for such trauma to manifest outwardly — yet, she suggested school may actually be a bright spot in their lives.

“The major sources of stress deal with the lack of housing and the feeling of impermanence — stay at a hotel for a week, then stay with a grandmother for two weeks in public housing, but then find you can’t stay longer than that, and not always eating three meals a day. School may provide some sense of stability and normalcy — or, at least, we try.”

She was quick to note that the district took in 75 students from Puerto Rico last summer because of non-hurricane factors like economic hardship on the island, “so we’re used to getting those students. It was just more in the fall.”

Some students are also eligible for a dual-language program at the elementary level, said Judy Taylor, director of Communications for Holyoke Public Schools. “When students arrive at school, they’re given a language assessment test, and based on the results of that test, they’re given the supports they need.”

Living Wage

For most families, however, no support is more important than job-finding resources.

With that in mind, New North Citizens Council arranged a meeting in January with human-resources leaders at MGM Springfield, which is in the unique position, among area companies, of currently staffing up a 3,000-employee operation. Attendees were given an introductory presentation (in Spanish) detailing the company’s needs, followed by skills assessments and meetings with HR staff.

“We want to share our message about career opportunities, because 3,000 positions is a lot of roles to fill,” said Jason Randall, director of Talent Acquisition and Development. “So when New North came to us about these displaced families from Puerto Rico due to the hurricane, we wanted to share the opportunities that we have. Puerto Rico has a large hospitality industry, with casinos and resort properties, and a lot of individuals from the area who were displaced have the skill set and the commitment to service that we’re looking to provide here.”

The company is hiring for roles ranging from culinary services to hotel operations to gaming operations, and many evacuees have those skills, or the ability to learn them quickly, Randall added.

“Basic English is a requirement for all our positions — you have to be able to communicate in the event of an emergency — but certainly, through our partners, English as a second language courses are offered to prepare people for that.”

It can be tough to find a job without a car, and nigh impossible to afford a car with no income, but some evacuees are arriving with neither — and often no place to stay. Espinosa said getting them set up with housing and job prospects can be a challenging, step-by-step process, one beset with roadblocks that have the welcome-center staff thinking on their feet.

One client, for example, walked from the South End to the New North Citizens Council — more than two miles — with her children to access resources. But she needed to come back the following day, so the staff dipped in their pockets to buy her bus fare in both directions. The next day, Espinosa reached out to the Pioneer Valley Transit Authority for more passes to give to other families, and the PVTA was happy to donate them.

Employers have heard of the needs, too. Pride Stores had four openings at its West Street location in Springfield. “We were told, ‘I don’t need them to speak English; I just need them to bake,’” Rivera recalled. Other companies, from J. Polep Distribution Services and CNS Wholesale Grocers to businesses needing barbers, mechanics, and caregivers, have reached out with information about openings.

Companies have contributed to the relief cause in other ways as well, such as the 7-Eleven that recently opened at Wilbraham and Parker streets, far from the North End of Springfield, but decided nonetheless to donate raffle proceeds from its grand-opening event to the welcome center. Meanwhile, organizations like the Massachusetts Law Reform Institute are providing free legal services.

In addition, “there’s a huge group of volunteers helping to feed these families dinners,” Cintrón said. “Some are staying in hotels with no access to a fridge or microwave, so there’s a whole network of volunteers, restaurants, and soup kitchens delivering meals to the hotels.”

Espinosa is grateful for all of it. “Throughout this journey, we have met a lot of caring individuals, and it’s refreshing to hear from someone, ‘hey, I heard about the welcome center, and I want to do this for you.’ It’s a good feeling.”

And the clients who need help are grateful in return, she added. “They’re not a number to us; they’re a family in need, with medical needs, or with children with medical needs. And we’ll go the extra step; if we have to pick up furniture and bring it to a family over the weekend, we’ll do that.”

Looking Up

Rivera is clearly passionate about making a difference, in whatever way he and the other volunteers and staff can. “It’s good to know you were one tiny part of getting somebody stable.”

Espinosa takes it all in stride, understanding that New North’s work didn’t dramatically change with the influx of hurricane evacuees — it just got a little (OK, a lot) more hectic. But she knows her team is making a real impact on the lives of Puerto Rico’s evacuees.

“One told me, ‘there is God, and there are angels, and then there are you guys,’” she recalled.

Rivera simply smiled. “I’m good with that,” he said.

Joseph Bednar can be reached at [email protected]

Daily News

SPRINGFIELDThe MassMutual Foundation Inc. — a dedicated corporate foundation established by Massachusetts Mutual Life Insurance Company (MassMutual) — today announced it is providing Springfield Public Schools $1 million to expand the City Connects program into eight additional elementary schools throughout the city.

This grant further demonstrates the MassMutual Foundation’s ongoing commitment to Springfield and aligns with its focus on supporting programs that broaden economic opportunity for students and their families by transforming the system of learning. It is also consistent with the company’s recent decision to expand and reinvest in Massachusetts, including continuing to be a leading community partner in the Springfield area.  

“Education is a key lever in achieving financial security later in life and the MassMutual Foundation is committed to ensuring that students have access to the support system and resources needed to learn and thrive in school,” said Dennis Duquette, head of MassMutual community responsibility and president of the MassMutual Foundation. “The City Connects program has already garnered great results in our schools; this investment will expand the program’s reach, bringing positive change for even more students and their families.”

City Connects, a national program executed by the Lynch School of Education at Boston College, launched in five Springfield Public Schools in September 2011 and has tripled its reach and impact, serving 15 schools in 2017. The MassMutual Foundation grant will enable City Connects to reach a total of 23 schools. The program provides support for students based on their individual needs by addressing out-of-school challenges that affect student success, and leverages existing community resources and support services to optimize students’ readiness to learn. 

During the 2016-17 school year, City Connects served more than 5,000 Springfield students, and nearly 100 community partners provided support and services to meet these students’ unique strengths, needs and interests. Research has shown that the City Connects program significantly improves students’ academic performance; some positive long-term effects include lower dropout rates, higher test scores, and less chronic absenteeism.

In addition to strengthening education in Springfield, the MassMutual Foundation invests in projects, programs and organizations focused on strengthening the city of Springfield through revitalization, development, and social capital. In recent years, signature investments in the region include $15 million of support over 10 years to UMass Amherst to drive education and economic opportunity in Western Massachusetts, $1 million to the Naismith Memorial Basketball Hall of Fame’s Capital Campaign to revitalize the museum, $1 million of support over three years to Valley Venture Mentors,  and seasonally supporting the Springfield Museums.

Employment Sections

Sidebar

Courtney Wenleder says she can see a number of parallels between the MGM Springfield development and the work to rebuild in Biloxi, Miss. after Hurricane Katrina.

Courtney Wenleder says she can see a number of parallels between the MGM Springfield development and the work to rebuild in Biloxi, Miss. after Hurricane Katrina.

Courtney Wenleder was working in Las Vegas, as financial controller for the Bellagio Hotel and Casino, in the summer of 2005 when she was asked to step in and assist another property in the MGM portfolio, the Beau Rivage Hotel and Casino in Biloxi, Miss.

She happened to be back in Vegas for some meetings when Hurricane Katrina slammed into the region several weeks after her arrival, but she’ll never forget the flight back to the area five days later on one of the company’s corporate jets that received special clearance to fly into the devastated area.

“Flying over Biloxi, you could see the blue tarps everywhere,” she said, adding that the casino complex itself was closed for exactly a year and had to rebuild just as the region around it did.

“The community saw us as a kind of beacon of hope,” she recalled. “We committed to rebuild right away; people lost their homes and their jobs, and we played a big role in the recovery.”

Wenleder related that story as she started to explain what brought her to Springfield late last summer and, more specifically, to the role of vice president and chief financial officer for MGM Springfield.

While Hurricane Katrina was an exponentially larger natural disaster than the tornado that carved a path through Springfield almost seven years ago now, Wenleder can see a number of parallels between the two calamities and the two regions, especially when it comes to the role a casino complex can play in a devastated region.

And also in how rewarding it can be to be a part of such efforts.

“That experience in Biloxi was more than a job, more than just being a CFO in a casino,” she told BusinessWest. “It was helping the community, giving them hope, rebuilding, working as a team.

“The team that we had down there was incredible,” she went on. “When you go through something like that, you bond instantly; there’s no time for niceties, and ‘let’s just develop this relationship’; you become connected quickly.”

While different from the experience in Biloxi in many ways — the disaster is years in the rear-view mirror, not days — Wenleder says she can find many parallels to her current role with another team, the one that will open the $950 million MGM Springfield in roughly six months.

That’s why, when Mike Mathis, president and COO of MGM Springfield, first approached Wenleder, then the VP of Finance and CFO at the New York New York Hotel and Casino in Las Vegas, about coming to the City of Homes three years ago, she almost immediately started giving it some serious thought.

There were several reasons why she eventually said ‘yes.’ There was that opportunity to be part of another community comeback story, if you will, but also a desire to get back to the East Coast (she was born and raised in Virginia), and the chance to open a new facility.

“Springfield was a pretty easy sell,” she explained. “I was looking for change — I had been at New York New York for nine years and wanted a new challenge — and the opportunity to have a job that meant more than building a property and running the financials.”

Although those are, obviously, big parts of her job description, as we’ll see.

For this issue and its focus on employment, BusinessWest talked at length with Wenleder about her role at top level of the leadership team at MGM Springfield, and also about why, as she said, this particular job involves much more than running financials.

On-the-money Analysis

Wenleder, one of the first members of the executive team hired last year (see story, page 15), said those letters CFO usually come complete with a lengthy and varied job description.

That’s especially true in the casino industry, where operations such as MGM Springfield have a number of components, myriad expenses, and (eventually, in the case of MGM Springfield) several revenue streams.

But at the end of the day, the job here, as it does everywhere, comes down to making sure the expense side doesn’t exceed the revenue side. (Although, when it comes to the Springfield casino, we’re going to need that word ‘eventually’ again because, at the moment, there are no revenues).

There’s no end to the expenses, though, said Wenleder, who said she’s trying to manage them the best she can.

“It’s quite stressful when you only have one side of the ledger,” she said with a laugh. “Managing the budget is difficult, especially when things come up that you didn’t anticipate, and there are plenty of those.”

One of the most pressing items on Wenleder’s to-do list is putting her own team together. For several months she was a one-person show, but over the past several weeks there have been a number of additions to the finance team.

But most of the hiring is still to come, obviously, she said, adding that, by the time MGM Springfield is ready to open, that finance team will number between 150 and 200 people.

They will be spread out across a number of departments, she noted, including purchasing; warehouse and receiving; inventory control; financial planning and analysis; those working in ‘the cage,’ meaning those handling money; the ‘counts team,’ individuals who pull money out of the slot machines and table games; casino finance (a compliance role); and a small accounting team. (Payroll, accounts receivable, and other functions are handled out of corporate offices in Las Vegas.)

It’s a big job, with big numbers, such as a projected $90 million in annual payroll alone for the Springfield facility, said Wenleder, adding that she does not yet have a budget or updated revenue projections for either the short year ahead (2018) or the first full year of operation to follow.

But she’s working on it — just as she’s working on a whole host of other aspects of the casino operation.

Such as staffing. That is the focus of much of the activity at 95 State St., and the goal is to come up with the right numbers across each of the various departments. Talks are ongoing as to just how many will be needed within each department, she said, adding that the goal, quite obviously, is not to overstaff or understaff. “There’s a balance there, and it’s important to get the right numbers.”

Other day-to-day work includes everything from financial analysis on potential partners, such as retail tenants, the movie theaters, and bowling alley, to setting of internal control drafting procedures related to the minimum standards set by the Gaming Commission.

While handling all that, Wenleder is thinking about that ‘beacon of hope’ aspect to this casino operation, the element that links it many ways to Biloxi, those blue tarps she saw while flying overhead, and the rewarding work of helping a community bounce back from adversity.

“That’s the element to this I really enjoy — engaging the community, helping people find jobs and improve their lives, training them on new skills, and, hopefully, bringing more vibrancy to the area, because other businesses will come because we’re here. There is that ripple effect.”

Watching the Bottom Line

She’s seen that ripple effect first-hand, in Biloxi and in Las Vegas, of course.

And she’s quite confident that there will be one here as well, and being one of the key drivers of that ripple effect is just part of what made Springfield the easy sell she described.

There won’t be anything easy about getting the doors open come September, but Wenleder is, by all accounts (that’s an industry phrase) well on top of things, thanks to a wealth of experience with these balancing acts.

George O’Brien can be reached at [email protected]