Daily News

HOLYOKE — Enchanted Circle Theater’s executive and artistic director, Priscilla Kane Hellweg, has stepped down after 40 years of service, having grown Enchanted Circle from a small touring educational theater company into a nationally recognized leader in the field of arts integration.

In her final letter to the company, she wrote, “I am so proud to leave you with a company that is blessed with hundreds of long-term partnerships with schools, social-services agencies, and cultural-arts centers — and thousands of iterations of creative education programs that have brought joyful and empowered learning to hundreds of thousands of children. This has been the work of many, many hands and hearts. Thank you all for your part in growing this extraordinary company.”

The board of directors is currently working with a consultant and staff on temporary management while studying various governance models. The organization will announce the plan by the end of the school year.

Under Hellweg’s direction, Enchanted Circle has become the regional leader in the field of arts integration, working district-wide in public schools throughout Western Mass. and collaborating with more than 60 community partner organizations, developing work that bridges arts, education, and human services.

She received the 2019 Lifetime Achievement Award from the Massachusetts Nonprofit Network and was a finalist for Excellence in Leadership in 2018. She has received a Champions of Arts Education Award from the Massachusetts Alliance for Arts in Education and a Millennium Award from the National Guild of Community Arts Educators for her commitment to making quality arts education accessible to all.

In 2016, Enchanted Circle was nominated to represent Massachusetts by the Massachusetts Cultural Council to receive the Creativity Connects Award from the National Endowment for the Arts. Its work was highlighted in the national PBS series, American Graduate, for its Shakespeare program that combats summer learning loss in Holyoke Public Schools. Enchanted Circle received the 2015 Commonwealth Award, Massachusetts’ highest honor in arts, sciences, and humanities; received the 2013 Arts and Humanities Award for Outstanding Organization from NEPR; and was named Outstanding Arts Collaborative in 2011 from Arts/Learning.

Hellweg has created district-wide arts-integration initiatives to enhance academic achievement for Holyoke, Amherst, Northampton, and Westfield public schools, and has collaborated on the development of several Teacher Training Institutes with numerous partners, funded by the National Endowment for the Arts, the National Endowment for the Humanities, and Teaching American History grants. She has taught professional-development workshops for many district-wide school systems in Massachusetts and Connecticut, including the Wang Center in Boston, the Smithsonian Institution in Washington D.C., the History Institute at the University of Massachusetts, and the Collaborative for Educational Services in Northampton. She has been adjunct faculty at the University of Hartford, Hampshire College, and Westfield State University. She has also co-written and directed several site-based historical plays for educational and cultural tourism sites.

Daily News

NORTH ADAMS — Massachusetts College of Liberal Arts (MCLA) and its Department of Business Administration will once again partner with Habitat for Humanity to offer free tax-preparation services to local residents in need through the Volunteer Income Tax Assistance (VITA) program.

Habitat for Humanity administers VITA, a program of the IRS, to assist taxpayers with disabilities or limited English-speaking skills, those 60 years of age or older, and individuals who make $57,000 or less per year. MCLA students will be available to complete both basic and advanced returns, including those with itemized deductions.

The students who participate in this program undergo a rigorous training, become IRS-certified, and will work under the supervision of MCLA Professor of Accounting Tara Barboza, an enrolled agent with the U.S. Department of the Treasury and a certified public accountant (CPA).

In addition to meeting a significant need in Northern Berkshire County, Barboza said, “participating in the VITA program is a unique opportunity that will provide students with valuable, hands-on preparation experience.” They will earn college credit, and accounting students can use this credit toward the requirements for the CPA exam.

Interested individuals should call Habitat for Humanity offices at (413) 442-0002 or (413) 442-3181 to find out if they qualify and schedule an appointment. MCLA students will begin to see clients on Monday, Feb. 7. Hours will be Mondays and Wednesdays from 4 to 8 p.m. in Murdock Hall on the MCLA campus in North Adams. The program will continue through April 13.

Daily News

SPRINGFIELD — The New England Financial Marketing Assoc. (NEFMA) announced that Mary Cate Mannion, a digital PR analyst for Garvey Communication Associates Inc. and producer for New England Corporate Video, will be the keynote presenter for its upcoming virtual Awards Show on Thursday, Feb. 11 from 5:30 to 7 p.m. The event will also feature the winners of awards for the most creative, innovative, and successful campaigns across several different financial-services categories.

Mannion’s presentation, “What’s Old Is New: How the Age-old Art of Storytelling Will Set Your Existing Media Channels on Fire,” will explain how brands can generate meaningful and measurable engagement while shedding all that extra budget weight of meaningless and empty impressions. Included in her presentation will be best-practice examples from HarborOne Bank, Mascoma Bank, Monson Savings Bank, Needham Bank, and PeoplesBank.

An award-winning former anchor and reporter, Mannion has interviewed hundreds of business people and watched many fail their own interest because of an inability to tell their own truthful and meaningful story.

“Meaningful stories break through the clutter, and I was rewarded for helping tell them,” she suggested recently. “Now that I am behind the camera, I want to help businesses tell their story because it truly is the new elixir of engagement — and in a digital world, nothing matters more than engagement, the marketing superfood of 2022.”

Mannion has worked in the Holyoke-Springfield DMA as an anchor/reporter for ABC, CBS, and FOX News affiliates; in Bismarck, N.D. as an anchor/reporter for an NBC News affiliate; and in Portland, Maine as a reporter for an ABC News affiliate. She won a Broadcaster’s Award for her work and was nominated for two Midwest Emmy Awards.

She is a graduate of Emerson College, where she earned a bachelor’s degree in broadcast journalism. She is also currently a board member of the Willie Ross School for the Deaf and a member of Women in Film & Video New England.

Daily News

SPRINGFIELD — Western New England University (WNE) School of Law Professor Jennifer Levi has been named an inaugural fellow in a new Salem State University program of the Berry Institute of Politics (IOP). Levi will share this honor with former Boston Mayor Kim Janey for the spring 2022 semester.

Levi is a lawyer, professor, and nationally recognized expert on transgender legal issues who has dedicated their career to fighting for the rights of women, children, the poor, and gay, lesbian, bisexual, transgender, and queer (LGBTQ) clients. Currently, Levi serves as director of the Transgender Rights Project for GLBTQ Legal Advocates & Defenders (GLAD) and as professor of Law at Western New England University. Throughout their career, Levi has led legal fights for transgender equality across a range of contexts, including in the areas of family law, education, healthcare, incarceration, military service, and beyond.

As rising or seasoned professionals, fellows share their knowledge, skills, and experiences with students who are exploring and pursuing careers in politics and public service. As current practitioners, fellows support students building practical skills that will supplement what they are learning through academic courses. Through one-time and ongoing engagement, fellows serve as resources and mentors to students. During their visits, IOP fellows will participate and lead both curricular and co-curricular programs.

Established in 2019, the Frederick E. Berry Institute of Politics is a non-partisan effort to expand political engagement at the university and on the North Shore.

Cover Story

Ethics in Business

The two words ‘ethics’ and ‘business’ come together in the same sentence often, although what they mean when they are juxtaposed like that depends on whom you ask. A common refrain is that it means ‘doing the right thing.’ But even that becomes somewhat complicated amid questions concerning who we are doing the right thing for. And then, there’s the matter of profit, and the question of if, when, and under what circumstances it comes ahead of ethics. To get some answers, BusinessWest convened a panel of area business leaders for a virtual roundtable discussion. The comments, as might be expected, are thought-provoking, and lead to more questions. Our panelists include Peter DePergola, chief Ethics officer, senior director of Clinical Ethics, and chief of the Ethics Consultation Service, Baystate Health — and also Shaughness family chair for the study of the Humanities, associate professor of Bioethics and Medical Humanities, and executive director of the St. Augustine Center for Ethics, Religion, and Culture at Elms College; Sandra Doran, president of Bay Path University; Tom Loper, Associate Provost & Dean in the School of Arts, Science and Management, Bay Path University, and former business owner; Mark Cutting, president and CEO of C&D Electronics; Drew DiGiorgio, president and CEO, Wellfleet; and Patrick Leary, partner with MP CPAs.

Watch the video here:

 

BusinessWest: Let’s start with that phrase ‘ethics in business.’ What does that mean to you?

 

DePergola: “For me, ethics is the philosophical study of morality, and morality, at its heart, concerns how the actions we perform contribute to the persons we become. To me, ethics in business is the way we in which we express and articulate or moral character in business transactions — not just with consumers, but with one another on our teams. We’re a little slow in western culture to pay as much attention to ethics in business as we should; there’s the classic Freeman v. Freeman debate where we talk about the distinctions between profit and corporate social responsibility, and whether we should ever sacrifice things like profit in pursuit of greater common good. So I think the opportunity for business to pause and reflect on itself in a new way is somethings that’s evergreen. Ethics is something that’s been discussed and considered for a much longer time in things like medicine, starting with people like Hippocrates. Ethics in business is no less important than ethics at the bedside.”

Peter DePergola

“To me, ethics in business is the way we in which we express and articulate or moral character in business transactions — not just with consumers, but with one another on our teams.”

Doran: “I think any discussion of ethics also has to include a discussion of morals and values, because each one of those has its own place in how we think about things. Most people think of morals as a more personal aspect of their character and how they view things, the lens through which they look at the world. And when we think about ethics, it’s often framed more as an organization; what are the rules, what is the code that people are going to operate within as part of an organization? That’s a really important consideration for any business or organization: what is the lens, what is the framework? And how are we thinking about ethics in that context?”

 

Cutting: “I’m in the aerospace and defense industry; we service a majority of the prime contractors across the world. Ethics for me is … we are a small, minute part of the supply chain in that industry, and our hope is that, as a small business, we can be treated fairly and ethically. We understand our competition, and we understand that, because we’re small, we may be taken advantage of at some level. Those are the things we think about as we strategize and when we work with these big firms and negotiate contracts. We have to hope that the terms and conditions that apply to us apply to others. It’s a concern, and we hope that we’re on a level playing field. We just don’t know. We’re hoping that everyone who supports that industry is ethical at some level.”

Sandra Doran

Sandra Doran

“Most people think of morals as a more personal aspect of their character and how they view things, the lens through which they look at the world. And when we think about ethics, it’s often framed more as an organization; what are the rules, what is the code that people are going to operate within as part of an organization?”

DiGiorgio: “Our business, Wellfleet, provides health insurance, intangible goods; you can’t touch what we produce, so what we produce is a trust, a bond with our members, our clients. It’s all about ethics at the end of the day. Ethics, for us, means doing the right thing, quite simply put. We have contracts and agreements, and if anyone’s looked at a health-insurance policy, it’s 60 pages long; good luck with that. But there’s a lot of faith that you will act ethically about my claim. We’re part of Berkshire Hathaway, and when you’re trying to manage a conglomerate of companies like Warren [Buffett] does, you really just do it through ‘do the right thing.’ That’s the only way to manage at that level.”

 

Loper: “I like to break ethics down into ‘good’ and ‘bad.’ Are we doing something that’s good for folks that are stakeholders? Are we doing things that are not so good? Are we being open and honest? Are we being trustworthy and respectful? All those things are parts of a code of ethics that helps us to deliver on our promise and not come up short. Sometimes we all come up short, we all walk with a limp, as they say, but some people do things intentionally and break those bonds, the contract they’re supposed to have with their stakeholders, and when that’s done, that’s not good at all.”

 

Leary: In public accounting, our job is help other businesses succeed, so we’re privy to a lot of confidential information that is not out in the public realm, and we’ve very cognizant of that. As a public accountant, we’re required to participate in a periodic ethics training specifically on ethics issues, which is interesting because it gives you a chance to pause and look at various scenarios where ethics come into play — not that it doesn’t come into play every day.

“Looking back on my career, and when I’m talking to someone about personal tax planning, I have yet to find someone say, ‘hey, how can I pay the most in taxes?’ Usually, it’s ‘how do I reduce my taxes?’ You need to be careful that you’re playing within the rules, the regulations that are provided out there. There are people that would prefer to skirt those rules, but our job is to make sure that our clients are not doing that, as best we can. We are looking out for our clients, but it’s not just the business owner. It’s the stakeholders as well. Without employees, without customers, without suppliers, you don’t have business. So our business, Mark’s business, Bay Path … everyone here, you’re built on reputation, and it’s easy to lose your reputation and very hard to get it back.”

Tom Loper

“Sometimes we all come up short, we all walk with a limp, as they say, but some people do things intentionally and break those bonds, the contract they’re supposed to have with their stakeholders, and when that’s done, that’s not good at all.”

BusinessWest: We’ve heard the phrase ‘do the right thing’ a few times already. What exactly does that mean? Right for whom?

 

DiGiorgio: “You have to keep things simple from the standpoint of terminology, so people understand. You can talk to someone about ethics, and they may or may not understand how ethics works. But if you say ‘do the right thing,’ you can have a team that focuses on your customer, your member, your team. It’s about doing unto others as you would have them do unto you. It’s about treating people with respect, treating people the way you would want to be treated. There’s a lot of ways at looking at ‘do the right thing,’ but most of us understand that, at the end of the day, the ‘right thing’ is the right thing for the person you’re dealing with. Maybe that’s a member on a call with customer service, or maybe five minutes before your lunch break, and you know the call is going to take 10 minutes. Spend the 10 minutes; do the right thing.”

 

Doran: “At Bay Path, our focus is on the student, so we’re always talking about what’s best for the student. But the way we think about doing what’s best in terms of the customer, the student, is ‘how do we build a strong community?’ Because if we have a strong community that supports each other and is invested in everyone’s success, then people generally make the right decisions. If our students are not successful, we’re not successful; if our registrar isn’t successful, then our students are not successful. We’re really focused on this virtuous cycle of success.”

 

DePergola: “There are many different avenues to try to articulate the ‘right thing to do’ in a given scenario. One of the things we try to do is look at decisions to be made from a variety of different perspectives, understanding that our primary goal in that analysis is very likely, although not exclusively, to try to make the small decision 1,000 times to put someone else’s well-being ahead of our own, without sacrificing who we are as a person, what we stand for, at a base level. In the clinical world, we’re asking questions of whether what we’re doing is reasonable; we’re asking why we’re doing it, how we’re doing it — is it proportionate to the good we’re trying to accomplish? When are we doing it — is it the right time? Where are we doing it — is it the right place? We ask questions about ‘what if?’ — we project the foreseeable consequences of the decision, not just at the end of the day, but where does this leave our patient or our stakeholder or our shareholder six months from now?

“And then, there’s ‘what else?’ This is my favorite question of moral analysis because it’s the question of moral imagination. It helps us understand that, when we make a bad decision in business ethics, it’s not because we’re morally bankrupt in some way, but because we’ve been to unimaginative; we’ve focused on an ‘A’ or a ‘B’ option, and we failed to brainstorm for a ‘C’ or ‘D.’ So there are a variety of ways to get at what’s the right thing to do.”

Mark Cutting

Mark Cutting

“If I ship a bad product to a big customer like Boeing, and there’s failure, I’m destroyed in my business and in my industry. It’s a top-down, flow-down thing to make sure everyone’s on the same page concerning the ethics that you believe in.”

BusinessWest: Smith & Wesson recently announced that it will relocate its corporate headquarters from Springfield to Tennessee, a move that will presumably help the company but hurt families in this area and the region as whole. What does this case tell us about ethics and how it is often difficult deciding what it is the right thing to do?

 

Loper: “Smith & Wesson may have shut doors if it can’t move or cut 500 employees, and the people in Tennessee think it’s a great thing. In Springfield, to someone who just lost their job, it’s a bad thing. What is the right thing? It depends son your perspective.”

 

DePergola: “This is certainly my reality in the world of clinical ethics — that the good thing to do is very often, if not exclusively, the least bad thing to do. And I mean that in a very literal sense. It’s not a clear or easy decision between choosing something clearly good or something clearly bad; you don’t need an ethical analysis for that. It’s often choosing something that will have indirect and unintended consequences that are negative and that are unavoidable in pursuit of something good, like maintaining the structure of the company — somewhere. So, really, finding the good is very often a matter of trying to identify the least bad thing to do, knowing that a perfect solution is not possible.”

Patrick Leary

“You’re built on reputation, and it’s easy to lose your reputation and very hard to get it back.”

Cutting: “For the management staff at Smith & Wesson, it was a tough decision to make; you’re going to have to let some folks go, but you’re going to be able to maintain your stock value to your shareholders, which, under those conditions as a publicly traded company, is part of your mission statement. You’re there to provide the best and most absolute path to success for that company. It’s a slippery slope when we make decisions like that, and I think, unfortunately, maybe we need to look in the mirror in this state and say, ‘was that the right thing for us to? Maybe we should claw that back, re-embrace them, and change the law.’”

 

BusinessWest: Just how does leadership set the tone when it comes to business ethics?

 

Doran: “You have to show, not tell. Everything a leader does is under scrutiny — they’re being watched with a magnifying glass. But it’s equally important to have a written statement. We all have values, personal values, but it’s very important to have an organizational framework … it’s really important that everyone understands where an organization stands when it comes to things like integrity, inclusivity, and dealing honestly with everyone — in our case, students, faculty, staff, everyone in the ecosystem.

“Everyone in our university, whether you’re a trustee or alum, has a social compact to abide by a common value set and code of ethics, and that was really tested through COVID. Everyone had to support this code of conduct; it was testing, it was mask wearing, it was … maybe you have a relative in Rome and you want to visit them, but you can’t do that, because it’s not good for our community. So the code centered not on what’s good for you, but on what’s good for our community at large, and that was a really good example, I think, of this code of conduct and how leaders set the tone.”

 

Cutting: “When it comes to people being ethical or a company being ethical, it has to be top down. It starts at the top, and it has to flow down to everyone in the company. You talk about the reputation in the industry … it doesn’t take long to lose it. If I ship a bad product to a big customer like Boeing, and there’s failure, I’m destroyed in my business and in my industry. It’s a top-down, flow-down thing to make sure everyone’s on the same page concerning the ethics that you believe in.”

Drew DiGiorgio

“It’s about doing unto others as you would have them do unto you. It’s about treating people with respect, treating people the way you would want to be treated.”

Loper: “The recent decision by Smith & Wesson is a great example of how challenging it can be to make decisions in the business world, and by what yardstick. You have to be able to look at yourself in the mirror every day, and there are personal convictions that you have to relate to.

“One of the things I’ve found to be helpful — I’m not sure it’s a solution, but it certainly made it easier for me to look at things when I was in business — is to pull up from the situation that I found myself in as president and think about the different stakeholders and what they were expecting of the organization that I started up or developed, and what responsibilities I had to those stakeholders. That was true whether it was to the city that helped me to get the power that I needed delivered to a place where they had never delivered that much power before, or whether it was the people supplying the material from India, or whether it was putting an ad in the paper to attract people with certain skills to work on a certain piece of equipment — and then seeing people standing in line, waiting for an opportunity to work on that machine, knowing that it hurt other people because I was taking their best.

“I was constantly dealing with matters that bordered on ethical issues, and one of the things that helped me was this concept of conscious capitalism and the idea of thinking more broadly than my own business and trying to take a long view of what value creation is all about, and for whom. And there were constant tradeoffs, and I was always trying to look at bigger issues and make the best decision I could with the information that we had.”

 

DiGiorgio: “We have several keys at our business — security, empathy, honoring commitments, and then, fiscal responsibility. And they all flow together. And if we do those things, that’s going to produce the right results. But you have to establish those keys and set that culture. That’s where it begins.”

 

BusinessWest: Finally, profits and ethics. How do we balance these two important pillars of business?

 

Loper: “You have to take the long view; you can’t just take the short view, as with those quarterly profits. And that quarterly review process that larger corporations, the Fortune 500 companies, have to go through, makes it very difficult to make the right long-term decision. It’s very hard sometimes to make the right decision.

“When you talk about profits, I think you have to understand that there are short-term profits and long-term profits, and it’s not all measured in dollars and cents. Sometimes it’s measured in terms of forests being destroyed that could affect the climate or natural resources being exploited that are not replaceable. This whole concept of conscious capitalism that encourages us to think bigger is not just a theory; there’s a whole collection of major corporations that are part of that whole movement of shared value and conscious capitalism that are doing better on Wall Street than companies that don’t, that historically have focused on a much narrower definition of ‘corporate profit.’ And I think that this is showing the rest of the world that you can do that, and the more global we’ve become, the more influence we’re going to have on that notion of what ‘profit’ really is. We need to have broader measures of success as companies than just profits.”

 

Leary: “I agree. Short-term profits are not indicative of the long-term value of a company. With most companies on Wall Street, you’re looking at quick profits, and some of the biggest frauds that have committed at public companies were for short-term profit for people — and those companies are no longer around.

“When you look at the overall value of what you’ve created as a business owner, it’s not just dollars, or profits — it’s how many families have you helped feed, or how many kids have you sent to college, or what you’ve done for the community — that should all be part of the profit equation. You can do both — you can have profits, and you can have a successful company and an ethical company. You can balance those two; ethics and profits don’t have to be mutually exclusive. In fact, they should be working hand in hand. Ethical companies have a longer-term prospect than those looking at short-term gain, and we’ve seen that through history with companies that have failed. Why did they fail? It’s typically because of some short-term decision that someone made.”

 

Doran: “At Bay Path, our board is very focused on ESG [environmental, social, and governance] investing, and making sure that a company’s values align with our values, and of course we’re also very focused on making sure our portfolio performs, because it’s in the interest off our endowment that funds a large part of our scholarship program. And we’ve been doing some very technical comparisons [between] companies that are more ESG-focused and others that may not have it as a stated part of their practice … and the returns are very similar. That shows that profits and ethics do go hand in hand at many places. It should not be an anomaly, it should not be the exception, and I do not believe that it is.”

 

DePergola: “The real litmus test would be … if the profit started to significantly slow down, would we still do the right thing? I think that confronts us with who we are. And if we’re not sure if we would do the right thing if the profit slows down, then we should take a look at that. Overall, Patrick and Sandra are right: profits and ethics are not mutually exclusive. Doing the right thing consistently over time, getting buy-in, and anchoring things to the mission — what we’re going to stand for no matter what — that’s what people want to be part of. And I think profit follows from that decision to do the right thing.” u

Banking and Financial Services Special Coverage

More Than Writing Checks

Kevin Day

Kevin Day says banks — including Florence — responded strongly to rising food-insecurity needs during the pandemic.

Banks and credit unions have long touted their role in supporting local nonprofits through philanthropic efforts, but those efforts took on more urgency over the past two years, especially in areas such as food insecurity and other basic human needs. But even before the pandemic, these institutions were giving back in ways that went well beyond writing checks, from participating in fundraising events in the community to promoting a culture of volunteerism among officers and employees. In other words, the needs remain numerous, but so do the ways to address them.

 

 

When it comes to philanthropy, Kevin Day, says, Florence Bank’s overall goal never changes.

“We just try to be resilient and strengthen our communities and nonprofit sector,” said Day, the bank’s president and CEO. “We don’t necessarily go out year after year and do the same things; we tend to respond to the needs that arise, and needs in the community ebb and flow each year. Certainly, the last two years with COVID, we’ve responded to what the needs are and basically evaluated requests as they come in and tried to find the ones that have the broadest impact.”

The most obvious such need — one that many banks made a point of focus over the last two years — is food insecurity. Since the start of the pandemic, Florence Bank has donated at least $140,000 to organizations addressing that issue.

“We supported many local pantries and survival centers because the pandemic ramped up that need,” Day said. Meanwhile, “other organizations couldn’t run their normal events or even run the services they normally do. The way we managed our donations was responding to needs as they grew, and we were able to respond in a bigger way than normal.”

Craig Boivin, vice president of Marketing at UMassFive College Federal Credit Union, said it’s “in the DNA” of credit unions to invest money back into their local communities, and his institution does so in four main ways: writing checks to nonprofits, running donation drives, encouraging volunteerism among employees to help out community organizations, and financial-education programs that empower members in their financial lives.

“We had new requests coming in that we never had before because of agencies that were feeling an impact from a surge of families and individuals needing support because of the pandemic.”

Some of the events UMassFive typically supports, such as Will Bike 4 Food and Monte’s March, which both support the Food Bank of Western Massachusetts, took on new importance during the pandemic, while the credit union also raised $16,000 last year for the UMass Cancer Walk and Run, bringing its total support of cancer detection and prevention through that event to around $160,000. It has also made a 10-year, $100,000 commitment to CISA to help people access healthy food through farm shares.

Meanwhile, members can use their ‘Buzz Points’ from a debit-card reward program, typically redeemable for gift cards at local establishments, to donate to area nonprofits instead, Boivin said.

“We’ve really tried to play that up over the past couple years because there’s so much need in those local organizations, and not everyone has the means to support them by writing checks, so, just by doing normal shopping, they can donate points earned from the program.”

On what Boivin calls the “roll up your sleeves” side of the bank’s efforts, members and employees provided 350 pounds of personal items to food pantries and the Amherst and Northampton Survival Centers last year, collected hundreds of winter coats for people in need, while continuing to participate in events like the Connecticut River Conservancy’s Source to Sea Cleanup.

“During the pandemic, we were thinking creatively about what else can we do that’s different than what we’ve done in the past to support different folks,” Boivin said. “In some cases, it was really kind of doubling down on our efforts because the needs jumped more than expected.”

Kevin O’Connor, executive vice president and chief banking officer at Westfield Bank, agreed. He said that, during the pandemic, the bank has received requests for help for many new organizations, as well as different kinds of requests from nonprofits it has assisted in the past.

“We had new requests coming in that we never had before because of agencies that were feeling an impact from a surge of families and individuals needing support because of the pandemic,” he noted. “We looked at every agency we didn’t know and looked at how they were doing things to support people. It might have been people we already gave to before, like the Boys and Girls Club of Westfield, that was doing something new and different.”

The bank was able to support many of these new requests through what he called a ‘reallocation’ of resources, especially when it came to events — and there were many of them — that were canceled because of the pandemic.

Moving forward, he said the bank has increased its budget for giving in 2022 to support events and organizations it has backed for years, if not decades, and also support some of those new, pandemic-related requests that won’t be going away any time soon.

 

Expanding Needs

Dan Moriarty, president and CEO of Monson Savings Bank (MSB), said the bank has long supported the basic needs of people in the community, whether that’s food, shelter, clothing, or education, to name a few. “We look at the basic needs first, and then we look at community development and youth. We try to spread money around to as many organizations as we can. And need plays a major role in those decisions.”

The nature of the pandemic, and how it isolated people and disrupted the economic well-being of families and forced them into challenging situations, certainly changed the calculus of those efforts, Moriarty noted. “I think it exacerbated the need to help people with their basic needs, even more than during a normal cycle, outside of a pandemic. Again, with so much need out there, we strive to eliminate it.”

PeoplesBank recently announced a record level of charitable contributions in 2021, with donations reaching $1,315,000 over the past year with a total of close to $11 million donated since 2011. The bank has doubled its donations in the last five years.

“During the pandemic, we were thinking creatively about what else can we do that’s different than what we’ve done in the past to support different folks. In some cases, it was really kind of doubling down on our efforts because the needs jumped more than expected.”

“We do have funding focus areas, as we call them, that are probably similar to other banks,” said Matt Bannister, the bank’s senior vice president of Marketing and Corporate Responsibility, listing among them economic development, food insecurity, housing, social services, sustainability and the environment, and literacy (both early-childhood and financial).

“I would say 90% of our grant requests fit into one of those categories,” he said. “The other category is community, which is anything that doesn’t fit another category. For instance, fireworks or First Night Northampton — things that are good for community spirit.”

The bank has donated meals to frontline responders during the pandemic (as has UMassFive and other institutions) and PPE, actions which are unique to the current environment, but most people negatively impacted by COVID tend to fall into one of PeoplesBank’s traditional philanthropic focus areas, like housing needs, food insecurity, or social services.

“We’ve given to specific COVID causes as they’ve come up over the past couple of years,” Bannister said. “We’ve done that over and above the normal giving we do anyway.”

He noted that, “even giving what we give, we’re still not able to give to everyone who asks; the needs out there are pressing.” To further address those needs, the bank’s employees donate 10,000 volunteer hours per year, and 74 of them have served on 54 different nonprofit boards.

Florence Bank takes pride in similar efforts, Day said. “We encourage all our officers to be part of the nonprofit community in some way. And our employees are involved in roughly 125 organizations in the area, as board members, volunteering at events, and so on.”

Monson Savings Bank recently announced that its employees donated $8,880 to various local nonprofits in 2021 through the bank’s Team Giving Initiative Friday (TGIF) program.

“Western Massachusetts is not only the bank’s home, but home for many of our team members,” Moriarty said. “We work here, live here, and raise our families here. We are invested in the well-being of the local landscape and ensuring that our neighbors’ needs are met.”

Through the TGIF program, bank employees elect to donate $5 out of each of their paychecks to employee-selected nonprofit organizations that support the bank’s local communities. Since the program was launched seven years ago, MSB employees have donated a total of $45,170 to various charitable organizations.

“The TGIF program is just one example of our employees holding up the bank’s value of helping our neighbors in need,” Moriarty went on. “I often refer to us as a team here at Monson Savings. The TGIF program is a true team effort. Participants of this program donate just $5 out of their pay, and each donation comes together to create a large impact.”

 

Mission Driven

O’Connor said Westfield Bank, like other institutions, looked at new and different ways to support the community as a result of COVID, with many of them being public-health-related.

As one example, he cited the bank’s support of vaccination efforts in Springfield in a partnership effort with the Basketball Hall of Fame and other entities.

“We offered some support to help draw some bands and other kinds of entertainment to the Hall of Fame so that people would then hopefully go in and learn about vaccination, and hopefully get vaccinated, if that was their choosing,” he noted, adding that there were other initiatives with the Food Bank of Western Massachusetts and other agencies working to meet growing needs during the pandemic.

Boivin stressed that part of UMassFive’s community support stems from its financial-empowerment workshops, which have traditionally been offered at branches during the evening and sometimes during lunch hours.

“One silver lining of this pandemic is that it really forced us to get into the virtual world, opening those workshops up to a greater pool of people who might not get into our branches,” he said. “We had people from a much wider range of locations because we put content online and they could log in from home and don’t have to trek over to a branch.”

The workshop topics range from budgeting essentials to understanding credit to the basics of homebuying 101 — “quite a range of topics that all directly support our mission,” Boivin added, noting that these efforts and those directly supporting nonprofits all stem from the same philosophy.

“Even by giving out loans to people buying their first car or their first home, all those big life events, we play a role in the community,” he told BusinessWest. “Part of playing a role in the community is keeping more dollars local, investing in local organizations, and at the same time amplifying the mission of the credit union to better the financial lives of the people we serve. It takes many forms.”

Day agreed. “Community banks are in the same boat. Our employees are here, we all live and work in the community, and we all have a vested interest in making sure our community thrives.”

Unlike larger institutions whose management or directors don’t necessarily have a personal stake in the community, “for us, it’s a very important connection,” he added. “The decision makers are all here in the community. We’re not giving to places we don’t know. We see people impacted every single day, so there’s a tight connection between a bank like ours, where all our customers come from the local community, and our local organizations.”

Moriarty said Monson Savings Bank turns 150 this year, and he’s been looking at documents from the institution’s founding, which drove home MSB’s place in the community and why philanthropy is important, whether in a pandemic year or … well, a more normal one.

“Community banks were established to help people. They’ve always followed that mission,” he said. “We’re here to help the community; our mission is to help people save and prosper, but also to help the community wherever there’s a need, and we take that to heart.”

 

Joseph Bednar can be reached at [email protected]

Education Special Coverage

After the Sticker Shock

Bryan Gross

Bryan Gross says families aren’t always aware how many resources are available to help pay for college.

It’s not exactly news that the cost of college — at least, the published price tag — has consistently risen over the past two decades. But the net cost — what students actually pay — has actually crept down a bit. That’s largely due to the myriad resources families can access to help bring those costs down and reduce the initial sticker shock. Putting the pieces together takes some effort, self-education, and patience, but most families would agree that the end result, a degree, is worth the journey.

 

Fifty thousand. Sixty thousand. Seventy-five thousand.

A generation ago, dollar figures in that range might get a student through college; these days, at many schools, they’re typical price tags for one year.

Good thing no one pays sticker.

“I don’t care if you’re making $5 million a year or no money; there isn’t a single student paying the sticker price,” said Richard O’Connor, director of Financial Aid at American International College (AIC). “There’s a lot of shock when families see the sticker price, but as you take them further through the process, they see what the final bottom line is for them.”

Indeed, according to the College Board, for the 2021-22 year, the average published tuition and fees for full-time students average $10,740 for a public, four-year, in-state college, 1.6% higher than in 2020-21. For public, four-year, out-of-state schools, it’s $27,560, 1.5% higher than in 2020-21. Private, four-year colleges currently average $38,070, 2.1% higher than the year before.

However, the majority of full-time undergraduate students receive grant aid that helps them pay for a good deal of those costs. The average net tuition and fees paid by first-time, full-time, in-state students enrolled in public four-year institutions currently sit at $2,640, a 15-year-low. At private schools, it’s $14,990 — again, a 15-year low.

“Almost all families enrolling in college do not pay that sticker price,” said Bryan Gross, vice president of Enrollment Management and Marketing at Western New England University. “There’s always a combination of merit-based and need-based money that goes into it.”

Kerry Cole, vice president for Admissions at AIC, noted that all colleges offer merit scholarships based on a student’s GPA and other measures of high-school success. “They would receive it for all four years, as long as they’re successful progressing in the program. Every school has different guidelines students need to hit, but it’s usually pretty attainable for most students, in addition to federal or other institutional aid.”

In addition, she noted, “students may find it less expensive to go to private school, because of the aid award, than it is to go to a state school. When I was going through 20-plus years ago, that’s exactly what happened. I was a low-income student, had high academics, and was able to attend a private school and live on campus for the equivalent cost of a state school. A lot of people don’t know that until financial-aid time.”

“Almost all families enrolling in college do not pay that sticker price. There’s always a combination of merit-based and need-based money that goes into it.”

On the admissions side, Gross added, “it’s really important for families to understand that different colleges and universities have different ways they evaluate the family’s financial circumstances.” For example, some schools are ‘need-aware’ in crafting the merit package, incorporating a family’s ability to pay, while others, including AIC, are ‘need-blind’ when they award financial-aid packages.

Merit decisions are based on more than grades, too; schools also consider standardized test scores — although these are starting to recede in importance, and many colleges are even test-optional now — as well as extracurricular activities, volunteerism, letters of recommendation, and more.

And that’s just the start of what families need to know about paying for college — a process that can be confusing and intimidating, but is also rife with opportunities to shave down that sticker price even further.

 

Guiding Lights

Community colleges offer a less-daunting price tag to begin with, but that doesn’t mean the process of seeking aid and paying for school is any less thorny. Darcey Kemp, vice president of Student Affairs at Springfield Technical Community College, said STCC guides entering students and their families through a robust onboarding process.

“We do an initiative called Roadmap to STCC, a series of live webinars with students, parents, and guidance counselors on different topics over the course of the year, depending on the time of year it is,” she explained, noting that topics range from testing and placement to financial-aid deadlines and filling out the Free Application for Federal Student Aid (FAFSA).

Darcey Kemp

Darcey Kemp says efforts to help students manage college costs begin well before they arrive on campus and continue through their time at STCC.

“We make sure we’re ahead of all that,” Kemp said. “FAFSA can be intimidating, and we always want to make sure they know it’s coming and we’re helping them through the process.

“It’s important to normalize the financial-aid process,” she added. “It can be overwhelming — in particular, for anyone who has not had experience doing it before.”

Cole said colleges offer an online net price calculator, where families can input data on GPA, expected family contribution, and other factors to generate an expected net cost well before submitting FAFSA or getting an offer. “It’s not exact,” she noted, “but it’s pretty darn close.”

In addition, O’Connor noted, Western Mass. is rich with resources to secure outside scholarships, from entities ranging from community banks to Big Y; from the Horace Smith Fund to the Community Foundation of Western Massachusetts, the latter of which provides access to scores of scholarship opportunities with one application.

“The importance of a little effort in writing an essay can yield you thousands of dollars in outside scholarship money,” he added.

And high-school seniors shouldn’t overlook the smaller ones, Cole said. “Make this your part-time job on Sunday afternoon — take an hour or two, look for scholarships, write an essay, and send those out. Even $25, $50, $100, those add up; that’s a textbook.”

Gross refers students to fastweb.com, which he calls “a clearinghouse of lots of external scholarships. A lot of students don’t realize these scholarships often have a lot fewer applicants than you would expect, especially those that require an essay.”

Like Cole, Gross suggested students carve out time on the weekends to make an investment in their finances. “Now, the last thing you want to do is write another essay, but take Saturday or Sunday afternoon, and do some essay prompts; what you find on Fastweb can be reused and apply to a bunch. I’ve seen families surprised they got some of these national and regional scholarships — $1,000, $2,000, $3,000 … every bit helps.”

Meanwhile, he added, parents might reach out to their employers to see if they offer tuition-reimbursement programs they might not have even been aware of.

Once on campus, many students take advantage of federal work-study programs to reduce their tuition bill — and gain valuable work experience to boot.

“It’s a job on campus, but it’s also a learning experience for students,” Cole said. “If they’re going to make mistakes, better to make them here, and be mentored and educated through the process, than make them out in the corporate world. Many of them don’t have office experience; most students wouldn’t at 18 years old. That’s another benefit of work study.”

Gross stressed that jobs on campus are available, but not guaranteed. “You still need to interview for a job, show up, demonstrate skill, or you could lose the job.

“It’s a good opportunity for students,” he added, “but at the same time, with COVID-19 stress and academic demands, you always want to have a family conversation about whether working the first semester makes sense, or if it’s better to adjust to all the academic issues before working.”

 

A Dramatic Shift

A few colleges have made a splash in recent years by eliminating loans from their financial-aid packages and replacing them with grants. Smith College recently announced it would begin doing that starting this fall.

This expansion of the college’s financial-aid program represents a new annual investment of $7 million, which will bring the college’s total aid awarded next year to more than $90 million. All students receiving need-based institutional aid, which represents more than 60% of the student body, will receive an increase in their grant funding from the college.

Kerry Cole and Richard O’Connor

Kerry Cole and Richard O’Connor say students shouldn’t be hesitant to reach out if they run into difficulties with college costs during their time at AIC.

“Eliminating loans from financial-aid packages will enable Smith to recruit and enroll the best students, regardless of family resources, and enable future alums to begin their careers or continue their studies with their debts greatly reduced or eliminated,” President Kathleen McCartney wrote in a letter to the campus body last fall. Reducing college debt, she added, “will be life-changing for students, families, and future alums.”

In addition to providing financial aid, Smith will award one-time ‘startup grants’ of $1,000 to entering students with an expected family contribution of less than $7,000. And to seniors graduating in 2022 with need-based institutional grants, Smith will offer one-time ‘launch grants’ of $2,000 to help with the cost of transitioning to life after college. All these new initiatives will be funded through gifts to the college and recent endowment gains.

That’s a turn for the better for many students at the Northampton institution. But circumstances can turn for the worse, too, on any campus. A job loss or death in the family can suddenly put a student in financial distress, O’Connor noted. “There are some resources we use at AIC to try to help students who are enrolled and on their path, but face some financial hurdles, which pop up all the time for families.”

Sometimes the hurdle is too much to overcome, but he stressed the importance of contacting the Financial Aid office sooner than later. “My advice is, if you know you’re having some financial issues, reach out and start those conversations.”

Sometimes AIC isn’t the right school for a prospective student right now, but it could be in the future, Cole said. In that case, a transfer path from a community college may be the best option. “The important thing is to keep the same timeline. If you want to graduate in four years as a history major, go get yourself a solid liberal-arts foundation at a community college.

“We can talk about all your options early on,” she added. “Our goal is to have students finish.”

Kemp said families should learn about the Commonwealth Commitment program, which aims to significantly reduce college costs by having students do just that — spend two years at a community college followed by two years at a four-year institution. “We always want to make sure, especially in such challenging times, that we’re as proactive and sharing as much information as possible with the student.”

“It’s important to normalize the financial-aid process. It can be overwhelming — in particular, for anyone who has not had experience doing it before.”

Gross noted that the federal government has a process called professional judgment in the case of changing financial circumstances for students already enrolled at WNE or any other college. “We take families through the professional-judgment process, the government re-looks at the FAFSA information, and can adjust families’ expected contribution, which would potentially qualify them for more federal or state funding.”

In addition, “most schools have some emergency funding, which is limited,” he said, as colleges can’t hand out money to everyone.

 

Toward the Finish Line

At STCC, the importance of understanding the financial process, and laying down a foundation for success after college, doesn’t end with enrollment. A counselor is on campus twice a week, working with students individually with financial-aid questions.

In addition, the Center for Access Services provides a broad range of non-academic supports, including assistance with food and basic supplies in the event of financial hardship.

“There are some resources we use at AIC to try to help students who are enrolled and on their path, but face some financial hurdles, which pop up all the time for families.”

“During COVID in particular, we’ve seen an increase in students encountering short-term financial emergences that prevent them from continuing their education goal, so we help them overcome those short-term emergencies and successfully complete their coursework,” Kemp explained.

There’s a curricular focus on financial literacy as well, including a personal-finance course, she noted. “Everyone has different needs when it comes to personal finances. We’re really trying to provide as many supports as possible but educate students from a financial-literacy perspective as well.”

The bottom line? Colleges want students to succeed — when they’re on campus, to be sure, but also when they’re still pondering whether they can afford to enroll at all.

“The average school may discount tuition by 40% or 50%,” Gross said. “So definitely look beyond the sticker price.”

 

Joseph Bednar can be reached at [email protected]

Manufacturing Special Coverage

Making Changes

 

Steve Graham

Steve Graham stands in front of spools of 3D filament at Toner Plastics.

In manufacturing, as in many industries, the story of the past year has been one of shortages and high costs — shortages of both materials and workers, and rising costs of supplies and wages as a direct result of those trends. As this story and the one on page 39 make clear, the problem isn’t demand for manufactured products, but meeting that demand at a time of global disruption. Yet, for many companies, this may turn out to be a time of innovation, too.

 

By Mark Morris

 

Steven Graham called it a “double whammy.”

Specifically, throughout 2021, manufacturers faced a year full of supply-chain issues and the constant challenge of having enough workers. And when Graham, president and CEO of Toner Plastics in East Longmeadow, could find raw materials, they cost more — lots more.

“You operate at a smaller profit margin because you can’t necessarily pass along the price increases,” he said.

In Graham’s company, raw materials are mostly plastic pellets that are fabricated into diverse types of products ranging from craft items to medical devices. Because plastic is derived from oil, price swings are nothing new to him, but he described the last couple of years as brutal.

On top of normal supply-chain issues, Graham said last winter’s sudden freeze in Texas exacerbated an already-tough situation. There are usually plenty of warnings before hurricanes hit the Gulf of Mexico, which allows oil refineries to shut down days before to ride out the storm. The freeze arrived with no warning, leaving the refineries unprepared.

“The damage was more extensive, which shut them down much longer than we’ve seen after other weather events they’ve endured.”

As a result, Graham has seen persistent cost increases for the last 12 to 18 months. “I’ve been in this business 40 years, and I’ve never seen the size of the increases and the length of time they’ve stuck around.”

OMG Inc. in Agawam uses steel wire and flat stock for its line of screws and fasteners, as well as chemicals for the adhesives it makes for its roofing division. Since the pandemic, purchasing raw materials has been challenging and increasingly expensive.

“We often saw a doubling if not tripling of prices for our raw materials,” said Hubert McGovern, president and CEO of OMG.

While the supply situation has improved in the last couple of months, McGovern said, when materials do arrive, the next challenge is having enough workers to make the products and get them out the door. Between increased competition for workers and COVID-19, it’s difficult to stay fully staffed.

“At the height of the most recent COVID spike, 10% to 15% of our workforce was affected at some level of COVID quarantine,” McGovern said.

The jump in COVID cases also made the last weeks of 2021 difficult for Mestek, the Westfield manufacturer of HVAC equipment. Even though employees will often pitch in when there are staff shortages, delays still occur, said Peter Letendre, plant manager. “Lead times for certain products have been extended because we were lacking raw materials or we didn’t have the right people in place.”

One positive test can affect many employees. As an example, Graham said if one worker in the shipping area tests positive for COVID, the three other workers in that department also need to be tested. Each one who tests positive cannot return to work for five days, even if they have no symptoms.

“It causes the kind of staffing problems where we can’t run a line or drive the forklift trucks if those folks aren’t here,” he explained.

While COVID contributes to labor issues, the larger problem every industry faces involves getting and keeping employees. Kate Keiderling, Human Resources director at OMG, called it a continuous struggle to find the right people.

“We are always looking at pay rates, and we’ve added a sign-on bonus followed by a retention bonus if the person stays six months,” she said. “We’ve also increased the bonus we pay employees who refer others to work with us.”

Back in the fall, Mestek began offering attendance bonuses for workers who put in a full 40-hour week.

“It certainly improved attendance and retention,” Letendre said. “Perhaps more importantly, it has helped us in attracting new employees into manufacturing.”

Kate Keiderling

“We are always looking at pay rates, and we’ve added a sign-on bonus followed by a retention bonus if the person stays six months.”

For many years, Toner Plastics ran three full shifts primarily because plastic fabricating machines are most efficient when they continuously run. Long before concerns about labor shortages, Graham said the third shift was the most difficult to staff and was always the shift with the fewest workers. With the pressures of COVID concerns and worker shortages, he reconfigured the work week at Toner.

“We decided to eliminate the third shift and move to two shifts of 10-hour days, four days a week,” he told BusinessWest. With this schedule, everyone reaches 40 hours by Thursday, and if someone wants to work overtime or make up a day because of an absence, they can do so on Friday.

“This way, there’s no loss of income for missing a day, our production lines continue to run, and we are able to keep orders going out the door.”

 

Challenges to Expansion

In a different labor market, Letendre would have a ‘good’ problem. Last year, Mestek acquired Slant/Fin, a Long Island manufacturer of baseboard heaters and one of Mestek’s main competitors. This year, Slant/Fin’s equipment is being relocated to Westfield, where Mestek will manufacture the company’s radiant heating baseboard products sold at Home Depot stores across the U.S. This opportunity means Letendre needs to hire at least 50 more employees.

“In addition to trying to keep a healthy workforce here, we also have to expand, and that’s a real challenge,” Letendre said.

On top of attendance and retention bonuses, Mestek has expanded a program that encourages employees to increase their wages by developing additional skills.

“Orders for our fasteners continue to stay strong at home centers and retail lumberyards. In the last year, demand has also picked up in our flat-roofing business, so instead of slowing down, both divisions grew in sales.”

“We want to have people with a variety of skills so they can fill in for each other in a pinch,” he said. “Of course, that versatility has become even more important during the pandemic.”

Of course, the pandemic has also generated increased demand for Mestek HVAC products that circulate large amounts of air. Whether it’s for new construction or replacing an existing system, Letendre said this area of the business is booming. “We’re seeing an onslaught of orders for these products, which has been great.”

When the pandemic first hit, McGovern anticipated a slowdown in business for his company, but the exact opposite happened. OMG’s fastener division makes several types of screws used primarily in residential housing and on backyard decks. The first year of the pandemic saw a huge increase in backyard projects and home renovations, which drove demand for all those fasteners.

Peter Letendre

Peter Letendre says lead times for some products have been extended because of a lack of raw materials or people.

“Orders for our fasteners continue to stay strong at home centers and retail lumberyards,” he explained. “In the last year, demand has also picked up in our flat-roofing business, so instead of slowing down, both divisions grew in sales.”

Toner has manufactured the elastic used for N95 masks for years, long before anyone had heard of COVID. Graham explained that his company’s production was for a vendor who supplied the masks to U.S. Navy hospitals around the world. At the beginning of the pandemic, when demand for N95 masks exploded, he ramped up production from one line to three.

“We had already mastered the process and we knew where to get the raw materials to make them,” he said. “As long as we could get enough workers, we would run 24 hours a day to help fill the supply chain.”

By the first quarter of 2021, Graham said the supply chain caught up, and suddenly there was a glut of N95 masks. Toner still makes the elastics, but orders have gone back down to pre-COVID levels.

Looking ahead to this year and beyond, Graham pointed to 3D printing as a promising area for his company. Toner makes the plastic filament commonly used in desktop 3D printers.

“We entered the market when it first started back in 2012, and now we supply a number of the machine manufacturers with filament,” he said. “It’s been a good growth area for us.”

Part of Graham’s job is to look ahead to see who will be in the workforce to make the 3D filament and other Toner products in the future. For years, the industry knew about Baby Boomers reaching retirement age, but the pandemic caused many to leave the workforce sooner and in higher numbers than anyone anticipated — so the pool of available candidates seems to have shrunk.

“I think this labor situation will stay severe and be with us for a while,” he added.

With many long-term employees approaching retirement age, OMG is also paying close attention to who might be leaving and who can be trained to take over in key positions.

“So far, we have been able to fill some of the key roles we have wanted to,” Keiderling said. “However, we’re also expanding, so our need for labor will continue to increase.”

Is more automation the answer to filling the jobs left vacant by the tight labor market? Graham acknowledged the importance of continued automation at his company while also noting its benefits are limited. Right now, when a particular task is automated at Toner, the person who was on that machine will move to another line.

“This allows us to do get a little more done with the same number of people without any layoffs,” he said. “We have good people, and we want to keep them employed for as long as they want to work here; that’s important to us.”

Thus, while automation certainly helps, Graham does not see it replacing large numbers of jobs. McGovern concurred on the limits of automation, saying, “when you’re in a conference room, automation sounds like a great way to replace labor, but it’s not that simple.”

 

Thinking Differently

While the last two years have brought many changes, they have also pushed manufacturers to think differently about ways to run their businesses. While employee safety has always been a priority at Mestek, Letendre said the pandemic spurred a shift in focus to keeping workers healthy and safe in new ways. On-the-job workers are kept at a safe distance from each other, and everyone wears a mask, a requirement in Westfield.

Looking back on this new emphasis, he admitted, “we’ve gotten pretty good at keeping our employees healthy and safe.”

These times have also disrupted the normally rigid nature of the manufacturing environment. For instance, by eliminating the third shift and going to a four-day work week, Graham said, workers now have much more flexibility than in the past.

“It’s actually a good idea, and it makes sense for everyone,” he added. “We’ll probably make that move permanent.”

It’s just one more example of how the pandemic continues to alter the way manufacturers — and so many other industries — get the job done.

Community Spotlight Special Coverage

Community Spotlight

By Mark Morris

Chris Brittain

Chris Brittain says several projects in Lee, both town-funded and using ARPA aid, are moving forward.

As the pandemic enters its third year of disrupting life as we knew it, the business community in Lee continues to manage the disruptions of COVID-19 and its variants with a good degree of success. Colleen Henry attributes that to one reason.

“The local people here in Lee are strong supporters of our businesses,” said Henry, executive director of the Lee Chamber of Commerce.

Along with Lenox and Stockbridge, Lee is part of the Tri Town Health Department, which has maintained a mask mandate for all indoor spaces. One upside of the mask requirement is that it enables businesses, as well as town offices, to remain open without interruption.

That’s important, said interim Town Administrator Christopher Brittain, who has been on the job for only four months, yet has a full list of projects in the queue for this year and beyond.

Lee received an allocation of $1.6 million in American Rescue Plan Act (ARPA) funding, which will be spread out among several projects in town. Among them are replacing water lines in a couple of areas and upgrading the municipal website to make it easier for people to conduct town business online.

“When someone sells their home at $20,000 to $30,000 dollars over asking price, every house in that neighborhood increases in value. We can’t control the market, but we were able to lower the tax rate.”

All three towns in the Tri Town Health Department will contribute some of their ARPA money to fund the creation of a new food-inspector position in the department, a position certified by the U.S. Food and Drug Administration as part of a national standards program.

“Obviously, we have inspectors now,” Brittain said. “The new position gives us someone to provide guidance with federal programs and reduce issues with food service and retail food vendors.”

Outside of ARPA funds, Brittain discussed several projects in the works, including paving on Main Street, with $1 million in funding approved at the last town meeting to continue that project into the summer.

Lee at a glance

Year Incorporated: 1777
Population: 5,788
Area: 27 square miles
County: Berkshire
Residential Tax Rate: $13.65
Commercial Tax Rate: $13.65
Median Household Income: $41,566
Median Family Income: $49,630
Type of Government: Representative Town Meeting
Largest Employers: Lee Premium Outlets; Onyx Specialty Papers; the Landing at Laurel Lake; Oak n’ Spruce Resort; Big Y
* Latest information available

One significant project Brittain hopes to see make progress this year involves the former Eagle Mill paper company. Plans to redevelop the site feature 80 units of affordable and market-rate housing, as well as several restaurant and retail stores. The $55 million project has been in the works for several years, though the official groundbreaking was held only three months ago.

“Because of COVID, the Eagle Mill project is moving slower than everyone wants it to,” Brittain said, noting that a significant next step involves six dilapidated houses near the site, which were recently purchased to be torn down. Construction on the mill complex is scheduled to roll out in two phases. “This is a big project that will take up the entire north end of Main Street.”

Additional housing in Lee would certainly be welcome, said Henry, who noted the current supply of available houses is low because sales have been so brisk. “As a result, we have a lot of new residents, and that’s kind of exciting.”

In terms of real-estate taxes, the past year brought both good news and bad news, as the town lowered the tax rate, but selling prices for homes kept boosting valuations, resulting in higher taxes anyway.

“Whether we replace or renovate, we have to do something because the police are running out of space, and the ambulance building needs work.”

“When someone sells their home at $20,000 to $30,000 dollars over asking price, every house in that neighborhood increases in value,” Brittain said. “We can’t control the market, but we were able to lower the tax rate.”

For this year, the tax rate is $13.65 per thousand, down from $14.68 the year before. Because of higher valuations, he explained, the average tax increased by $193.

 

High Times Ahead

One industry relatively new to the tax rolls in Lee is cannabis. Right now, Canna Provisions is the only cannabis facility that’s up and running, but Brittain said the town has 14 permits for various cannabis facilities, with interested parties claiming 13 of them. Activity for future cannabis businesses includes a facility for growing on Route 102 under construction and a dispensary proposed for the former Cork and Hearth restaurant on the Lee/Lenox line.

The revenue from Canna Provisions has begun making a difference for the town. Brittain said the impact on tax revenue has made it possible for the town to consider hiring a full-time school resource officer, add streetlights in town, and begin a study on public-safety facilities.

Right now, Lee’s public-safety departments are in several buildings. The police operate out of two floors in Town Hall, the Fire Department is in an historic firehouse, and the town ambulance is located in a separate building.

“We are doing a study to see if we can consolidate public safety in one new building,” Brittain said. “Whether we replace or renovate, we have to do something because the police are running out of space, and the ambulance building needs work.”

An artist’s rendering of the Eagle Mill redevelopment project in Lee.

An artist’s rendering of the Eagle Mill redevelopment project in Lee.

While the study won’t happen for a while, he noted, thanks to the cannabis revenue, the town can explore its options for whether to invest in what it has or move forward with a new facility.

Before the Omicron variant of COVID hit, businesses in Lee were having a strong fall season. Henry said business was brisk. “We had lots of people come to Lee who were eating in our restaurants, staying in our hotels, and shopping in our stores, so we were pretty happy about the fall.”

Despite new variants of COVID and other disruptions to business, Henry noted that, because restaurants have developed strong takeout systems, they can quickly adapt and keep serving their customers.

“I’ve heard from people in Lee how grateful they were to still be able to get good food and how the restaurants worked to accommodate everyone,” she said, adding that the quick adaptation to takeout kept people employed “even though everyone still needs more workers.”

Looking ahead to other projects in town, plans are moving forward for a bike path that would run along the Housatonic River. The mile-long path would extend approximately from Big Y to Lee Bank. Brittain said it’s not certain if construction will begin this year, but the town is working with MassDOT to keep the project moving.

“We had lots of people come to Lee who were eating in our restaurants, staying in our hotels, and shopping in our stores, so we were pretty happy about the fall.”

Lee has also applied to become an Appalachian Trail Community. According to the Appalachian Trail Conservancy website, when a town along the trail receives designated community status, it is considered a support asset for all who use the trail, and the conservancy encourages people to explore these communities. If accepted, Lee looks to join Western Mass. communities of Cheshire, Dalton, Great Barrington, and North Adams with the designation.

“We’ve been working with the Appalachian Trail folks, and we’re hoping Lee receives its designation by the end of the year,” Brittain said.

 

 

Seeking a Return to Normalcy

For the past two years, Lee had to cancel its annual Founders Weekend celebration — which recognizes the founding of the town back in 1777 — due to COVID concerns. Henry said people in town treat it as a fun birthday celebration, and in 2022, the town will be 245 years old.

Held on the third weekend in September, the community-wide event takes place on Main Street, which is closed to traffic to allow restaurants and other vendors to set up in the middle of the street.

“Founders Weekend always draws a huge crowd, and that’s why we were not able to hold it the last two years. It was too difficult to keep such a large gathering safe,” Henry said.

While there is no guarantee Founders Weekend will happen this year, she has it listed in her event calendar, and both she and Brittain are hopeful the event will take place in September.

“I think people are ready for a fun blowout weekend,” Henry said. “We’re all looking forward to it.”