Day: August 29, 2024

UMass Dining Named Best Campus Food for Eighth Consecutive Year

By
Daily News

AMHERST — UMass Amherst has once again been recognized for its exceptional campus dining experience, earning the coveted top spot on the Princeton Review’s list of Best Campus Food for an unprecedented eighth consecutive year. The achievement underscores UMass Dining’s commitment to culinary excellence, sustainability, and experiential dining that features globally inspired, culturally driven menus.

The Princeton Review’s annual rankings are based on surveys of 168,000 students at 390 colleges and universities across the nation. UMass Dining’s consistent top ranking is a testament to its innovative approach to campus dining and commitment to delivering student-focused and locally sourced cuisine at its four dining commons, one large retail food hall, and more than 30 cafés across campus.

“We are thrilled and honored to be recognized once again by the Princeton Review,” said Ken Toong, assistant vice chancellor of UMass Auxiliary Enterprises, which includes UMass Dining. “This ranking is a reflection of the hard work and dedication of our entire UMass Dining team, who are committed to delivering an outstanding dining experience for our students every day. We believe that good food is essential to the well-being of our community, and we will continue to push the boundaries of what campus dining can be.”

Andy Mangels, vice chancellor of Administration and Finance, added that “UMass Dining is a cornerstone of our campus culture, and this recognition speaks volumes about our commitment to excellence in all areas of student life. The dining program’s success enhances the overall experience at UMass Amherst, making our campus a place where students can thrive both academically and personally. We are incredibly proud of this achievement and look forward to continuing our tradition of excellence.”

John Berryhill Named Director of Botanic Garden of Smith College

By
Daily News

John Berryhill

NORTHAMPTON — The Botanic Garden of Smith College recently welcomed John Berryhill as its new director. Berryhill has been serving as interim director since January as part of a career at the botanic garden that began more than 27 years ago. He brings to this role an in-depth understanding of the botanic garden, a steadfast dedication to its mission, and a strong commitment to the partnerships that are at the center of its work.

Berryhill has worked in many different roles during his tenure — as a garden steward tending to the outdoor collections, as an arborist caring for the historic arboretum, and most recently as landscape curator managing the outdoor team and launching several conservation initiatives. These projects and priorities have connected Smith students to the work of the botanic garden community at both a regional and national scale.

“This moment has allowed me to see the amazing transformation that our team of staff and students here have crafted together with a new sense of clarity and deep gratitude,” Berryhill said. “We should all be very proud that this beloved institution continues to be a celebration of both Smith’s cherished history as well as values and priorities that are at the heart of our mission today.”

In the summer of 2022, Berryhill earned a master’s degree from Smith, making him the first Smithie to serve as director of the botanic garden. His research focused on the mountain magnolia’s vulnerability to climate change, which led to the development of a conservation collection at Smith College. He has long been a proponent of social and environmental justice being central to the botanic garden’s work. This priority has led to outreach and collaborations with local Indigenous leadership and conservation organizations, which will help shape the future direction of the Botanic Garden of Smith College.

“I am constantly reminded in my conversations with both today’s students and alums that it is not simply the presence of the plants in our collections, but the work we choose to do with them that will define us,” Berryhill said.

Food Bank of Western Massachusetts Receives $50,000 from Point32Health Foundation

By
Daily News

CHICOPEE — The Food Bank of Western Massachusetts received a $50,000 general operating grant from Point32Health Foundation to support its work of increasing access to local, affordable, nutritious food.

“The Food Bank provides nutritious food to an average of 114,000 people each month over the last 12 months, an 18% increase over the prior year,” said Andrew Morehouse, executive director of the Food Bank of Western Massachusetts. “Higher prices for food, housing, transportation, childcare, and other basic needs have forced more people, including working families, to seek food assistance, surpassing demand even during the pandemic. This grant from the Point32Health Foundation will help ensure the Food Bank can continue to distribute the equivalent of more than 1 million meals and other food every month to meet the growing demand for food.”

This grant is one of 31 new community investments totaling nearly $3 million from Point32Health Foundation, the philanthropic arm of Point32Health and its family of companies, including Harvard Pilgrim Health Care, Tufts Health Plan, and Care Partners of Connecticut. The grants support community-led solutions to advance healthier communities and equity in aging in Connecticut, Maine, Massachusetts, New Hampshire, and Rhode Island.

“These organizations are increasing social connection, improving community approaches to mental health, and making healthy, culturally relevant food accessible, while creating communities that promote equitable aging,” said Nora Moreno Cargie, president of Point32Health Foundation and vice president for Corporate Citizenship at Point32Health. “They are collaborative and committed to making communities work better for everyone.”

Glenmeadow Announces Honorary Age of Excellence Award Recipient

By
Daily News

SPRINGFIELD — Glenmeadow recently announced the selection of seven distinguished individuals to receive an inaugural Age of Excellence Award. This recognition shines a spotlight on individuals who are not only redefining aging, but also reshaping perceptions of what it means to grow older.

In addition to these individuals, the Glenmeadow team and event-planning committee also selected an Honorary Age of Excellence Award recipient. This inaugural acknowledgement is being presented to Patrick Sullivan, longtime executive director of Parks, Buildings, and Recreational Management for the city of Springfield.

Patrick announced his retirement earlier this year after a career spanning 37 years. Throughout his tenure, he worked with seven mayors, most recently serving as part of Mayor Domenic Sarno’s administration. He leaves an indelible mark on the landscape of the city, having spearheaded numerous projects and initiatives, including neighborhood parks, school buildings, fire stations, library buildings, athletic fields, and the city’s environmental and climate action and resiliency plans.

“Patrick’s career accomplishments are much too numerous to list fully,” said Kathy Martin, Glenmeadow president and CEO. “However, his selection for this recognition was made in part to acknowledge his dedication and passion for preserving Springfield’s heritage. This focus included, among many others, his involvement in saving iconic structures such as the Barney Carriage House, where the Age of Excellence Awards Celebration will be held next month.”

The seven Age of Excellence honorees are:

• Dedicated Leader – Beyond the Badge: Springfield Police Superintendent Lawrence Akers, Palmer;

• Champion of Community Voices: Debbie Gardner, Springfield;

• Impactful Entrepreneur: Jeffrey Greim, Longmeadow;

• Dynamic Difference Maker: Ethel Griffin, Springfield;

• Game-Changing Mentor: James Lagodich, Springfield;

• Inspiring Changemaker: Maria Roy, Springfield; and

• Dedicated Community Connector: Karen Tetreault, Chicopee.

Click here to learn more about these honorees. Click here to buy tickets to the celebration on Wednesday, Sept. 4.

The Economy Is Slowing, but Remains Robust

By
Cover Story

By All Indications

Bob Nakosteen calls it a ‘calm slowdown.’

That phrase is synonymous with ‘soft landing,’ and that’s what he’s projecting for the last quarter and change in 2024 at a time when there are mounting questions about the economy, what’s happening — or not happening — and whether we might actually be hearing and using the dreaded ‘R’ word either later this year or early next.

Nakosteen, the semi-retired professor of Economics at the Isenberg School of Management at UMass Amherst (he’s still teaching several courses a semester), said the country isn’t really close to being in a recession when it comes to the technical definition of the term — two consecutive quarters of negative GDP — but people like to toss out that word whenever things start to slow down. And in many ways, they have.

Indeed, the most recent jobs reports have not been as robust as in previous months; the housing market remains … not at a standstill, but in a real slump induced by higher interest rates; the stock market took a sharp nosedive at the start of August (but has recovered nicely); and, while inflation has trended downward, the cost of food, energy, and other items remains high enough to make it a top issue in the presidential election.

All this has led many economists (Nakosteen is one of them), politicians, and, yes, area business owners to speculate that the Fed has, indeed, waited too long to lower interest rates, and thus, in its efforts to tame inflation by cooling the economy, it has cooled it too much.

That ‘too much’ part is certainly a matter of opinion, said Nakosteen, who told BusinessWest that, while things have slowed somewhat since earlier this year, the economy remains robust by many yardsticks.

“This is not breaking news, but the economy has held up really well in spite of a lot of pressure, especially from a rapidly rising interest-rate environment. The consumer has really rolled with the punches.”

“The economic numbers don’t look bad at all,” he said. “The labor market has weakened a little bit, but it’s not weak; it’s just not as strong as it had been. And most of the other indicators are strong, including GNP. It’s about where it had been, and in some ways, it’s above trendline. The last report was about 2.3% annualized growth; when you put all the pieces together, that’s above trendline. It doesn’t sound all that strong, but 2.3% is not bad in the current environment.”

Matt Sosik, president and CEO of bankESB, was in general agreement on those points, noting that, given the sharp rise in interest rates, consumers — and the economy in general — have performed better than might be expected.

Matt Sosik

Matt Sosik wonders about the impact of mounting pressure on consumers, as evidenced by rising credit-card balances and loan delinquencies.

“This is not breaking news, but the economy has held up really well in spite of a lot of pressure, especially from a rapidly rising interest-rate environment,” he said, adding quickly that huge federal deficits are essentially “subsidizing GDP,” as he put it, thanks to stimulus money that is still being spent. “The consumer has really rolled with the punches.”

That said, he wonders for how much longer this will be true, noting mounting pressure on consumers, as evidenced by rising credit-card balances and delinquencies in paying those balances, mortgages, and car loans (more on that later).

Overall, many business owners have been in somewhat of a holding pattern, said Ken Vincunas, president of Agawam-based Development Associates, noting this sentiment refers to decisions about investments in real estate — either building something new or simply buying something — but also business decisions in general.

Many are waiting to see what happens with interest rates, but some are also waiting for the November election, the outcome of which may impact what happens with those rates and the economy in general.

“Everyone is holding their breath and waiting to see what will happen in November,” Vincunas said. “That’s the big wild card right now.”

For this issue, BusinessWest takes an in-depth look at the economy as the three-quarter pole approaches, what might happen the rest of this year and beyond, and the factors that will likely determine which way the arrows will be pointing as we move into 2025.

 

On-the-money Analysis

Nakosteen said the market’s pronounced dip early last month — there was a drop of nearly 10% — was interpreted widely as commentary on a weakening economy.

He didn’t see it that way — “I just interpreted it as people sold stocks because people were selling stocks” — and the market’s rebound (it had recovered most all of what was lost by press time with this issue) would seem to validate that opinion.

Bob Nakosteen

Bob Nakosteen

“For at least seven or eight months, I’ve heard that the Fed should be lowering interest rates right now because higher interest rates are really going to drag down the economy. They haven’t. They may still, but they haven’t yet.”

He acknowledged that the economy has slowed somewhat, but, again, most indicators would show that it is still strong, especially when one considers the many factors impacting it, most notably interest rates.

Indeed, while he thinks the Fed should have lowered interest rates months ago — because it takes months for a rate drop to trickle down, if you will — he believes the Fed “got away with it,” as he put it.

“For at least seven or eight months, I’ve heard that the Fed should be lowering interest rates right now because higher interest rates are really going to drag down the economy,” Nakosteen said. “They haven’t. They may still, but they haven’t yet.”

Sosik didn’t use those words, but he was in general agreement that, despite some strong headwinds, the economy remains solid mostly because consumers, by and large, have continued to spend.

However, there are signs that spending is slowing and that consumers are now increasingly burdened by their previous spending.

“When you look at the number of people who are maxed out on their credit cards, for example, credit-card delinquency rates, student-loan delinquency rates … these are all examples of metrics that are not trending in the right direction,” he said. “And they imply that consumers are pretty stretched.

“Whether they’re at the end of their ropes as a group is not clear,” Sosik went on. “I’m not saying that a consumer-driven recession is around the corner, but there are a lot of factors indicating that the consumer is stretched out pretty far.”

Overall, though, that same consumer is still hanging in, he continued, adding that, historically, this is the case until there are cracks in the labor market, which have not appeared yet.

Ken Vincunas

Ken Vincunas says many business owners are hitting pause until they see what happens with interest rates — and the November election.

“If we see those, and you have unemployment rising with an already stretched-out consumer, then that would be a perfect storm,” he said, adding that he’s not predicting that such a storm will develop.

Vincunas is among those who believes the Fed hasn’t gotten away with it, and that higher interest rates are taking their toll on business overall, but especially in commercial real estate. He noted that higher rates are leaving those facing loan-rate renewals with potentially huge bumps in operating costs.

“The window for their renewals could be five years, and five years ago, people might have thought they were in good shape,” he explained. “But now, they have to face that eventuality, and everyone is holding their breath to see if Trump can get elected and if he can bring interest rates down.”

Meanwhile, these higher rates are prompting more to lease rather than buy and for those thinking about buying or perhaps building new to hit pause and see what happens — in November and with interest rates.

 

Points of Interest

One of the key indicators of a slowing economy is the housing market, which has slowed considerably in 2024 — from a sales-volume perspective because of interest rates, which are keeping many people in their current homes, and overall due to a persistent lack of inventory that has kept prices high and the homes that do come on the market moving quickly.

“People are not buying new homes, so that slows down the demand for new construction,” Nakosteen said. “And they’re not selling their homes, which diminishes supply, so it’s a really interesting phenomenon we’re seeing right now in housing.”

Peter Ruffin, current president of the Realtor Assoc. of Pioneer Valley, acknowledged that this has been a slower year, sales-wise, than previous years, although he views steady (if not rising) values, especially in communities like Springfield, as an overall sign of strength within the market.

And also a reason why homeowners should maybe rethink that strategy of staying put until interest rates come down.

“When you look at the number of people who are maxed out on their credit cards, for example, credit-card delinquency rates, student-loan delinquency rates … these are all examples of metrics that are not trending in the right direction. And they imply that consumers are pretty stretched.”

“You can refinance your interest rate down the road, but you’re never going to get a second chance at price,” he said. “And prices are going to continue to go up.”

And while higher interest rates are keeping some in their homes when they might be trading up or down, and thus putting more homes on the market, he blames the overall lack of inventory on a lack of building, a problem he hopes can be addressed by the Affordable Homes Act recently signed into law by Gov. Maura Healey.

“We haven’t built enough houses in Massachusetts, period,” Ruffin told BusinessWest. “And it’s housing of all sorts, and that’s what we need to fix for the long term.”

Meanwhile, some homeowners, like business owners, are somewhat reluctant to move forward in an election year like this one, he said, not knowing who will be in the White House and what will happen next.

Which brings us back to the phrases ‘soft landing’ and ‘calm slowdown,’ and whether this is where the economy is headed.

They both indicate a slowing of the economy but not a dip into negative GDP territory, said Nakosteen, who said he dislikes making projections, but, when pressed, made one when it comes to the balance of 2024 and likely beyond.

“Maybe we see a 1% or 1.5% rise in GDP, and maybe unemployment rises a few more tenths,” he said, adding that at least one economist was projecting that, to fully tame inflation down to 2% or 3%, the Fed would have to take steps that would take unemployment rates into the 6% to 7% range.

Instead, it’s just over 4%, a rise, and a number, that Nakosteen said is “the very definition of a soft landing.”

The questions to be answered concern just how soft and whether it stays soft, said those we spoke with, noting that consumer spending will be the key factor, as it usually is.

“When you read anecdotes from corporate offices, especially consumer product companies, they say there’s a real weakening in consumer demand,” Nakosteen noted. “You don’t see it in the numbers — you don’t see it in retail sales or other measures of consumption — but there are a lot of companies that feel a weaking of demand for their products at the retail level.”

These include McDonald’s (which reported its first worldwide sales drop in four years in late July) and other fast-food providers, which have hinted strongly that the increases in prices they’ve instituted, forced by the higher costs of labor, food, and energy, have taken their toll. They’re responding with value meals and specials, but overall, the restaurant sector, one of the bellwethers of consumer sentiment and the economy on the whole, is seeing a decline in business.

Sosik acknowledged that this sector and other pockets of the economy may be experiencing some slowing, but, overall, what he senses is that consumers are still spending — if not on Quarter Pounders or Frosties, then on something else.

And as long as that continues, he and others said, the economy should continue to hang in, and the ‘R’ word can be avoided.

Managing Different Generations Can Be Challenging, but Rewarding

By
Allison Ebner
Business Management Special Coverage

Culture Clash

Allison Ebner

Allison Ebner says everyone — including the older cohort of workers — is benefiting from workplace changes being driven by Gen Z and younger Millennials.

 

‘Zoomers to Boomers.’

That’s how folks at the Employers Assoc. of the NorthEast (EANE) refer to the four main generations that populate today’s workforce: Baby Boomers, Gen X, Millennials (sometimes referred to as Gen Y), and Gen Z.

“We are at a point where, nationally, almost 50% of our workforce is Millennials and Gen Zs. And there are pluses to having all those different perspectives,” said Allison Ebner, EANE president. “You have the thought processes of the Baby Boomers and the X-ers who have all the knowledge, and they are transferring that knowledge to the Ys and the Zs, but the Ys and the Zs are bringing in new, creative ways to do things and tackle projects.”

It’s a diversity of experiences and perspectives from which savvy companies can benefit by considering their varied needs and expectations, said Cindy Ryan, head of Human Resources for MassMutual, one of the region’s largest employers.

“While you can’t make sweeping assumptions about any generation, it is safe to say that there are different drivers and motivators for employees across different age groups,” she told BusinessWest. “In our eyes, the best way to address these differences is creating a workforce where we place trust in our people to do their work thoroughly and do that work in an environment that best suits them.”

For MassMutual, she said, that includes offering a diverse range of benefits that support mental, physical, and financial health; providing flexible working dress codes and arrangements; and delivering opportunities for networking and internal connection. “We’re always seeking to increase the breadth and flexibility of what we offer, ensuring our benefits meet employees’ diverse needs at each stage of life.”

Ebner agreed that generational differences certainly become evident around employee benefits.

“We moved away from that cafeteria model of benefits where we had a bunch of different things, and you could sign up for whatever was important to you, to more standard benefits packages,” she noted. “But now, we’re kind of back to asking, ‘what are you looking for?’

“When we’re building our employee value proposition,” she went on, “what’s going to retain my staff? What’s going to help me attract and retain the best talent? And one area where there are some distinct differences generationally is employee benefits, for sure.”

“You have the thought processes of the Baby Boomers and the X-ers who have all the knowledge, and they are transferring that knowledge to the Ys and the Zs, but the Ys and the Zs are bringing in new, creative ways to do things and tackle projects.”

For instance, she said, Millennials and Zoomers express more needs around both mental health and financial education.

“There’s a lot of mistrust from the younger generations in the stock market and what’s going on economically today,” Ebner said of the latter. “They’ve lived through 9% inflation, they know that going to the grocery store is costing them a ton of money, they know they can’t buy a house right now with mortgage rates so high. So giving them a financial holistic wellness picture is important, and what a lot of them are looking for.”

At the same time, older workers can also benefit from that kind of perk, she added, in the same way that younger workers have driven the shift toward remote work and hybrid schedules that everyone now enjoys.

“It’s interesting to see some generational trends, and they’re not the same for everybody,” said Irene Costello, director of Operations at the Markens Group, an association-management firm in Springfield. “It’s forced us to become more flexible in our policies: remote work, time-off policies, reducing dress-code expectations. Earlier this year, we changed our time-off policy at the beginning of the year to adjust to the growing requests. A lot of organizations are doing it as well; some organizations are getting super flexible.”

It’s easier for a company like Markens, a small business where most staffers are under age 40, to make those changes, Costello added, but for larger companies with a more prominent cohort of Boomers and X-ers, it can be difficult to change the culture, alter policies around work-life balance, and … well, be flexible at all. “From the employer’s side, it’s challenging.”

For this issue’s focus on business management, BusinessWest delves into the different work styles and expectations of the four main generations in the workplace, how they influence each other, and why their differences can be positive.

 

Change Agents

It should be noted that two other generations are in play as well: the pre-Boomer Traditionalists, the youngest of whom are entering their 80s, and some of whom still work; and Gen Alpha, the oldest of whom are in high school and starting to seek summer jobs and internships.

Cindy Ryan

Cindy Ryan

“While you can’t make sweeping assumptions about any generation, it is safe to say that there are different drivers and motivators for employees across different age groups.”

That’s quite a broad spectrum of employees working together, often with dramatically different expectations and work styles. While broad stereotypes hardly fit everyone, Traditionalists and Boomers are known for appreciating structure, stability, and clear expectations, while Gen X and Millennials are more apt than their older counterparts to prioritize work-life balance, collaboration, efficiency, and, as noted, benefits that speak to personal wellness.

“With older generations, there’s some aversion to change, some difficulty adapting to new technologies and new processes overall,” Costello said, adding quickly that there’s plenty of crossover in what different workers want. “We have a very young staff. I’m 29 years old. But even though I’m younger, I love to see people coming into the office five days a week, to be visible.”

What many employers are dealing with now, in a post-COVID era where companies in many sectors are struggling to recruit and retain talent, is the fact that the growing cohort of younger workers has some leverage to stand up for their own needs and desires, Ryan said.

“As such, we can start to draw different conclusions as to what different generations want from their employers,” she added. “Younger generations, for example, often feel more drawn to work for a company that is committed to bettering their communities.”

As a result, she explained, MassMutual offers a volunteer time-off policy that allows employees to take paid volunteer days to support local initiatives they are passionate about. “In the grand scheme, offering benefits and perks that meet the needs of different generations are now major points of emphasis for employers who are looking to attract and retain talent.”

That’s true of other benefits as well, Ryan said, noting that MassMutual offers benefits that support mental, physical, and financial health; provide flexible working arrangements; and deliver opportunities for networking and internal connection, all priorities for younger workers, not to mention a bereavement-leave policy where employees can define who their loved ones are.

Irene Costello

Irene Costello says open communication in the workplace can create a healthier environment for workers of all ages.

“Holistically,” she added, “it’s about supporting all employees’ well-being in ways that are meaningful to them.”

And, as noted earlier, many changes driven by the youngest workers wind up benefiting everyone.

“The X-ers and the Boomers have learned that, ‘hey, we’re getting this better life-work balance because these younger generations have demanded it. And employers can’t throw down the 60-hour work week demands anymore,’” Ebner said. “So it’s a gift that has been given to them by these younger generations.”

At the same time, she added, the pendulum may be starting to swing back in some sectors — layoffs at large technology companies have been in the news recently, for example — which may reduce some of that employee leverage and change the power dynamic.

One interesting — and, to some, concerning — generational trend, Costello noted, is the reluctance of Zoomers and younger Millennials to engage in chambers of commerce and other business associations.

“Boomers, Gen X, and maybe older millennials are of the mindset where it’s the right thing to do. Someone goes and buys a membership to be part of the chamber of commerce, part of an industry association, paying dues to the industry as a whole,” she explained.

“Now, with the younger generations, folks are looking for a tangible takeaway. Is it a résumé builder? Is there something of value at this conference, some credentialing? Instead of just going to build community, what am I getting from this networking?”

That’s an unprecedented shift, Costello added.

“It’s getting harder and harder to keep growing association memberships because of that. And it’s causing everyone in associations to reconsider their offerings: ‘what do you want? What can we do to change the offerings to keep you as a member, as a part of this community?’”

Though it’s difficult to pinpoint the exact reasons, she suspects people feel life is more hectic and stressful post-COVID, and don’t necessarily want to commit time to a two-hour board meeting at the end of the day.

“The younger generation is prioritizing work-life balance, mental health, and their personal lives over what they’re giving to the community, what they’re putting into work,” she told BusinessWest. “They’re protecting and advocating for themselves and their own interests rather than looking at it from a community perspective.”

 

Let’s Talk

When it comes to managing multiple generations, Ebner said, EANE has been asked to develop some unique trainings, like etiquette training, and how to come back to the office and dress properly. “You know, the yoga pants usually aren’t allowed in the office; flip-flops are a big no-no.

“And we’re getting asked to go back to the basics for some organizations — how to have a conversation with someone when you’re sitting in a room with them. We’re all very bold on the phone, by email, via Zoom. But we’re not in a room with someone watching body language. We need to relearn some of these skills, like how to have a respectful conversation. Being polite is something we’re kind of retraining people on.”

Speaking of communication, teaching the different generations how to talk to one another is critical as well — and can strengthen workplace culture.

“Different generations will naturally bring different perspectives to the table, which is especially important when building a workforce that reflects the markets and communities that we serve,” Ryan said. “This is why we’re always working to create an environment where all feel seen, heard, valued, and respected.”

One innovative initiative is MassMutual’s reverse mentoring program, where members of its Young Professionals Business Resource Group mentor senior executives, she added. It’s a concept that’s been discussed at EANE as well.

“We have some employers that are doing reverse mentoring,” Ebner said. “They’re pairing a Z with a Boomer or an X-er, and they’re having them work together on projects. So, instead of the Boomer mentoring just one way to the newer employee, who’s just coming into the work world, it’s kind of a collaborative back and forth, where the Z is also teaching the Boomer a few tricks. It’s very positive.”

That doesn’t diminish the importance of the traditional mentorship model, of course.

“I have somebody on my team who’s been there for 30 years in association management,” Costello said. “I’m her manager, but she comes into the office and teaches me something every day. I turn to her in confidence. I say, ‘I trust you. Obviously, you’ve done this for 30 years. You have a different perspective.’

“You want everyone on the team to question everyone else — to question everything, in a good way,” she added. “Does this make sense? Is there a better way to do this? Why are we doing this? Why are we still doing this?”

The alternative is a non-communicative culture than can quickly turn toxic, where everyone is putting up walls, Costello noted.

“When no one wants to hear somebody else’s perspective, that’s emotionally draining; no one enjoys it, and no one stands to benefit from it on either side. We have a really strong focus on our culture and that full-circle communication, giving and receiving feedback, no matter who we are, no matter what position we’re in or what project we’re working on.”

Ebner agreed that communication is crucial in effective business management.

“You need to pay attention to the differences, but also don’t think we’re so different that there aren’t some similarities. When employers are struggling, I always say, focus on the things that we have in common. Focus on building that respectful workplace culture where you’ve got one-on-one conversations happening between employee and manager.”

And make sure younger workers have a voice, she added, because at most companies, they’ll be the majority of the team soon, if they aren’t already. “That’s your strategic secret weapon right there: building cross-generational work teams, so they can collaborate and bring the best of all the different thought processes together.”

In other words, bridging the generation gap brings benefits across the board — from the company’s office culture to its bottom line.

Prepare for the Rise of AI in the Workplace

By Contributor
Law Special Coverage

Attention, Employers

By Sabba Salebaigi-Tse, Esq.

Artificial Intelligence (AI) is rapidly changing how we live and work. To keep up with this technological revolution, both federal and state governments are introducing new rules to ensure AI is used responsibly in the workplace. Here’s an overview of what you need to know about recent federal, state, and local AI developments.

 

The White House’s Executive Order

In October 2023, President Biden issued a groundbreaking executive order on the “Safe, Secure, and Trustworthy Development and Use of Artificial Intelligence.” This order pushed federal agencies to create guidelines ensuring AI is used responsibly, especially at work. The goal is to make sure AI helps improve workplaces without causing unfair treatment or discrimination.

Sabba Salebaigi-Tse

Sabba Salebaigi-Tse

“Ensure transparency by clearly communicating to employees and applicants about the use of AI in employment decisions and their rights related to AI.”

Department of Labor’s New Guidelines

Wage and Hour Division’s Bulletin: On April 29, the Department of Labor (DOL) Wage and Hour Division released a bulletin explaining the risks of using AI at work. This bulletin emphasizes the inherent risks associated with AI use and underscores that AI should not replace human oversight. According to the guidelines outlined in FAB, employers must ensure that responsible human oversight accompanies the deployment of AI technologies.

Given the various challenges associated with AI technologies, it is crucial for employers to navigate the complexities while adhering to laws like the Fair Labor Standards Act (FLSA) and others, which stipulate that employers remain accountable for legal issues arising from the use of AI. Even if AI systems autonomously take adverse actions against employees, such actions could potentially constitute retaliation under FLSA and related statutes.

 

Guidance of Federal Contractors: On April 29, the DOL Office of Federal Contract Compliance Programs issued guidelines aimed at federal contractors utilizing AI, which are valuable for all employers to consider.

These guidelines emphasize several critical practices for the ethical and effective deployment of AI tools in the workplace. Employers are advised to ensure that AI technologies are not only fair and job-related, but also regularly monitored for biases that could inadvertently impact decision-making processes. Additionally, keeping employees well-informed about the use and implications of AI systems fosters transparency and helps mitigate potential concerns or misunderstandings.

“As AI continues to evolve and integrate into the workplace, new and expanded laws will emerge to govern its use. Employers must proactively adapt to these changes to harness AI’s benefits while ensuring compliance with legal standards.”

These proactive measures not only enhance compliance with federal regulations, but also promote a more inclusive and equitable work environment where AI technologies are used responsibly to benefit both employers and employees alike.

AI Principles for Employers: On May 16, the DOL introduced a comprehensive set of principles aimed at guiding the development and implementation of AI technologies in the workplace. These principles underscore the importance of ethical considerations and employee welfare in AI deployment. They stress the need to keep workers informed about how AI is utilized, ensure transparency in AI decision-making processes, and safeguard worker data throughout the entire AI life cycle.

These guidelines aim to foster a fair and secure work environment where AI enhances operations while upholding privacy and ethical standards. Adhering to these principles helps employers build trust, mitigate risks, and integrate AI technologies responsibly for the benefit of all stakeholders.

 

State-level Developments

New York: Since July 5, 2023, New York city has a law regulating automated employment decision tools (AEDTs). Employers must conduct annual audits to check for bias, publish the results, and let applicants know when AEDTs are used. In addition, a new bill introduced this past February aims to regulate AEDTs across New York State. This bill requires annual bias analyses and public summaries of the findings.

New Jersey: In February, two bills were introduced in New Jersey to manage AI in hiring. One bill requires annual bias audits for AEDTs. The other regulates AI-enabled video interviews, demanding transparency and consent from applications.

Other States: California is working on regulations to prevent algorithmic discrimination and ensure AI tools are used transparently and responsibly. Starting Feb. 1, 2026, Colorado will require AI developers and users to protect against discrimination with high-risk AI systems. And both Illinois and Maryland have laws in place requiring employers to notify and get consent from applicants before using AI in hiring.

 

What Should Employers Do?

To navigate these new regulations and ensure compliance, employers should:

• Stay informed. Regularly review federal and state guidelines on AI use in the workplace.

• Conduct regular audits of AI tools to detect and mitigate bias or inequitable outcomes.

• Ensure transparency by clearly communicating to employees and applicants about the use of AI in employment decisions and their rights related to AI.

• Provide training to HR and management teams on the ethical and responsible use of AI tools.

• Consult with legal experts to say ahead of regulatory changes and implement best practices tailored to your organization.

 

Conclusion

As AI continues to evolve and integrate into the workplace, new and expanded laws will emerge to govern its use. Employers must proactively adapt to these changes to harness AI’s benefits while ensuring compliance with legal standards. If you have questions about any of these developments, it is prudent to consult with labor and employment counsel.

 

Sabba Salebaigi-Tse is an attorney who specializes in labor and employment-law matters at the Royal Law Firm LLP, a woman-owned, women-managed corporate law firm certified as a women’s business enterprise with the Massachusetts Supplier Diversity Office, the National Assoc. of Minority and Women Owned Law Firms, and the Women’s Business Enterprise National Council.

Sexton Roofing & Siding Thrives Under New, ‘Extreme’ Ownership

By
Owner Sasha Wilde
Home Improvement Special Coverage

On the House

Owner Sasha Wilde

Owner Sasha Wilde

 

After almost 40 years operating the small roofing company that bears his name, Everett Sexton was looking to retire.

At the same time, Sasha and Tim Wilde, who had spent about a decade as project managers in the corporate world, were looking for a new, entrepreneurial challenge.

They found it in roofing, acquiring Sexton Roofing & Siding from its founder a little over a year ago.

“We did large-scale pharmaceutical construction projects, and we decided, after 10-plus years in that career, that we wanted to break out and do something on our own,” Sasha, now president of the company, explained. “A couple of friends of ours bought a business in 2022, and that’s when we learned about buying businesses. So I started doing all the research, doing analysis, reading books, listening to podcasts, just doing everything I could to get educated on the subject of buying businesses.”

The Wildes were living in New Hampshire at the time and wanted to stay in New England, and relocated to Western Mass. to buy Sexton, which is headquartered in West Hatfield.

“People will come to us for siding, windows, or they want to do their roof and their siding, or their roof and their gutters. So we like being able to be that one-stop shop for them so that they don’t have to go and deal with multiple contractors to try to get a project done.”

“Everett Sexton founded it in 1985 and just kind of slowly built his business over the years,” Sasha noted. “The amount of work that he did was very impressive. He had a really great work ethic. It was just work he did, and then, about 10 years ago, he started using subcontractors, so he was able to run one or two jobs a day for the whole roofing season.”

It was a model that appealed to her and Tim, who are among just four full-time employees — Tim is the sales manager and roofing and siding specialist, while they also employ a general manager and business manager — and the field work is subcontracted.

“She really did a lot of homework, and then used that to evaluate 50 or 60 businesses of all types,” Tim said. “She had a very elaborate spreadsheet to evaluate how much they make, what their staff looks like, all this different criteria. And by looking at so many in so many different sectors, she could see this was a good one. You have to see a lot to know what’s good and bad. She put in the time.”

A year later, they’re growing their presence in the region, and while the anxiety of going into business for oneself never completely goes away, it’s also been tempered by a steady flow of roofing jobs, as well as siding, windows, and doors.

“We were kind of buried with learning how to run it last year,” Sasha told BusinessWest. “So we spent a lot of our offseason really thinking about that, and trying to refine our core values, our mission.”

That mission, posted on the wall of their office, is simple: “to change the way people think about the roofing industry, one roof at a time. We lead with integrity, treat everyone like family, and strive to make a positive impact on our community. By taking extreme ownership of our roles, we lift our team members up and pave the way for a better future.”

When asked what extreme ownership means, she responded, “it really just means that we don’t make excuses for anything. We see something, and we solve the problem. We don’t wait for things to become a problem. This is a small business; there’s only four of us. So there’s no one else to do the thing. If we see a thing that needs to be done, we have to do it.”

 

Getting Up to Speed

Under new ownership, Sexton expanded quickly, Sasha said.

“When we got the business, he just did roofs — asphalt shingle and flat. We quickly ended up expanding into siding, windows, and doors because the salesman we had at the time really wanted to sell those things. And we said, ‘OK, let’s try it.’

“For the most part, we spend most of our marketing budget on roofing. That’s what we like focusing on,” she added. “But people will come to us for siding, windows, or they want to do their roof and their siding, or their roof and their gutters. So we like being able to be that one-stop shop for them so that they don’t have to go and deal with multiple contractors to try to get a project done.”

Like under Everett Sexton’s ownership, the company’s bread and butter is asphalt shingle roofing for residential and commercial clients, and it also offers EPDM rubber membranes for flat roofs.

Tim and Sasha Wilde

Tim and Sasha Wilde

“We have a couple different flat-roof options that we offer,” she said. “There’s a mineral-roll roofing, which is also an asphalt product that you can use on low-slope and flat roofs. And we’ve expanded our roofing services; our crew installs corrugated metal, and we have a relationship with a metal roof company, so we can do standing seam as well.”

In many ways, Sasha is satisfied with how the first year has gone. “I say that thoughtfully because I’m not sure what expectations I had going into this. Last year was just pretty wild, with us executing as fast as we could and learning. This year, it’s been a lot more thought and a lot of processes being put in place,” she noted, from bringing in customer relationship management software in the spring to hiring a general manager with 15 years of experience in the field.

“I have pretty ambitious plans to grow the business,” she added. “But, most importantly, I don’t want to lose touch with our mission and our core values. We’re also always looking to hire — we’re bringing on a new salesperson in a few weeks who will specialize in siding and windows and really help build out our services in that way. So we have ambitious plans to grow, but we want to stay local and family-owned and community-focused.”

“Our life is so different now. I mean, it’s been quite drastically changed from the corporate world to being your own boss. The difference between talking to a high-level pharma client versus a homeowner is just so much different, and this is more enjoyable.”

In doing so, she also wants to continue to invest in employees as one key to the company’s collective success and continuous improvement, through efforts like training programs, access to educational resources, and support for career-advancement initiatives.

Meanwhile, Sexton Roofing & Siding continues to obtain new certifications, recently becoming an IKO roofing craftsmen premier contractor, a certified Velux skylight installer, and WeatherBond certified.

 

Steady Slope

Sasha said it’s gratifying to work with many different types of customers.

“We work with real people solving real problems. It’s rewarding to see the transformation from what they had to what they have now,” she said, adding that another motivating factor for stepping into the world of entrepreneurship was to set an example for their two sons.

“When we bought the business, we just wanted to show our boys that there are many paths to choose in life, and you don’t necessarily have to go the W-2 route. You can do entrepreneurship. We just wanted to show them there are many paths, and to take risks and not be afraid of failure, because you learn so much in failure.”

Tim credits Sasha for easing some of the initial anxiety.

“When we finally decided on this business, I think some of the fear was taken away because she had done so much homework and seen how much potential there was,” he said, adding that, like any entrepreneurial venture, “it felt … not safe, but at least it wasn’t terrifying.”

Sasha agreed. “With my background in operations, I can understand, if we make this amount of money, I can see where it’s coming from, where it’s going to, and we’ll have this amount of money at the end. Now, does it always go to plan? Not so much, but I at least have a guiding force to push us through this. So I would say it was a calculated risk. And rewarding, challenging, and stressful.”

She also gave Tim plenty of credit for getting the business off the ground — literally and figuratively.

“When we started, he was running all of our projects. He was actually out there stripping roofs with our crew. He was doing the hard work, meeting the homeowners, getting educated on exactly what goes into every single project that we have. And now that we’ve brought on a GM, we’ve been able to move Tim over into sales. And he really knows what he’s talking about now. He’s a very, very good speaker.”

Tim, for his part, has enjoyed the career change. “Our life is so different now. I mean, it’s been quite drastically changed from the corporate world to being your own boss. The difference between talking to a high-level pharma client versus a homeowner is just so much different, and this is more enjoyable.

“I like talking to people,” he added. “I like meeting people every single day, helping them solve their problems.”

 

Massachusetts Broadband Institute Continues to Narrow Digital Divide

By
Special Coverage Technology

Connecting Communities

 

It’s all about connecting communities, Comcast says — and public-private partnerships that continue to bear fruit in closing the digital divide.

Comcast recently submitted 91 applications in the second round of the Broadband Infrastructure Gap Networks Grant Program, administered by the Massachusetts Broadband Institute (MBI), a program that funds the deployment of high-speed broadband to unserved or underserved locations in Massachusetts.

“Comcast has a proven track record of connecting residents and businesses in the Commonwealth to reliable and fast internet service, and we look forward to partnering with MBI to further expand the Xfinity network to fully connect local communities,” said Carolyne Hannan, senior vice president of Comcast’s New England Region.

“We have completed five broadband expansion projects in partnership with the MBI, connecting more than 3,000 homes and businesses since 2018,” she added. “Endorsement by the MBI of the applications would build on the successful public-private partnership.”

Throughout Massachusetts, Comcast has invested almost $909 million over the last three years in private capital to build, maintain, and operate its Xfinity network. The company notes that this investment has enabled it to expand its network capabilities and stay ahead of consumer demand, as the need for fast, reliable, and secure internet continues to grow.

Meanwhile, public-private partnership models, like MBI’s grant program, are necessary to reach locations where the economics prevent private investment alone. The company has already received more than 140 letters of support from communities across the state for the applications.

Carolyne Hannan

Carolyne Hannan

“We have completed five broadband expansion projects in partnership with the MBI, connecting more than 3,000 homes and businesses since 2018.”

“Comcast wants to serve as many customers as is geographically and economically feasible,” the company told BusinessWest. “As we continue to evaluate these opportunities for network expansions, especially in rural areas where there can be significant infrastructure challenges, we partner with municipalities and groups like the Massachusetts Broadband Institute for grants that help change the economics to expand in the most cost-efficient manner.”

Through the first round of the Broadband Infrastructure Gap Networks Program, Comcast was awarded grants to connect unserved and underserved residents in Monson, Palmer, and Ware, as well as communities in Martha’s Vineyard and Nantucket. Additionally, it has expanded its network in partnership with the MBI in Western Mass., connecting previously unserved homes and businesses.

It completed its first public-private partnership with the MBI in 2018, enabling the launch of gigabit services in nine Western Mass. towns, bringing Buckland, Conway, Chester, Hardwick, Huntington, Montague, Northfield, Pelham, and Shelburne to the MBI’s overall coverage goal of 96% or above. Since then, Comcast has completed four ‘last mile’ projects in Middlefield, Montgomery, Tolland, and Worthington.

 

Seeking Equity

Among the Massachusetts Broadband Institute’s other initiatives is its Municipal Digital Equity Planning Program, which provides municipalities with free strategic planning from pre-qualified consultants to help determine the main impediments to internet access and focus on solutions to bridge the existing digital divide, while tackling issues around affordability, digital-literacy training, device access, and other barriers.

“Massachusetts continues to lead the nation in addressing the digital divide, empowering municipalities statewide with vital resources to enhance accessibility and education,” Economic Development Secretary Yvonne Hao said earlier this year in announcing that 16 more cities and towns joined the program.

“This program will enable more municipalities to empower their residents, providing not only internet access, but also with the necessary training, devices, and expertise to compete in the digital economy. As commerce, job opportunities, and essential resources shift online, ensuring robust connections is crucial for residents to excel now and in the future.”

Michael Baldino

Michael Baldino

“Alongside our planning partners, we are excited to provide these communities with the support to help connect with their residents, to ask the right questions, and to receive data-driven results that will enable them to get the right mix of support to their residents.”

Michael Baldino, director of the MBI, added that, “alongside our planning partners, we are excited to provide these communities with the support to help connect with their residents, to ask the right questions, and to receive data-driven results that will enable them to get the right mix of support to their residents.”

There are now 78 municipalities participating in the Municipal Digital Equity Planning Program, a $145 million initiative launched last October. The latest round of 16 includes Springfield, as well as Hampden, Leverett, Otis, Shutesbury, and Westhampton.

The projects vary in scope. Springfield is building on the work done by its City Council’s digital equity subcommittee and interest from residents. The city acknowledges several barriers to digital equity, including equitable access to devices and skills, and intends on using surveys, public meetings, data collection, mailings, community events, tabling in public spaces, and interviews to uncover the reasons for these barriers. Working with consultants to build a digital-equity plan, Springfield aims to establish a coordinated, focused process.

Meanwhile, the town of Otis will spearheard several planning activities through its Municipal Light Plant to expand and improve digital equity. The municipality has previously installed a fiber-to-the-home network, but some seniors and students are unable to access it due to lack of training and equipment. In order to solve this, the town will conduct outreach to residents who are not typically involved in public meetings or do not respond to surveys.

And in Westhampton, the town’s 2022 master plan survey found that 92% of respondents noted the importance of reliable broadband for functioning city services (including emergency response) and to maintain the local economy. So Westhampton is prioritizing reliable access to high-speed internet by working with service providers and the MBI to learn more about existing network availability and reliability. The town will also focus on distributing devices, expanding literacy, and creating financial resources to help last-mile neighborhoods and remote locations.

In short, the MBI’s Municipal Digital Equity Planning Program aims to accomplish two goals: to guide municipal decision making and investments that will increase access, adoption, and usage of the internet, and also to prepare municipalities to submit grant proposals to state or federal programs to support digital equity activities.

Into the Future

Meanwhile, private-sector efforts to connect communities continue. Comcast recently announced higher upload and download speeds are now available to all customers in Holyoke, Longmeadow, West Springfield, and Westfield. In addition, work is nearly complete to provide these faster speeds to all customers in Southwick and Springfield, with the vast majority of those customers already experiencing these faster speeds.

“Modern networks require constant investment and innovation to remain resilient, secure, and future-ready,” the company noted. “The need for fast, reliable, and secure Internet will continue to grow, and Comcast is ensuring customers can stream, surf, and share on a network and service they can rely on today and in the future.”