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Law

No Wedding, No Ring

By Alexandre P. Pereira, Esq.

 

In a recent decision, the Massachusetts Supreme Judicial Court (SJC) created new legal precedent surrounding the return of engagement rings when the engagement ends and the planned wedding does not ensue. The court’s ruling in Johnson v. Settino abolishes a six-decade-old, fault-based analysis, paving the way for a more contemporary standard for ownership in such cases.

In 1938, Massachusetts took its stance on the extent to which courts would resolve disputes arising from private relationships. Massachusetts enacted the Heart Balm Act, which prohibited plaintiffs from seeking compensation for emotional damages stemming from the end of a romantic relationship. Specifically, breaches of contracts to marry will not be causes of action recognized by courts in the Commonwealth (M.G.L. c. 207, §47A).

Alexandre P. Pereira

Alexandre P. Pereira

“A failed engagement that prevented in what all likelihood would have been a failed marriage is not a situation where a court should be required to impute blame to one party.”

In 1959, the case of De Cicco v. Barker marked a significant moment in this legal landscape. De Cicco held that engagement rings were, in essence, “pledges given on the implied condition that the marriage take place,” meaning that the Massachusetts Heart Balm Act would not preclude actions for the recovery of an engagement ring. The decision was rooted in principles of equity, aiming to prevent the person who received the ring from becoming unjustly enriched when the engagement fails. De Cicco created a fault-based analysis, allowing the donor to reclaim the ring only if the engagement ended without any fault of their own.

Over the years, jurisdictions across the country have shifted away from the fault-based approach. Until recently, Massachusetts had not revisited this standard — until the SJC took up Johnson v. Settino.

The facts of Johnson v. Settino embody the tumultuousness of modern relationships. In the summer of 2016, Johnson began dating Settino. Over the course of their relationship, he showered her with lavish gifts of jewelry, clothing, shoes, and handbags. A year later, Johnson proposed to Settino with a $70,000 diamond engagement ring.

In November 2017, Johnson discovered text messages on Settino’s phone indicating an intimate relationship with another man. Following this discovery, he terminated the engagement. Johnson subsequently sought the return of the diamond engagement ring and wedding bands.

At trial, the judge ruled that Johnson had given the rings on the condition of marriage but held him at fault for the breakup due to his unfounded suspicions of infidelity. Settino was awarded the engagement ring and wedding band. After an appeal to the Massachusetts Appeals Court, the trial court’s judgment was reversed after holding that ending an engagement does not inherently assign blame to that party. The Appeals Court concluded that Johnson’s actions were reasonable, and the case was ultimately heard by the Massachusetts Supreme Judicial Court.

The SJC’s ruling in Johnson v. Settino overturned the fault-based standard that stood firm for the better half of a century. Although the standard was equitable in theory, time has shown the standard to be less practicable. Engagements often fail without clear fault by either party. An engagement period can be, and perhaps should be, viewed as a time to test the permanency of a relationship prior to marriage.

A failed engagement that prevented in what all likelihood would have been a failed marriage is not a situation where a court should be required to impute blame to one party. The court argued that assigning fault in such circumstances contradicts the equitable principles the analysis was meant to promote.

Additionally, the SJC pointed out that the fault-based standard is largely irrelevant in Massachusetts divorce proceedings. Likewise, the justices determined that fault should not be a relevant consideration in the termination of engagements.

The court ultimately ruled in favor of Johnson, the plaintiff, marking a notable shift in Massachusetts law. Engagement rings are gifts contingent on marriage. When the marriage does not occur, the ring is to be returned to the donor, irrespective of fault.

 

Alexandre P. Pereira is an attorney with the law firm of Bacon Wilson, P.C. He is a member of the Hampden County Bar Assoc. and the Estate Planning Council of Hampden County, and concentrates his prapracticectice in the areas of elder law, estate planning, long-term-care planning, probate, and special-needs estate planning; (413) 781-0560; [email protected]

 

Law Special Coverage

The Massachusetts Parentage Act

By Julie A. Dialessi-Lafley, Esq. and Britaney N. Guzman-Bailey, Esq.

The Massachusetts Parentage Act (MPA), a new law that went into effect on Jan. 1, revolutionizes how parentage may be legally recognized in the Commonwealth.

The MPA replaces outdated language with inclusive, gender-neutral language so that its provisions reflect the great diversity of families in Massachusetts. For example, ‘paternity’ is now ‘parentage,’ ‘mother and father’ is now ‘parents,’ and the statute is now titled “Non-marital Children and Parentage of Children” rather than “Children Born Out of Wedlock.”

Parentage is the legal relationship between a child and a parent of the child. Establishing parentage is important for the well-being of a child because the relationship is the foundation of various rights and responsibilities for the parent and child alike, including access to educational and medical records, tax benefits, health insurance, government benefits, inheritance rights, financial support, custody, and parenting time.

The MPA does not make changes to custody, parenting time, or child support. The changes pertain to who can be the legal parent of a child and how parentage can be established. Pathways to parentage include giving birth, executing a voluntary acknowledgement of parentage (VAP) with the birth parent, adoption, assisted reproduction and surrogacy, obtaining an adjudication of parentage, de facto parentage, and presumptions of parentage.

A VAP is a simple form that parents can sign in the hospital or later to voluntarily establish parentage. VAPs were previously available only to genetic parents. Now, the act codifies that, in addition to genetic parents, presumed parents and intended parents can establish parentage through a VAP.

This means that a person who utilizes assisted reproduction when building their family, or a person who does not have a genetic relationship with the child but receives the child in their home and openly holds out the child as their own, has new options to establish parentage.

 

New Protections

As a VAP is an equivalent to a court decree of parentage, this change is particularly important for the security of LGBTQ families who often face discrimination and worry about the status of their parent-child relationship. Prior to the MPA, LGBTQ families routinely relied on confirmatory adoptions, or second-parent adoptions, to establish parentage.

Julie Dialessi-Lafley

Julie Dialessi-Lafley

Britaney Guzman-Bailey

Britaney Guzman-Bailey

“As a VAP is an equivalent to a court decree of parentage, this change is particularly important for the security of LGBTQ families who often face discrimination and worry about the status of their parent-child relationship.”

Although a VAP may now be an easier route for LGBTQ families to establish parentage, it is important for individuals to speak with an attorney regarding the specific facts surrounding their family to obtain advice on whether a confirmatory adoption is still recommended as an additional level of protection.

A de facto parent is a parent that does not have a biological relation to the child but has meaningfully participated in the child’s life as a family member. Although Massachusetts courts have long acknowledged de facto parenthood, the common-law doctrine only permitted de facto parents to seek parenting time. The MPA now includes persons who establish de facto parentage within the legal definition of ‘parent,’ therefore permitting de facto parents to petition for all rights and responsibilities that may stem from the parent-child relationship. Accordingly, de facto parents may now obtain custody of their child if a court determines doing so is in the best interest of the child.

The person seeking to establish de facto parentage must demonstrate seven requirements: they resided with the child as a regular member of the child’s household for a period determined by the child’s age, they engaged in consistent caregiving of the child, they undertook full and permanent responsibilities of a parent of the child without expectation or payment of financial compensation, they held out the child as their own child, they established a bonded and dependent relationship with the child that is parental in nature, the child’s parent(s) consented to the bonded and dependent relationship, and adjudicating them to be the child’s parent is in the child’s best interest.

Consent can be implied when a parent has not engaged with the child directly or participated in decision making or provided regular financial support for at least two years. Notably, a parent cannot bring a de facto parentage action against another to request child support under the MPA; the act only authorizes the alleged de facto parent to commence the action.

The act also authorizes the court to adjudicate a child to have more than two parents if doing so is in the best interest of the child. This can happen when more than two people have competing claims to parentage of a child. The court will consider the child’s age, the length of time each parent has assumed the role of parent, the nature of the parent-child relationship, the basis for each person’s claim to parentage, the harm to the child if the relationship is not recognized, and any other factor arising from disruption of the relationship between the child and each person.

 

Further Implications

Assisted reproduction is a method of causing pregnancy other than sexual intercourse, including but not limited to artificial insemination; intrauterine, intracervical, or vaginal insemination; donation of gametes or embryos; IVF; and transfer of embryos. The MPA provides that a person who consents to assisted reproduction shall be a parent of the child.

Consent can be shown through a record signed by the birth parent and the intended parent on or after the birth of the child. If there is no written record, consent can be established through a finding by the court that, prior to conception or the birth, the parties agreed that they would be parents of the child, or the person who seeks to be a parent of the child, together with the person giving birth, voluntarily participated in and consented to the assisted reproduction that resulted in the conception of the child.

Now, a person who becomes a parent through assisted reproduction can obtain a pre-birth judgment declaring them to be the parent of the child immediately upon the birth of the child, ordering that parental rights and responsibilities vest immediately upon birth, and designating them as the parent on the child’s birth certificate.

Finally, the MPA provides clear instruction on the requirements of and enforceability of surrogacy agreements. Parties to a surrogacy agreement must be at least 21 years old. The surrogate must have previously given birth to at least one child and must undergo a medical evaluation and a mental-health consultation. The intended parent(s) must also undergo a mental-health consultation. The agreement must be signed by the surrogate, their spouse if applicable, and the intended parent(s), and all parties to the agreement must be represented by counsel.

The requirements relative to when the agreement is signed, and enforceability and validation of the surrogacy agreement by the court, depend on whether the surrogacy is a gestational surrogacy or genetic surrogacy. It is therefore important to consult with an attorney prior to attempting conception through surrogacy to ensure the requirements are met and for assistance in drafting the agreement.

The MPA offers families long-overdue rights and protections by providing updated paths to parentage, and is a critical step toward parentage equality for all.

 

Julie A. Dialessi-Lafley is a shareholder with the law firm Bacon Wilson, P.C. and chairs the firm’s Family Law department. She is a certified family law mediator and a member of the Springfield Women’s Leadership Council, and is licensed to practice law in both Massachusetts and Connecticut; (413) 781-0560; [email protected]

 

Britaney N. Guzman-Bailey is an associate with the law firm of Bacon Wilson, P.C. She is a member of the Hispanic National Bar Assoc., the Hampden County Bar Assoc., and the Massachusetts LGBTQ Bar Assoc. She concentrates her practice in the areas of domestic relations and family law; (413) 781-0560; [email protected]

Opinion

Effective Communication Is Key

By Sam Borsari

Emerging human-resources (HR) professionals are faced with a rapidly changing business environment, which has greatly emphasized the value of effective communication. Hybrid and remote workforces have become a reality for many, which means there are greater communication barriers than there were several years ago. Additionally, the shifting workforce brings generational differences that must be addressed.

Emerging HR professionals need to ask themselves, ‘how am I communicating with intention to maintain expectations, engagement, and culture for those working in various capacities?’ To make matters more challenging, these professionals are also learning how to navigate a seemingly complex political environment, which has triggered swift employment-law changes. Clearly communicating these updates while working to reduce internal conflict is essential to mitigate risk and ensure understanding.

Coinciding with effective communication, emerging HR professionals should focus their attention on developing their emotional intelligence (EQ) — the ability to recognize, understand, and manage both their own emotions and their relationships with others. EQ is comprised of self-awareness, self-management, motivation, empathy, and social skills.

While this may seem apparent to some, emotional intelligence is essential for emerging HR professionals, as it helps foster trust among their employees and strengthens internal relationships. By having a high level of emotional intelligence, emerging professionals will be able to lead by example and encourage a culture of collaboration and open communication. It will also allow them to better manage difficult conversations with more confidence.

Emerging HR professionals are in a unique and exciting position. They bring fresh eyes and a new perspective to pre-established processes. However, implementing change within an organization as an emerging professional comes with challenges, especially when it comes to gaining the respect and influence of senior leaders. This hurdle can create a mental roadblock, limiting the individual’s ability to drive change and showcase their potential leadership capabilities.

This is why honing influence and relationship-building skills is essential for emerging HR professionals. While this doesn’t happen overnight, developing business acumen and learning to align HR initiatives with broader business goals is a way to start. These skills will allow emerging professionals to have a voice at the table and a chance at greater success within their HR role.

If emerging HR professionals aren’t initiating change themselves, they are at the forefront of managing it, whether due to evolving employment laws, shifting business landscapes, or changing workplace expectations and/or culture. This is now more apparent than ever. Emerging HR professionals must be able to guide their team through transitionary periods and help them navigate uncertainty. These moments present a valuable opportunity to demonstrate leadership ability and resiliency even in high-pressure situations.

This makes adaptability and change management incredibly important skills to develop. To build on this, emerging professionals should focus on staying up to date with compliance changes, embrace the idea of continuous learning, and develop strategic procedures to support their organization through periods of transition.

 

Sam Borsari is a member experience specialist with the Employers Assoc. of the NorthEast. This article first appeared on the EANE blog; eane.org

Cybersecurity

In Times of Turmoil, Patience and Communication Are Key

By Sean Hogan

 

The day began long before the sun rose. At 3 a.m. that summer morning, I found myself groggily pulling myself out of bed to prepare for a 5:30 flight to a business conference in Montana. The early-morning hours are never the easiest, but the promise of a productive trip and the excitement of the conference kept me going.

Arriving at Bradley International Airport at 4:30 a.m., I was met with the usual hustle and bustle of travelers, all with their own destinations and stories. After clearing security, I found a quiet spot to sit and wait for boarding. As I sipped on a hastily bought coffee, I read a brief article on my phone about flights being canceled in Australia. Little did I know that this was a harbinger of the chaos that lay ahead.

Shortly thereafter, the first signs of trouble began to emerge. Flights and monitors at Bradley International started shutting down one by one. It was an eerie sight, and a sense of unease settled over the terminal. The day, which had started so early, was about to get much longer.

As the minutes turned into hours, it became clear that this was no ordinary delay. Delta, the airline I was flying with, was one of the hardest-hit by what was later revealed to be a widespread issue with their cybersecurity software, provided by CrowdStrike. The software update had inadvertently disabled Delta’s primary communication method — its app.

Sean Hogan

Sean Hogan

“In Delta’s defense, it did have a solid commitment to CrowdStrike and leveraged its cybersecurity software to protect its systems. However, the unintended consequences of the software update highlighted a crucial lesson: the importance of effective communication, especially in times of crisis.”

Throughout the day, as the delays dragged on, one of the most frustrating aspects was the lack of communication from Delta. In our interconnected world, where information is always at our fingertips, the silence was deafening. The uncertainty and lack of updates left us all in a state of limbo, not knowing when or if we would be able to reach our destination.

In Delta’s defense, it did have a solid commitment to CrowdStrike and leveraged its cybersecurity software to protect its systems. However, the unintended consequences of the software update highlighted a crucial lesson: the importance of effective communication, especially in times of crisis.

The entire experience was a true test of patience. As the hours passed, I tried to remain calm and focused, but the stress and frustration of the situation were palpable. It was a stark contrast to the level of communication we have at my company, Hogan Technology, where transparency and timely updates are prioritized.

Eventually, after a grueling 12 hours of delay, we did manage to get to Montana. The relief of finally boarding the plane and taking off was immense, but the day had left a lasting impression on me.

This ordeal taught me several valuable lessons about the customer experience. In moments of uncertainty and disruption, clear and consistent communication is paramount. Customers need to feel informed and reassured, even if the news isn’t always positive. The silence from Delta only amplified the stress and frustration of the situation.

Furthermore, the experience underscored the importance of patience. In our fast-paced world, delays and disruptions can be incredibly frustrating, but maintaining a calm and composed demeanor can make a challenging situation more bearable.

Again, in the end, we made it to Montana, and the business conference proved to be productive and insightful. But the journey there was a stark reminder of the importance of effective communication and the value of staying patient in the face of adversity.

 

Sean Hogan is president of Hogan Technology Inc.

 

Cybersecurity Special Coverage

Bracing for Change

By Delcie Bean

In 2024, artificial intelligence (AI) achieved significant milestones that have set the stage for transformative developments in 2025.

 

Key AI Milestones of 2024

Regulatory Frameworks: The European Union finalized its comprehensive AI Act, establishing a framework that balances innovation with ethical considerations. This legislative milestone is expected to influence global AI policies and governance.

Technological Advancements: Breakthroughs in AI-powered scientific discoveries, particularly in biomedicine, were highlighted by DeepMind’s AlphaFold, which demonstrated remarkable progress in protein folding. This advancement opened new avenues for drug development and biological research, showcasing AI’s potential to revolutionize science and healthcare industries.

Consumer Technology: The launch of the first AI-native smartphone, equipped with a dedicated AI chip, marked a shift toward more intelligent and personalized mobile devices. This innovation pushes the boundaries of user experience and sets the stage for future advancements in consumer electronics.

 

The Outlook on AI in 2025

Artificial intelligence continues to be one of the most transformative forces of our time, and 2025 is shaping up to be a pivotal year. As the pace of innovation accelerates, industries, businesses, and individuals are grappling with the opportunities and challenges AI presents. Among the current trends are:

Advancements in Generative AI: Generative AI is expanding beyond text, venturing into video production and other media forms. Tools like HeyGen, Sora, and Runway ML enable the creation of realistic and personalized video content, democratizing video production for businesses and individual creators.

AI Integration Across Sectors: Industries are adopting AI at scale in fields like:

Healthcare: AI-powered diagnostics, personalized treatment plans, and drug discovery are becoming mainstream, enhancing patient care and operational efficiency.

Finance: Predictive analytics and fraud-detection systems are improving efficiency and security in financial operations.

Manufacturing: AI-driven automation and predictive maintenance are optimizing production lines, reducing downtime, and increasing productivity.

 

Predictions for AI in 2025

2025 promises exciting developments and disruptions:

Technology Breakthroughs: AI models will become more powerful, efficient, and accessible. Recent advances in energy-efficient AI, such as Google’s Pathways model, suggest that future systems will require less computational power while delivering superior performance. Moreover, multimodal AI — capable of processing text, images, and videos simultaneously — will enhance virtual assistants, enabling them to understand and respond in richer contexts.

For example, consider a smart-home system that can analyze both audio commands and video input to adjust lighting, recommend entertainment, or detect potential hazards.

Consumer-centric AI: Apple’s rumored ventures into AI are likely to materialize in 2025, potentially redefining personal technology. Imagine an AI-driven iOS system that not only anticipates user needs but also offers proactive suggestions, such as ordering groceries or suggesting health routines based on daily activity patterns.

Industry Disruptions: AI will reshape several sectors, with standout changes in:

Education: Adaptive learning platforms like Squirrel AI are expected to evolve, offering highly personalized curriculums that cater to individual student needs. AI tutors could become commonplace, providing real-time feedback and assistance across subjects.

Logistics: Companies like Amazon and FedEx are already testing AI-driven autonomous delivery systems. By 2025, we might see widespread use of drone deliveries and autonomous vehicles in urban centers.

Urban Planning: Smart cities will leverage AI for everything from traffic management to waste reduction. Projects like Sidewalk Labs in Toronto are early examples of how AI can transform urban living.

Challenges and Considerations: Despite its promise, AI’s growth is not without hurdles:

Data Privacy and Security: As AI systems handle sensitive information, ensuring robust data protection will be crucial to maintaining trust.

• Bias and Inclusivity: Addressing biases in AI algorithms remains a pressing issue. Inclusive development practices are essential to prevent perpetuating inequalities.

• Economic and Social Impact: The balance between innovation and job displacement will be a critical conversation. Preparing for AI’s impact on the workforce is imperative for a smooth transition.

Opportunities for Businesses and Individuals: AI in 2025 isn’t just about challenges; it’s also about immense opportunities:

• Leveraging AI for Growth: Businesses of all sizes can use AI to gain a competitive edge. From automating routine tasks to enabling new product innovations, the potential is vast.

• Upskilling the Workforce: Training and reskilling will be key. Organizations investing in their employees’ AI literacy will thrive in the evolving landscape.

• AI as a Partner, Not a Threat: Collaborative human-AI workflows can enhance productivity and creativity, showing that AI complements human capabilities rather than replacing them.

 

Conclusion

As we look to 2025, AI’s trajectory is clear: it will become more integrated, powerful, and impactful across all facets of life. However, with great power comes great responsibility. It’s up to businesses, governments, and individuals to steer AI’s development toward ethical, inclusive, and beneficial outcomes.

The future of AI is not set in stone — it’s a story we’re all writing together. By staying informed, adapting to change, and embracing innovation, we can ensure that 2025 marks another milestone in AI’s journey toward improving lives and transforming industries.

 

Delcie Bean is CEO of Paragus Strategic I.T.

 

Accounting and Tax Planning

State of Change

By Jeff Laboe, EA

 

As winter approaches, many Massachusetts residents, particularly in the colder regions, may contemplate relocating to a warmer climate (or to lower-taxed states). While relocating may seem appealing, it’s essential to understand the legal and tax implications tied to changing your state residency, especially regarding income taxes. Residency status directly influences eligibility for state programs, tax liabilities, and other matters.

Understanding Massachusetts’ residency rules — set forth by the Massachusetts Department of Revenue and Massachusetts General Laws — is crucial for anyone considering a move.

 

The Two Tests: Statutory Residence vs. Domicile

Massachusetts relies on two primary tests to determine residency: the statutory residence test and the domicile test.

The statutory residence test determines residency based on the number of days spent in the state and the presence of a ‘permanent place of abode’ (PPA). If you spend more than 183 days in Massachusetts during a year and maintain a PPA, you’re considered a resident for tax purposes. The PPA doesn’t need to be your primary residence; having a home in Massachusetts, even if it’s secondary, qualifies you.

The domicile test refers to the state an individual considers their permanent home and to which they intend to return. Unlike statutory residence, domicile is a subjective concept, and you can only have one domicile at a time. Massachusetts evaluates factors such as:

• Physical presence: where you spend the majority of your time;

• Intent: evidence of making Massachusetts your permanent home, like registering to vote or obtaining a Massachusetts driver’s license;

• Family connections: whether your family resides in Massachusetts;

• Property ownership: owning property in Massachusetts could indicate domicile; and

• Social ties: participation in local activities or having professional connections within the state.

Other indicators include banking locations, where your doctor practices, and even where you use credit cards.

Jeff Laboe

Jeff Laboe

“If you’re considering changing your state residency, careful planning is essential. Work with a tax professional to ensure that your move is well-documented and legally defensible in case of an audit.”

 

Key Residency Classifications for Tax Purposes

Understanding the classifications is crucial for tax implications. The primary classifications are as follows:

• Full-year residents are taxed on all income, regardless of where it’s earned. This includes wages, business profits, and rental income from out-of-state properties. If you are domiciled in Massachusetts or meet the 183-day test, you are a full-year resident.

• Part-year residents are those who live in Massachusetts for part of the year only. They are taxed on all income sources during their time as a resident, and only Massachusetts-sourced income for the non-resident portion. If you leave Massachusetts mid-year, you’ll file as a part-year resident for the period you were domiciled in the state.

• Non-residents are taxed only on income sourced from Massachusetts. This includes earnings from work in the state or income from Massachusetts-based properties. Non-residents are required to file state income-tax returns if they earn income in Massachusetts.

• Some individuals, such as students or temporary workers, may not qualify as full-year residents, but still earn Massachusetts-sourced income. They may need to file a tax return for the period they lived or worked in Massachusetts.

 

Changing Residency: Plan Ahead

Changing your state residency can have significant tax consequences. States, including Massachusetts, often require a clear ‘leave and land’ process. Simply leaving Massachusetts without fully establishing residency in another state could result in continued residency classification by Massachusetts.

To demonstrate a permanent change in residency, actions such as selling property, updating voter registration, or opening bank accounts in the new state are crucial. Failure to establish clear ties to a new state might lead to Massachusetts considering you a resident, even if you’ve moved.

 

Residency Audits and Determination

If there’s uncertainty about your residency status, the Massachusetts Department of Revenue may conduct a residency audit. It will investigate various factors, including where you live, work, and maintain personal connections. If it determines that you are still a Massachusetts resident when you believe you’ve changed residency, you could be subject to back taxes, penalties, and interest.

Residency audits can be extensive and often result in appeals or settlements. To prepare, you should maintain proper documentation that supports your claim of residency in another state.

 

Conclusion

Massachusetts’ residency rules play a significant role in your tax obligations and legal standing. Residency classifications, such as full-year resident, part-year resident, and non-resident, affect how your income is taxed. The statutory residence test and the domicile test are key tools for determining your residency status. Factors like physical presence, intent, and personal connections are crucial in these determinations. It is worth noting that it’s possible to be treated as both a resident and non-resident, or even be considered a dual resident (resident of multiple states).

If you’re considering changing your state residency, careful planning is essential. Work with a tax professional to ensure that your move is well-documented and legally defensible in case of an audit. Massachusetts, like many states, is increasingly vigilant about residency audits, so it’s important to establish clear ties to your new state to avoid tax liabilities.

In summary, before deciding to move to a warmer climate, be sure you understand the full tax implications of such a change. While the process of becoming a non-resident may seem straightforward, it requires proper planning and documentation to avoid complications with Massachusetts’ tax authorities.

 

Jeff Laboe is a tax manager with MP CPAs, with a primary focus on tax planning and solutions for high-net-worth individuals and private-equity firms.

 

Accounting and Tax Planning Special Coverage

A True Win-win

By Lauren Foley

What if there were a way to support a preferred sponsoring organization while also receiving a valuable tax benefit? Giving to a donor-advised fund (DAF) might be your answer.

DAFs offer a unique opportunity to make a significant impact while enjoying both the emotional satisfaction of giving and the financial benefits of charitable deductions. They are an ideal avenue for increasing community involvement and charitable giving, as well as obtaining a favorable tax deduction. Whether you’re an individual or a corporation, DAFs can help streamline your charitable efforts.

A donor-advised fund, or DAF, is defined by the IRS as “a separately identified fund or account that is maintained and operated by a section 501(c)(3) organization, which is called a sponsoring organization. Each account is composed of contributions made by individual donors.”

Funds are added to the account, and, like an investment, the value will fluctuate based on the stock market. This gives donors the potential to grow their charitable giving over time. When the DAF increases in value or reports a gain, the gain is not taxable to the donor.

The key benefit of investing in a DAF is that the donor does not incur taxes on the growth of their investment. This feature makes DAFs a great option for those looking to maximize their charitable contributions without the burden of additional taxes. Another benefit is that the donor can invest not only cash, but also non-cash assets such as stocks, bonds, and real estate, depending on the specific sponsoring organization, offering even more flexibility in how donations are made.

 

How Does a Donor-advised Fund Work?

The mechanics of a donor-advised fund are relatively simple, but the possibilities for giving are vast. The money deposited and invested into a DAF must be used to donate to a certified charitable organization. The taxpayer can recommend which charitable organization will receive the donation, providing a sense of control over where their funds go. Once determined, the sponsoring organization retains final authority over whether to accept the recommendation.

Lauren Foley

Lauren Foley

“Funds are added to the account, and, like an investment, the value will fluctuate based on the stock market. This gives donors the potential to grow their charitable giving over time. When the DAF increases in value or reports a gain, the gain is not taxable to the donor.”

However, it is important to note that the taxpayer loses legal control over the funds once they are added to the account. This is an important distinction, as the fund is ultimately governed by the sponsoring organization. In other words, a DAF is a low-cost alternative to a private foundation.

 

How Does a Donor-advised Fund Affect Your Tax Return?

If a taxpayer itemizes on their personal tax return (Form 1040), the DAF is a great way to increase charitable giving while simultaneously lowering taxable income. When itemizing, cash contributions made through a DAF will be deducted from the taxpayer’s taxable income.

Keep in mind that there are limitations on charitable contributions, including special limits on contributions to DAFs in one tax year, so it’s important to seek advice from a CPA or accounting firm to ensure you stay within the legal guidelines and make the most of your charitable contributions.

A taxpayer can avoid selling securities or non-cash assets and reporting a capital gain by donating them directly to a DAF. By donating the securities directly to a DAF, the taxpayer can avoid the capital-gains tax on the sale of securities. This can be particularly advantageous for individuals who have appreciated assets like stocks or real estate.

As mentioned earlier, the fair market value of donated securities can be deducted from the donor’s taxable income, up to 30% of adjusted gross income. Any amount that is limited during the year the donation is contributed to the DAF can be carried forward to future years. Any future appreciation — whether from dividends, interest, or further gains — while the securities are held within the DAF remains tax-free. Since the DAF is a tax-exempt entity, it does not pay taxes on these gains, either. This makes donating appreciated securities to a DAF an effective way to maximize both charitable giving and tax savings.

There is some control of itemized deductions when donating to charity as the state taxes are capped at $10,000, so investing in a DAF is a good way to group donations. It will allow the donor to take a large charitable donation deduction in one year and then recommend distributions to favorite charities over the next few years.

For corporations, charitable contributions are generally limited to 10% of the company’s taxable income for the year. In contrast, S-corporations and partnerships are pass-through entities, meaning they do not pay income taxes at the corporate level. Instead, income and deductions pass through to the individual owners, who can then deduct their share of the donation on their personal tax returns based on their ownership percentage. This makes DAFs an especially attractive option for business owners who want to incorporate charitable giving into their overall tax strategy.

 

The Act of Giving

The most important aspect of a donor-advised fund is that it allows taxpayers to invest in charities, support growth and culture for future generations, and give back to those in need. A donor-advised fund allows for the donor to plan and track their charitable donations over time. A DAF opens doors for increased giving and provides taxpayers the opportunity to reflect on their priorities while making a difference in the lives of others.

As always, when engaging in tax planning or investing in a new fund, working with an experienced financial advisor or tax professional can help you navigate donor-advised funds.

 

Lauren Foley is a senior associate at the Holyoke-based accounting firm Meyers Brothers Kalicka, P.C.

 

Opinion

Opinion

By Sean Hogan

 

In the bustling world of modern business, contracts form the backbone of countless transactions, agreements, and partnerships. Yet, many businesses remain unaware of the myriad contracts that exist within their operations, particularly those for software and services. This oversight can lead to significant financial and operational pitfalls.

Contracts are not merely formalities; they are binding legal agreements that dictate the terms of business relationships. These documents encompass a wide range of commitments, from software licenses and service agreements to leases and supplier contracts. Unfortunately, the complexity and volume of these contracts can often lead businesses to lose track of their obligations, especially when it comes to the fine print.

A common feature in many business contracts, particularly for software and services, is the auto-renewal clause. These clauses are often buried in the small print, easily overlooked during the initial review. An auto-renewal clause stipulates that the contract will automatically renew for another term unless the client explicitly opts out, usually in writing, within a specified period.

Many businesses fall into the trap of neglecting these clauses, leading to unintended renewals. These renewals can range from a minimum of one year to as long as three to five years, depending on the contract. The implications of such automatic renewals can be profound, locking businesses into costly agreements that may no longer serve their needs or align with their strategic goals.

The financial impact of auto-renewals cannot be overstated. Consider a scenario where a business has multiple software subscriptions, each with an auto-renewal clause. If these contracts renew without the business’s knowledge, the company could find itself incurring substantial, unexpected expenses. These costs can quickly add up, straining the company’s budget and diverting funds from more critical projects.

To mitigate the risks associated with auto-renewals, businesses must implement robust contract-management practices. Tracking contracts involves maintaining a detailed and organized record of all agreements, including their terms, renewal dates, and termination clauses. This level of oversight ensures that businesses remain aware of their contractual obligations and can take proactive steps to manage renewals effectively.

Engaging legal counsel can provide invaluable support in managing business contracts. Legal professionals have the expertise to review contract terms, identify potential pitfalls, and negotiate favorable terms on behalf of the business. Their insights can help businesses navigate the complexities of contract law and ensure that their interests are protected.

Finally, fostering a culture of contract awareness within the organization is crucial. Employees at all levels should be educated on the importance of understanding and managing contracts. This includes training on how to read and interpret contract terms, recognizing the significance of auto-renewal clauses, and knowing the procedures for contract termination.

By promoting contract awareness, businesses can empower their teams to take an active role in managing contractual obligations. This collective effort can lead to more informed decision making, better risk management, and ultimately, a stronger financial position.

 

Sean Hogan is president of Hogan Technology Inc.

Opinion

Opinion

By Allison Ebner

 

As organizational leaders and HR professionals, we are going to continue to be challenged in the new year and beyond with a roller coaster of issues as we try to match our workforces to the complex needs of our organizations and the demands of our clients and consumers. It will take an incredible amount of innovation for us to remain competitive not only within our industry landscape, but also in our employee-engagement strategies.

Nearly every industry will be experiencing significant labor-force challenges with pending retirements from the Boomers and Gen-X, and we’re also facing a transformational time in work experience and career expectations from our Millennial and Gen-Z employees. So as an organizational leader today, how should you best prepare for the coming disruptions? Here are three strategies to consider as we turn the corner into 2025:

1. Prioritize investments in continuous learning and development for your staff. Business, technology, and talent trends are moving at the speed of light. By creating a continuous learning model for your staff, you are empowering them to be resilient thinkers who can make better decisions for themselves, your organization, and your customers.

How do you approach this? Conduct an optimization assessment of each role or department in your organization. What competencies would help a team member perform at their peak? Keep it simple with a list of technical skills, power skills (formerly called soft skills), and future skills. Once you identify the list, create a learning pathway that helps you skill-build in each area.

2. Focus on building leaders with high levels of emotional intelligence. This will make or break you. Period. Full stop. It’s hard to describe just how much this matters in our work ecosystems today, but I’ll try to do just that. If you can create people leaders with this competency — even to a high degree, not perfection — you will slay your competition and crush your employee-retention goals.

We no longer have a workforce that will tolerate moderately decent managers. They have to be better. They need to instill a sense of urgency to get the job done right, combined with empathy, accountability, and the ability to teach resilience practices. This is key because our world is going to continuously evolve and change. We need to build teams that can inspire and motivate our future workforce through change and chaos and turn these uncertainties into opportunities.

3. Strengthen the bonds between technology and your people. The fifth industrial revolution has arrived, and it’s the evolution of people and machines working together to build our organizations and move us forward. Whatever industry you’re in, you can use technology to propel innovation and create a workplace the optimizes technology while enhancing the human experience.

It’s also all about your customer experience. If we want to win the battle for market share, grant funding, venture capital … whatever it is that makes you tick, you’ll need to have a strategy that includes providing your talent with the best tech tools to give you an advantage.

By embracing a mindset of continuous learning, combined with leveling up your people leaders and blending technology in your current work practices, leading organizations can pivot from a traditional model aimed at scalable efficiency that grew out of our industrial past to one that is far more suited to a world in which speed, agility, and innovation rule the day, and in which people expect more meaning, choice, growth, and autonomy at work.

 

Allison Ebner is president of the Employers Assoc. of New England. This article first appeared on the EANE blog; eane.org

Wealth Management

Into the Metaverse

By Jeff Liguori

 

Social media has evolved from a niche digital trend into a global force, reshaping how people communicate, consume content, and interact with businesses. With billions of active users worldwide, platforms continue to evolve, adapting to new trends, technological advancements, and changing consumer preferences, with artificial intelligence a central force in driving that content.

Social media’s reach is staggering. As of 2024, more than 4.7 billion people globally use social media, accounting for nearly 60% of the world’s population. The sheer number of active users on platforms like Facebook, Instagram, TikTok, YouTube, and X (formerly Twitter) highlights the pervasive nature of social media in contemporary society.

These platforms are not only communication tools but also major drivers of entertainment, commerce, news distribution, and politics. For instance, Facebook, Instagram, and WhatsApp (all owned by Meta) have become critical for digital marketing, with businesses of all sizes leveraging these platforms for brand awareness, lead generation, and direct sales.

Jeff Liguori

Jeff Liguori

“With billions of active users worldwide, platforms continue to evolve, adapting to new trends, technological advancements, and changing consumer preferences, with artificial intelligence a central force in driving that content.”

These outlets have provided an infrastructure for the ‘influencer’ class, who directly profit from an increasing number of visitors or subscribers to their sites. It is estimated that an influencer on Instagram with 100,000 followers earns between $1,000 and $15,000 per post, depending on content, product placement, engagement with subscribers, and ads running on their sites.

For perspective, high-profile athletes and celebrities can earn millions of dollars per post. The professional soccer player, Christiano Ronaldo, arguably the most recognized and popular athlete in the world, has 645 million followers on Instagram and more than 1 billion on all his social-media accounts combined. Taylor Swift has 280 million Instagram followers and 550 million across all platforms.

 

Meta Dominance

Meta Platforms, which owns Facebook, Instagram, WhatsApp, and Oculus, is undeniably one of the largest players in the social-media space. The company has expanded far beyond its original social-networking service, diversifying into virtual reality (VR), digital advertising, and even the metaverse.

As of Q3 2024, Meta reported having 3.1 billion monthly active users across its family of apps. Facebook itself remains the dominant player, with more than 2.9 billion active users, followed by Instagram with 2.4 billion, WhatsApp with 2 billion, and Messenger at around 1.3 billion users.

Despite its massive user base, Meta’s stock performance has been volatile in recent years, especially following its aggressive push into the metaverse. While its quarterly earnings reports often show healthy revenues — primarily driven by advertising — investors have been divided on the long-term potential of Meta’s shift toward virtual reality and the metaverse. The company’s stock price has been subject to dramatic swings, particularly when its investments in the metaverse didn’t immediately translate to a clear revenue stream.

For instance, Meta’s stock price saw a significant drop in late 2022, losing nearly half of its value in just a few months. This was in part due to concerns that its focus on the metaverse was draining resources that could have been used to improve its core social-media business. But investors have gained confidence in CEO Mark Zuckerberg’s vision as advertising revenue has continued to grow, and its foray into AI-powered tools has generated excitement among investors. Since January of 2023, the stock price has skyrocketed nearly 400% to the end of November 2024.

Meta is now the fifth-largest publicly traded company in the world, with 72,000 employees and a total valuation of roughly $1.6 trillion. By contrast, Walmart, the largest global retailer, employing more than 2 million people worldwide, is valued at less than half of Meta currently.

The strategic shifts, user growth in key markets, and a focus on optimizing ad revenue continue to propel Meta’s profits. The company’s Q3 2024 earnings revealed a 20% year-over-year increase in revenue, with much of this growth coming from ad sales on platforms like Facebook and Instagram.

While Meta is undeniably one of the largest players in the social-media space, it faces intense competition from several other platforms. To get a better sense of the broader social-media landscape, the most recognized key performance metric is monthly average users (MAUs), which measures how many unique users interact with a product or service within a 30-day period.

The dominance of a few platforms, with Facebook, YouTube, and WhatsApp leading the pack in terms of monthly active users, is clear. Facebook remains the largest social-media platform with nearly 2.9 billion MAUs, a testament to its broad global reach. WhatsApp and Instagram, both under the Meta umbrella, have similarly vast user bases, collectively reaching more than 4.9 billion people each month.

Despite its impressive user count, TikTok has emerged as one of the most formidable competitors, with 1.7 billion MAUs. TikTok’s rapid growth, driven by its addictive short-form video content, has captured the attention of younger audiences and advertisers alike. The app has become a significant disruptor in the digital advertising space, particularly in reaching Gen Z, a demographic that Meta has struggled to retain.

 

The Future … Not Without Controversy

The future of social media is uncertain, with new platforms emerging and user habits shifting. While Meta’s advertising business remains robust, its long-term stock performance will depend on how well it can balance innovation in areas like the metaverse and AI, while maintaining its massive user base across Facebook, Instagram, and WhatsApp.

And the social ecosystem is not without controversy. Social media can contribute to mental-health issues, such as anxiety and depression, due to constant comparison and online validation. The spread of misinformation is another significant challenge, as false narratives can quickly gain traction and influence public opinion. Additionally, the pressure to maintain a curated, idealized online persona can lead to feelings of isolation and a lack of authentic connection.

Expect greater scrutiny of all things digital, especially as AI becomes exponentially more powerful, driving these sites and adapting to changing user habits.

 

Afterword

This article was almost entirely written using the AI platform ChatGPT. While I’m not an active user of AI tools for research or writing, I think it is an important commentary on the state of technology today.

I come from a family of writers — my brother is an editor for the New York Times and a vocal opponent of using AI for such articles. And while I agree there are many pitfalls to the artificial-intelligence phenomenon, as a society, we must work diligently to use all these tools for the betterment of humanity. With the ease of content production today, it is incumbent on all of us to use AI and social media responsibly and help police those that do not.

 

Jeff Liguori is the co-founder and chief Investment officer of Napatree Capital, an investment boutique with offices in Longmeadow as well as Providence and Westerly, R.I.; (401) 437-4730.

Wealth Management

Good News for Massachusetts Estates

By Hyman Darling, Esq.

 

In the fall of 2023, the Commonwealth increased the exemption for estate taxes for Massachusetts residents from the $1 million exemption (with the cliff) to $2 million with no cliff. The prior tax law was that each resident had an exemption of $1 million, but if the $1 million threshold was exceeded, then the exemption disappeared, and the tax was assessed on all assets back to the first dollar.

Therefore, the new Massachusetts estate-tax exemption is now a true $2 million exemption, such that only estates in excess of that amount are taxed. The law is retroactive and applies to all decedents dying on Jan. 1, 2023, and thereafter. The rates now start at 7% and increase at a graduated rate up to 16%.

Within the bill, however, Massachusetts attempted to tax real estate outside of Massachusetts owned by Massachusetts residents. Even the Department of Revenue’s instructions for completing the M-706 included language requiring that the non-state property of Massachusetts residents was to be included in the calculation of the estate tax. Under the Dassori v. Commissioner of Revenue case, however, the court ruled that the attempt by Massachusetts to estate-tax Massachusetts residents on their non-Massachusetts real estate was unconstitutional.

Hyman Darling

Hyman Darling

“The new Massachusetts estate-tax exemption is now a true $2 million exemption, such that only estates in excess of that amount are taxed.”

Good news — MGL Chapter 65C Sec. 2A was amended on Sept. 19 and now excludes the value of out-of-state property for estate-taxation purposes of Massachusetts residents. This law is also retroactive for deaths on or after Jan. 1, 2023. Non-Massachusetts residents who own property in Massachusetts will still need to file an estate-tax return where assets are in excess of the exemption, but these estates may have their Massachusetts estate tax reduced to a nominal amount as they are also entitled to the credit of $99,600 (the previous estate tax on $2 million).

For Massachusetts residents, we no longer need to list the out-of-state real estate with the value of -0- on the estate-tax return, claiming that the inclusion of the asset is unconstitutional. For example, if a Massachusetts resident has real estate and other assets in Massachusetts with a total value of $1.9 million and out-of-state real estate worth $1 million, a Massachusetts estate-tax return will no longer be necessary, and the fiduciary may file an affidavit of no tax due, in lieu of filing the estate-tax return to obtain a release of lien.

Massachusetts law provides that, when a person dies owning real estate within the Commonwealth, a lien automatically attaches to the real estate. This is how the state ensures that taxes will be paid. If the Massachusetts estate is less than $2 million, an affidavit may be filed in the Registry of Deeds, which releases the lien. If the estate is greater than $2 million, then a tax return is required to be filed to obtain a release of lien, even if no tax is due.

Of course, if the estate is large enough, a federal estate tax may have to be filed, as well as a state return for any state that still has estate taxes if the decedent owned property there. A good planning tool would now be to purchase property out of Massachusetts, which lowers the estate for tax purposes in the state. The CPA, investment advisor, and lawyer should be involved as a team in the planning process to determine the options available to lower estate taxes if possible.

 

Hyman Darling, a shareholder at Bacon Wilson and chair of the firm’s Estate Planning and Elder Law department, is recognized as the area’s pre-eminent estate planner, with extensive experience with all aspects of estate planning, trusts, tax law, probate and estates, guardianships, special-needs trusts and planning, elder law, and long-term care planning, and additional specialties including adoption and real estate; (413) 781-0560.

Wealth Management

Suspicion Warranted

By the Federal Trade Commission

 

People use cryptocurrency for many reasons — quick payments, to avoid transaction fees that traditional banks charge, or because it offers some anonymity. Others hold cryptocurrency as an investment, hoping the value goes up.

However, scammers are always finding new ways to steal your money using cryptocurrency. To steer clear of a crypto con, here are some things to know.

Only scammers demand payment in cryptocurrency. No legitimate business is going to demand you send cryptocurrency in advance — not to buy something, and not to protect your money. That’s always a scam.

Only scammers will guarantee profits or big returns. Don’t trust people who promise you can quickly and easily make money in the crypto markets.

Never mix online dating and investment advice. If you meet someone on a dating site or app, and they want to show you how to invest in crypto, or ask you to send them crypto, that’s a scam.

Scammers are using some tried and true scam tactics — only now, they’re demanding payment in cryptocurrency. Investment scams are one of the top ways scammers trick you into buying cryptocurrency and sending it on to scammers. But scammers are also impersonating businesses, government agencies, and love interests, among other tactics.

 

Investment Scams

Investment scams often promise you can make lots of money with zero risk, and often start on social media or online dating apps or sites. These scams can, of course, start with an unexpected text, email, or call, too. And, with investment scams, crypto is central in two ways: it can be both the investment and the payment.

Here are some common investment scams and how to spot them.

• A so-called ‘investment manager’ contacts you out of the blue. They promise to grow your money — but only if you buy cryptocurrency and transfer it into their online account. The investment website they steer you to looks real, but it’s really fake, and so are their promises. If you log in to your ‘investment account,’ you won’t be able to withdraw your money at all, or only if you pay high fees.

• A scammer pretends to be a celebrity who can multiply any cryptocurrency you send them. But celebrities aren’t contacting you through social media. It’s a scammer. And if you click on an unexpected link they send or send cryptocurrency to a so-called celebrity’s QR code, that money will go straight to a scammer, and it will be gone.

• An online ‘love interest’ wants you to send money or cryptocurrency to help you invest. That’s a scam. As soon as someone you meet on a dating site or app asks you for money, or offers you investment advice, that’s almost certainly a scammer. The advice and offers to help you invest in cryptocurrency are nothing but scams. If you send them crypto, or money of any kind, it’ll be gone, and you typically won’t get it back.

Scammers guarantee that you’ll make money or promise big payouts with guaranteed returns. Nobody can make those guarantees, much less in a short time. And there’s nothing low-risk about cryptocurrency investments. So, if a company or person promises you’ll make a profit, that’s a scam, even if there’s a celebrity endorsement or testimonials from happy investors. Those are easily faked.

Scammers promise free money. They’ll promise free cash or cryptocurrency, but free money promises are always fake. Scammers also make big claims without details or explanations. No matter what the investment, find out how it works and ask questions about where your money is going. Honest investment managers or advisors want to share that information and will back it up with details.

Before you invest in crypto, search online for the name of the company or person and the cryptocurrency name, plus words like ‘review,’ ‘scam,’ and ‘complaint.’ See what others are saying.

 

Business, Government, and Job Impersonators

In a business, government, or job impersonator scam, the scammer pretends to be someone you trust to convince you to send them money by buying and sending cryptocurrency.

Scammers impersonate well-known companies. They might say they’re from Amazon, Microsoft, FedEx, your bank, or many others. They’ll text, call, email, or send messages on social media — or maybe put a pop-up alert on your computer. They might say there’s fraud on your account, or your money is at risk — and to fix it, you need to buy crypto and send it to them. But that’s a scam. If you click the link in any message, answer the call, or call back the number on the pop-up, you’ll be connected to a scammer.

Scammers impersonate new or established businesses offering fraudulent crypto coins or tokens. They’ll say the company is entering the crypto world by issuing their own coin or token. They might create social-media ads, news articles, or a slick website to back it all up and trick people into buying. But these crypto coins and tokens are a scam that ends up stealing money from the people who buy them. Research online to find out whether a company has issued a coin or token. It will be widely reported in established media if it is true.

Scammers impersonate government agencies, law enforcement, or utility companies. They might say there’s a legal problem, that you owe money, or your accounts or benefits are frozen as part of an investigation. They’ll tell you to solve the problem or protect your money by buying cryptocurrency. They might say to send it to a wallet address they give you — for ‘safe keeping.’

Some scammers even stay on the phone with you as they direct you to a cryptocurrency ATM and give step-by-step instruction on how to insert money and convert it to cryptocurrency. They’ll direct you to send the crypto by scanning a QR code they give you, which directs the payment right into their digital wallet — and then it’s gone.

Scammers list fake jobs on job sites. They might even send unsolicited job offers related to crypto like jobs helping recruit investors, selling or mining cryptocurrency, or helping convert cash to crypto. But these so-called ‘jobs’ start only if you pay a fee in cryptocurrency, which is always a scam, every time.

As your first task in your ‘job,’ these scammers send you a check to deposit into your bank account. (That check will turn out to be fake.) They’ll tell you to withdraw some of that money, buy cryptocurrency for a made-up ‘client,’ and send it to a crypto account they give you. But if you do, the money will be gone, and you’ll be on the hook to repay that money to your bank.

To avoid business, government, and job impersonators, know that:

• No legitimate business or government will ever email, text, or message you on social media to ask for money, and they will never demand that you buy or pay with cryptocurrency.

• Never click on a link from an unexpected text, email, or social-media message, even if it seems to come from a company you know.

• Don’t pay anyone who contacts you unexpectedly, demanding payment with cryptocurrency.

• Never pay a fee to get a job. If someone asks you to pay up front for a job or says to buy cryptocurrency as part of your job, it’s a scam.

Special Coverage Wealth Management

Too Good to Be True

By Carlo Centeno

Some of the largest financial fraud schemes have taken place within the last 100 years. The truism “if it’s too good to be true, then it probably isn’t” has been pushed aside by those convinced that if they hesitate, they lose the opportunity.

Pride has a way of pushing a desire or perceived benefit into acceptance. The short version of that notion is commonly known as FOMO [fear of missing out]. White-collar criminals understand that, as investment tactics, strategies, and offerings become more complex, the easier it is to pull the wool over some eyes. For the unfortunate victims, the fear of missing out is all too real, but a greater fear comes to bear regarding their sense of self: in not wanting to appear naïve or uninformed, the ego takes over.

In the mid-1980s, Warren Buffet noted in a letter to Berkshire Hathaway shareholders about “two super-contagious diseases,” namely fear and greed. His analogy to disease — more specifically epidemics — made clear that uncertainty, time of discovery, duration, strength, along with other possible factors could compromise global economies and markets. Ultimately, this led to his aphorism, “we should be more fearful when others are greedy, and to be greedy when others are more fearful.”

According to psychologists, humans are motivated more to avoid pain than to seek pleasure. Put another way, studies have shown that, when it comes to fraud, fear is a stronger motivator than greed.

“According to psychologists, humans are motivated more to avoid pain than to seek pleasure. Put another way, studies have shown that, when it comes to fraud, fear is a stronger motivator than greed.”

Corporations and their minions take advantage of investors’ interests by feeding ‘data points,’ the kind of information most would like to hear. In a marketing sense, the perception is the reality; it’s not what investors are hearing, but what they believe they’re getting.

 

Investment Fraud

Investment reasoning is contrarian for most of us. We think that, when some assets are experiencing losses, we need to sell to reduce such losses, and then, when the market goes up, we should buy more of said assets. It’s been long documented that making investment decisions guided by emotions does not fare well. However well-intentioned the feeling might be, it’s usually not good in the long run.

Jim Ratley, president and CEO of the Assoc. of Certified Fraud Examiners (ACFE), notes that “there’s no such thing as small fraud, but fraud that has yet to reach their full potential.” The ACFE has reported that approximately 87% of first-time offenders have never been charged or convicted. In such cases, the idea of getting caught is real, but a sense of invincibility reinforces continuation of the tactics that keep money in the wrong hands.

Carlo Centeno

Carlo Centeno

“Investment reasoning is contrarian for most of us. We think that, when some assets are experiencing losses, we need to sell to reduce such losses, and then, when the market goes up, we should buy more of said assets. It’s been long documented that making investment decisions guided by emotions does not fare well.”

According to the Federal Trade Commission (FTC), consumers reported a record $10 billion in fraud losses in 2023. The amount represents an increase of 14% over losses in 2022. The top category: investment scams. The most used method of acquiring fraudulent cash was through bank transfers.

To be clear, this writer is not aware of any cohort consumer behavioral research which quantitatively ascertains why the losses are so high, though, based on the FTC findings, the means in acquiring fraud dollars can be attributed to a combination of factors: the increased use of online selling and buying, the growing sophistication of iterative websites that mimic actual sites, proficiency in acquiring personal information, in particular from social media, and trends in lifestyle resources appearing on tablet and mobile devices, in particular with health-related products and services, dating services, and financial management.

And the losses continue to grow. Here are some fraud examples that took place not that long ago.

• Lehman Brothers: When you hide $50 billion in loans and reassign them as assets, that’s bound to backfire. It did. The bank’s internal department discovered $3 billion in losses to investors; that money was bought by Cayman Island banks to be purchased later by Lehman Brothers. The majority of the first-timers involved with the scam had no prior criminal record. Due to lack of evidence, the SEC did not prosecute.

Enron: The Houston-based energy commodities corporation kept enormous amount of debt off the balance sheet. Clients and employees of the firm lost their retirement accounts, and shareholders lost a staggering $74 billion. Auditing firm Arthur Anderson was involved, CEO Jeff Skilling was sentenced to 24 years in jail, and CFO Andrew Fastow pleaded guilty and served jail time. Fastow forfeited $24 million and pleaded guilty to two counts of conspiracy. In a news interview, he said, “there are people who look at the rules and find ways to structure around them. The more complex the rules, the more opportunity. The question I should have asked is not what is the rule, but what the principle is.”

• Bernie Madoff: Running the largest Ponzi scheme ever, Madoff’s investment firm took $64.8 billion from investors. Any “returns” paid out came from money from other investors or even their own money. After he confessed to his sons about his fraud, the sons reported him to the SEC the following day. For all the technology available to the investment industry, the fraudulent information was stored in a 1980s-era IBM AS/400 server.

• Sam Bankman-Fried’s FTX Scam: One of the more recent scams involved cryptocurrency. The investment scam was Sam Bankman-Fried, with friends being his associates. Cryptocurrency, to this day, still poses a high level of risk (see related story on page XX). The securities platform called FTX was claimed to deliver higher rates of return in 2019. By 2022, it all came undone. Bankman-Fried was sentenced to 25 years in federal prison for the FTX fraud. At its zenith, FTX valuation reached $32 billion.

 

Bottom Line

Financial fraud is wrought with complexities in large part because of the size and scale of investments offered today. Adding to this depth and volume, the ongoing evolution of computers, satellite communications, storage, encryption, and verification (just to name a few factors) continues to develop ways to not only identify bad actors, but the means to identify transactions and activities that point to potential financial crimes.

 

Carlo Centeno is vice president and Marketing director at St. Germain Investment Management. Much of his career has been in corporate communications, primarily on the agency side, where he worked on a variety of projects with national clients. He has received both a Clio Award and a Golden Pyramid Award for strategic business-to-business communication programs. He received his bachelor’s degree in English literature from Boston University and an MBA from the Isenberg School of Management at UMass Amherst.

Opinion

Opinion

By JARED LAWRENCE

 

From phony calls threatening to shut off power to bogus emails and even imposters pretending to be employees, scammers posing as Eversource representatives are becoming increasingly more sophisticated. While their deceitful tactics may vary, the goal is always the same — to steal money and personal information.

Eversource is joining utilities across the country in reminding customers to be vigilant and recognize the signs of suspicious behavior.

These bad actors have it down to a science, and they can be incredibly convincing — instilling a sense of urgency so customers feel like they don’t have time to check if the person is legitimate before following their demands. We remind our customers that, if you notice any red flags, don’t be afraid to hang up or shut the door on someone who may be trying to scam you, and then call us immediately at (877) 659-6326 to verify the status of your account.

As customers shop for third-party suppliers to lower their energy costs, another con to be aware of is people coming to the door and using deceptive marketing tactics to convince customers to switch energy suppliers.

With the holiday season in full swing — a time when scam activity typically intensifies — customers are reminded of the following tips to stay safe:

• Eversource representatives do not require the use of prepaid debit cards, such as Green Dot MoneyPak, Vanilla, or Reloadit. They will also never ask customers to pay using a Bitcoin ATM.

Eversource representatives never require customers to go to a department or grocery store to make a payment.

• Customers should never provide personal, financial, or account information to any unsolicited person on the phone, at the door, or online, even if they seem legitimate.

• Eversource does not solicit door-to-door or on the phone on behalf of third-party energy suppliers.

All Eversource employees carry photo identification; field workers wear clothing with the company logo and drive company vehicles.

• Customers who are scheduled for disconnection due to non-payment receive several written notices, including an alert on their bill, that includes information on how to maintain their service.

• Customers who doubt whether a call, in-person interaction, text, or email is legitimate should call Eversource directly at the number on their bill to confirm the authenticity of the contact.

• Customers should not search for Eversource’s phone number or website through a search engine. You can find contact information, including the website, on your Eversource bill.

Visit Utilities United Against Scams at www.utilitiesunited.org for more tips and helpful information to stop scams.

 

Jared Lawrence is the founder of Utilities United Against Scams and senior vice president for Customer Operations and Digital Strategy at Eversource.

 

Insurance

Before the Storm

By Lisa Eugin

 

As winter approaches, business owners need to prepare for colder temperatures, possible snow, and other seasonal challenges that can disrupt operations. Taking time to winterize your business can prevent costly repairs, ensure employee safety, and help maintain smooth operations during harsh weather. Here are some essential tips to help protect your business this winter.

 

Inspect and Maintain Your Heating System

A properly functioning heating system is critical for keeping employees comfortable and protecting your building from extreme cold. Schedule a professional inspection to ensure your heating system is operating efficiently. Replace filters regularly and address any issues immediately to prevent breakdowns during the coldest months.

 

Lisa Eugin

Lisa Eugin

“Taking time to winterize your business can prevent costly repairs, ensure employee safety, and help maintain smooth operations during harsh weather.”

 

Check and Insulate Pipes

Frozen pipes can lead to severe damage and expensive repairs. Inspect pipes, especially those in unheated areas like basements or exterior walls, and wrap them with insulation to prevent freezing. Keep the heat on during extremely cold days, even in rarely used areas, to further reduce the risk of frozen pipes.

 

Clear and Salt Walkways

Icy walkways can be hazardous to both employees and customers. Make a plan to keep walkways, steps, and parking areas clear of snow and ice. Apply salt or ice melt regularly, and consider contracting a snow-removal service for larger areas. This proactive approach reduces the risk of slips, falls, and potential liability claims.

 

Inspect the Roof and Clear Gutters

Snow accumulation can be heavy and cause roof damage. Before winter fully sets in, inspect your roof for any weaknesses, clear gutters to prevent ice dams, and trim any overhanging branches that could fall under snow weight. Clearing snow regularly can prevent excess buildup, but be sure to use a safe method to avoid damaging your roof.

 

Seal Doors and Windows

Energy loss through poorly sealed doors and windows can lead to higher heating costs. Add weather stripping and caulk any gaps to keep the warmth inside and drafts outside. This not only saves on energy bills, but also maintains a comfortable environment for your employees and customers.

 

Have a Backup Power Plan

Winter storms often bring power outages. Ensure your business can continue to operate by investing in a backup generator. For businesses that rely on refrigeration or heating for sensitive products, a power outage plan is especially critical.

 

Test Emergency Alarms and Sprinklers

Fire risks increase in the winter due to higher heating demands. Make sure your fire alarms, smoke detectors, and sprinkler systems are in good working order. Test these systems regularly, and keep a clear path to fire exits for safety compliance.

 

Review Your Insurance Coverage

Reviewing your insurance policies is an essential step in preparing for winter. Make sure you have coverage for potential winter hazards, including property damage from snow, ice, or freezing. Having the right coverage can protect your business from unexpected losses.

 

Create a Communication Plan

In the event of extreme weather or closures, ensure employees and customers are well-informed. Use email, social media, or text alerts to communicate closures, delays, or other essential information. This helps manage expectations and ensures everyone’s safety.

 

Stock Up on Winter Supplies

Be prepared with essentials like ice melt, shovels, safety cones, and emergency supplies. Having these items on hand allows you to respond quickly to winter challenges without delays. If possible, designate a storage area to keep winter supplies organized and accessible.

 

Conclusion

Winterizing your business takes a little time and preparation, but can make a huge difference in protecting your property, keeping operations running smoothly, and ensuring safety.

 

Lisa Eugin is manager of Marketing and Administration at Encharter Insurance in Amherst.

 

Autos

Built for Speed

 

The EV charging hub, located at 59 North Main St. in South Deerfield, is now open to the public.

The EV charging hub, located at 59 North Main St. in South Deerfield, is now open to the public.

 

Rivermoor Energy, a provider of clean-energy development solutions for commercial and government customers, recently completed a new electric vehicle (EV) fast-charging hub in downtown South Deerfield, in partnership with the town of Deerfield and the Federal Highway Administration.

The opening of the charging hub was celebrated with a ribbon-cutting event on Nov. 15. The project was funded by a $2.46 million federal Charging and Infrastructure (CFI) grant, made possible by the Bipartisan Infrastructure Law (BIL). It is the first CFI grant project to be completed in the Eastern U.S. and is also compliant with the National Electric Vehicle Infrastructure Program.

The EV charging hub, located at 59 North Main St., is now open to the public. The charging stations are fully accessible to local EV drivers, by either mobile phone or credit card.

“This is a large step forward for clean energy in Massachusetts and demonstrates the Commonwealth’s leadership in the energy transition,” U.S. Rep. Jim McGovern said. “This project will also serve as a blueprint for others across the state and around the country, showing communities a way to implement innovative technologies and solutions that benefit the environment, the economy, and, most importantly, the people who live in and around these areas.”

The facility includes four new EV chargers — two dual-port Level 3 DC fast chargers and two dual-port Level 2 chargers, for a total of eight charging ports. Electric vehicles will be able to fully charge in 20 minutes or less.

The positive environmental impact goes beyond EVs. In recent years, Deerfield has experienced increased flooding from nearby waterways, including the Deerfield River, the Connecticut River, and Bloody Brook. The project incorporates environmental engineering designed to mitigate and adapt to the effects of flooding and climate change, including the installation of permeable asphalt and rain gardens; planting of native trees, grasses, and shrubs; and creating new green space in the center of Deerfield.

“This is a large step forward for clean energy in Massachusetts and demonstrates the Commonwealth’s leadership in the energy transition.”

“This project is not only an impactful one for the environment and the advancement of clean energy, but it’s also a boost for the economic backbone of our town,” said Christopher Dunne, Deerfield’s acting town administrator. “With the added accessibility, climate-change mitigation, and new pedestrian walkways leading to downtown businesses, Deerfield can continue to thrive and serve its local business owners and attract new customers to our business community. We thank the Joint Office of Energy and Transportation, the Federal Highway Administration, and the Massachusetts Departments of Transportation and Energy Resources for their support and partnership in the planning and development of this project.”

 

Center of Activity

As electric-vehicle adoption grows across the country, the federal CFI program advances the development of convenient, reliable charging stations designed to make it easier for consumers to charge their cars quickly and easily. The town of Deerfield was selected for the CFI grant as a regional business center with easy access for other Western Mass. communities and travelers along Interstate 91.

Acting Federal Highway Administrator Kristin White called Deerfield’s project “a key pillar of the nation’s EV charging network,” adding that “this project embodies the goals of the BIL by deploying American-made clean transportation infrastructure that shows our historic investment in combating climate change for future generations.”

Gabe Klein, executive director of the Joint Office of Energy and Transportation, noted that “multi-modal charging hubs in communities are key to giving more people the choice to ride and drive electric. The town of Deerfield is showing leadership in building out convenient charging infrastructure that brings new transportation choices to rural and disadvantaged communities, while supporting local commerce.”

While the Level 3 chargers — the fastest in the industry — can charge electric vehicles in as quickly as 20 minutes, the Level 2 chargers allow for residents or visitors who will stay parked for a longer time to charge their vehicles as well. With transportation accounting for the largest portion of total greenhouse-gas emissions in the U.S., having Deerfield’s chargers accessible in a public place, near a major highway, is a positive for travelers, employees, and visitors to Deerfield’s businesses and restaurants, project advocates noted.

“Deerfield’s charging hub, less than a mile from I-91, will attract visitors to downtown South Deerfield’s vibrant restaurants and businesses.”

“Rivermoor Energy is proud to lead the development of the first CFI grant project completed in the Eastern U.S.,” said John Tourtelotte, founder and managing director of Rivermoor Energy. “This project delivers EV fast charging to the most rural county in Massachusetts. Deerfield’s charging hub, less than a mile from I-91, will attract visitors to downtown South Deerfield’s vibrant restaurants and businesses. Deerfield’s project also directly benefits the local and regional economy by advancing skilled trades, engineering services, and good-paying jobs right here in Western Massachusetts.”

 

Regional Partnership

Partners on the project included Universal Electric of West Springfield, Taylor Davis Landscape & Construction of Amherst, Berkshire Design Group of Northampton, and Weston & Sampson engineering of Reading. Eversource Energy upgraded on-site utility infrastructure to enable the industry’s fastest EV-charging technology to seamlessly operate with its electric distribution system.

“The Deerfield charging hub marks an important milestone in Massachusetts’ journey toward a clean-energy future. Through close collaboration with our partners and local stakeholders, Eversource has helped bring this groundbreaking project to life, providing critical infrastructure that supports EV adoption and strengthens the community’s commitment to sustainable energy,” said Roger Kranenburg, vice president, Energy Strategy and Policy at Eversource. “By upgrading utility infrastructure to support this state-of-the-art charging technology, we’re not only enabling fast, reliable EV charging, but also demonstrating the kind of partnership essential to advancing the clean-energy transition.”

The Deerfield project advances U.S. manufacturing and job creation by using American-made charging technology from Autel for ultra-fast EV charging, ChargePoint for Level 2 charging, and Eatonfor infrastructure equipment, with supply-chain logistics support from Rexel Energy Solutions.

Based in Boston, Rivermoor Energy delivers comprehensive energy strategy, planning, project development, and financing solutions to enable customers to meet their goals for EV charging, solar energy, energy storage, and energy resilience.

Environment and Engineering

Getting a Leg Up

 

 

Students from Discovery Polytech Early College High School are taking a leap into higher education by earning credits from Springfield Technical Community College (STCC).

This innovative partnership offers students a head start on their college journey, giving them the opportunity to take college-level courses, gain valuable academic experience, and save on future tuition costs.

As part of the ‘wall-to-wall’ early college program, high-schoolers ride a bus to the STCC campus two days a week — Tuesdays and Thursdays –— to take STEM-focused classes together in cohorts. The only technical community college in Massachusetts, STCC is one of six area colleges and universities that offer an opportunity for Discovery students to earn at least three to six college credits per semester.

Discovery is one of the schools operated by the Springfield Empowerment Zone Partnership (SEZP), which has collaborated with STCC since 2020, when students at Springfield High School of Commerce started taking college courses to earn credit.

Discovery is one of several in the family of Commerce schools. These schools have distinct identities and leadership teams that serve their student and family communities, while still reflected as part of Commerce at the Massachusetts Department of Elementary and Secondary Education.

The Springfield Empowerment Zone is a partnership between Springfield Public Schools, the state, and the Springfield Education Assoc.

Discovery students started coming to STCC in the fall of 2023. They are taking classes focused on STEM (science, technology, engineering, and math) and are enrolled in the following pathways at STCC: business, cybersecurity, healthcare, optics and photonics, mechanical engineering technology, and technical arts.

Students in the cybersecurity pathway take courses in the newly opened Richard E. Neal Cybersecurity of Excellence at Union Station in Springfield, which features a cyber range, which is a virtual environment to practice real-world skills.

STCC President John Cook said the partnership with Discovery gives students a valuable opportunity to get exposure to a college environment and take classes in programs that cannot be found elsewhere in the region.

“The students are gaining a significant head start, and the experiences they have here will help prepare them for the next steps in their academic and professional lives,” he said. “We are thrilled to welcome Discovery students, and we are proud to work with the Springfield Empowerment Zone.”

SEZP collaborates with STCC staff, including Melanie Laurin, director of Early College Initiatives. The academic pathways align with the Pioneer Valley Labor Market Blueprint, said Kelley Gangi, chief of School Innovation for SEZP.

“Melanie and I and others on the STCC team have been strategic on which pathways are optimal for high-wage, high-growth career areas,” Gangi said. “We’re so blessed to be one of the first on the ground at the STCC cyber range.”

 

View to the Future

The wall-to-wall early-college program means all students taking college classes are on a pathway to earn an associate degree or 60 credits toward their bachelor’s degree for free, said Declan O’Connor, principal of Discovery. They begin classes on the STCC campus or other college campuses starting in the spring of their freshman year.

“We’re a STEM high school,” O’Connor said. “Our kids pick us because they want to be in a STEM environment. They’re gamers, they’re coders, they’re interested in digital media and managing social media. No student would come to us that didn’t have an interest in a STEM field.”

Gangi said some Discovery students may obtain a degree from STCC, while others might take classes at STCC but obtain a degree from another partner institution, depending on their major.

For many students, this program provides an opportunity to explore a field of study that interests them and prepare for the academic rigors of college. It also fosters a sense of independence and responsibility as they navigate college courses, manage their time, and engage with STCC’s diverse student body and faculty.

“They are definitely learning how to be on a college campus,” O’Connor said. “Nobody is sitting in on their classes. They’re walking to their classes. They’re experiencing college life.”

Izabella Martinez, a senior, has earned about 42 college credits so far. “I take two classes at STCC, and my professors have been very helpful,” she said. “During the first few weeks, they always welcomed us into class. The professors are easy to email. They brought supplemental instructors into class to help us. We are getting the experience that other college students are getting.”

Martinez takes a Computer Basics course with STCC Professor Anthony Rondinelli. On one October day, he was teaching the high-school students Microsoft Excel, showing them how to manipulate data, use formulas, create graphs, and more.

“They have different needs as students who are not yet graduated, but they’re very pleasant, and they want to learn. They’re receptive to being taught,” Rondinelli said. “I really believe in the partnership. A lot of the students have voiced to me that they like the course and they’re learning a lot. That’s really important to me, and hopefully it’s something that will continue on for many years to come.”

 

Accepting the Challenge

For the Discovery students, there are challenges as well as rewards to studying on a college campus like STCC.

Michael Anderson said some days he would rather be with his friends than be in a class. But he understands that knuckling down on his schoolwork will ultimately lead to the reward of earning college credit. “It always trickles down to your mindset: you might not be a college student, but you have to act like one. You’ve got to think, ‘what would a college student do?’”

The partnership aligns with STCC’s mission to provide accessible, affordable education to students from all backgrounds and to support pathways to higher education for underrepresented communities. It also reflects the growing trend of early-college programs across Massachusetts, designed to increase college readiness and close the achievement gap for students from diverse socioeconomic backgrounds.

Discovery students are already reaping the benefits of this program, with many feeling more confident and motivated to pursue their educational goals.

“It’s very exciting being on a college campus,” Martinez said. “We are used to being in the same building every day and seeing the same faces. When we are on the college campus, we can work with people in fields that we eventually want to get to. We’re also able to network with people in those fields.”

Insurance Special Coverage

Real Talk on Artificial Intelligence

By Timm Marini

Timm Marini, president of Personal Lines Insurance at Hub International New England.

Timm Marini, president of Personal Lines Insurance at Hub International New England.

Artificial intelligence can help give nonprofits a leg up with donors and benefactors, but better AI safeguards may be needed to defend against potential cyber threats and other technology-related risks. Here’s what your organization needs to know.

Nonprofits are increasingly incorporating artificial intelligence (AI) into their operations and communication platforms, with their integration efforts actually outpacing their private-sector counterparts 58% to 47%.

AI enables nonprofits to enhance stakeholder engagement and can help them access solutions to social problems they are working to address. About 70% of nonprofits believe generative AI will help them achieve their organizations’ sustainable development goals by enhancing productivity, improving access to information, and increasing awareness to drive policy change.

But AI also presents risks that could threaten a nonprofit financially, reputationally, and operationally.

 

How Nonprofits Are Using AI

AI has surged since 2020 thanks to swift advances in technology to generate text, images, and videos. Nonprofits are tapping into generative AI and its large language model (LLM) subset to create text from big sets of data to enhance efficiency and expand their reach. Additionally, nonprofits can use AI to automate repetitive tasks, including certain administrative duties like scheduling meetings, data entry, or volunteer management, so they can instead focus their limited employee and volunteer resources on other important work.

“About 70% of nonprofits believe generative AI will help them achieve their organizations’ sustainable development goals by enhancing productivity, improving access to information, and increasing awareness to drive policy change. But AI also presents risks that could threaten a nonprofit financially, reputationally, and operationally.”

Savvy organizations are also leveraging predictive AI to analyze donor data and gain insights into potential future donors. These insights can guide generative AI to create personalized appeals through targeted communications such as letters, advertising, and other content. Some AI applications are even more ambitious by providing actionable information to people looking to get involved in a cause or mobilize resources.

 

The Risks in AI — and How to Combat Them

Despite AI’s benefits, risks abound, including errors in word choice, tone, or potential copyright infringement in AI-generated materials. It is critical that organizations have a process to fact-check AI-generated materials and develop usage rules and policies for employees or volunteers supported by awareness training. Organizations should also consider media liability insurance against AI content-related claims of personal injury, copyright/trademark infringement, and plagiarism.

Cybercrime is another concern. AI has enabled cyber criminals to improve the speed, scale, and automation of cyber attacks. The technology can turbo-charge schemes like phishing or ransomware and be used to mimic voices of real people ‘authorizing’ fraudulent activities, known as ‘deepfakes.’

AI systems can be targets as well. If a threat actor was able to compromise a language model and poison the information within it, the outputs generated by AI algorithms leveraging that model could be damaging.

“Savvy organizations are also leveraging predictive AI to analyze donor data and gain insights into potential future donors.”

Unfortunately, many nonprofits are resource-challenged and increasingly vulnerable to cyber threats. About 68% of nonprofits have had at least one data breach in the last three years, 75% don’t actively monitor their networks, and more than 70% don’t run vulnerability assessments.

Every organization using or considering AI technology needs best practices and policies to protect against the potential risks. Here are some steps to consider:

• Document AI use policies. Organizations need to determine who can use public AI tools, and for what purpose. For instance, can business or personal email accounts be linked to the programs? How will access be managed — and by whom?

• Perform due diligence. Third-party AI tools that organizations or its vendors can buy, license, or access cause more than half of all AI failures, which includes providing inaccurate or copyrighted information. Organizations must thoroughly evaluate AI tools and the AI practices of any potential vendors to ensure they are guarding against threats. Rigorous contractual risk management — including hold-harmless, indemnification, and insurance provisions — is a must.

• Conduct awareness training. All staff should be trained in the use of AI tools and general cybersecurity protocols.

• Ensure risk management. An experienced broker is an invaluable resource to help organizations assess their cyber risk. Organizations should work with their broker to ensure they have the right insurance for AI-related exposures, such as cyber insurance and intellectual-property coverage.

Contact HUB International’s nonprofit insurance specialists to learn more about how to protect yourself against AI-related risks and take full advantage of the technology.

 

Timm Marini is president of Personal Lines Insurance at Hub International New England.

 

Banking and Financial Services

Weighing the Options

By Keara King

 

With the rapid growth of social media, we are more connected than ever, allowing immediate and constant access to a wealth of advice and information. Some of the financial advice you run into online may be beneficial, but be wary of making financial decisions based on advice that is not specific to your financial situation, nor provided by a verifiable source. Financial decisions are far from a one-size-fits-all approach.

One piece of advice that has been making the rounds on TikTok is making backdoor Roth IRA contributions as a tax-advantage tool to build your wealth.

 

What Is a Backdoor Roth IRA?

A Roth IRA is a retirement account that allows individuals to contribute after-tax dollars. The contributions and earnings grow tax-free, and you can take tax-free distributions once certain requirements are met.

However, not everyone is eligible to contribute directly to a Roth IRA. Eligibility to contribute to a Roth IRA is based on your modified adjusted gross income (MAGI). For 2024, the maximum contribution starts to reduce at MAGI of $146,000 for single filers and $230,000 for joint filers.

However, there is a way around the income limitation for high-income taxpayers. A backdoor Roth IRA is a strategy that allows high-income taxpayers to contribute to a Roth IRA by converting funds from a traditional IRA. This is typically done by making your annual contribution to a traditional non-deductible IRA and then immediately converting this to a Roth IRA. Doing this as soon as possible prevents earnings on your traditional IRA from being taxable on the conversion.

Keara King

Keara King

“A backdoor Roth IRA is a strategy that allows high-income taxpayers to contribute to a Roth IRA by converting funds from a traditional IRA. This is typically done by making your annual contribution to a traditional non-deductible IRA and then immediately converting this to a Roth IRA.”

Some financial advisors offer support in handling a backdoor Roth conversion for their clients, so reach out for help before starting the process of converting.

Nevertheless, before leaping to follow internet advice to contribute to a backdoor Roth IRA, you should consider these three things:

• Do you already have an IRA or Roth IRA account(s)?

• Does your current employer offer a 401(k) with a company match?

• What is your expected income for the year?

The IRS views all of your IRAs as a single account when determining the tax you owe on distributions, including Roth IRA conversions. If your traditional IRA accounts include both pre-tax (deductible, retirement-plan rollovers) and after-tax (non-deductible) contributions, the pro rata rule dictates that your Roth conversion will be taxed proportionate to your pre- and post-tax percentages. You cannot dictate that your Roth conversion will use only after-tax funds.

For example, if you have an existing $100,000 traditional IRA and $7,000 came from non-deductible contributions, your non-taxable percentage would be 3% (or 7,000/100,000). This turns your IRA conversion of $7,000 into $6,510 of ordinary income on your tax return.

Alternatively, if you do not have an existing traditional IRA or all your contributions were non-deductible, your pro rata would be 0%, and none of your IRA conversion would be considered taxable income on your return. Backdoor Roth IRAs can be valuable for the right taxpayer. However, it isn’t right for everyone.

In addition to the backdoor Roth IRAs, there are several other options to consider for retirement planning.

 

401(k) Plans and Company Matches

A 401(k) is a retirement savings plan that allows taxpayers to make contributions through their employer to a defined contribution plan. The contribution limit for 401(k)s is $23,000 in 2024 or $30,500 for those over age 50. Some employers will offer a company match; typically, around 3% of the employee’s salary will be contributed to your account, up to a set limit. This is the biggest benefit of a 401(k), as it is essentially free money to the taxpayer. It’s also important to note that your employer’s contribution does not count toward the annual contribution limit.

When you open a 401(k) with your employer, you can usually decide for yourself between a traditional and/or Roth account. The difference is primarily how they are taxed. With a traditional 401(k), the employee contributes pre-tax dollars and thus reduces their taxable income in the current year. This is beneficial for high-income taxpayers, who are currently paying a premium tax rate. When the taxpayer withdraws the retirement funds, they should be in a lower tax bracket, thus the tax on the withdrawal (money contributed plus earnings) should be minimal.

On the other hand, with a Roth 401(k), the employee contributes post-tax dollars — thus, paying the tax on the income in the current year so that it can grow tax-free in your retirement account. There is no tax deduction on this type of contribution, as you reap the benefits in the future. This type of account is beneficial for taxpayers who want to shield themselves from potential increases in tax rates in the future by paying the tax now. Moreover, it is important to note employer contributions can be made to both traditional and Roth 401(k) plans no matter what option you pick.

If your employer doesn’t offer a company match, consider looking at other IRA or Roth IRA contributions. Going through a separate broker outside of your work plan will give you access to a larger selection of investments and help avoid administrative fees.

 

IRAs

Taxpayers are allowed to contribute a combined total of $7,000 to all traditional and Roth IRA accounts in 2024, or $8,000 if you are over age 50. There is no employer match for contributions to either type of IRA.

Traditional IRA contributions are ideal for taxpayers who are seeking an immediate tax break. However, if you are covered by an employer retirement plan, your deduction may be reduced or eliminated based on income levels. In 2024, single or head-of-household taxpayers who have an adjusted gross income of $87,000 or more (and are covered by a retirement plan through work) are not eligible for the deduction. Meanwhile, the phaseout from a full deduction to a partial deduction starts at $77,001 for single or head of household.

Similarly, married-filing-jointly taxpayers who have an adjusted gross income of $143,000 or more (and are covered by a retirement plan through work) are not eligible for the deduction. The phaseout for married filing jointly starts at $123,001. However, you are still eligible to contribute to a non-deductible IRA even if your income is over the eligibility threshold.

Roth IRA contributions are ideal for taxpayers who are not eligible for the traditional IRA deduction and for those who expect to be in a higher tax bracket in the future. They are also ideal for younger investors with a long-time horizon until retirement who can really benefit from the tax-free growth. A taxpayer’s eligibility for a Roth IRA is not impacted by their 401(k) retirement through work. However, as mentioned above, there are income limitations to keep in mind.

 

Bottom Line

When deciding what savings vehicle you want to contribute to this tax year, it is important to weigh the tax advantages, eligibility, and contribution limits beforehand. Talk with a financial advisor and/or your tax accountant about the best strategy to implement for your future today.

Finally, remember that this article is intended to serve only as a general guideline. Your personal circumstances will likely require careful examination and should be discussed with an appropriate professional.

 

Keara King is a senior associate with Meyers Brothers Kalicka, P.C. in Holyoke.

 

Opinion

Opinion

By Pam Thornton

Our workplaces are more dynamic than they have ever been. HR professionals are coaching and developing employees every day as they manage through conflict, problem-solve to create solutions, and prepare the workforce for change that is constantly coming. Coaching is a critical component to organizational success. But knowing when to bring in a professional coach to help can make the difference between reaching new levels of success or falling short of your team’s potential. How do you know when it’s time to call in reinforcements?

When you’re considering coaching for your employees, timing and willingness are everything. Not every employee is ready for a coach. Before you embark on this journey, you need to gauge coaching readiness, which is the level of openness and alignment needed for coaching to truly succeed. Answer important questions like, is the employee open to feedback? Are they motivated to change? If they aren’t, they may not be ready for coaching.

Coaching can be extremely effective in many situations. It’s used in times of leadership transition, to improve performance, and to build and develop employees and a high-performing culture, just to name a few.

Leadership transitions are an ideal time to call in a coach because they align employee ambitions with company objectives, setting everyone up for long-term success. A coach can assist new leaders in developing critical skills like strategic thinking, people management, and effective communication. This can reduce the learning curve and allow them to build the confidence they need to thrive in their new role.

Sometimes, employees struggle in specific areas that impact their performance. These could range from time management to communication skills or conflict resolution. A coach can provide tailored guidance, helping the employee address these gaps through targeted exercises, feedback, and actionable goals. This kind of intervention allows the employee to focus on areas of improvement without affecting the overall team dynamic or productivity.

High-performing employees often want to see a path forward within their current organization. Investing in a coach to support these individuals as they work toward their career goals demonstrates that you’re committed to their growth. Professional coaches can assist with skill development, goal setting, and achieving clarity around career aspirations. This proactive approach improves retention by showing employees that they are valued and supported on a personalized level.

Organizations aiming to create a culture of high performance can benefit immensely from coaching programs. High-performance coaching encourages employees to set ambitious goals, challenge themselves, and overcome obstacles. Coaches bring strategies for cultivating a growth mindset, empowering employees to see setbacks as opportunities.

Coaching isn’t a one-size-fits-all solution, however. The best time to bring in a coach is when employees face challenges that require new perspectives or skills. Whether preparing for leadership, addressing performance gaps, or building your culture, coaching can be a powerful tool to empower your team.

We need everyone rowing in the same direction as we navigate these rough waters of constant change in our workplaces. Investing in coaching enhances team dynamics, fosters a culture of continuous growth, and can build resilience across your organization as you pave the way for future success.

 

Pam Thornton is director of Strategic HR Services at the Employers Assoc. of the Northeast. This article first appeared on the EANE blog; eane.org

Employment

Retaining Talent in 2025

By Nicole Polite

 

In 2025, the business world faces a significant challenge: employee retention. The job market has become fiercely competitive, and the shifting expectations of employees demand proactive and innovative approaches from organizations seeking to retain their top talent. As we navigate this evolving landscape, our focus is on current trends influencing employee retention and offering actionable strategies to engage and keep our workforce.

The outlook in 2025 is one where employees place a high value on workplaces that prioritize their mental and physical well-being. The global shift toward understanding mental health means employees are drawn to environments where their welfare is respected and nurtured. Organizations ignoring these critical aspects risk higher turnover rates as employees gravitate toward healthier work-life balances.

Nicole Polite

Nicole Polite

“The global shift toward understanding mental health means employees are drawn to environments where their welfare is respected and nurtured.”

Flexible working arrangements are now standard. The advent of remote work and hybrid models offers individuals the flexibility to effectively balance personal and professional responsibilities. Companies not willing to offer this flexibility may struggle to attract or retain talent in an era when work-life integration is vital.

Career development is another major factor. Employees are now looking beyond their current roles. They seek continuous learning opportunities and routes for career advancement. The organizations that invest in their employees’ growth not only improve their skills, but also increase loyalty and retention.

In 2025, diversity and inclusion are more important than ever. Workplaces that celebrate and support diverse backgrounds create a sense of belonging, leading to higher employee satisfaction and commitment. Strategic integration of AI and automation can also attract tech-savvy employees, provided workplaces maintain a balance between technology and human-centric approaches.

 

Positive Steps

Let’s explore strategies for employee retention that you can utilize.

First, fostering a positive workplace culture is vital. Building a culture of respect, inclusivity, and appreciation is foundational for retaining talent. Encourage open communication and ensure every employee feels valued and heard.

Second, enhancing work-life balance is critical. Provide flexible working conditions that enable employees to manage their personal and professional lives effectively. Encourage time off to prevent burnout and increase productivity.

Third, investing in career development is crucial. Offering professional-development programs, mentorship, and clear career-advancement pathways shows your commitment to employee growth, fostering loyalty.

Fourth, recognizing and rewarding efforts is key. Acknowledging contributions through structured programs reinforces positive behavior and boosts morale.

Fifth, improving employee benefits is important. Regularly reviewing your benefits package will ensure it meets the changing needs of your workforce. Consider comprehensive health plans, retirement savings options, and wellness programs to enhance employee satisfaction and retention.

Sixth, solicit and act on feedback. Regular surveys and feedback sessions provide valuable insights into employee concerns and aspirations. Acting on feedback shows a true commitment to an improved work environment, bolstering trust.

Seventh, emphasize diversity, equity, and inclusion. Creating an environment where all employees feel they belong boosts morale and engagement.

Eighth, leverage technology wisely. Use technology to improve work processes, but ensure it doesn’t replace human interactions. Investing in tools that enhance communication without compromising personal connections is important.

 

Bottom Line

By focusing on these strategies, businesses can significantly reduce turnover rates. Prioritizing employee well-being and growth, creating inclusive cultures, and adapting to changing workforce demands positions your organization for higher retention rates and success.

A future-proof workforce is not just about retaining talent; it’s about nurturing a thriving organizational culture that encourages growth, innovation, and collaboration. Success on this front results in not only higher retention rates, but also enhanced productivity and success.

 

Nicole Polite is the owner and founder of the MH Group and author of Expectations Aligned: Forging Better Paths for Employers and Employees to Meet in the Middle.

 

Accounting and Tax Planning Special Coverage

Despite Uncertainty in Washington, Solid Advice Abounds

By Kristina Drzal Houghton, CPA

As we come to the end of 2024, it’s time to discuss end-of-year tax planning. This past year has seen some significant tax legislation that, if enacted in its current form, would impact year-end tax strategy. Understanding this legislation, and how it might affect 2024’s tax obligations, is essential for making informed tax-planning decisions.

Kristina Drzal Houghton

Kristina Drzal Houghton

In this article, I will address both business and individual tax-planning strategies and provide some insight on how possible legislation might affect your year-end planning decisions. Many of my clients ask me about my thoughts on taxes depending on a Republican or Democratic victory for president. My reply is that no one person can determine legislation, and the makeup of the House and Senate need to be considered.

One of the most notable legislative proposals this year was the Tax Relief for American Families and Workers Act of 2024. This bipartisan bill would have provided tax relief to parents by enhancing the Child Tax Credit.

For businesses, the bill would have restored immediate expensing for U.S.-based research and development (R&D) investments, instead of deducting such expenses over five years. Full and immediate expensing for investments in machinery, equipment, and vehicles would also have been restored, and the amount of investment that small businesses can immediately write off would have been increased to $1.29 million. The bill also addressed the treatment of business interest expense, bonus depreciation, and research and experimental costs.

Although the bill failed to pass in the Senate, various provisions have been resurrected separately. However, Congress has yet to pass a 2025 budget or address various expiring provisions and extenders, including the expiring provisions of the Tax Cuts and Jobs Act.

Possible legislative changes, which may include an increase in the corporate tax rate to 28%, along with adjustments to tax brackets, retirement contribution limits, and the gift-tax exclusion, underscore the importance of staying informed and prepared.

 

YEAR-END TAX PLANNING FOR BUSINESSES

Whether or not tax increases become effective next year, the standard year-end approach of deferring income and accelerating deductions to minimize taxes will continue to produce the best results for most small businesses, as will the bunching of deductible expenses into this year or next to maximize their tax value.

If proposed tax increases do pass, however, the highest-income businesses and owners may find that the opposite strategies produce better results: pulling income into 2024 to be taxed at currently lower rates, and deferring deductible expenses until 2025, when they can be taken to offset what would be higher-taxed income. This will require careful evaluation of all relevant factors.

 

What’s New for Businesses in 2024?

As noted earlier, one of the most notable legislative proposals this year was the Tax Relief for American Families and Workers Act of 2024.

Without more legislation, bonus depreciation will fall to 60% for most qualified business property placed in service in 2024 (down from 100% in 2022 and 80% in 2023).

However, more taxpayers can deduct business loan interest in 2024 as the adjusted gross income limit for small taxpayers increases to $30 million.

 

Depreciation and Expensing

One consideration is the possibility of changes in the taxpayer’s tax rate in future years, whether based on predictions about the taxpayer’s business or about legislative changes in tax rates. For example, a possibility of sufficiently higher future rates may result in trying to defer deductions by deferring purchases of property eligible for full expensing or bonus depreciation. On the other hand, an example of a reason not to defer purchases is that the rate of bonus depreciation is phasing down to 0% in 2027.

 

Bonus Depreciation

For 2024, a first-year bonus depreciation deduction falls to 60% of the adjusted basis of depreciable property allowed for qualified property acquired and placed in service during the year.

For 2024, the maximum amount of section 179 property that can be expensed is $1,220,000 ($1,250,000 for 2025). That full amount is available until qualifying property placed in service during the year reaches $3,050,000 ($3,130,000 for 2025), at which point a phaseout begins.

 

Proposed Changes

While not actually proposed legislation, a presidential candidate has discussed the idea of raising the corporate income-tax rate to 28%. This adjustment would raise federal revenue but could impact the bottom line of large corporations. These companies may need to reassess their financial strategies, including cost management and investment plans, to accommodate the higher tax burden.

 

Net Operating Losses

For the 2024 tax year, net operating losses (NOLs) of corporate taxpayers may not be carried back (except for farm losses, which may be carried back two years), but may be carried forward indefinitely. In addition, for the 2024 tax year, the NOL deduction is subject to an 80% of taxable income limitation (not counting the NOL or the qualified business income deduction).

A taxpayer that may have difficulty taking advantage of the full amount of an NOL carry-forward this year should consider shifting income into and deductions away from this year. By doing so, the taxpayer can avoid the intervening year modifications that would apply if the NOL is not fully absorbed in 2024. This may also avoid potentially higher tax rates next year on the accelerated income and increase the tax value of deferred deductions.

 

 

Losses and Shareholder or Partnership Basis

A shareholder can deduct its pro rata share of S-corporation losses only to the extent of the total of its basis in the S-corporation stock and debt. This determination is made as of the end of the S-corporation tax year in which the loss occurs. Any loss or deduction that can’t be used on account of this limitation can be carried forward indefinitely.

If a shareholder wants to claim a 2024 S-corporation loss on its own 2024 return, but the loss exceeds the basis for its S-corporation stock and debt, it can still claim the loss in full by lending the S corporation more money or by making a capital contribution by the end of the S corporation’s tax year (in the case of a calendar-year corporation, by Dec. 31).

Similarly, a partner’s share of partnership losses is deductible only to the extent of their partnership basis as of the end of the partnership year in which the loss occurs. Basis can be increased by a capital contribution, or in some cases by the partnership itself borrowing money or by the partner taking on a larger share of the partnership’s liabilities before the end of the partnership’s tax year.

 

YEAR-END TAX PLANNING FOR INDIVIDUALS

Whether or not tax increases become effective next year, the standard year-end approach of deferring income and accelerating deductions to minimize taxes will continue to produce the best results for all but the highest-income taxpayers, as will the bunching of deductible expenses into this year or next to avoid restrictions and maximize deductions.

If proposed tax increases do pass, however, the highest-income taxpayers may find that the opposite strategies produce better results: pulling income into 2024 to be taxed at currently lower rates, and deferring deductible expenses until 2024, when they can offset what would be higher-taxed income. This will require careful evaluation of all relevant factors.

What’s New for Individuals in 2024?

• Penalty-free withdrawals from retirement accounts. Domestic-abuse victims under age 59½ may take up to $10,000 in penalty-free withdrawals from retirement accounts. Individuals with an emergency can take a penalty-free withdrawal up to $1,000 penalty-free.

• Increased catch-up retirement contributions. IRA catch-up contributions are indexed for inflation beginning in 2024. In 2025, the 401(k) catch-up contribution amount increases from $7,500 to $10,000 for workers ages 60 to 63.

• Some catch-up contributions must be made to a Roth account. Beginning in 2024, taxpayers with income of $145,000 or more must make any catch-up contributions to a Roth or Roth 401(k) account.

• Leftover money in a 529 plan. Leftover money in a 529 plan can be rolled over tax-free into a Roth IRA. Restrictions apply.

• Increased RMD age. RMD age remains age 73 in 2024 and increases gradually to age 75 in 2033.

• Qualified charitable distribution cap. IRA owners can transfer up to $105,000 tax-free to a charity.

 

Filing Status and Dependents

When considering year-end tax-planning strategies, think about your expected filing status this year and next and the number of dependents that you expect to claim in each year.

Additionally, the Massachusetts millionaire’s tax allows an exemption of $1 million for all filing statuses. For 2024, Massachusetts requires, in most situations, that the Massachusetts filing status mirror the federal filing status. Potential Massachusetts savings for higher-income earners needs to be compared with any federal benefit of married filing jointly.

 

Who Should Increase Income?

A taxpayer who expects to be taxed at a higher rate next year should explore strategies to increase income this year by accelerating the recognition of income. An individual taxpayer might be in a higher tax bracket next year if:

• The taxpayer is graduating from school or a training program and moving into the paid workforce;

• Head-of-household or surviving-spouse status ends after this year;

• The taxpayer plans to get married next year and will be subject to a marriage penalty; or

• The taxpayer expects to be eligible for one or more credits next year (e.g., the child tax credit) that is subject to phaseout when AGI reaches specified limits and is otherwise not eligible for the credit this year.

Caution: any decision to accelerate income from a later year into an earlier one should consider the time value of money.

 

Who Should Decrease Income?

A taxpayer who expects to be subject to the same or a lower tax rate next year should consider deferring income recognition. A taxpayer might be in a lower tax bracket next year if:

• The taxpayer becomes eligible for head-of-household status next year;

• The taxpayer expects to have a lower income next year due to retirement, job change, or other change in circumstance; or

• The taxpayer is currently a child who will escape the kiddie tax next year and be in a lower bracket than their parents.

Numerous tax benefits phase out at specified income thresholds. As year end nears, taxpayers who otherwise qualify for a tax benefit should consider strategies to reduce income this year to keep their income level below the relevant phaseout threshold.

 

Capital Gains and Losses

The appropriate year-end planning strategy for capital gains and losses depends on many factors, including an individual’s taxable income, tax rate, amount of adjusted net capital gain, and whether the individual has unrealized capital losses. For high-income taxpayers, planning must also account for the 3.8% net investment income tax (NIIT).

 

Installment Sales

An installment sale can be an effective technique for closing certain transactions this year while deferring a substantial part of the tax on the sale to later years.

 

Passive-activity Limitations

Losses generated by passive activities may be used only to offset passive-activity income. Passive-activity credits may be used only to offset tax on income from passive activities, with a carryover of any unused credits. In addition, the 3.8% NIIT applies to income from passive activities, but not from income generated by an activity in which the taxpayer is a material participant. Taxpayers can employ several year-end strategies for managing passive-activity limitations.

 

Pass-through Income

A key dollar threshold on the 20% deduction for pass-through income rises in 2024. Self-employed individuals and owners of LLCs, S corporations, and other pass-throughs can deduct 20% of their qualified business income, subject to limitations for individuals with taxable incomes of more than $383,900 for joint filers and $191,950 for all others.

 

Itemized Deductions and Charitable Contributions

Many taxpayers won’t want to itemize because of the high basic standard deduction amounts that apply for 2024 ($29,200 for joint filers, $14,600 for singles and for married filing separately, $21,900 for heads of household), and because many itemized deductions have been reduced (such as the $10,000 deduction limit on state and local taxes) or abolished (such as the miscellaneous itemized deduction and the deduction for non-disaster-related personal casualty losses).

Some taxpayers may be able to work around these deduction restrictions by applying a bunching strategy to pull or push discretionary medical expenses and charitable contributions into the year where they will do some tax good. For example, a taxpayer who will be able to itemize deductions this year but not next will benefit by making two years’ worth of charitable contributions this year.

Individuals may deduct contributions to charitable organizations up to a certain percent of their contribution base (generally, AGI). Through 2025, that percentage is 60% for cash contributions and 30% for non-cash contributions.

For year-end planning, it’s beneficial to review whether you have charitable-contribution carryovers from a prior year. If income will decline, care should be taken to use the carryovers before they expire.

Taxpayers with low-basis, highly appreciated stock may want to consider funding a charitable contribution with the stock. The charity can sell the stock without incurring any income tax. The donor can also claim a charitable deduction in the year the gift was handled that is equal to the fair market value without recognizing the gain, subject to limitations.

 

Tuition Credits

There are two credits that taxpayers can claim to offset the cost of education: the American Opportunity Tax Credit (AOTC) and the Lifetime Learning Credit. Both credits phase out for higher-income taxpayers.

AOTC is a credit for qualified education expenses paid for an eligible student for the first four years of higher education. The maximum annual AOTC is $2,500 per eligible student, and it is refundable up to $1,000.

The Lifetime Learning Credit is a credit up to $2,000 per return for qualified tuition and related expenses paid for eligible students enrolled in an eligible educational institution. This includes undergraduate, graduate, and professional degree courses, as well as courses to acquire or improve job skills. There is no limit on the number of years a taxpayer can claim this credit.

Taxpayers can claim credits for eligible expenses paid for education that begins this year or during the first three months of next year. A taxpayer who hasn’t already maximized education credits for the student this year should consider making the spring tuition payment before year end. Conversely, if a child is expected to graduate and begin employment, delaying paying tuition might give them the benefit of a tuition credit otherwise limited by the parents’ income level.

Caution: if educational expenses paid and deducted in 2024 are refunded in 2025, be mindful of the tax-benefit rule — the taxpayer may need to include the benefit amount in income this year, even if the student is no longer the taxpayer’s dependent.

 

Conclusion

It is difficult to do tax planning in anticipation of what might happen in Washington, especially with this being an election year and the great divide on tax policy between the parties. Maybe the best planning would be to plan for possible tax changes in 2025 depending not only on the party that wins the presidential election, but also on the makeup of the House and the Senate.

It could well be time to accelerate gifting, accelerate income, and postpone deductions. Perhaps with optimism, you can imagine that those postponed R&D and interest deductions will give you a deduction at a higher tax rate, and maybe this can lessen the pain of accepting possible increased tax rates.

Finally, remember that this article is intended to serve only as a general guideline. Your personal circumstances will likely require careful examination and should be discussed with your tax adviser.

 

Kristina Drzal Houghton is a partner at the Holyoke-based accounting firm Meyers Brothers Kalicka, P.C.

 

Opinion

Opinon

By James E. Samels, Arlene L. Lieberman, Michael Moriarty, and Jacob Brewer

 

Long before bowl games and Sweet Sixteens, college towns celebrated their venerable roots at places like Harvard in Cambridge; Yale in New Haven, Conn., and Princeton in Princeton, N.J. Consider the proliferation of neoclassical destination college towns across America over the last century — campuses like Amherst, Boulder, Champagne, Durham, Ithaca, Madison, etc.

Destination college towns typically attract students, faculty, families, and year-round visitors because they offer something for everyone. Destination college towns may be small, yet they thrive — with great public schools and prep schools, vibrant downtowns, family discovery centers and tourist attractions, upscale amenities, on-campus concerts, charming villages, and safe, walkable neighborhoods.

With a proud history as the largest paper manufacturer in the U.S., the 15 neighborhoods that now make up Holyoke are among the most diverse in the Commonwealth. With a strong Irish and Latinx population, it is no surprise that Holyoke is home to the second-largest St. Patrick’s Day parade in the U.S. and Fiestas Patronales, the region’s largest showcase of Puerto Rican music, cuisine, and culture. Volleyball lovers rejoice as they enter Holyoke, the birthplace of American volleyball and home to the Volleyball Hall of Fame at Holyoke Heritage State Park.

Founded in 1971, OneHolyoke CDC is a community-development organization dedicated to improving housing for Holyoke residents. Since its establishment, the organization has created more than 160 new homes in the Flats, Churchill, and South Holyoke neighborhoods; rehabilitated hundreds of apartments; and provided thousands of home-improvement grants to homeowners through the Neighborhood Improvement Program.

OneHolyoke builds new homes, improves and manages a portfolio of multi-family buildings, and, in partnership with the city, offers loan and grant opportunities to property owners who need to improve their properties. OneHolyoke has a particular focus on the value of home ownership, both for the families it serves and for the social and financial well-being of the city of Holyoke.

OneHolyoke CEO Michael Moriarty’s hope is that “young people will grow up and love being from Holyoke.” That can be difficult for those growing up in poverty, but we (as a community-development corporation) can certainly take the edge off.

There are a lot of good things happening in Holyoke. Housing, residential, and mixed-use win-win partnerships drive non-tuition revenue streams for both college campuses and towns; hence, destination college towns are less dependent on conventional tuition revenue. Both colleges and towns highly value non-tuition revenue from consumer market demand, tourism, retail, entertainment, and auxiliary enterprises.

“As an institution of opportunity, Holyoke Community College sees itself as an economic and workforce-development engine within its region and in the city it calls home,” HCC President George Timmons said. “I am proud to be the fifth president of HCC, and I am committed to the growth of our community through excellence in education, which meets the needs of our citizens and of area businesses. HCC looks forward to the development of creative partnerships and innovative projects to further the needs of the individual to get a job, to get a better job, and to learn how to do the job better, all right here in Holyoke.

“I am confident that Holyoke has numerous opportunities for growth,” Timmons added. “We recognize that a focus on workforce skill development and the encouragement of an entrepreneurial infrastructure can move the city forward. Holyoke is where we are located, college is what we do, and community is who we are.”

To this end, destination college towns deploy underutilized and underleveraged real-estate assets. These high-value assets collateralize off-campus residential growth opportunities and create a downtown renaissance. Beyond downtown, these partnerships build new, intergenerational residential living and learning communities located at underutilized historical homes and buildings.

Towns know that public-school rankings and reputation drive up property values. Thus, destination college towns value highest and best use. This means creative mixed uses like student, faculty, and staff housing; artist lofts; design and media studios; bookstores; cafes; organic bakeries; multi-ethnic bistros; boutiques; gift and memorabilia shops; microbreweries; live entertainment; and bowling, billiards, and axe throwing.

As a practical matter, colleges and universities are among the largest local employers and economic forces that drive downtown redevelopment. These destination college towns ignite active participation in town-gown relations, with school superintendents and municipal officials participating in on-campus events and college officials serving on municipal boards and community organizations.

In the end, destination college towns are built on mutual respect, economic interdependence, and collegial sympatico — the kind of partnerships that are sustainable and impactful in the near future and over the long run.

 

James E. Samels is president and CEO of the Education Alliance. Arlene L. Lieberman is senior associate of Samels Associates, Attorneys at Law. Michael Moriarty, executive director of One Holyoke, and Jacob Brewer, graduate of the University of Chicago and Alliance Research fellow, are contributors to this article.

 

Education

Emerging Challenges

By Kathleen E. Dion and Sabrina Galli

By Aug. 1, 2024, universities across the country were required to implement the Biden administration’s new regulations concerning Title IX of the Education Amendments of 1972, which contained numerous expansions on the law’s protections.

Kathleen Dion

Kathleen Dion

Sabrina Galli

Sabrina Galli

For example, the regulations, released in April 2024, redefined sex discrimination to include “all forms of sex-based discrimination,” as opposed to only sexual harassment, and include discrimination based on sex stereotypes, sex characteristics, pregnancy or related conditions, sexual orientation, and gender identity.

While these regulations are intended to expand protections for all under the Title IX umbrella, not all are happy with the expansions. As anticipated, litigation has emerged, challenging multiple portions of the new regulations and resulting in district courts issuing preliminary injunctions throughout the country barring enforcement of the 2024 regulations. Challengers to the new regulations oppose the expansion of the sex-discrimination definition to include discrimination based on gender identity, the ‘de minimis harm’ standard, and the definition of hostile-environment harassment as it applies to gender-identity discrimination.

As a result of these lawsuits, the 2024 regulations have not been enforced in nearly 26 states, encompassing a large portion of the South and Midwest, including but not limited to Alabama, Arkansas, Florida, Georgia, Kansas, Louisiana, Mississippi, Missouri, Oklahoma, South Carolina, Tennessee, and Texas. Not only were these injunctions issued on a state-by-state basis, but one injunction out of Kansas barred enforcement of the 2024 regulations on any campus that had a chapter of one of three conservative organizations: Young America’s Foundation, Female Athletes United, or Moms for Liberty.

“As anticipated, litigation has emerged, challenging multiple portions of the new regulations and resulting in district courts issuing preliminary injunctions throughout the country barring enforcement of the 2024 regulations.”

The U.S. Department of Education (DOE) responded by asking the U.S. Supreme Court to partially stay the injunctions, allowing the non-challenged parts of the new regulations to go into effect. On Aug. 16, the U.S. Supreme Court, in Department of Education v. Louisiana, denied that request, citing the lower court’s findings that the provisions in dispute were too intertwined with other provisions of the rule to allow severability.

A dissent written by Justice Sotomayor and joined by Justices Kagan, Gorsuch, and Jackson disagreed, finding that the injunctions barring enforcement of the entire rule are too broad.

While the states enjoining enforcement of the 2024 regulations have fluctuated over the last few months, the U.S. Department of Education’s website provides a full list of enjoined states: Alabama, Alaska, Arkansas, Florida, Georgia, Idaho, Indiana, Iowa, Kansas, Kentucky, Louisiana, Mississippi, Missouri, Montana, Nebraska, North Dakota, Ohio, Oklahoma, South Carolina, South Dakota, Tennessee, Texas, Utah, Virginia, West Virginia, and Wyoming. The Department also maintains a list of schools where the 2024 Title IX regulations currently cannot be enforced.

It should also be noted that schools on the department’s list are not limited to schools in the above-listed states. For example, the list currently has nine schools listed from Connecticut, four schools in Massachusetts, 20 schools in New York, and several schools in California.

Institutions included in either list may be asking, what now? In light of the litigation and injunctions, the DOE has issued guidance explaining that — in states or schools where the 2024 regulations are enjoined — the Title IX regulations, as amended in 2020, apply.

Some institutions covered by the regulations have not amended their policies that applied during the 2023-24 school year. Other schools, particularly those that are not in the 26 states covered by a statewide injunction, have decided to implement policies that are consistent (either wholly or in part) with the new 2024 regulations, reasoning that the injunctions do not apply to the schools themselves but rather to the DOE’s ability to enforce the new regulations to those schools.

As the litigations play out in due course, institutions in affected states will want to be on the lookout for any changes to these preliminary injunctions as well as consider whether any state laws weigh into their consideration whether to amend their policies to be consistent with the new regulations.

 

Kathleen E. Dion is chair of the education industry team at Robinson+Cole. She represents private schools, colleges, and universities in a variety of civil matters, such as tuition disputes, allegations of staff misconduct, and Title IX matters. Sabrina Galli is a member of Robinson+Cole’s business litigation group and education industry team. She represents corporate clients in general commercial litigation matters involving breach of contract and business torts, as well as in arbitrations, mediations, and settlement negotiations.

Opinion

Opinion

By Edward Lambert

Voters across the Commonwealth will decide on Nov. 5 whether to keep the MCAS as a high-school graduation requirement or to toss it without any real replacement that will ensure a high-school diploma actually means something in Massachusetts. Springfield’s business community must stand up and take notice.

While it is never a good time to lower standards, doing so when we are facing increasing national and international pressure to maintain our state’s economic competitiveness would be misguided at best and foolish at worst. The MCAS requirement not only helps strengthen our public education system, but also helps prepare our future workforce and improves our ability to attract and retain talent from our own backyard.

As part of the Knowledge Corridor, Springfield and its surrounding area host many colleges and universities. Education-adjacent jobs drive much of the city’s employment opportunities. Additionally, Baystate Health’s corporate offices operate out of Springfield. Other healthcare facilities, including Mercy Medical Center, bolster the area’s healthcare employment market.

Still, even with the city’s reliable employment industries, the overall employment rate is dismal, with 8.7% of Springfield residents facing unemployment, a leap above the national 5.3% average.

A well-rounded education can counter that. Now more than ever, Springfield needs an educated workforce to capitalize on the robust education, financial, and healthcare jobs that have long sustained the community. Requiring a passing MCAS score ensures public schools are producing graduates with the knowledge and skills needed for success in these markets.

MCAS data helps address and combat the inequities in our school systems that stunt student growth. Without it, we cannot accurately determine which students need the most support.

Question 2 states that, instead of passing the MCAS, students would be required to complete coursework certified by a student’s district as “demonstrating mastery of the competencies contained in the state academic standards.” While this language suggests that the state standards will still apply, as we’ve learned from our teachers in our high-school statistics and research courses, if you don’t have uniformity in how you assess something like achievement, then you don’t have a single standard. Only a common assessment can assure that.

In spite of some concerns raised when the MCAS graduation requirement went into effect, graduation rates eventually went up, dropout rates went down, and student achievement increased for all groups of students, leading Massachusetts to its first-in-the-nation status. Establishing a single, statewide standard for graduation has been central to that success.

If Question 2 passes, interpretation of the standards and whether they have been met will vary from district to district, school to school, and even within schools. In fact, just look at recent research and reports of grade inflation through and since the pandemic that has been detrimental to students, leading them to believe, incorrectly, that they are ready for college or a career.

Since the business community relies on an educated workforce to grow and compete in the 21st century, we must vote no on Question 2 and support targeted investments in our school system, including access to internships and other workforce opportunities.

As it stands, the MCAS remains the best barometer for determining whether or not students are learning at grade level. It shows where we’ve helped our students and where we’ve failed them. If we are dismayed by declining or stagnant test results, we shouldn’t tear up the test just because we don’t like what it reveals.

If our schools’ curriculums meet the same standards mandated by the state, our students should be able to pass the MCAS. If they aren’t, we should use the results to improve their performance and prepare them for a successful college and career path.

 

Edward Lambert is executive director of the Massachusetts Business Alliance for Education, a nonprofit organization of employers created to promote improvement in public education. He is also a former mayor and school committee member in Massachusetts.

Construction

Know Your Ratios

By Matthew Nash, CPA

The construction industry is unique and complex, with its own set of financial challenges and opportunities. Understanding the financial health of a construction company is crucial to making informed business decisions. Financial ratios are powerful tools that provide valuable insights into profitability, liquidity, solvency, efficiency, and project performance.

Ratios are resources to more than just investors, shareholders, and management teams. They are also used by lenders and creditors to evaluate credit risk, by contractors and subcontractors to gauge the financial health of potential partners and ensure the ability to meet obligations, and by regulatory agencies to ensure compliance with industry standards and regulations.

This article highlights key financial ratios tailored specifically to construction companies, which are used to analyze a construction company’s stability and operational efficiency.

 

Profitability Ratios

Gross profit margin indicates how efficiently a construction company is managing its direct costs associated with projects. A higher gross profit margin suggests that the company is effective in controlling project costs and pricing. Calculation: gross profit margin = gross profit divided by revenue multiplied by 100.

Operating profit margin measures the percentage of revenue that remains after covering operating expenses, excluding interest and taxes. The operating profit margin reflects how well and how efficiently a company manages its core business operations. Calculation: operating profit margin = operating income divided by revenue multiplied by 100.

Matthew Nash

Matthew Nash

“Ratios are resources to more than just investors, shareholders, and management teams. They are also used by lenders and creditors to evaluate credit risk, by contractors and subcontractors to gauge the financial health of potential partners and ensure the ability to meet obligations, and by regulatory agencies to ensure compliance with industry standards and regulations.”

Net profit margin shows the percentage of revenue that remains as profit after all expenses, including interest and taxes, have been deducted. A strong net profit margin indicates overall profitability and effective management of both operational and non-operational expenses. Calculation: net profit margin = net income divided by revenue multiplied by 100.

 

Liquidity Ratios

Current ratio assesses a company’s ability to meet its short-term liabilities with its short-term assets. For construction companies, which often deal with significant short-term obligations due to project timelines and payment cycles, maintaining a current ratio above 1.0 indicates that the company could pay off its liabilities if they become immediately due. Calculation: current ratio = current assets divided by current liabilities.

Quick ratio, or acid-test ratio, provides a stricter measure of liquidity by excluding inventory from current assets. Given that construction companies may have substantial inventory tied up in ongoing projects, the quick ratio offers a clearer picture of the company’s ability to cover immediate obligations. Similar to the current ratio, a good quick ratio should be higher than 1.0. Calculation: quick ratio = current assets minus inventory divided by current liabilities.

 

Solvency Ratios

Debt-to-equity ratio indicates the proportion of debt used to finance the company’s assets relative to shareholders’ equity. A high ratio suggests greater financial leverage and risk, while a lower ratio indicates a more conservative approach to financing. For construction companies, which often rely on substantial borrowing for project financing, monitoring this ratio is critical. Ratios higher than 2.0 can indicate that a company has taken on too much debt. Calculation: debt-to-equity ratio = total liabilities divided by equity.

Interest coverage ratio measures a company’s ability to pay interest on its debt with its earnings before interest and taxes (EBIT). A higher ratio indicates that the company comfortably covers its interest payments, reducing financial risk. For construction firms, which may have fluctuating income based on project timelines, this ratio helps assess debt sustainability. Calculation: interest coverage ratio = EBIT divided by interest expense.

 

Efficiency Ratios

Working capital turnover ratio reflects how efficiently a company uses its capital to support sales and company growth. The ratio provides a company with an understanding of revenue generated for every dollar of working capital used. A high ratio indicates that the company is efficient in using its assets and liabilities to support sales, with lower ratios indicating less efficiency. However, a ratio above 30.0 could signal that a company may need more working capital to continue to grow in the future. Calculation: working capital turnover ratio = total construction sales divided by working capital. (Working capital = current assets minus current liabilities.)

Equity turnover ratio, similar to working capital turnover ratio, reflects how efficiently a company uses its value — in this case, equity — to drive construction revenue. A ratio above 15.0 may signal that a company will have trouble growing in the future. Calculation: equity turnover ratio = revenue divided by equity.

 

Project-specific Ratios

Work-in-progress (WIP) ratio assesses the proportion of work completed relative to the total contract value. This ratio helps gauge project progress and can indicate potential issues with project execution or financial planning. Calculation: WIP ratio = work completed to date divided by total contract value.

Contract profitability ratio evaluates the profitability of individual contracts. This ratio provides insights into how well each project contributes to overall profitability, helping in assessing project management and pricing strategies. Calculation: contract profitability ratio = contract profit divided by contract revenue multiplied by 100.

 

Conclusion

Financial ratios are indispensable tools for understanding the financial health of construction companies. No single ratio will provide an overall picture for the health of a construction company. However, looking at several key financial ratios can help investors, shareholders, and management teams make informed decisions, identify potential risks, and implement strategies to enhance financial and operation stability, both now and in the future.

For construction companies, maintaining a balanced approach to managing these financial metrics is pivotal to sustaining long-term success in a competitive and often unpredictable industry.

 

Matthew Nash, CPA is a partner with Meyers Brothers Kalicka, P.C.

Law

A Regulatory Minefield

By Jason Ortiz, Esq. and Elaine Reall, Esq.

 

Jason Ortiz

Jason Ortiz

Elaine Reall

Elaine Reall

Marijuana, cannabis, weed, or whatever you want to call it is a growth industry. We know it’s still an illegal Schedule 1 drug under federal law; so how is it that we can grow, sell, or buy it in Massachusetts? And what effect does the regulatory minefield have on employers and the workplace?

Today’s article will explore the legal ins and outs of cannabis relative to Massachusetts workplaces. In addition, it will provide a brief overview of the current federal and state regulatory scheme.

 

Federal Stance and Future Legislation

Cannabis is still considered a Schedule 1 illicit substance under federal law. Most simply stated, this means that if one is found in possession of marijuana by a federal officer or border official, you’re in trouble. However, a growing number of states, like Massachusetts, have chosen to move forward and allow the sales and distribution of cannabis, either for medical or recreational use, within state borders. In fact, 24 states have legalized marijuana.

There have been several proposed bills in Congress to help move cannabis from its Schedule 1 classification (covering the most addictive and destructive substances, such as heroin) to Schedule 3 (defined as drugs with a moderate to low potential for physical or psychological dependence, such as anabolic steroids). See, for example, the Marijuana 1 to 3 Act of 2023.

“Other than the obvious relaxation of legal impediments to cannabis use, the proposed federal bills have some amazing tax benefits for the cannabis industry as a whole.”

Other than the obvious relaxation of legal impediments to cannabis use, the proposed federal bills have some amazing tax benefits for the cannabis industry as a whole. For starters, IRS enforcement action would be one less problem to worry about. Currently, cannabis businesses do not enjoy the same tax deductions as the average mom-and-pop or Fortune 500 company. This is due to Internal Revenue Code Section 280E, which does not allow certain standard business deductions due to the legal risks associated with the illegal ‘trafficking’ of a Schedule 1 drug. Cannabis businesses also face higher income-tax rates as a result of their business. Most of the proposed federal laws would remove those tax obstacles and categorize cannabis as just another product sold by just another business.

Additionally, placing cannabis into a Schedule 3 classification would allow for this industry to become regulated like any other Schedule 3 drug provider. While striving for more federal regulations may sound counterintuitive for a business, the current patchwork quilt of state regulations has not served consumers well.

As noted recently in the Boston Globe, the quality of lab test results relative to marijuana mold contamination and THC levels has raised consumer concerns in Massachusetts and may have negative repercussions relative to state cannabis businesses. More specifically, state cannabis businesses have been accused of circumventing health regulations by ‘shopping’ for laboratories with loose (or non-existent) standards in order to obtain favorable testing scores.

“A straightforward, no-nonsense standard for regulation and testing, like the one the U.S. Food and Drug Administration has for Schedule 3 drugs, would give consumers confidence that the products they are purchasing are both safe for consumption and contain the product described on the label.”

A straightforward, no-nonsense standard for regulation and testing, like the one the U.S. Food and Drug Administration has for Schedule 3 drugs, would give consumers confidence that the products they are purchasing are both safe for consumption and contain the product described on the label.

There are other pending bills that would favorably affect the cannabis industry. One of the eagerly watched bills is the SAFE Banking Act, which was meant to make banking services accessible to state-regulated cannabis businesses without the fear of federal penalties. Specifically, its provisions would allow for the profit from a state-regulated cannabis business to be considered just that, and not proceeds from an unlawful activity.

The banking industry is traditionally quite conservative when it comes to risk taking in the area of emerging or ‘unlawful’ industries. Without such banking legislation, it remains very difficult, if not impossible, for state-regulated cannabis businesses to get routine business loans and/or building or mortgage commitments. Insurance companies, also conservative entities, have begun to craft specific policies for the cannabis industry; however, much of such coverage is prohibitively expensive.

The States Reform Act is a pending bipartisan effort to change cannabis regulation by creating a permitting process on the federal level for cannabis-based businesses. This would allow federal oversight on products that cross state lines, thus allowing lawful interstate commerce.

Under current law, the states and federal government disagree on the legality of cannabis use, thus making its transportation across state lines a legally precarious task. Such product movement currently requires ‘creative’ transportation routes. Typically, it’s the smaller companies who suffer and lose out on increasing their business if they lack the resources to come up with those creative solutions.

The framework this act would establish would create federal regulations on interstate cannabis-based activities. The act would also impose a 3% federal cannabis excise-tax structure with a 10-year moratorium on increases to said tax. With the perennial federal budget shortages, this excise tax would be a welcome addition to the federal tax coffers.

 

Cannabis and the Massachusetts Workplace

A big question that arises regarding cannabis in the workplace is “how is drug testing affected by employee use of medical and/or recreational cannabis?” It is important to note that, if you require your applicants or employees to be drug-tested, you should have a company-wide policy that details specific scenarios that would require drug testing. After that, enforcement becomes a management issue.

A rule of thumb to follow is that employers should generally require their employees to refrain from using alcohol and/or other drugs while on the clock. Reporting for work while intoxicated, or under the influence of mind-altering drugs, should also be addressed.

The follow-up question that is often asked is “what if an employee uses marijuana for a medical purpose?” Medicinal use of marijuana is a very real and effective remedy for several conditions and must be treated seriously in the workplace to avoid any violations of the Americans with Disabilities Act.

It is not a business owner’s responsibility to probe every employee to see who has a disability and how they cope with it; they also are not required (as of yet) to accommodate the use of medical marijuana in the workplace. Employers are, however, required to have an interactive conversation with an employee to determine whether a reasonable accommodation is possible for an employee who uses medical marijuana to treat a disability.

Given the legal complexities, such situations need to be addressed on a case-by-case basis, and consulting with a business or employment lawyer well-versed in cannabis regulation is advisable.

 

 

Elaine Reall and Jason Ortiz are attorneys who specialize in labor and employment-law matters at the Royal Law Firm LLP, a woman-owned, women-managed corporate law firm that is 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. Reall was a featured panelist on a panel providing insights into the legal and regulatory status of the cannabis industry at the 2024 annual meeting of the National Assoc. of Minority and Women Owned Law Firms, which took place Sept. 15-18.

Law Special Coverage

Beyond the Job Title

By Michael Roundy, Esq.

The U.S. Supreme Court recently changed the landscape for certain workplace discrimination claims with its decision in Muldrow v. City of St. Louis, issued in April. Employers need to be aware of the change as it could affect their internal decisions on how to address allegations of discrimination and avoid similar lawsuits.

In Muldrow, the Supreme Court held that transferring an employee to another position, even without any loss of pay or benefits, may violate the anti-discrimination provisions of Title VII of the Civil Rights Act of 1964. Although the case dealt with an internal transfer, the court’s opinion focused on changes to the terms and conditions of employment, which could implicate workplace changes far beyond transfers.

Sgt. Jatonya Muldrow worked for nine years as a plainclothes officer in the St. Louis Police Department’s Intelligence Division. When a new commander took over the division, Muldrow was transferred out, against her wishes, in favor of a male officer who the new commander said was a better fit for the division’s “very dangerous” work.

While Muldrow’s rank, pay, and benefits did not change, her new position in uniform involved different responsibilities, offered fewer perks, was less prestigious, and required weekend shifts, all of which were changes to the terms and conditions of her employment.

The District Court had dismissed Muldrow’s sex-discrimination suit on a motion for summary judgment on the grounds that the changes in the conditions of her employment did not meet a heightened standard requiring her to show a “significant” change to her responsibilities. The Eighth Circuit affirmed that decision.

The Supreme Court took up the appeal to address and resolve a circuit split over whether a Title VII discrimination claim requires a showing of “significant” harm or just some degree of harm caused by the changed working conditions. Most circuit courts, including our First Circuit, had required that a change or detrimental impact be a “material” or “significant” change to working conditions, whereas the D.C. Circuit had recently rejected such a requirement.

The Supreme Court held that the statute does not require any elevated standard of harm. On its face, Title VII makes it unlawful to “discriminate against any individual with respect to his compensation, terms, conditions, or privileges of employment because of such individual’s … sex” (among other characteristics).

Michael Roundy

Michael Roundy

“Investigations handled internally may be perceived as biased and conclusory, particularly where the allegations involve upper management. Using an outside, neutral third party can counteract that perception of bias.”

The court held that this language does not require a “significant” or “serious” or “material” change, but only that Muldrow show some disadvantageous change in employment terms or conditions. Put another way, the statute prohibits “treat[ing] a person worse” because of her sex or other protected trait (race, color, religion, national origin).

A Title VII claim, therefore, must show “some harm” relating to a term or condition of employment, and need not show “significant” harm. In this case, the transfer of Muldrow to a position with less responsibility, fewer perks, less prestige, and requiring a rotating schedule including weekends met the “some harm” requirement. The Supreme Court therefore vacated the Eighth Circuit’s judgment, resurrecting Muldrow’s discrimination claims, and remanded the case for further proceedings.

 

The Takeaway for Employers

Outcomes like this could be avoided by employers by addressing complaints when they arise, long before they result in litigation. More and more employers have recognized the value of thorough and impartial workplace investigations conducted quickly after complaints arise. An external, third-party investigator limits the perception of bias by the complaining employee, helps ensure that manager actions are properly scrutinized, and may in some cases even help limit liability.

A credible investigation requires more than just an impartial investigator. It requires that the investigator be perceived as impartial as well. Investigations handled internally may be perceived as biased and conclusory, particularly where the allegations involve upper management. Using an outside, neutral third party can counteract that perception of bias.

As an outside investigator, I often find that employees will speak more freely with me and provide more complete and detailed information than originally reported internally to HR. With the benefit of more complete information, I am able to render better-informed findings and provide the employer the context needed for sound decisions and better workplace practices going forward.

In the context of Muldrow, a prompt and impartial investigation may also help employers avoid taking employment actions that later end up in litigation, by identifying responses and practices that should be avoided.

If an employee complains about sex discrimination, for example, and a prompt, neutral investigation confirms there may be some form of discrimination occurring, the employer will be in a position to avoid taking actions that could lead to liability — actions such as transferring the complaining employee to another position that changes the terms and conditions of his or her employment, changing the employee’s shift without his or her consent, or changing the job duties in a way that harms the employee’s chances for advancement. Each of these changes may not be considered “significant” changes, but under Muldrow, they could nonetheless result in liability for discrimination.

The employment law landscape is continuously shifting, as Muldrow v. City of St. Louis illustrates. Employers should continue to seek guidance and assistance from experienced labor and employment attorneys to ensure their policies are up to date and implemented properly and that, when complaints arise, they are investigated quickly and neutrally.

 

Michael Roundy a partner at the Springfield-based law firm Bulkley Richardson.

Special Coverage Technology

Designs on Innovation

Manufacturing Mash-Up at Gillette Stadium.

Twenty-three companies, including five from Western Mass., were awarded significant grants at this year’s Manufacturing Mash-Up at Gillette Stadium.

 

Yvonne Hao, secretary of Economic Development, put it succinctly when she explained the critical intersection of manufacturing, technology and innovation, and workforce development in Massachusetts.

“Massachusetts excels in advanced manufacturing because of our robust ecosystem made up of researchers discovering cutting-edge tools and technologies, universities spinning out startups and a pipeline of talented workers, and businesses advancing new solutions to meet global demands,” Hao said during last month’s Manufacturing Mash-Up at Gillette Stadium in Foxborough. “We’re excited to showcase the strength of our ecosystem at the annual Mash-Up event, and to invest in the manufacturing sector through these MMAP awards.”

Specifically, she was referring to more than $3.5 million distributed at the event to 23 manufacturing companies through the Massachusetts Manufacturing Accelerate Program (MMAP), which aims to strengthen supply chains and spur growth in the manufacturing sector. The grants will support the creation of up to 130 advanced-manufacturing jobs in Massachusetts and training for up to 151 workers.

“Massachusetts companies benefit from a state that engages with the private sector to catalyze collaborations with nonprofit partners and provide the resources needed to support growth in manufacturing through the adoption of state-of-the-art technologies.”

The Mash-Up, which brings together companies, students, and state officials, is hosted annually by the Massachusetts Center of Advanced Manufacturing (CAM), a division of the Massachusetts Technology Collaborative (MassTech), a public economic-development agency tasked with supporting business formation and growth in the Commonwealth’s tech and innovation sectors.

“Every year, the Mash-Up proves Massachusetts has a vibrant and engaged manufacturing ecosystem,” MassTech CEO Carolyn Kirk said. “CAM is inspiring the next-generation workforce to enter the field, as evidenced by the hundreds of students who turn out to participate in the event.”

MMAP invests in small- to medium-sized manufacturers, funds capital equipment purchases, and creates partnerships between the manufacturers and nonprofit, academic, or quasi-public partners.

Yvonne Hao

Yvonne Hao

“Massachusetts excels in advanced manufacturing because of our robust ecosystem made up of researchers discovering cutting-edge tools and technologies, universities spinning out startups and a pipeline of talented workers, and businesses advancing new solutions to meet global demands.”

“Massachusetts companies benefit from a state that engages with the private sector to catalyze collaborations with nonprofit partners and provide the resources needed to support growth in manufacturing through the adoption of state-of-the-art technologies,” said Ben Linville-Engler, CAM’s chief investment strategist and acting director. “Programs like MMAP also invest in workers through new jobs and upskilling opportunities, which will help ensure we have a strong advanced-manufacturing technology and talent base to support sectors across the Commonwealth’s economy.”

 

Local Impact

Five of the 23 companies awarded grants are based in the Pioneer Valley or the Berkshires. The total amount is $772,134.38, and the projects will create an estimated 27 to 35 jobs.

• Bay State Machine in Easthampton is a manufacturer of components for a wide array of companies within the defense, aerospace, medical, and semiconductor industries. Its $179,000 grant will enable Bay State to purchase a five-axis CNC machining center with an auto loader, allowing it to run lights-out to support its increasing demand for complex parts. As a result of this project, Bay State expects to upskill one to three employees.

• Berkshire Sterile Manufacturing in Lee is a contract manufacturer that produces sterile injectable drugs for biotechnology, pharmaceutical, and medical device companies. Its $200,000 grant will enable it to purchase a state-of-the-art, high-capacity, pharmaceutical-grade vial washer, allowing Berkshire Sterile to ensure compliance with stringent regulations, increase automation capabilities, and save energy while reducing wastewater production. As a result of this project, Berkshire Sterile expects to upskill at least 11 employees.

• Cartamundi in East Longmeadow is a card- and board-game manufacturer that produces games for Hasbro and others. Its $193,134.38 grant will enable it to purchase a high speed, side-weld pouch machine for the manufacturing of plastic card sleeves used to protect trading, game, and collectible cards. There are no known manufacturers of protective sleeves within the U.S., with the current sleeves on the market being produced in China, Vietnam, and Japan. As a result of this project, Cartamundi expects to upskill four to six employees.

• Elegant Stitches Inc. in Pittsfield is a minority-owned custom embroidery and screen-printing company, whose clients include the U.S. Army and the FBI. Its $198,930.21 grant will enable it to purchase two new embroidery machines, a laser cutter and engraver, and a robotic sewing machine, allowing it to produce at higher volumes and efficiency and positioning the company to be a formidable manufacturer in the defense industry. As a result of this project, Elegant Stitches expects to upskill four to six employees.

• Lenco Industries Inc. is the nation’s leading designer and manufacturer of commercial armored response and rescue vehicles used by the U.S. military, U.S. law enforcement, and government agencies worldwide. Its $200,000 grant will enable it to purchase a robotic welding system, allowing it to automate a formerly manual process. Lenco will produce small batches of custom parts and high-volume components at a quality that will meet strict standards. As a result of this project, it expects to upskill seven to 10 employees.

The 18 other grant awardees include Accutronics LCC in Chelmsford ($200,000), Aimtek in Auburn ($106,205), Allium Engineering in Somerville ($200,000), Alogus Innovation & Design in Somerville ($55,217), Atlas Devices in Chelmsford ($100,000), Evans Machine Co. in Brockton ($200,000), Finwave Semiconductor Inc. in Waltham ($61,972), Gemline in Lawerence ($200,000), H&S Tool and Engineering Inc. in Fall River ($200,000), Innofiber in Sterling ($110,000), Iradion in Uxbridge ($84,255), OutCast Lures in Holliston ($58,894), RH Adhesives in Acton ($200,000), Salem Metal Inc. in Middleton ($200,000), South Shore Millwork Inc. in Norton ($200,000), Steele Canvas Basket Corp. in Wilmington ($139,851), Stergis Windows and Doors in Attleboro ($200,000), and Wellness Croft Inc. in Plymouth ($100,000).

Opinion

Opinion

By Allison Ebner

The phrase ‘wild west workforce’ is not original. In fact, I’ve used it before to describe the landscape that HR professionals were managing during the pandemic. And although we are well past 2020 and the peak of COVID, we are most definitely experiencing strange times today.

The generational shift in our workplaces (think ‘silver tsunami’) is driving change at a rapid pace, and it’s just going to keep coming at us like a whirlwind. A recent report from Newsweek indicated that six in 10 employers that hired a Gen Z candidate over the past six months have already let that employee go. They don’t work hard enough, according to the company execs. They want too much downtime and flexibility and have no idea how to show up and work for 40 hours per week.

I had to chuckle. I remember when my daughter got her first job after graduating from college. “They want me to work eight hours a day, 40 hours a week … doing this?” Yup — my husband and I told her to suck it up and get moving. And she did — for two years, until she decided to start her own business and work for herself. By the way, that’s working out very well for her. She’s working at least 60 hours per week, but it’s on her terms, and it’s doing work that she loves.

Welcome to the new world of work. Millennials and Gen Z will make up 70% of the workforce by the year 2030. They are demanding some changes from employers, and I’m here to tell you — it’s not smart to ignore them. The Baby Boomers are on their way out of the workforce, scaling back their roles and eyeing retirement. Guess what? The Gen-Xers are right behind them! And since Gen X is the smallest generation, many of our current managers are included in this quickly evaporating pool of leaders. So, what should we do next?

First, we have to understand that our workplaces will be changing. And if we don’t embrace some of the things that our newest employees are looking for, we’ll be doing everything ourselves! Flexibility is key, and so is innovation. And by the way, paying your dues is very ‘out’ now. We need to be listening to all ideas, engaging staff at every level and incorporating some of the ideas from the next generation of workers. We also need to provide them with the training and education that they didn’t get in high school or college. (Lots to say on this topic, but that’s a different article.)

Soft skills are now power skills. Communication, critical thinking, emotional intelligence — you own this. Help your employees understand how they fit into your organization, guide them on how to be successful, ask them what they need to do their jobs more effectively, and tell them what you need in return. Update your onboarding process, build mentorship programs, and create ways to reward the behavior you want to see more of. Make sure your managers have the new skills required by today’s people leaders to drive productivity in this new world of work. If they don’t, your organization will suffer.

This ride is going to last a while, so lean in — fasten your seatbelts and get ready for the future of work. We can’t stop progress — it’s here! The EANE team is ready to support you with whatever you may need. Give us a call to discuss your priorities and the resources needed to build an exceptional workplace in 2025.

 

Allison Ebner is president of the Employers Assoc. of the Northeast. This article first appeared on the EANE blog; eane.org

 

Insurance

Rules of the Road

By Jack Dowd

 

Holiday season, which will ramp up over the next few months, is peak travel time. “From Atlantic to Pacific / Gee, the traffic is terrific,” goes the song, and it’s about 10 times truer today than it was when Perry Como sang it in 1954. The more people on the road, the more important it is to take extra care preparing for your trip and driving with safety in mind.

 

Preparation Is Key

90% of safe travel is in the planning. Even if you’ve driven to grandmother’s house more times than you can count, it’s still essential to run through a safety checklist before you hit the road.

 

Auto Insurance

Make sure your auto or motorcycle insurance policy is up to date and has the coverage you need. The rates of accidents spike during the holiday season, and even the most careful drivers can find themselves in dangerous situations. It’s best to be sure you’re covered.

Jack Dowd

Jack Dowd

“The one guaranteed result of road rage is regret. Don’t leap at the opportunity to join in on someone else’s bad judgment.”

 

License and Registration, Please

And pack proof of insurance while you’re at it. Again, despite a careful driver’s best efforts, accidents do happen, so be sure you’ve got an active driver’s license, current registration, and proof of insurance at the ready. We know you’ll follow all state and local speed limits, of course, so we won’t even bother to discuss that here.

 

Roadside Assistance

Whether you have roadside assistance through your insurance agency, your bank, a cell-phone carrier, or AAA, make sure your policy is active before you set out on your trip. If you choose not to participate in a roadside assistance program, be sure you have all the tools you need to change a tire or take care of any other minor repair en route. While you’re at it, check your spare and be sure it’s properly inflated and in good condition.

 

Basic Car Maintenance

If you’ve been putting off an oil change and haven’t checked your tire pressure in a while, take a little time to get your car ready for the long haul. Check the levels of oil, coolant, windshield fluid, and brake fluid. Test your lights, including turn signals, taillights, reverse lights, and the low and high beams on your headlights. Bring your tires up to their recommended PSI. Make sure your wipers work well and your windows are clean.

 

Know Where You’re Going

Don’t be too dependent on your phone to tell you where to go. Review your route carefully before you leave, and note some of the key milestones, exits, and turns. Heaven forbid you lose cell service, overshoot a turn, and miss the turkey!

 

Watch the Weather

Keep an eye on the weather forecasts for all the regions you’ll pass through along the way. Watch out for storm warnings and predictions of rain, snow, and ice. If it looks like a major storm will impact your route, seriously consider delaying the trip until it’s cleared. If you’re traveling through steep or mountainous terrain, or roads that tend not to be cleared regularly, bring tire chains with you or put your snow tires on before you leave.

 

Charge Your Devices

Start your drive with a fully charged phone. Bring along both a car charger and a rechargeable battery pack. That way, should your car break down, you can still keep your phone charged to call emergency services, friends, relatives, hotels, or airlines.

 

Keep a Calm State of Mind

When it comes to safe holiday driving, getting there is what’s important. Don’t worry about getting there before the car in the other lane or teaching that tailgater a lesson. It’s not a contest, and it’s not a race. The one guaranteed result of road rage is regret. Don’t leap at the opportunity to join in on someone else’s bad judgment. Maintain a smooth, safe speed; drive carefully; and visualize grandma’s apple pie. Relaxing music also goes a long way.

 

Mind the Speed Limit

Should you still be tempted to drive aggressively to make up time, get ready for a big surprise. According to AAA, speeding accomplishes nothing of the sort. If you drive 65 mph on a 45 mph-posted road for five miles, the most you will save is a whopping 1.9 minutes — not exactly worth risking your life or the lives of others. Keep cool and prioritize arriving in one piece.

 

Jack Dowd is vice president of the Dowd Agencies in Holyoke.

Manufacturing

Innovative Strategy

The Healey-Driscoll administration recently announced the expansion of job-training programs for individuals who face barriers to employment, including those staying in Emergency Assistance (EA) shelters. These programs are part of the administration’s efforts to meet the needs of the state’s employers who are looking to hire skilled talent and connect individuals experiencing homelessness with the training they need to get jobs and move out of shelters into more stable housing.

The administration has created a new ESOL (English for speakers of other languages) for Employment program to connect individuals experiencing homelessness with ESOL training, job-placement programs, and career wrap-around services. Eligible applicants, including community-based organizations, training providers, employers, community colleges, and industry associations, can apply at the Commonwealth Corp. website, commcorp.org/funding. The program is open to work-authorized individuals who are eligible for EA, which includes both long-term Massachusetts families and newly arrived immigrant families.

“Training and job-placement programs provide more access to underserved communities while helping our businesses stay competitive.”

“Employers across Massachusetts have job openings in high-demand fields like healthcare, manufacturing, human services, and hospitality. We also have individuals in EA shelter who have their work authorizations, who want to contribute to our communities and economy, and who want to move their families out of shelter into more stable housing,” Gov. Maura Healey said. “These programs help us meet all of those needs by providing EA residents with the training they need to succeed in the workplace and connecting them directly with employers who are hiring. We’re grateful to the Legislature for their continued partnership as we work to lessen the strain on the EA system and strengthen our economy.”

Lt. Gov. Kim Driscoll added that “training and job-placement programs provide more access to underserved communities while helping our businesses stay competitive. We know language is a barrier to employment, and that’s why the administration has launched a cross-secretariat effort to increase ESOL programs across the state, which will improve worker skills and productivity for our businesses.”

The administration has also made additional funding available for current Workforce Competitiveness Trust Fund (WCTF) awardees to incorporate additional cohorts or slots into pre-existing, currently active grants, including Kenneth Donnelly Success grants, ESOL Continuation grants, and Healthcare and Behavioral Health Hub grants. The WCTF invests in initiatives aimed at increasing access to well-paying jobs for residents facing employment barriers and improving the competitive stature of Massachusetts businesses by enhancing worker skills and productivity.

The funding for these programs was provided for in the April 2024 supplemental budget and distributed by Commonwealth Corp.

Additionally, the Division of Apprentice Standards (DAS) has made $500,000 available for training programs for individuals and families in the Emergency Assistance program or in temporary respite sites across the state.

“The Healey-Driscoll administration has been intentional in our efforts to connect work-authorized individuals with job training and placement, and these grants will help this effort by providing necessary workforce supports for some of our most vulnerable residents,” Labor and Workforce Development Secretary Lauren Jones said. “We look forward to working with applicants as they provide vital ESOL training and help individuals and families foster economic stability.”

Commonwealth Corp. President and CEO Molly Jacobson added that “this funding will support employers, training providers, and regional partners breaking down barriers for thousands of job seekers, particularly those experiencing homelessness.”

Manufacturing

Craft and Community

 

 

On Sept. 25, Hired Hand Signs of Turners Falls received an award for Outstanding Leadership Skills in the Manufacturing Industry at the ninth annual Manufacturing Awards Ceremony, presented by the Massachusetts Legislative Manufacturing Caucus.

Over the last decade, Jess Marsh Wissemann has built her sign shop and her career from the ground up. Her unique, hand-painted signs can now be found adorning independent businesses in the Pioneer Valley and across New England.

This award is part of the Massachusetts Manufacturing Mash-Up, and the ceremony, held at Gillette Stadium in Foxborough, was hosted by the Massachusetts Legislative Manufacturing Caucus and other key partners. State Sen. Jo Comerford and state Rep. Natalie Blais nominated Hired Hand Signs for this award.

Marsh Wissemann started painting signs when she couldn’t find anyone to create quality signage for her family’s farmstand. She has always been ambitious, so she picked up a paintbrush and did the work herself.

Jess Marsh Wissemann

Jess Marsh Wissemann

“As a signmaker, I’m passionate about elevating our region’s streetscapes with beautiful storefronts. Having my work recognized with this manufacturing award was an incredible surprise.”

Working as a traditional sign painter, she is on a mission to bring artistry and craftsmanship back to the sign industry. She noted that vinyl and digitally printed signs, while cheap and efficient to produce, don’t have the longevity and inherent character of hand-crafted signs. And, unfortunately, they cannot be restored when they start to peel and fade — they are destined for landfills. Marsh Wissemann provides an alternative for businesses wishing to distinguish themselves with signage that is produced the traditional way, with time-honored techniques and materials.

She also believes that streetscapes are defined by the character of their signage, and that protecting and reviving historic signs and hand-crafting new signage with care and craftsmanship for brick-and-mortar businesses is vital to maintain a thriving community. Through her robust social-media presence and appearances on television, she documents her process and her adventures in sign saving and sign making, with the aim of preserving the legacy of hand-painted signage and inspiring people to care about the places they live.

“As a signmaker, I’m passionate about elevating our region’s streetscapes with beautiful storefronts. Having my work recognized with this manufacturing award was an incredible surprise,” said Marsh Wissemann, who also co-created Mike’s Maze at Warner Farm in Sunderland with her husband and farm owner, Mike Wisseman. “I’m honored and humbled. It is immensely gratifying to know that my effort is making a positive impact on my community.”

Comerford said she was pleased to recognize Marsh Wisseman’s art and the value it brings to independent businesses across Western Mass. “Jess is an example to us all for her work to inspire people to invest deeply into the places they live. She is more than deserving of this Outstanding Leadership Skills in Manufacturing award.”

Blais added that the award “recognizes Jess as a visionary placemaker whose hand-painted signs are helping to define our downtowns.”

Modern Office Special Coverage

Patient Approach

By James T. Krupienski, CPA

Every day, it’s the same story for physicians. A couple of patients arrive late for their appointments, and then a few unscheduled visits appear on your schedule. As the provider, you stay late into the evening, but never really seem to get caught up. To make matters even more difficult, reimbursement rates continue to be a struggle and expenses continue to rise, including the impact of employment costs in a post-COVID world.

One of the best ways to help combat these pressures is an effective workflow and time-management review. The problem is that we typically get so caught up in our daily schedules that we don’t always take the time to evaluate ways we can improve them. This is one area, however, where a little effort up front can help to reap significant financial benefits. This article will look at some of the ways that a physician can more effectively manage their time.

 

Office Workflow

The first step that should be taken is to review the workflow of your office. What inefficiencies exist from the time a patient walks in the door to when they leave? Is there a bottleneck of patients crossing paths in the hallway, or does the provider have to search to locate supplies that are continuously moved from place to place? If corrected, many of these inefficiencies can result in the physician seeing more patients throughout the course of a day.

To identify these inefficiencies, try putting yourself in the shoes of one of your patients. Come in as a patient and go through the entire process of being a patient within your practice. By looking at the flow from a different set of eyes, you may identify many areas where inefficiencies and redundancies may be eliminated, and the flow of your office can be improved.

James T. Krupienski

James T. Krupienski

“When you arrive for the day, after getting your cup of coffee, make sure that you have reviewed the schedule for the day before seeing any patients. This should include a review of the reason for the visits, as well as a review of the patient’s chart.”

An outside consultant may be extremely helpful in this exercise. They would be able to look at your workflow in an unbiased manner and compare what they see to models of successful practices. Additionally, this would make the best use of your time by allowing you to continue seeing patients while this takes place.

As you review the workflow of your practice, consider also how communication takes place. After seeing a patient, do you need to track down one of your nurses or assistants to explain to them the next steps in the care of the patient? Consider the use of technology in this process. A lighting or internal messaging system could let them know that a patient is ready for discharge or that they need to have lab work scheduled, all while allowing the provider to move right on to the next patient. Such a system may also allow the provider to be informed when something comes up that requires attention, without being interrupted during a patient visit.

Improving the efficiency of your practice workflow is an area where your electronic health records (EHR) system may come into play. Consider meeting with your EHR vendor to see what features or functions may exist in the system that you may not be utilizing to their fullest potential. A review of this process may help eliminate unnecessary paperwork or the need for documentation after a patient visit that could have been documented during the patient visit. You pay a lot for these systems, so it is important to make sure you are getting everything you can out of them.

 

Best Practices

The second step in improving the effectiveness of your time management would be to review some of your own daily tasks. When you arrive for the day, after getting your cup of coffee, make sure that you have reviewed the schedule for the day before seeing any patients. This should include a review of the reason for the visits, as well as a review of the patient’s chart.

For those patients coming in for a follow-up visit, this will ensure that you have received all test results before the patient arrives, as opposed to scrambling to locate them with the patient in the room waiting to be seen. When consulting with a patient, if they bring something up that was not scheduled, and it is non-life-threatening, consider requesting that they make another appointment so that you will be able to spend adequate time discussing the issue with them.

Additionally, be sure to build time into your schedule each day to catch up when you fall behind and to return emails and phone calls. Many providers work late each day and follow up on these items after everyone else has gone home for the day. The problem with this is that a patient waiting for a return phone call may call back multiple times a day until they hear from the provider. Additionally, leaving a pile of paperwork for your staff for when they return the next morning will make them stressed out for the day before they have even placed the first patient in an exam room.

 

Managing Patients

The one way that all providers can help to more effectively manage their own time is to better manage their patients.

First, when scheduling, particularly with new patients, consider changing your policy so that all patients arrive 10 to 15 minutes prior to their visit. Explain to them in advance this policy so that paperwork can be completed and your team can check weight, blood pressure, and changes from the last visit before their scheduled time with the provider.

Second, call patients in advance of the appointment to remind them of their visit. In this call, be sure to confirm with them the office’s policy for no-shows and late arrivals.

While many providers are busy with their caseload for the day, it is easy to get behind in your daily schedule. To be the most effective and productive, however, take a step back and evaluate some of the areas discussed in this article. They are all areas where a little effort up front will lead to greater rewards at the end of the day.

 

James T. Krupienski, CPA, MSA is a partner at the Holyoke-based accounting firm Meyers Brothers Kalicka, P.C.

 

Special Coverage Wealth Management

Opportunity or Crisis?

By Jeff Liguori

The U.S. economy has been strong, with the unemployment rate remaining below 4% (considered full employment by most economists) from the start of 2022 through July of this year. Although it just recently ticked above 4% with the August report by the Bureau of Labor Statistics (BLS), this 31-month stretch has been the longest period of full employment since 1970.

Consequently, incomes have been on the rise as employers compete for employees and inflation has persisted. What has this meant for housing? Coming out of COVID (which caused a sharp — and unexpected — spike in the demand for real estate), prices of homes soared. The combination of remote work, a migration out of cities, and a healthy dose of federal stimulus ignited a mini-frenzy of homebuying.

The median sale price of existing homes in the U.S. increased from about $281,000 in March 2020 to almost $427,000 at its peak in July of this year, a surge of 52%. Incidentally, the median home price in Massachusetts is currently the third-highest in the country at roughly $600,000.

Because of significant inflationary pressures, the Federal Reserve initiated a rate-hiking cycle in 2022 — possibly the most aggressive in history — and the rate on a 30-year mortgage increased to about 6.5% from about 3% prior to the Fed’s actions. For context, the monthly payment on a home purchased for $300,000 with 20% down is $1,500 per month today, up from $1,000 per month a few years ago, which translates to a 50% increase in after-tax dollar spending.

“Coming out of COVID (which caused a sharp — and unexpected — spike in the demand for real estate), prices of homes soared. The combination of remote work, a migration out of cities, and a healthy dose of federal stimulus ignited a mini-frenzy of homebuying.”

Why hasn’t this softened the market? Supply and demand. Cash transactions for real estate now account for almost one-third of all transactions, the highest percentage since 2014, according to the National Assoc. of Realtors. Thus, fewer folks require financing, which has supported prices of existing homes. More importantly, fewer homeowners are using their equity to ‘trade up’ to bigger, nicer homes because the cost to upgrade is exorbitant, thus keeping a lid on supply.

 

What’s Next?

The horizon isn’t very clear for real estate. Homes are the least affordable they’ve been in decades, and some economists believe they may be the least affordable ever (or at least since the data has been recorded). Prior to the Fed raising rates, both the median household income and the income needed to buy a home in the U.S., which accounts for monthly payments, insurance, property taxes, and maintenance costs, was about $75,000 per year. The income needed to buy has seen a drastic increase due to the higher interest-rate environment.

Some economists believe that new homebuyers are spending north of 40% of their income on housing costs. Renting is not a great alternative, especially in desirable areas, as rents — up until recently — have become largely unaffordable. Tight lending standards by banks, skyrocketing insurance costs, and the effect that inflation has had on building materials have created quite possibly the least affordable housing market ever. According to Zillow, an astounding 43% of homebuyers in 2023 used a gift from friends or family to help with a down payment.

Jeff Liguori

Jeff Liguori

“The horizon isn’t very clear for real estate. Homes are the least affordable they’ve been in decades, and some economists believe they may be the least affordable ever.”

From a long-term perspective, demand is likely to persist. There is a shortage of housing in the U.S. as Millennials are in their prime home-purchasing years, and, until recently, construction of new homes has not kept pace with demand. Real-estate prices should stay firm.

The Fed is expected to cut rates in September, which may help the logjam. But if higher rates have curtailed supply, will lower rates increase the supply of homes for sale? Typically, the Fed eases rates due to fears of a recession or during one, which means unemployment is rising and incomes stagnate. If the past several years are an indication of what happens when residential real-estate demand outpaces supply, the next few years may prove to be the inverse of that dynamic.

 

Election Impact

Residential real estate is a complex and nuanced market, significantly influenced by geographic location and migration trends. Unlike the market for stocks, bonds, or other assets, it is a zero-sum game. People must live somewhere, whether by renting or owning.

As the election approaches, both candidates have introduced policies to address the real-estate puzzle as part of their platform, ranging from significant tax credits and federal subsidies (Harris) to streamlining the permitting process for construction (both Trump and Harris) to opening portions of federal land for new home builds (Trump). A summary can be found on the National Assoc. of Homebuilders website.

The unforeseen ramp in real-estate demand due to COVID-era policies has taught us one thing: predictions are a fool’s errand. Let’s hope the current quagmire unfolds into opportunity and not crisis, because both scenarios seem possible.

 

Jeff Liguori is the co-founder and chief Investment officer of Napatree Capital, an investment boutique with offices in Longmeadow as well as Providence and Westerly, R.I.; (401) 437-4730.

Wealth Management

Behind the Scary Words

By Zach Bass

 

When was the last time you heard about the term ‘recession?’ How about ‘market crash?’ Often, folks think of these as one and the same, and understandably so. These are posted all over the news. They can make you feel like you’re at your favorite amusement park, and you know that big drop is feet ahead. While both can cause fear and anxiety, understanding the difference between the two is crucial for making informed decisions and helping you sleep at night.

The good news is that, not only do these two terms not always go hand-in-hand, sometimes they can be exact opposites. That won’t have us glued to the news, though. It won’t make us feel like all of our hard-earned money is going to be gone tomorrow. And over the last decade, as Google has become a verb, more people fear losing money — or losing it all — than they fear death.

Zach Bass

Zach Bass

“A dip is a small decline in the market. We normally experience these three to four times a year, where the market will fall roughly 5% from its most recent high. However, they are generally short-lived, lasting only a few days or weeks.”

 

What Is a Recession?

A recession is a decline in economic activity spread across the economy for two quarters in a row (six months). It is characterized by a decrease in real gross domestic product, rising unemployment, and reduced consumer spending. These events typically also last longer than market declines. The most important thing you should take away from this is that you cannot calculate if a country or economy is in a recession until six months after key events have already unfolded. This is like looking in your rear-view mirror.

 

What Is a Market Crash?

This is an interesting question because everyone has their own definition of a crash. However, there are three terms that we refer to in the financial industry: a dip, a correction, and a bear market. Now, these are normal activities, and if viewed correctly, could actually be positive. However, I would like to take a moment to tell you about the historic bear and bull symbols of Wall Street. They were chosen for the way these strong animals attack. The bull will thrust its horns up, while the bear swipes its paw down.

How are the three terms different?

• A dip is a small decline in the market. We normally experience these three to four times a year, where the market will fall roughly 5% from its most recent high. However, they are generally short-lived, lasting only a few days or weeks.

• A correction is 10% off the most recent high and occurs roughly every two years, generally lasting around four months on average.

• A bear market is a drop of 20% or more. These are much harder to determine the length and severity. I believe we all remember that thing called COVID? As the world shut down in March 2020, the market fell more than 30%. In July of that same year, we had returned to the previous all-time high.

Here is how rarely these events occur. Since Black Monday in 1987, when the U.S. stock market fell roughly 20% in one day, we have only seen four of these events:

• 2000-02: Y2K had passed, the dot-com bubble burst, 9/11 tossed us into a full-blown recession, and 2002 was the worst of the three years.

• 2007-09: Subprime mortgage and banking crisis.

• 2020: We have already discussed the arrival of COVID.

• 2022: A brief bear market driven by rising interest rates to combat inflation.

The stock market is driven by expectations. It is the front window to your car. When a company or an economy act as expected, everything is fine. When you do not meet your expectations, you are disciplined. When a company is disciplined, its stock price goes down.

 

Conclusion

I promised a for how you can benefit from these types of events. I want to remind you of the term ‘buy low, sell high.’ The financial markets are the only ‘store’ where, when there is a ‘sale’ sign, people run away. Yet, every year, people stampede into Black Friday sales. If gas was a $1 a gallon, the lines would be crazy. But in the markets, when everyone is panicking, it might be the right time to say, what should I be buying?

It is always a great idea to periodically review what you actually own and make sure you’re comfortable with it. Some folks love having a financial or investment advisor as a partner, while some love to do research and make all the decisions themselves. Having the appropriate amount of cash on the side, and a plan for when these events occur, is so important.

 

Zach Bass is a chartered retirement planning counselor (CRPC), a fee-only financial advisor and fiduciary. Securities offered through Osaic Wealth Inc., member FINRA/SIPC. Osaic Wealth is separately owned, and other entities and/or marketing names, products, or services referenced here are independent of Osaic Wealth. Wealth Management Resource Group is independently owned and operated.

Opinion

Opinion

By Jennifer Gilbert and Angelina Ramirez

 

Massachusetts has a housing crisis. But we’re seeing how the push for solutions is having positive results.

The Massachusetts Legislature recently passed a housing bond bill designed to jump-start housing production and make housing more affordable. With this progress, now is a perfect moment to focus intentionally toward the needs of a population where housing instability can upend every facet of life: people with disabilities.

Turning our attention toward supporting this population is especially important because addressing the housing crisis for this population — about 12% of our Commonwealth’s households — requires distinct attention to distinct needs.

First, Massachusetts has some of the oldest housing stock in the country. We may be right to cherish our triple-deckers. They are, however, not easily converted for people who have mobility issues. Just a single step at an entrance or uneven floor levels can mean someone with a cane or walker or wheelchair cannot be housed. It is also a common reason people need to move: how many of us wonder how long we can climb the stairs?

In the western part of the state, there has been even less new housing production. New multi-family buildings are required to have accessible units, but we just don’t build that many. There is an opportunity with new housing production to address the range of needs of households with disabilities, with potential steps such as:

• Requiring, at the local planning level, that developers go beyond the federal housing requirement of at least 5% accessible units in new buildings;

• Requiring more universal access to address the fuller range of housing needs and aging in place; and

• Integrating processes that ensure people with disabilities are aware of and move into accessible housing once built.

Second, the goal must be both affordability and accessibility. Households with a disabled member are more likely to experience poverty. In line with national numbers, only about one-third of people with disabilities in Massachusetts are employed. Many rely on Supplemental Security Income, which is around $1,100 a month. For comparison, the median rent in Springfield is $1,047.

Stavros serves about 9,500 people a year in this population and helps about 200 new consumers a year find housing that works for them. In June, Housing Navigator Massachusetts released the first data on affordable and accessible housing in our state’s inventory of income-restricted housing — the very housing intended to serve low- and moderate-income households. The simple truth is that there is not much of this critical housing type, and the distribution is even more sparse outside Boston.

Even within the category of housing that is affordable and meets ADA access requirements, much is not affordable for the lowest-income households. This housing crunch is even more true for people who need a home that has two or more bedrooms, either because of a family or the need for an attendant or equipment. In Stavros’s service area, we identified only 950 affordable and accessible units, with only about one-third of those (337 units) serving people needing two or more bedrooms.

The data confirmed what many already knew: we need to build intentionally. We need to match dollars that lower the rent with homes in terms of location, layout, and other modifications that work for people with disabilities. Going forward, we must emphasize — down into the details that make the difference — housing that is both deeply affordable and accessible.

For everyone, a stable home is the foundation for everything we do. Now is the time to focus on housing that is affordable and accessible. These two measures add up to homes where people with disabilities have that same foundation and the opportunity to thrive.

 

Jennifer Gilbert is the founder and executive director of Housing Navigator Massachusetts, which offers a free online search tool and data about the Commonwealth’s affordable housing. Angelina Ramirez is the CEO of Stavros, a Western Mass. nonprofit that helps people with disabilities take charge of their own lives. She also serves on the Housing Navigator Massachusetts board of directors.

Law

Why Compliance Is Crucial for Business Owners

By Russell F. Anderson, Esq. and James F. Martin, Esq.

 

The Corporate Transparency Act (CTA) is a federal initiative to limit money laundering, tax evasion, and other illicit activities that took effect on Jan. 1, 2024. The CTA requires many businesses and their owners to register with the U.S. Treasury’s Financial Crimes Enforcement Network (FinCEN).

Russell Anderson

Russell Anderson

James Martin

James Martin

Persons and companies that violate the CTA’s reporting requirements by failing to report at all or by providing false information to FinCEN may be subject to civil penalties of $500 for each day the violation continues and may also risk additional criminal fines and imprisonment.

The reporting requirements of the CTA mainly apply to smaller entities that might otherwise slip under the federal government’s radar. These companies are classified as having a higher risk of abusing anti-money-laundering rules. While there have been legal challenges to the CTA, FinCEN has indicated that it will continue to enforce the law while these challenges are ongoing.

The CTA states that FinCEN must collect and maintain a federal database for beneficial ownership information (BOI) of companies. Unless there is an applicable exemption, all entities that are formed or registered to do business in the U.S. and have registered with the Massachusetts secretary of the Commonwealth’s office (or a similar office in a different state) need to register on the BOI database.

 

Exemptions

The CTA provides 23 different categories of exemptions, which include exemptions for entities that already make substantial public disclosures, such as financial institutions and tax-exempt charities. Most notably, there is also a more general exemption for larger organizations that have a physical presence in the U.S., employ more than 20 full-time employees, and report more than $5 million in annual revenue to the IRS.

No filing will be required if an entity is exempt, but compliance with the criteria will be determined on a continual basis. For example, if an entity drops below the 20-employee threshold, a prompt filing will be required.

 

Reporting

FinCEN’s reporting portal can be found at boiefiling.fincen.gov. Entities that are not exempt from BOI reporting must provide the following information for each “beneficial owner” of a company: full legal name, date of birth, current residential or business address, and a copy of an acceptable identification document (such as a driver’s license or passport).

A beneficial owner is considered to be an individual who exercises substantial control over the entity or owns or controls at least 25% of the ownership interests of the entity. Most C-suite officers (for example, CEOs, CFOs, COOs, and general counsel) will fall under the category of possessing substantial control over the entity.

To ensure the purpose of the CTA is being fulfilled, ownership is generally reported at an individual level and not through another reporting company. Thus, the reporting owner may be someone who is several levels up in a company’s organizational chart if holding companies are used.

Reporting ownership interests held by trusts may pose a challenge. A trust by itself is not subject to the reporting requirements under the CTA. However, if a trust holds a 25% or more ownership interest in an organization that is subject to the CTA, the trust’s grantors, trustees, and beneficiaries may all be required to be reported, depending on the specific terms of the trust.

For entities formed in or after 2024, at least one company applicant must also be identified for each entity. A company applicant includes the individual who controls the formation filing with the applicable secretary of state or the individual who actually submits the filing.

 

Compliance Is Key

For entities formed in 2024, the initial report must be filed within 90 days of formation. All entities that were created before the start of 2024 have until Dec. 31 to submit a BOI report to FinCEN. If there are changes in reported beneficial ownership information, the entity must file an updated report to FinCEN no later than 30 days after the date of the change.

Given the CTA’s draconian penalties, it is advisable to make your CTA registration a high priority and complete the required filing as soon as possible.

 

Attorneys Russell F. Anderson and James F. Martin are members of the Business and Finance practice at the law firm Pullman & Comley. Martin is based in the firm’s downtown Springfield office.

 

Law

Salary Transparency

By Michael McAndrew, Esq.

 

In an effort to increase transparency and equity in wage payment, the Massachusetts Legislature passed, and Gov. Maura Healey signed into law on July 31, H. 4890, “An Act Relative to Salary Range Transparency.”

The act is an extension of employee protections provided in the 2018 Massachusetts Equal Pay Act, a statute that made it unlawful for employers to discriminate on the basis of gender in the payment of wages and to prohibit employers from preventing, discouraging, or reprimanding employees who share wage information. Under the new act, covered employers no longer can keep secret from their employees and prospective employees pay information for positions within their company. The act has wide-ranging reporting and disclosure requirements of salary ranges.

The act’s provisions are twofold. First, it requires that employers disclose pay-range information to current and prospective employees. The act applies to ‘covered employers,’ which are defined as “any employer, public or private, that employs 25 or more employees within the Commonwealth.”

Michael McAndrew

Michael McAndrew

“Under the new act, covered employers no longer can keep secret from their employees and prospective employees pay information for positions within their company. The act has wide-ranging reporting and disclosure requirements of salary ranges.”

Under the act, an employer must disclose the pay range for positions listed in job postings, disclose the pay range for positions offered to current employees as promotions or transfers, and disclose pay-range information to current employees upon request. The act prohibits employers from discharging or retaliating against employees for exercising their rights under the act.

Employers will be required to start complying with these provisions on Oct. 29, 2025. The attorney general is required to conduct, within six months of the act’s passage, a public-awareness campaign regarding the requirements of the act.

Second, the act sets forth a system whereby employers are required to submit annual wage-data reports to the state secretary. The exact type and timing of the report that must be filed with the secretary depends on the size and type of the employer.

For private employers that employ 100 or more employees in the Commonwealth at any time during the prior calendar year that are subject to federal filing requirements of EEO-1 data reports, the employers must submit a copy of the EEO-1 data report to the secretary annually by Feb. 1. Massachusetts employers that are required to file EEO-1 data reports will be required to make their first report under the act by Feb. 1, 2025. Other types of employers, such as public employers, face different filing deadlines and requirements under the act.

 

Next Steps

After employers submit copies of their EEO data reports, the secretary has until April 1 to report this information to the Executive Office of Labor and Workforce Development. The Executive Office is then required to aggregate the information it receives from the secretary and post it on its website. It is important to know that, while aggregated salary information regarding certain professions will be available on the Executive Office’s website, individual employers’ EEO data reports will not be published. In fact, the act expressly provides that these records are not to be considered ‘public records.’

While this is administratively tedious, employers in Massachusetts must ensure that they comply with both the disclosure and reporting requirements of the act, or they will face heavy administrative fines. The attorney general has exclusive jurisdiction to enforce the wage-disclosure and annual reporting provisions in the act and can impose fines for an employer’s violation of the act and may obtain injunctive or declaratory relief for this purpose.

For a first offense, the employer will be given a warning. For a second offense, the attorney general can impose a fine of up to $500, and for third offenses, fines can be up to $1,000. For fourth and subsequent offenses, penalties are issued pursuant to Massachusetts General Laws chapter 149, section 29C, a violation of which can result in fines between $7,500 and $25,000.

For the first two years that the act is in effect, prior to levying fines for violation of the act, the attorney general is required to provide notice of the violation and give the subject employer two business days to cure the violation. For purposes of the attorney general’s enforcement of job postings, if multiple job postings are made after an initial job posting that violates the act, all posts for the same position that violate the act that are posted within 48 hours of the initial post will be considered a single violation.

Unlike the Massachusetts Equal Pay Act, “An Act Relative to Salary Range Transparency” does not provide for an employee’s private right of action for their unlawful discharge or retaliation by their employer for exercising their rights under the act. An employee may be able to assert such a claim under other discrimination laws or other causes of action. Further guidance on this and many other questions raised by the new law may be given once the provisions of the act become fully effective.

 

Michael McAndrew is an attorney in the Litigation and Employment Law practices at Bulkley Richardson.