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Opinion

Opinion
The Mortgage Deal with the Devil

The long-awaited mortgage deal between the federal government, 49 state attorneys general, and five big banks that was announced last month is pretty thin gruel, but it could have been a lot worse.
Under the deal, the banks will provide relief to homeowners in a deal variously described as ranging from $25 billion to more than $40 billion. But a look at the fine print suggests that only about $5 billion in cash will actually change hands. Some $1.5 billion will go directly to homeowners who went through foreclosure, with each receiving about $2,000. Other cash will go to states to help distressed homeowners.
The rest of the money will be granted in the form of ‘credits’ to banks that refinance loans or reduce principal amounts of underwater mortgages. But this is, in fact, funny money. Much of this writedown has already been taken by the banks, which know that an underwater mortgage is worth far less than its nominal value.
In exchange for agreeing to refinance loans, the banks will get protection from penalties narrowly related to the ‘robo-signing’ scandal, in which an assembly line of clerks certified that mortgages had been properly recorded and transferred when, in fact, they were not.
The Obama administration dearly wanted this deal so that it could demonstrate greater help for homeowners and, in turn, relieve the damaging impact of the housing collapse on the economic recovery. The administration’s main programs to date, the Home Affordable Mortgage Program and later the Home Affordable Refinance Program, have been notable failures because they were voluntary for the banks. Bankers got to decide who qualified, and the most seriously underwater homeowners were not eligible. Housing prices have continued to decline.
The actual relief under this latest deal is a drop in the bucket measured against the $700 billion by which mortgages are underwater. The best thing that can be said for the deal is that it could be a down payment for much deeper homeowner relief, if state attorneys general and the newly activated federal prosecutorial task force get serious about bigger criminal and civil suits against banks.
That hope was almost precluded by the agreement. The banks bargained hard for broader protection against future liability. They didn’t get it mainly because progressive state attorneys general held out for the right to continue investigating, filing civil suits, and criminal prosecutions. Recently, as if to demonstrate his seriousness, New York’s Eric Schneiderman filed a suit against Mortgage Electronic Registration System (MERS), the largely illegal electronic mortgage transfer and recording system set up by the big banks to expedite mortgage securitization.
Thanks to pressure from Schneiderman and four other progressive attorneys general, it’s still open season for all other civil and criminal liability related to fraudulent activities by banks and their confederates in the creation, packaging, and marketing of mortgage-backed securities whose abuse was at the heart of the financial collapse.
The question now is whether federal and state law-enforcement agencies will use the authority they have. For the first three years of the Obama administration, the feds have gone far too easy on the banks. Though Schneiderman has been added to a newly activated federal task force, it remains to be seen whether the same Justice Department and Securities and Exchange Commission (SEC) that declined to take vigorous action have truly reversed course.
Ideally, we didn’t need this settlement now. It would have been better for prosecutors to mount more cases, not just related to robo-signing and MERS but aimed at the fraud at the heart of mortgage securitization. Then, prosecutors could extract penalties that more accurately fit the crime—specifically fines and mortgage relief as restitution, well into the hundreds of billions of dollars.
This is said to be Schneiderman’s goal, both in agreeing to join the settlement once it was revised so as not to tie his hands and taking part in the Justice Department task force.
The settlement is (barely) better than nothing only if pressure is kept on the Obama administration to view it not as an end but as a beginning. The signs are good that Schneiderman and the other progressive attorneys general see it that way. But it will take quite a deathbed conversion for the Justice Department and SEC to reverse their record of the past three years.

Robert Kuttner is co-founder and co-editor of the American Prospect.

Opinion
Accelerating Pace of Progress for Women

Years ago — maybe 10, 15, or 20 of them — when BusinessWest would write about women in business, the tone seemed more positive than what appears today in the stories starting on page 49.
And that’s understandable, because judging from the opinions offered by women business leaders and those in academia attuned to these issues, it would appear that the pace of progress has definitely slowed.
Women haven’t gone backward, say those we spoke with about issues ranging from pay equity to the number of women occupying the CEO’s office, but they don’t seem to moving forward at the pace they were in the ’70s, ’80s, and ’90s. We theorize that a big part of the reason for this is that, while the gains made in those preceding decades certainly didn’t come easy — as those who paved those roads would attest — the work still being done would seem far more challenging in comparison.
This is borne out in some current statistics regarding issues involving women in the workplace and the political arena. Indeed, even though women make up almost 50% of the workforce today and hold almost 52% of managerial positions in professional occupations, there are 17 female CEOs in Fortune 500 companies, only 3.6%, and when one includes Fortune 1000 companies, there are still only 35 female CEOs.
Meanwhile, statistics show that, in 2010, females who worked full-time made 77 cents for every dollar earned by men. This inequity often starts at the time they are hired, and the disparity translates into hundreds of thousands of dollars over a lifetime of work and retirement. And in the political arena, the U.S. ranks 75th among the world’s countries in the percentage of women in political office, behind such nations as Indonesia, Bosnia, and the Dominican Republic.
There are many reasons why women lag behind men in these areas, including the fact that many women trying to balance work and family are simply not willing to make the sacrifices — especially time away from their young children— that are necessary to reach the very top rungs in business and public service. But there’s far more to it than that. Many women still lack the confidence, assertiveness, and, overall, the ability to promote themselves, their talents, and their accomplishments, to reach as high as they may dare to reach.
Which is why we’re encouraged by many programs across the region addressing these issues. They include an intriguing new initiative at Bay Path College called WELL (Women as Empowered Learners and Leaders), which the school’s president, Carol Leary, says is designed to create a learning environment where students can “test and enhance their leadership skills” (BusinessWest, Feb. 27, 2012).
There’s also LIPPI, the Leadership Institute for Political and Public Impact, started by the Women’s Fund of Western Massachusetts to inspire more women to seek civic leadership roles — and give them the skills and confidence needed to succeed in that realm. Another new initiative is Leadership Pioneer Valley, inspired by the region’s Plan for Progress and its conclusion that Western Mass. needs to groom new legions of young leaders, men and women.
These efforts and others may help eventually push the needle of progress forward at a faster and pronounced pace by empowering women, providing that critical element of confidence, and reinforcing the notion that there is a gender gap that should have been closed long ago.
There will always be hurdles facing women looking to start and grow a business, move up the corporate ranks, or hold public office — especially that exceedingly high one involving the phenomenon known as work/life balance. Women struggle mightily to succeed in both realms, but many mange to do so, mostly out of a combination of determination and necessity.
Those same factors can help them accelerate the pace of progress in other critical areas, such as pay equity and ladder climbing, and ultimately make the phrase ‘gender gap’ a thing of the past.

Opinion
Making the Most of the Casino Era

Optimize.
That’s word we keep hearing with regard to casinos these days.
Springfield Mayor Domenic Sarno used it liberally after the former Westinghouse site off Route 291 was acquired by a casino developer, and people started thinking about the possibility of the City of Homes as the site for a facility. Kevin Kennedy, the city’s recently named chief development officer, used it as well, as he talked with BusinessWest and other media outlets about his goals and aspirations moving forward.
And Stephen Crosby, named chair of the Massachusetts Gaming Commission last fall, and now known as the ‘casino czar’ in some quarters, put that term to work as he talked with us about how he hopes his panel may go well beyond regulating casinos, and also work with them to “maximize the public good” (see story, page 6).
All this talk of optimization is centered on the fact that the time for talking about whether expanded gaming is good for the state is over — casinos are now the law in the Commonwealth. Now, instead, it’s time to discuss how to make casinos good for the state. Or at least better than what many of the naysayers are predicting.
And we hope that this talk is considerably more than just rhetoric, because casinos are much more than a source of jobs and what amounts to a giant ATM machine for the state; they are a potentially disruptive force in the local economy.
Therefore, it’s incumbent upon the state, its casino commission, host communities, and impacted businesses and entertainment venues to not just ‘do’ casinos, but do them right.
Which is why we were encouraged by Crosby’s comments, specifically those about going beyond the role of regulator — although, as he said, his panel will certainly be that — and into the position of partner, or collaborator, with the gaming industry on the broad assignment of getting this right.
To date, so much of the focus has been on where the casinos will be located and which developer is to be chosen. And this is obviously important, especially in the communities where sites have been proposed — Springfield, Holyoke, Palmer, Brimfield, and others — and communities that neighbor those cities and towns.
But what’s potentially much more important is how the casinos will operate, and in what ways they can work with local communities to not simply minimize traffic problems or contribute economically to education systems or other civic priorities.
When Kennedy talked with BusinessWest in the Jan. 16 issue, he spoke of the vast potential of a casino located in the so-called North Blocks section of Springfield, just beyond the arch. Such a facility would be one of the key pieces in a downtown-revitalization strategy, he said, adding that a casino there would also benefit a soon-to-be-revitalized Union Station and its adjoining parking facility. Meanwhile, according to his vision, that North End casino would make use of downtown facilities, such as Symphony Hall, CityStage, and the Paramount for shows, thus spreading the wealth in both a figurative and literal sense.
The odds of such a proposal becoming reality are quite long, to use an industry term, but they are an example of the kind of outside-the-box, or, in this case, outside-the-casino thinking that will be needed in the months and years to come.
As the casino process moves forward, we need ‘optimize’ to become more than a word, more than a goal. It must be a guiding force as expanded gaming becomes reality in this state.

Opinion
They Make a Difference in So Many Ways

We could call this the ‘year of the acronym.’ But we probably won’t.
That’s because doing so doesn’t come close to telling the story beyond the veritable alphabet soup of programs and initiatives that involve this year’s distinguished class of Difference Makers.
Let’s start with the Y-AIM program, initiated by the Springfield YMCA with a huge assist from Big Y Foods. It places youth advocates in Springfield high schools with the goal of helping students stay in school, inspire them to go on to college, and “move toward personal, family, and community advancement.”
There’s also LIPPI, the Leadership Institute for Political and Public Impact, started by the Women’s Fund of Western Mass. with the goal of providing women with the knowledge, skills, and confidence to become civic leaders in their communities, as well as the PAFEC (Picknelly Adult & Family Education Center) in the old downtown fire station in Holyoke. A collaboration between Holyoke Community College, Peter Pan, the Pioneer Valley Transit Authority, and other partners, it provides GED preparation and testing, adult basic education, workforce-development classes, English for speakers of other languages (ESOL), tutoring, mentoring, career counseling, and other services.
Then there’s TWO (Training and Workforce Options), a unique collaboration between HCC and Springfield Technical Community College established to support the workforce-training needs of the region’s businesses and nonprofits. And don’t forget BTG (Bridging the Gap), a program run by the Springfield Corps of the Salvation Army. It was created to assist first-time offenders in Greater Springfield and get them back on the right course. Since its inception, roughly 90% of its graduates have stayed in school and stayed out of further trouble with the law.
What all these acronyms and others do is help explain what this year’s class of Difference Makers does extremely well — to show that there are, indeed, many ways in which one can make a difference, and they all matter.
This simple fact was the driving force behind BusinessWest’s decision to create the Difference Makers program in 2008, and this year’s class uses all those acronyms and more to effectively bring home the point.
• Donald and Charlie D’Amour, the chairman/COO and president, respectively, of Big Y, are Difference Makers for myriad reasons — from Y-AIM to their work with area institutions like Baystate Health and the Springfield Library & Museums; from education initiatives such as the Homework Helpline and scholarships to huge donations of food to area pantries and food banks.
• Bob Schwarz has been making a difference for more than 30 years, through his work to create the PAFEC, but also his award-winning efforts to address homelessness not through shelters, but by creating far-more-permanent solutions.
• Bill Messner, president of Holyoke Community College, is making a difference through initiatives like TWO and the PAFEC, but also, and in more broad terms, by inspiring needed changes at the institution that have made the school more accessible and much more of a force in the communities it serves.
• The Women’s Fund of Western Mass. is making a huge difference through LIPPI, which has already inspired a number of women to seek elected office, but also through donations to countless area groups and what its leaders call “investments” in women and girls.
• The Salvation Army? Well, 2011 provided a window to the seemingly endless list of ways it can make a difference — from its Coats for Kids program to its tireless work providing food, supplies, clothing, and hope to last spring’s tornado victims; from the award-winning BTG to the rapid and multifaceted response to last August’s hurricane and the freak October snowstorm.
Taken together, all those capital letters and the numbers behind them paint a very powerful picture, one of groups and individuals who have found innumerable ways to improve quality of life in this region — and, best of all, continue to look for more ways to make a difference.
Congratulations to the class of 2012 and also to all those who have helped them achieve this distinction.

Opinion
The Jobs Market: Is the Worst Over?

The latest jobs report was a welcome surprise. Jobs increased in January by 243,000, cutting the unemployment rate to 8.3%. The question remains: is this a blip, or has the economy turned a corner?
Earlier in the week, the Congressional Budget Report put out a more pessimistic report, showing unemployment rising to 8.9% by the final quarter of this year (which happens to include Election Day) and peaking at 9.2% in early 2013.
According to the CBO, we won’t return to pre-recession employment levels until 2019. Why the grim picture? CBO assumes more budget cutting as the Bush tax cuts sunset, the deficit keeps declining, and there is no further offsetting stimulus.
Though the short-term jobs numbers have been above expectations for both December and January, there is no assurance that this good news will continue in the absence of additional stimulus.
And the risk remains of either a spike in the price of oil, as a byproduct of the escalating conflict with Iran, or further troubles in Europe. Either could weaken this hopeful trend.
The European Union, wedded to an even more perverse brand of austerity economics than the U.S., remains our biggest export market. And even a modest hike in the price of oil is like a tax on purchasing power.
For now, a prime engine of economic growth is the Federal Reserve, which has pledged to keep interest rates at near zero for the next three years. That itself is both recognition of how fragile this recovery is and also a necessary tonic.
Astoundingly, senior House Republicans spent one recent morning morning raking Fed Chairman Ben Bernanke over the coals for his refusal to let the economy fall off a cliff. The ever-clueless Paul Ryan, chair of the House Budget Committee, attacked Bernanke for failing to pay sufficient heed to inflation. The Fed’s policy, Ryan opined, “runs the risk of fueling asset bubbles, destabilizing prices, and eventually eroding the value of the dollar.”
On what planet does this man live? Bondholders are now willing to lend the government money for 30 years with returns of under 4%. If investors were worried about inflation, the interest rate on Treasury bonds would be rising, but it has been steadily falling for two years. The more serious risk is prolonged deflation.
As Bernanke, nobody’s idea of a Bolshevik, told the committee, “We still have a long way to go before the labor market can be said to be operating normally. Particularly troubling is the unusually high level of long-term unemployment.”
And if Ryan and his fellow Republicans want to be sure that low interest rates don’t cause asset bubbles, the remedy is financial regulation — of the sort that Republicans relentlessly oppose.
The Fed has done all it can to fight unemployment — you can’t push interest rates below zero. More public investment is needed. The latest jobs report showed that the public sector actually shed a net 14,000 jobs last month.
And a much more aggressive policy of mortgage relief would reverse the current problem of sinking housing values dragging down the rest of the economy.
Still, let’s celebrate good news when it comes — and hope it continues. There is much still to be done to help these encouraging trends turn into a durable recovery.

Robert Kuttner is co-founder and co-editor of the American Prospect.

Opinion
Workforce Training Is Good Business

There are 13 million unemployed Americans and approximately 3 million job openings in the U.S. today. According to the Mass. Department of Workforce Development, this 4:1 ratio of unemployed people to unfilled jobs is mirrored in our state as well. Despite high unemployment, a 2011 report found that more than half of business leaders, and 67% of small-business leaders, face a challenge recruiting employees with the right education and training. In Massachusetts, these unfilled jobs in the health care, education, and manufacturing sectors pay between $40,000 and $60,000 per year.
How can this be?
Primarily, it’s the result of a skills mismatch brought on by technological change, structural economic shifts, and decades of underinvestment in the types of basic skills and occupational training that are essential for a thriving economy. We need an education system that focuses not on a college degree, but on preparation for the jobs of today and tomorrow as identified by employers, not politicians and economic forecasters. And with the rapid evolution of technology, we need programs that continually train and retrain adults.
Middle-skill jobs across the country pay well and contribute similarly through income-tax revenues paid by employees and reduced unemployment payments. Many of these jobs involve specialized training on highly complex manufacturing machinery or in hospitals and labs. Regions can achieve economies of scale by partnering with vocational schools and community colleges to do this training on shared equipment with shared curricula.
Western Mass. faces a chronic shortage of skilled machinists in our high-technology, precision-manufacturing industry. This month alone, three companies in Hampden County are looking to hire more than 40 machinists at salaries that average $60,000. Without these workers, companies face unwelcome choices such as subcontracting the work to outside shops or expanding in other states with more skilled machinists.
We’ve had success in Western Mass. by developing public-private partnerships to support this type of skills training, but employers can’t do it alone. The partnership between employers in the Western Mass. Chapter of the National Tooling and Machining Assoc., the Regional Employment Board of Hampden County (REB), the state, and area school systems and community colleges has leveraged resources and created or retained good-paying jobs for over 1,000 Western Mass. residents.
Precision machinists, nurses, elevator mechanics, and EMTs require a foundation of advanced math, metrology, physiology, biology, etc. that employers cannot be expected to provide. Skills training by professional educators combined with on-the-job internships should be part of our public education system. And if properly aligned with available jobs by hiring employers, this will strengthen our economy by putting people back to work.
Congress should examine the business case for skills training:  the above-mentioned 3 million job openings, if filled, could generate over $9 billion in annual taxable income (assuming a low average salary of $30,000 per year). With a federal tax rate of 15%, this would provide more than $1.3 billion in annual payroll taxes as well as state tax revenues and reduced unemployment benefits. With estimated training costs of $2,500 per person, the government would recover its investment in less than a year.
Federal funding for workforce-training programs declined by almost 20% (adjusted for inflation) between 2002 and 2012, with a 29% decrease in funding for Workforce Investment Act programs for adults, dislocated (laid-off) workers, and youth.
Instead of improving the system to help workers enter or return to the labor market and match employers with skilled workers, Congress has proposed eliminating it or consolidating it to the point of elimination. Cuts to federally funded workforce training would hurt Massachusetts’ small-business owners, stifle job creation, and slow economic growth.
Our elected representatives, including Sen. Brown and Sen. Kerry, need to stop their colleagues from acting in direct opposition to the economic interests of Massachusetts and the needs of our state’s workers and employers.
These programs, when properly structured and administered, pay for themselves. The Western Mass. model developed by the local Machining and Tooling Assoc. and the REB can provide the case study for success. v

Larry Maier is president of Peerless Precision Inc. in Westfield and co-president of the National Tool and Machining Assoc. of Western Mass.; [email protected]

Opinion
A Victory on Many Levels

The recent announcement that Thing5 LLC will be creating a new call center in One Financial Plaza, thus bringing 500 new jobs to Springfield, is a positive story for the city and the region — on a number of levels.
Let’s start with the jobs. That’s priority No. 1 in the Greater Springfield area, and it has been for many years now. Some might look at this and say, ‘it’s only call-center jobs,’ or words to that effect, but these opportunities come on many levels, from entry positions to management slots, and, in many cases, they can be handled by those who do not possess a college education. The region needs those high-quality jobs (call them white-collar, if you like), but it also needs employment opportunities like these, especially in such large volume.
Beyond the employment factor, there are many other aspects to this story, all of them positive. First, this company started here, in the Technology Park at Springfield Technical Community College — which was created to spur this kind of tech-related enterprise — and thus provides solid evidence that we can incubate ventures and grow them into major employers.
Also, this company stayed here. Indeed, when it reached that proverbial next level, there were, quite obviously, opportunities to take Thing5 almost anywhere — because there isn’t a city or town in the Commonwealth or well beyond it that wouldn’t fight, and fight hard, for 500 jobs. But management chose to stay in the City of Homes, largely because of the lower cost of living, available workforce, access, quality of life, and affordable commercial real estate.
This shows that our various assets are tangible — and sellable.
But perhaps the biggest benefit will come in the form of greater momentum downtown. First, this move gives a substantial boost to the office tower known as One Financial Plaza, which has had several dark floors for many years, but has been staging something of a comeback recently.
Beyond that, though, the 500 new employees working downtown will provide a larger critical mass of people needed to spur additional investments, be they in support businesses, hospitality-related ventures such as restaurants and clubs, or badly needed retail.
And there is another component — the possibility that some of these employees may soon be working and living downtown, thanks to a program that will offer reduced lease rates to Thing5 employees at the nearby Morgan Square apartments, managed by the same company (Samuel D. Plotkin) that also manages One Financial Plaza. This additional residential piece could further stimulate investment in the central business district and be a key contributor to the kind of vibrancy that other Northeast cities have enjoyed.
As we said, there are many angles to this positive story for Springfield and its downtown. The headlines were all about the jobs coming to the city — and that’s an important aspect of this — but there are many other elements that bode well for the City of Homes.

Opinion
Work in Progress: Glacial Improvement on Jobs

The December jobs numbers are good news — sort of — for the economy and the Obama re-election campaign. The economy added 200,000 new jobs, and the duration of unemployment is down slightly. Wages and hours worked are up, too. We can anticipate continuing progress between now and November.
But the bad news is that, though the trend is in the right direction, the progress is glacial. As Heidi Sherholz of the Economic Policy Institute (EPI) reports, the deficit of jobs needed to keep up with the normal growth of working-age population is still upwards of 10 million. Even at December’s modestly improved rate of net job creation, it will take until 2019 for the U.S. to recover its pre-recession rate of unemployment.
Moreover, as EPI points out, if we factor in workers who have dropped out of the labor force by looking at the ratio of employment to population (which is still down almost five percentage points since the beginning of 2007), the adjusted unemployment rate would be 9.5%.
The other problem is wages. As the New York Times keeps reporting in its fine “Working for Less” series, some jobs are coming back, but the wages are down by as much as half. And as long as that is the case, the measured unemployment rate can drop, but people still feel as if their own personal economy is in a deep recession. Between June 2009 — when the recession officially ended — and June 2011, inflation-adjusted median household income fell 6.7%, to $49,909, according to a study by two former Census Bureau officials.
This trend has only begun to reverse. Worker productivity is actually increasing at a rapid rate, but nearly all of these gains have been captured by corporate profits rather than worker wages.
As long as household income is down, there is not enough purchasing power to drive a recovery strong enough to generate enough good jobs at good wages. At the bottom of this problem are deep structural trends compounded by the financial collapse. They include a chronic trade deficit, the weakness of labor unions, and economic deregulation that gave corporations the power to batter down wages.
Since the financial crash, these longer-term trends have been compounded by the deflationary drag of the housing collapse and misplaced austerity fever. While the private sector is belatedly adding jobs, a public sector that should be leaning against the winds is still cutting net jobs.
So while the December jobs report is cautiously hopeful news both politically and economically, the administration, should President Obama win a second term, will have to do a great deal more to restore an economy of good jobs at good wages.

Robert Kuttner is co-founder and co-editor of the American Prospect.

Opinion
Thing5 Move Downtown Spurs Momentum in Springfield

The recent announcement that Thing5 LLC will be creating a new call center in One Financial Plaza, thus bringing 500 new jobs to Springfield, is a positive story for the city and the region — on a number of levels.
Let’s start with the jobs. That’s priority No. 1 in the Greater Springfield area, and it has been for many years now. Some might look at this and say, ‘it’s only call-center jobs,’ or words to that effect, but these opportunities come on many levels, from entry positions to management slots, and, in many cases, they can be handled by those who do not possess a college education. The region needs those high-quality jobs (call them white-collar, if you like), but it also needs employment opportunities like these, especially in such large volume.
Beyond the employment factor, there are many other aspects to this story, all of them positive. First, this company started here, in the Technology Park at Springfield Technical Community College — which was created to spur this kind of tech-related enterprise — and thus provides solid evidence that we can incubate ventures and grow them into major employers.
Also, this company stayed here. Indeed, when it reached that proverbial next level, there were, quite obviously, opportunities to take Thing5 almost anywhere — because there isn’t a city or town in the Commonwealth or well beyond it that wouldn’t fight, and fight hard, for 500 jobs. But management chose to stay in the City of Homes, largely because of the lower cost of living, available workforce, access, quality of life, and affordable commercial real estate.
This shows that our various assets are tangible — and sellable.
But perhaps the biggest benefit will come in the form of greater momentum downtown. First, this move gives a substantial boost to the office tower known as One Financial Plaza, which has had several dark floors for many years, but has been staging something of a comeback recently.
Beyond that, though, the 500 new employees working downtown will provide a larger critical mass of people needed to spur additional investments, be they in support businesses, hospitality-related ventures such as restaurants and clubs, or badly needed retail.
And there is another component — the possibility that some of these employees may soon be working and living downtown, thanks to a program that will offer reduced lease rates to Thing5 employees at the nearby Morgan Square apartments, managed by the same company (Samuel D. Plotkin) that also manages One Financial Plaza. This additional residential piece could further stimulate investment in the central business district and be a key contributor to the kind of vibrancy that other Northeast cities have enjoyed.
As we said, there are many angles to this positive story for Springfield and its downtown. The headlines were all about the jobs coming to the city — and that’s an important aspect of this — but there are many other elements that bode well for the City of Homes.

Opinion
An Age of Demoralizing Debt

The number itself is daunting: $1 trillion in student debt. That means there is more student debt than credit-card debt in the U.S. And that the amount of student debt in this country is in the realm of the GDP of such nations as South Korea, Mexico, and Australia.
This issue has the potential to fray our social fabric. The Occupy Wall Street protests inspired the Occupy Student Debt campaign, which has been asking 1 million students nationwide to pledge not to repay their student loans. This is a lose-lose proposition — one with potentially harrowing long-term financial implications for anyone who might follow this course — and it’s for the better that the Occupy Student Debt pledge has not caught on.
Yet the basic impulse is entirely understandable. There was a time in the not-too-distant past when student debt didn’t exist. When I went to college in the 1960s, students could pay for a college education without borrowing. College costs were low enough that a family contribution and a summer or part-time job got you through. You graduated with a degree — not with a payment plan.
As an educator, I have spent my entire career at public universities. When I was a young chemistry professor at Towson University in Maryland in the 1970s, a shared-responsibility social contract prevailed in the world of public higher education. Government funded about 70% of the cost of education, and students and families came up with the remaining 30%. Students graduated with little or no debt.
This shared-responsibility model acknowledged that earning a college degree benefited the student but also paid great social and economic dividends for communities, states, and the nation.
Today, that funding model has changed considerably. Nationally, the split is now closer to 50-50; the public subsidy and tuition dollars are roughly equal. The reason for this ominous change is clear: decreased funding by states has shifted more of the burden to the student.
In Massachusetts, the shift is even more acute. A decade ago the Commonwealth provided 63% of the funding for general education expenses at UMass. This year the state is providing 45%; students and their parents are on the hook for 55%.
So we have gone from the days when students took on no debt, moved through a period of ‘manageable debt,’ and now stand poised at the edge of an era of destabilizing, demoralizing debt. UMass students now graduate, on average, with $24,000 in debt, up from $14,000 only four years ago. At private universities, where education costs are two and a half times what they are at public universities, the debt story is even more daunting. How do we fix this major national problem?
There is no easy fix. But there are steps that, taken together, could put us back on a sustainable course.
For one, the 50 states need to make their public universities and colleges a higher priority. Next year is the 150th anniversary of the Morrill Act, which led to the creation of UMass and the vast expansion of public higher education nationwide. States should mark the occasion by rededicating themselves to the public institutions that have educated millions of citizens over the years and that drive the national economy.
The federal government should do its part by providing more grant aid to students — a step that would benefit public and private institutions alike.
We in higher education need to step up by reducing administrative and academic costs. We also need to make sure that students graduate in four years — eliminating the need for more loans and more debt.
While ‘crisis’ is a greatly overused word, its use is completely warranted in this instance. While organized default is not a good option, we do need to take a number of imaginative and purposeful steps to make sure that the student-debt storm does not batter our economy and our society. We need to keep our bridge to the future — our educational bridge — open wide for all citizens. v

Robert Caret is president of the University of Massachusetts.

Opinion
A Breath of Fresh Air in Holyoke

When people reference Alex Morse’s age, they do so slowly and with conviction.
They say ‘22 years old’ as if there was a verbal exclamation point behind the number and words. And it’s understandable — that’s a very young age to be walking around with a business card that says ‘mayor of Holyoke.’
But Morse is not like most recent college graduates, as anyone who has spent just five minutes talking with him can readily understand. He has confidence, poise, a plan — well, about as much as any mayor can have a plan — and a deep affection for his city.
He’ll need all of that and more as he moves into the corner office, because the challenges facing Holyoke and all other urban centers are considerable, and real progress is difficult to achieve and sustain.
But Morse will make you want to believe.
His election is certainly one of the most intriguing stories of 2011 locally, a real breath of fresh air in a city that is in many ways ahead of Springfield in terms of generating some positive vibes. And now, with Morse’s election, there is genuine excitement and optimism in the Paper City.
There’s something else, too — what could be real leadership.
BusinessWest has recorded a number of urban turnaround stories in recent years. Just last month, we told the story of Grand Rapids, Mich., the site of a City2City visit involving a large delegation from this region. A year earlier, that same program took us to Winston-Salem and Greensboro, N.C. A few years ago, we relayed the stunning recovery in Lowell, and we’ve been witness to real progress in Worcester, Pittsfield, and other cities.
There are common denominators with each of these stories, but the most critical is leadership, in the form of individuals who can set a tone and get people to follow them and work with them as they carry out strategic initiatives; leadership, in the form of people who can restore civic pride and get people to believe in their community again; leadership, in the form of people who can generate game-changers.
It’s very early in the game — the new mayor is still organizing the desk drawers in his office — but we believe he possesses such leadership skills, even at 22.
In simple terms, Morse has real potential to be the proverbial right person in the right place at the right time. The place is a city that is showing some signs of life after spending decades in retreat, and the time is a period when Holyoke is gaining a reputation as a ‘green’ city, a place where individuals and businesses want to be, at a time when most planners and economic-development experts tell us that people want to move back into the cities that were abandoned in favor of the suburbs 40 years ago.
The person is someone who appears to have the ability to get people to listen, follow, and take the lead when necessary.
In sports, analysts have a phrase they use when observers get excited about someone who has excelled or overachieved in their first exhibition game or spring-training tilt. They say, ‘don’t put him in the Hall of Fame yet.’ That appears to be what we’re doing with Morse, and it’s probably a little unfair — or more than a little.
But even though he hasn’t presided over his first ceremonial ribbon-cutting yet, it is clear that there is excitement in Holyoke, and he is the primary cause of it. What happens when the media hype from the election and its aftermath dies down is anyone’s guess, but we believe that in time, and probably not much of it, people will stop referencing how old Morse is. That’s because they’ll have better, more important things to talk about.

Opinion
Thing5 Move Downtown Spurs Momentum in Springfield

The recent announcement that Thing5 LLC will be creating a new call center in One Financial Plaza, thus bringing 500 new jobs to Springfield, is a positive story for the city and the region — on a number of levels.
Let’s start with the jobs. That’s priority No. 1 in the Greater Springfield area, and it has been for many years now. Some might look at this and say, ‘it’s only call-center jobs,’ or words to that effect, but these opportunities come on many levels, from entry positions to management slots, and, in many cases, they can be handled by those who do not possess a college education. The region needs those high-quality jobs (call them white-collar, if you like), but it also needs employment opportunities like these, especially in such large volume.
Beyond the employment factor, there are many other aspects to this story, all of them positive. First, this company started here, in the Technology Park at Springfield Technical Community College — which was created to spur this kind of tech-related enterprise — and thus provides solid evidence that we can incubate ventures and grow them into major employers.
Also, this company stayed here. Indeed, when it reached that proverbial next level, there were, quite obviously, opportunities to take Thing5 almost anywhere — because there isn’t a city or town in the Commonwealth or well beyond it that wouldn’t fight, and fight hard, for 500 jobs. But management chose to stay in the City of Homes, largely because of the lower cost of living, available workforce, access, quality of life, and affordable commercial real estate.
This shows that our various assets are tangible — and sellable.
But perhaps the biggest benefit will come in the form of greater momentum downtown. First, this move gives a substantial boost to the office tower known as One Financial Plaza, which has had several dark floors for many years, but has been staging something of a comeback recently.
Beyond that, though, the 500 new employees working downtown will provide a larger critical mass of people needed to spur additional investments, be they in support businesses, hospitality-related ventures such as restaurants and clubs, or badly needed retail.
And there is another component — the possibility that some of these employees may soon be working and living downtown, thanks to a program that will offer reduced lease rates to Thing5 employees at the nearby Morgan Square apartments, managed by the same company (Samuel D. Plotkin) that also manages One Financial Plaza. This additional residential piece could further stimulate investment in the central business district and be a key contributor to the kind of vibrancy that other Northeast cities have enjoyed.
As we said, there are many angles to this positive story for Springfield and its downtown. The headlines were all about the jobs coming to the city — and that’s an important aspect of this — but there are many other elements that bode well for the City of Homes.

Opinion
Investment Key to a Resurgent Springfield

While visiting Grand Rapids, Mich. recently, several members of a delegation from Greater Springfield (see related story page 20) — participants in a program called City2City — engaged in a little game of ‘what if …’
“Suppose a group from Grand Rapids were to come to the City of Homes,” those initiating the exercise began. “Where would we take them, and what could we show them that would make them say, ‘wow!’”
There was some disagreement, but the general consensus was that such a delegation should certainly visit the Technology Park at Springfield Technical Community College and its Scibelli Enterprise Center, both unique facilities. Baystate’s Hospital of the Future (a $250 million initiative) would certainly be on a tour agenda, as well as the Pioneer Valley Life Sciences Institute, which the health system has developed in conjunction with UMass Amherst. The Quandrangle might warrant a visit (especially its new history museum, a tribute to Springfield’s industrial past). The Basketball Hall of Fame might make the itinerary, and perhaps the convention center, although every major city seems to have one of those.
So those playing this game concluded that, while Springfield has some things going on, there probably isn’t enough to fill a two-day visit with interesting stops, and thus certainly not enough to qualify Springfield for the same title Grand Rapids has earned: ‘resurgent city.’
It’s easy to see why Springfield is on the wrong end of the City2City tours: while those communities have successfully reinvented themselves and diversified their economies from strong manufacturing bases (or are well down that road), Springfield is still in the early stages of that process.
But there is something else missing as well. It was a word heard repeatedly in both Winston-Salem and Greensboro, N.C., visited by a City2City delegation a year ago, and again in Grand Rapids: investment. Individuals and corporations are investing in those three communities. Some are investing in Springfield (MassMutual, Baystate Health, and Big Y, for example, can’t be expected to do more), but simply not enough.
Instead, many businesses and individuals are dis-investing, by moving out of the city and especially its downtown, or by standing on the sidelines and hoping that someone else will take the lead in revitalizing Springfield. Such actions are still signs of the troubling times for the region’s largest city and unofficial capital.
The Grand Rapids city manager told the Springfield delegation that many of the professionals and businesses that had moved out of the Furniture City in the ’70s and ’80s have moved back in. The reason? Because they not only want to be there, but feel they need to be there. How many business owners can say the same about Springfield?
Not enough, certainly, and the reason is obvious: the city hasn’t given them enough cause to feel that way. Despite the many stops of interest listed above, Springfield is still lacking momentum, lacking what those in Grand Rapids called “game-changers,” and lacking investment.
The June 1 tornadoes and the vacant lots they’ve created in the South End and elsewhere provide opportunities for some investment, and the possibility for some true game-changers. In the meantime, there were plenty of vacant and underutilized properties before the twister struck, and a general lack of vibrancy on most days.
But Springfield is a classic chicken-and-egg case. Specifically, why would people invest in a city that lacks momentum and vibrancy? But how does a city gain vibrancy unless people are willing to invest?
Somehow, both things have to start happening at once. Most say this will occur when there’s a spark, something like the huge hotel renovation project in Grand Rapids or that city’s new downtown arena. Sparks are good, but what’s better is a general understanding that investments in Springfield are investments in this region — and investments in a better future for everyone.

Opinion
Gas Tax Isn’t a Simple Cure for Transit Ills

The trial balloons keep coming for some sort of transportation revenue. There was Lt. Gov. Murray’s August trial balloon for a gas-tax increase. Then public discussions about needing four times more funding to maintain the Big Dig tunnels, and Gov. Patrick’s trip to attend President Obama’s press conference on federal transportation legislation. Make no mistake about it, there will be a push to raise transportation revenues, most likely through the gas tax, in the coming year.
But the administration faces a real uphill battle to get it passed.
Over the past two years, the Commonwealth massively restructured the state’s transportation agencies. A new entity, MassDOT, now oversees most major pieces of transportation infrastructure, including those formerly held by the now-dissolved Massachusetts Turnpike Authority. The 2009 law included additional reforms that held the promise of increased efficiency and lower costs.
The outcome of the reforms? We don’t know.
MassDOT was to report consistently on key performance measures. But they have not provided enough in terms of data content or informing the public. The department has done a far better job of communicating tactical successes — innovative projects and reform-related events. But these press events don’t say anything about progress on many key measures — measures that matter to the public.
Without this strategic communication, MassDOT will rightly struggle to make the public case that it is managing our assets and our money more wisely than in the past. For a public with Big Dig cost overruns and MBTA service failures lodged firmly in our collective psyche, changing a negative perception of transportation spending and management is a herculean task, made more challenging without a consistent method of communicating performance and accountability. And reports over the summer that senior engineers at MassDOT purposely avoided tracking maintenance issues do not help.
Any tax-increase proposal must be akin to a social contract — you taxpayers pay this, and we, the government, will give you value in return. Without refocusing the transportation agency on consumer-centered metrics, why would the public think that an increase in the gas tax will lead to service improvements?
A two-way request for more tax dollars paired with specific performance benchmarks — e.g. reduced congestion, increased on-time performance, and fewer structurally deficient bridges — might get us to that elusive destination called compromise, while a one-way offer to siphon more tax revenue into a black hole will land squarely in the breakdown lane.
A two-way contract with the public would change MassDOT’s focus from a strong emphasis on expansion to addressing long-term neglect of maintenance. Expansion projects that do not significantly address ‘customer-service’ issues and, in fact, further burden the MBTA with a crippling debt load, such as the multi-billion-dollar South Coast Rail project, would no longer be a priority.
Instead, the agency would focus on meeting the hundreds of millions of dollars in annual unfunded maintenance needs outlined in the state’s transportation capital plan. Subway riders and highway commuters know well what the neglect of maintenance means — delay, congestion, and aggravation.
The days of expanding the system without the finances to pay for or even operate it are gone. As Federal Transit Administrator Peter Rogoff stated in Boston last year, “if you can’t afford to operate the system you have, why does it make sense for us to partner in your expansion?’’
If an increase in the gas tax means funding expansions that leave us in precisely the same situation 10 years from now, but with a larger portfolio of assets, you can forget about it. If it prioritizes maintenance and improves our current system’s operations, sustainability, and efficiency, then the politics might work.
That’s a tall order for the governor. Reshaping perceptions and the politics of transportation means lessening the emphasis on politically expedient (but financially disastrous) expansions. It means communicating to the public consumer-based goals and drilling them into agencies used to very different marching orders.
There’s no doubt that our transportation system is underfunded. But asking for more money to make the problem bigger is not the answer.

Steve Poftak is director of research at the Pioneer Institute.

Opinion
Making the Case for Community Colleges

Looking at it one way — maybe the way most community-college presidents choose to view things — it certainly was a tough stretch from a public-relations standpoint.
Indeed, the headlines following the release of two reports — from the Boston Foundation and the Commonwealth Corp. — were certainly not flattering. “Massachusetts Community Colleges Slammed Twice in One Week,” “Report: Massachusetts Community Colleges Fail in Preparing Students for Careers,” “Report Says Community Colleges Falling Short with Health Majors,” and “Mass. Community Colleges Slammed in 2nd Report This Week” were among the offerings (see story, page 18).
Like we said, not a good week PR-wise, at least on the surface. But we think there’s much more to these accounts — one of which says that many health care graduates are not fully ready for the careers they’ve chosen, while the other suggests that community colleges need to do more to close what the authors call a growing jobs-skills mismatch.
While most community-college presidents, including several in this market, got their backs up when the reports were released and spent most of their time defending their institutions and assailing the accounts (and some of that was and is warranted), we prefer to look at the week that was in late November in a very different way.
And that is from the perspective of opportunity, which we believe is buried in these reports somewhere amid several headline-grabbing suggestions — such as merging a few of the Boston-area community colleges, narrowing the mission of all 15 instituitions to workforce-related initiatives, and a centralization effort that would do away with the local boards of trustees.
That opportunity comes in the form of exposure, or recognition, regarding the vital role community colleges are playing and will continue to play in both economic development and workforce development across the state — and also the possibility that this recognition will eventually lead to greater support as the schools go about their work.
The Boston Foundation report notes that “Massachusetts is at a crossroads in its capacity to compete — and the ability of its residents to fully participate in the current economy and the rewards that employment brings,” and that community colleges will play a critical role in reversing many disturbing trends regarding the state’s skilled workforce. It suggests that several steps can be taken to make the schools more effective in that role. All this is much too difficult to cram into a short headline, and thus we are left with “Report Slams Community Colleges,” which isn’t entirely accurate but does catch the reader’s eye.
Over the past several years, community colleges have been involved in almost every major workforce-related initiative in this region, from the Healthcare Workforce Partnership of Western Mass. to the new Training and Workforce Options program involving Holyoke Community College and Springfield Technical College, to initiatives involving the area’s precision-machining sector and efforts to draw more people into that profession. And they have done their work extremely well, and under great duress in the form of reduced state funding in the wake of the recession.
None of this seems to have caught the attention of the Boston Foundation report’s authors, which is frustrating, but not the main point of this discussion. That point is that individuals and groups like the foundation and Commonwealth Corp. are finally waking up to the vital role being played by community colleges in this state, and that even more can and should be expected from them moving forward.
We can’t blame the community college presidents in this market for being defensive and critical of many of the recommendations in these reports. But most of those steps, especially the centralization of governance and a narrowing of the community-college mission, are not likely to happen any time soon, if at all.
But what might happen because of all this attention — and needs to happen — is for state leaders to adequately support these institutions, and in the many forms that the word ‘support’ connotes.

Opinion
The Challenge for Domenic Sarno

When Springfield officials set the wheels in motion for a charter change that would double the length of mayoral terms in office to four years, we heralded the move as a tremendous opportunity for the city.
The sea change would enable the corner office holder to act and govern without the many pressures and limitations — real and imagined — that are part and parcel to running for re-election every two years.
Now, Domenic Sarno has that opportunity. We urge him to make the most of it, and we expect that he will. Indeed, he will welcome the breathing room and operating room that a four-year term provides, and in the meantime, we expect that he’ll be spending a lot less time over the next several years talking about how resilient the city is and how it plans to bounce back from the latest natural disaster;  the city is certainly due for a break.
Sarno’s four-year mission is rather simple, yet also quite complex: create real progress as this city, like many major Northeast urban centers that were once manufacturing centers, tries to reinvent itself. The main goal (again, simple to say but quite difficult to do) is make the City of Homes a place where people want to live and companies want to do business.
That’s it. There are myriad specific assignments and goals — improving schools and reducing a cripplingly high drop-out rate; making the streets safer; revitalizing neighborhoods; re-invigorating the downtown; and bringing more people out of poverty — but they are merely the means to accomplish those primary objectives.
Reversing a city’s fortunes certainly isn’t easy, but there is plenty of evidence that it can be done here. In the ’70s, Boston was one of the poorest cities in the nation, a community people were fleeing; now it’s among the wealthiest. Two decades ago, Cambridge was among the least-popular mailing addresses for businesses, and especially startups, in the state. Now, it’s one of the most popular. Only 15 years ago, Lowell was experiencing another in a seemingly endless string of declines. Now, it has become a model for urban revival that many cities are trying to emulate, following enormous success with those two basic missions listed above.
The common denominator in each case was hard work, effective planning, and realization that there are no short cuts and no silver bullets. In Springfield, this means resisting the inevitable proposals to place a casino here — perhaps even in the embattled, tornado-ravaged South End, where a casino will be billed as a savior  — and going about urban revitalization the old-fashioned way.
Jobs are at the heart of this assignment, as they are in every other city in this region, and across the country for that matter, and what the city needs is a multi-faceted approach to address this concern by focusing on several fronts: from workforce training, to creating a downtown that will attract and retain young professionals; from fostering a much stronger creative economy, to transforming the city’s ethnic diversity into a real asset.
There are other pieces to this puzzle — everything from effective marketing of the city and its attributes to increasing the inventory of market-rate housing in and around downtown — and they need to be addressed simultaneously.
The good news, as we said at the top, is that the mayor now has more time and freedom from the pressures of constant re-election campaigns with which to operate. That’s not a license to take one’s foot off the gas, but it is an opportunity to govern more effectively and aggressively.
It’s now up to Sarno to seize that opportunity.

Opinion
Jobs: The Next Global Conflict

“As of 2008, the war for good jobs has trumped all other leadership activities, because it’s been the cause and effect of everything else that countries have experienced. This will become even more real in the future as global competition intensifies. If countries fail at creating jobs, their societies will fall apart. Countries, and, more specifically, cities, will experience suffering, instability, chaos, and eventually revolution. This is the new world that leaders will confront.”
This is a passage from a recently released book called The Coming Jobs War, written by Jim Clifton, chairman of Gallup. In it, he contends that the next great global conflict won’t be about ideology or religion or territory; it will be all about jobs, or, rather, what he calls “good” jobs.
He defines these as jobs with a paycheck from an employer and steady work that averages 30 or more hours per week. He contends that there are about 1.2 billion of these good jobs in the world right now, and Gallup polls show that roughly 3 billion of the 5 billion adults in the world work or want to work and need a good job.
That’s a roughly 1.8 billion shortfall. The cities, regions, and countries that fare well in closing this gap will prosper. As for those who don’t … what did Clifton say again? “Instability, chaos, and eventually revolution.”
Those are strong words, but they are pretty hard to argue with. About the only fault we find with Clifton’s argument is his persistent use of the future tense with regard to this global jobs conflict. It isn’t coming — it’s already here, and elected officials, economic-development leaders, and this region’s business community should definitely take heed.
For evidence of the severity of the situation, they need only review the latest data from the Census Bureau about the increasing number of people falling into poverty. There are now 46.2 million poor Americans, or 15.1%, the highest rate in nearly two decades. Of those, 2.6 million fell into poverty last year.
Some did so because they didn’t have a job, but for many, the cause was lack of one of those good jobs, which this region and this country as a whole are simply not creating in the numbers that they have in the past. The reasons are many, from the lingering recession and advancing automation to the migration of manufacturing to other regions and other continents, but the bottom line is that this country is failing on what is now the most important battleground of all.
How do we create good jobs? If the answer to that question came easily, 1.8 billion wouldn’t be looking for them today. The answer is complex, and it involves many components, starting with a greater focus on math and science, similar to what happened more than a half-century ago, a spark that did a lot more than put a man on the moon in 1969; it also helped inspire most of the advances in computer and information technology over the past 40 years.
What is also needed is continued emphasis on entrepreneurship, which is needed to take new ideas and transform them into producers of not only jobs, but those good jobs. And our region must be able to compete for the entrepreneurs and the companies and jobs they will create. This means a large, qualified workforce, costs that are at least in line with other regions, and an environment where ‘pro-business’ is more than a catchphrase — it’s a way of life.
In his book, Clifton compares the jobs conflict to World War II. The latter, he writes, was fought for freedom and for leadership of the free world. “It was for all the marbles … and a loss would have changed everything.”
The jobs war is also for all the marbles, and a loss will change everything.
And, as we said, that war isn’t coming; it’s already here.

Opinion
Are Background Checks Discriminatory?

In two hearings held earlier this year, the Equal Opportunity Employment Commission (EEOC) heard testimony about whether or not background checks cause a disparate impact on minorities.
Advocates for ex-offenders and various watchdog groups from around the country argue that it must, because African-Americans and Latinos have higher arrest and conviction rates than whites. Although the EEOC claimed its hearings to be fair and unbiased, many critics have argued that the panelists invited to speak were strongly biased in favor of limiting background checks.
The commissioner heard testimony from defense attorneys, various academics, and two employers who had positive experiences hiring ex-offenders.
In a letter to the EEOC sent from the U.S. Commission on Civil Rights (USCCR), Commissioners Peter Kirsanow, Gail Heriot, and Todd Gaziano asserted that the hearings were not balanced and that the omission of important data was a mistake.
The commissioners said the EEOC should have heard important research from economists Harry Holzer and Stephen Rafael, as well as public-policy professor Michael Stoll. Their research, published in the Journal of Law and Economics, showed that employers with access to background checks were actually about 10% more likely to hire minorities than those without access to that information.
The commissioners wrote that the studies from Holzer, Rafael, and Stoll “suggest that, in the absence of criminal-background checks, some employers discriminate statistically against black men and/or those with weak employment records.”
The USCCR commissioners have asked the EEOC to convene another hearing specifically to look at this additional information and to consider the negative impact that limiting background checks would have on minorities.
What should employers do? The discussion in Washington and around the country will continue, hopefully in a fair and balanced way that all sides can agree with. When it concludes, it is possible that the EEOC may revise its existing guidance or simply leave it alone. That doesn’t mean that employers should just wait it out. With increased attention on this matter and a surge in lawsuits claiming discrimination, now is the time for employers to look carefully at their policies and procedures regarding background checks.
Employers should always ensure that hiring decisions are made consistently. When negative information returned on a background check is considered, employers should be careful to weigh the job-relatedness of the crime and the amount of time passed since the completion of the sentence.
Some employers also look to consider additional factors such as any positive work experience since the sentence, references, or civic activity.
The Employers Association of the NorthEast (EANE) will be hosting a Webinar about this topic on Nov. 30 from 12:30 to 2 p.m.  Employers interested in attending can register by visiting www2.gotomeeting.com/register/531504930.

John McTighe is vice president of Strategic Information Resources, a background-screening company based in Springfield; (800) 813-4381; [email protected]

Opinion
Idea Mill Points Way to a Vibrant Holyoke

“Being down at the bottom gives you the chance to come back.”
That was one of the many messages that John Geraci, who has launched several Internet-based startups, left with participants at Idea Mill (see cover story, page 38). He was addressing an audience of entrepreneurs, business leaders, city-planning experts, and others interested in seeing Holyoke make exactly that kind of comeback.
‘Down at the bottom’ may have been a harsh way to put it, but it’s undeniable that this unique community — one of the nation’s first planned industrial cities, with a central manufacturing district built along a series of canals — has seen better days; it still ranks among the poorest cities in Massachusetts, and many of those formerly bustling mills have been vacant for decades.
But change is in the air.
Local economic-development officials have been talking about the rise of an Innovation District along the canals, and city leaders are buoyed by the ongoing development of the high-performance computing center that won’t produce many jobs, but will surely raise the city’s profile in attracting other high-tech businesses.
Idea Mill, which brought together a few dozen visionaries to discuss Holyoke’s potential, further focused those goals by emphasizing, throughout the day, the concept of ‘entrepreneutial density,’ the idea that many innovative companies, startups and established firms alike, working in one area raises the bar for all of them — not just through competition, but collaboration as well.
The idea of CEOs discussing current projects and future ideas among one another wasn’t the paradigm 20 years ago, said Baer Tierkel, another serial entrepreneur, but that kind of shared passion can be the lifeblood for a growing economy — in this case, one that could spring up in the old mill buildings along the canals.
That’s why another recurring theme at Idea Mill was promoting those buildings themselves, and convincing entrepreneurs to see them not as relics from a long-ago past, but living real estate with a palpable sense of history mingled with a modern, funky vibe. Many businesses have already caught on — the success of Open Square, where the conference was held, speaks to that — but event organizers believe the Innovation District can be so much more.
There’s plenty to be excited about in the Paper City these days, from the high-performance computing center to the possibility of a large resort casino. But what the speakers at Idea Mill made abundantly clear is that the city’s fortune won’t rise on technology itself, or any individual building project, but on people with passion and a vision, competing with each other while collaborating on something greater: a new, vibrant Holyoke.
We’ve said many times that economic development and job growth in this region will come organically. It will happen the same way it happened 200 years ago, with entrepreneurs taking concepts for new products and turning them into businesses. There are many ways to foster entrepreurship, and one of them is to relate success stories that happened here (complete with the challenges and struggles that are part and parcel to each of those stories) with the hope that they will inspire others who want to choose that path, and convince them that they don’t have to move to Cambridge or Silicon Valley to achieve those dreams.
That’s what Idea Mill is all about, and we consider it an exciting addition to the many endeavors taking place in the Valley to inspire the vision and entrepreneurial daring it will take to transform Holyoke and the entire region.
And that’s an idea worth developing.

Opinion
The Region’s Show of Force

A few weeks back, we referenced how long and difficult this year has been for the region and its business community given all the natural disasters and near-disasters, as well as the lingering recession and its many effects.
Despite all that, we said, there is still much to be proud of and to look forward to as we gauge the strength and diversity of the region’s economy and its prospects for the future. And we’ll get a chance to prove it on Oct. 18 at the MassMutual Center, when the curtain rises on the first Western Mass Business Expo.
Technically, this gathering is a trade show, a business-to-business event featuring the exhibits of more than 130 companies, as well as informational seminars and presentations designed to inform and entertain, and a day-capping networking social. But in reality, it is a celebration of the region’s business community, and we hope that you’ll take part in that celebration.
That’s because, while BusinessWest is producing the expo and the MassMutual Center is hosting it, the event really belongs to the business community, and it will be responsible for providing the energy in the room and, ultimately, the momentum that can be taken from it.
But let’s back up a minute. BusinessWest made the decision to produce this event — and also change its name and character — as part of its ongoing and ever-evolving mission to turn a mirror on the region’s business sector and spotlight the people and the individual companies that define it.
For the better part of two decades, this was done via the printed word, in a monthly and then twice-monthly publication. In recent years, we’ve added special events such as the 40 Under Forty and Difference Makers recognition programs, which salute, respectively, the rising stars and individuals who find new and compelling ways to give back to the community and contribute to quality of life in Western Mass. We’ve also become an active partner with the region’s chambers of commerce, working with them in many ways to bring benefits to members and enable area businesses to become more competitive in today’s global, ultra-competitive marketplace.
The Western Mass Business Expo takes our mission a step further and to a different medium, if you will. We’re still shining a mirror, in many respects, but going much further as well, with informational seminars and programs, and the creation of the networking events aimed at helping area businesses make the all-important connections needed to grow and get to the next level.
As we said, this is a BusinessWest production, but it is really an event owned by the business community. And, ultimately, the success of a trade show isn’t measured by how many companies are exhibiting, but by how much those in attendance can take home with them and how much positive energy the event creates.
We’ve spent the spring and summer creating programs that will provide a number of take-aways for all those in attendance. They feature decision makers and they are designed for both design makers and those who carry our their decisions. But that positive energy? Well, that’s up to all those work and do business in this region.
We hope that everyone who is able will be at the MassMutual Center on Oct. 18. It’s an event that promises to be time well-spent — and it just might help people forget what a trying year this has been and focus on how great next year can be.

Opinion
United Way Merits Strong Support

Our community is filled with people, companies, and organizations who’ve proven they’re willing to do what it takes to help improve the lives of those in need while also investing in our community’s future. Last year alone, countless lives were improved by the generosity shown throughout our community, with an amazing $6.1 million given to the United Way of Pioneer Valley Campaign. We asked for everyone to give 110%, and many of you stepped up to meet the challenge.
One year later, we’ve made a lot of progress together, but there is more to be done. Just a few months ago, residents in our area faced tragedy and devastation. On June 1, three tornadoes ripped through our area, leaving a trail of destruction, crumpling homes, businesses, and schools. United Way of Pioneer Valley immediately took responsibility for the coordination of local volunteer services and partnered with a national organization, All Hands Volunteers, to support regional volunteerism. We assisted local chapters of organizations such as the Red Cross and Salvation Army in the identification and matching of volunteers for immediate relief, and we continue to work with local organizations to provide volunteer support to recovery efforts.
Additionally, we established a tornado-recovery fund in partnership with the Jewish Federation of Western Mass. that has raised $300,000. To date, our allocation team has awarded more than $125,000 to local organizations assisting individuals impacted by the tornado, and will continue to focus its efforts on the unmet needs of local residents.
The reverberations from the tornadoes are still being felt in the Pioneer Valley and will forever change the landscape of our community. As we get ready to start up our 2011 campaign, we are committed to fulfill the long-term response strategy to the needs that will continue to emerge in the coming weeks and months.
At the same time, we must face the issues of our community that were present before our area was faced with natural disaster. We will face these issues with the same hope, optimism, and courage that we always have with a new conviction of determination.
Far too many families are in need of food and shelter, and too many of our children arrive unprepared for school and later struggle to make it to their high-school graduation.
We, as a community, are the only ones who can make a change for the better. Everyone deserves the opportunity to have a good life, a quality education that leads to a stable job, enough income to support a family through retirement, and good health. UWPV supports a powerful network of agencies and programs that help people meet the essential human needs of life each day, and often they do it with too few resources.
We have a great challenge ahead, and we need your help to improve lives and our community. Your decision to give to the United Way is critical to the future of our community.
There are many ways to give — you can give your time, you can lend your voice and advocate for others, and you can give financially. You can find these opportunities on our Web site at www.uwpv.org. Your decision to get involved will impact the lives of the men, women, and children in our community that we pass on the street each day. So please give what you can, when you can.
If you’re someone who has given to us in previous years, thank you. If you’re just joining the United Way family, welcome.We need everyone, because we’re stronger together.

Dora D. Robinson is President and CEO of United Way of Pioneer Valley.

Opinion
Massachusetts Can Be a Model for Growth

During my travels across Massachusetts in the past few weeks, residents have expressed frustration and outright disgust with Washington. They don’t need Standard & Poor’s to tell them what they already know: Washington spends too much, borrows too much, and has for the most part been unable or unwilling to address our debt and deficit challenges in a bipartisan way.
We need to stop the finger-pointing and come up with a bipartisan and bicameral compromise to solve the nation’s fiscal problems. There are three key steps we need to take: cut spending, create a sound long-term fiscal plan, and enact a pro-jobs legislative agenda. In each case, recent history in Massachusetts can be a useful guide.
First, we need to stop spending so much.
In 2001 and ’02, the bursting of the technology bubble hit the Massachusetts economy hard. Our unemployment rate was growing faster than any other state in the country, and we faced a fiscal crisis that many experts said was the worst since World War II. The projected deficit for 2003 was nearly $3 billion.
But instead of raising taxes, Democrats and Republicans worked across the aisle: we tightened our belts and balanced the books by cutting spending. It wasn’t easy, but after some tough negotiations and resetting of priorities, we turned our deficit into a surplus, and the economy and jobs started coming back.
In Congress, we need to stop dithering and start looking at every opportunity for savings, both big and small. We can save at least $5 billion by stopping the ethanol subsidy, $15 billion by selling unused federal properties, and $150 billion by addressing the duplicative programs and improper payments recently brought to light by the Government Accountability Office. These are just a few examples of the waste that steals money from worthy projects. These are the types of bills we need to send to the president.
Second, Washington needs a solid long-term plan to get the $14.5 trillion federal debt under control.
In 2005, when S&P upgraded Massachusetts’ credit rating, it cited two key factors: reduced spending and greater budget certainty. Washington needs to do the same thing.
Many businesses in Massachusetts say they are paralyzed by uncertainty about Washington’s next move and overregulation. They can’t plan, and they are too nervous to hire new workers.
Congress needs to take a hard look at the long-term drivers of our debt — entitlements, the defense budget, annual spending, and our tax code — and have an honest conversation with the American people about how their money is being spent. Both Democrats and Republicans will have to accept less than 100% of what they want to get a big deal done, but that deal would give our job creators some of the stability that they are craving. And we must ensure that, in crafting reforms, those at or near retirement do not see changes to their promised benefits.
Finally, we need to implement a broad, pro-growth agenda.
In decades past, Massachusetts was often cynically referred to as ‘Taxachusetts’ and derided for its anti-business environment. But when the Legislature was faced with those daunting deficits in 2003, we didn’t panic and increase taxes. By holding the line, Massachusetts’ national tax burden ranking improved. We can do the same thing in Washington to compete globally. With personal income tax rates about to increase for millions of Americans in 2013, we need a broad tax-reform package that eliminates the special loopholes, simplifies the tax code, and lowers rates.
We should finally get moving on the stalled trade agreements with Korea, Panama, and Colombia that will open new markets to our products. And we should implement a common-sense approach to regulation that tells the world (including our own entrepreneurs) that America is open for business.
Americans know that borrowing 42 cents out of every dollar we spend is unsustainable, and that a record $14.5 trillion debt threatens our economic stability and future. However, despite our current challenges, America still has more potential for economic growth and job creation than any other country on earth. It’s time for us here in Congress and the administration to put our differences aside and do our job.

Scott Brown is a Republican U.S. senator from Massachusetts.

Opinion
The Glass Is More Than Half Full

There have been a lot jokes lately about people seeing a plague of locusts coming down State Street in Springfield — or what they would do if they did see one.
Likewise, there’s been more attempted humor concerning the notion that adversity builds character. If it does, most in this region would say we’ve got more than enough character, thank you.
Indeed, it’s been quite a year, and it’s far from over. The winter was long and brutal. The recovery … that should be put in the form of a question, as in ‘what recovery?’ Gas prices soared back up over $4 a gallon, and although they’re down a little, they remain a challenge to progress. Meanwhile, debt crises here and abroad have sent the stock market reeling in recent weeks and raised the specter of the dreaded double dip.
Then came the natural disasters: first the tornado, from which full recovery will take years, then the minor earthquake (no damage, but it shook people up, literally and figuratively), and then the tropical storm, which didn’t hit with full fury, but try telling that to many people in Franklin County.
So as 2011 heads for the three-quarter pole, many people are looking for the locusts, figuring they have to be next. However, while being pessimistic and cynical in this climate — both economically and meteorologically —  there is room for a little optimism. In other words, yes, things could be much worse, and they are in many parts of this country and other nations as well. Why see the glass as at least half full? Consider these reasons:
• Adversity does, indeed, build character, and out of the trials and travails of 2011, some positive energy and new sources of resiliency have been found. The tornado turned many sections of Springfield, West Springfield, and other communities upside down, but now there is a chance to rebuild and perhaps create momentum from new initiatives. Meanwhile, the sum of the natural disasters and other forms of turmoil (and survival of all of that) could create more needed confidence in the region — an ‘if we can make though all this, we can make it through anything’ mentality.
• The jobs market, while not robust, or anything approaching that description, is at least holding steady, with signs of progress. The cutbacks at Baystate Health and Milton Bradley have been the only real setbacks, while companies such as Smith & Wesson, Big Y, and others have been adding workers, and many businesses are seemingly on the cusp of having enough confidence to move forward with new hiring.
• The region continues to foster entrepreneurship through incubation efforts and mentorship programs that will eventually pay huge dividends for the Greater Springfield area. As we’ve said many times before, while it’s great to lure corporations that will bring hundreds of jobs to an area, the more likely scenario for growth is through small-business development, and this region is making great strides in efforts to encourage entrepreneurial thinking and help companies survive those ultra-challenging first few years.
• The ‘eds and meds’ sectors remain strong and show promise to become even greater forces in the local economy. Baystate’s Hospital of the Future is on schedule to open soon, and most all area health care providers have survived the recent economic upheaval more or less intact. The pace of hiring has slowed, but it is still solid. On the higher-education side, schools like American International College have enjoyed strong growth (see story, page 10), while all the institutions in the region have contributed critical resources — especially their student populations — to help spur economic development in many forms, both in individual communities such as Westfield, Chicopee, and Holyoke, and across the region as a whole.
We haven’t even mentioned the high-performance computing center in Holyoke, the emerging ‘green’ business sectors, and the strong possibility that a casino will be built in Palmer or Holyoke over the next several years.
Add it all up, and there is indeed reason for optimism, not merely cause to look over the hill for locusts.

Opinion
Finding Ways to Engage Young People

Diane Garcia will tell you that she didn’t enter the General Business program at Western New England University with the intention of pursuing a career in the nonprofit realm. By her junior year, when people said the word ‘boardroom,’ she was thinking about Corporate America, multi-national corporations, and money.
By the time she graduated in the spring of 2009, however, those words meant something else altogether — the word ‘community.’ That’s because she’d not only been in a boardroom, but had a seat in one — serving the YMCA of Greater Springfield. Indeed, Garcia was a participant in the pilot program that became the school’s nonprofit board internship initiative (see story, page 24).
Inspired by her tenure at the Y, she accepted an Americorps Vista position in the National Development Office of Jumpstart in Boston upon graduation, and today works for a search firm that specializes in finding executives for nonprofits. Her story speaks to the success of WNEU’s program in accomplishing its broad mission of benefiting both students and area nonprofits by injecting youth onto those agencies’ boards. But it also speaks volumes about the ongoing need to engage more young people in this community, its businesses, and institutions.
More evidence is provided by the story on page 50, which relates the work done by Smith College student Annie Waters to help piece together a strategy to utilize the arts to bring more vibrancy to Springfield’s downtown.
As these programs clearly show, everyone wins in these situations, and especially the region, even if those young people don’t stay in the 413 area code.
Backing up a bit, the WNEU initiative was started with the idea that by placing top students on nonprofit boards and giving them full voting privileges, the students would gain experience, confidence, and a front-row seat with which to view the important work these agencies do in the community — something they couldn’t accomplish in the classroom.
Students have had the opportunity to help plan and execute such events as the YMCA’s annual fundraising breakfast, the Springfield Boys & Girls Club’s Festival of Trees, and the Hometown Heroes breakfast staged by the Pioneer Valley Chapter of the American Red Cross. And while doing so, they’ve gained an appreciation not simply for the work these agencies do, but how much support they need to keep on fulfilling their missions. And, by sitting on the boards and taking part in key votes, they can see first hand the importance of leadership and involvement in quality of life.
Meanwhile, the nonprofits have received an infusion of youth, a different perspective on the issues to come before the board, and probably an experienced voice when it comes to the matter of fully utilizing technology and social media to inform and educate.
In short, what was a theory three years ago is no longer a theory; it’s fact. And along the way, this program has provided more evidence that when we engage young people from our colleges and universities in the community, good things result, and for all the parties involved.
Moving forward, this region needs more programs like this, initiatives that not only offer real-world experiences, as people like to call them, but thrust students into the community, and into leadership roles as well. Placing a 21-year-old on a board with full voting privileges is an extreme, but there are myriad other ways in which area schools can put the talent in area classrooms to work in area businesses, nonprofits, city halls, and town halls.
On the flip side, too many businesses look upon internships and co-ops as time-consuming endeavors that are more trouble than they’re worth. This thinking is shortsighted and a hindrance to the long-term vibrancy of the region.
As Diane Garcia’s story and others like it show, the word ‘classroom’ has many definitions, and most of them don’t involve four walls and a blackboard. We need to create more ways to expand that definition further, and strengthen our region in the process.
All it takes is a little imagination.

Opinion
Educate Our Cities Back to Life

Detroit has been losing people and jobs for decades, but it isn’t the only place where unemployment rates are well above 10%. Three of Massachusetts’ 12 largest cities have unemployment rates of 13% of more. At the top of the list is Lawrence, at 16.8%. Per-capita incomes in Lawrence, as in Detroit, are more than 40% below the U.S. average.
Yet Lawrence, unlike Detroit, is growing. In fact, it’s growing faster than any other city in Massachusetts. Its expansion as an entry point for immigrants in Massachusetts could be a source of economic strength if Lawrence could balance immigration with education. Regional disparities in Massachusetts are largely explained by education, which is why strengthening the schooling of our poorest communities must be a high priority for the entire state.
In practice, that will mean a keener educational focus on the recent immigrants who are fueling the growth of cities like Lawrence — perhaps with even more support for charter schools, some of which have achieved remarkable results with Hispanic children.
Population changes between 2000 and 2010 suggested a few key factors in the growth of U.S. cities with fewer than 200,000 people. One was a warm climate, a factor that doesn’t apply here in Massachusetts. Another was a high education level; cities where one-quarter or more of adults had college degrees grew much faster than less-educated cities. It’s easy to imagine educated hipsters flocking to dense but manageably sized cities in pursuit of a cool night out.
Still another factor was a sizeable Hispanic population. The U.S. is becoming increasingly Latin. A city like Lawrence — where more than one-third of the population is foreign-born and almost three-quarters are Hispanic — provides new immigrants with the comfort of ethnic enclaves and the ability to get around without a car.
When education and immigration are well-balanced, both forces help cities thrive. The foreign-born can be a bridge to the global economy. In mid-sized, northern-tier cities where more than one-quarter of adults have college degrees, incomes are 45% higher than in less well-educated cities.
Larger cities, like Boston and New York, can comfortably combine well-educated elites and poorer new arrivals. The peril of mid-sized cities is that they can become monocultures. If they become boutique towns that house only the well-educated, then they do little to spread prosperity. If they become isolated enclaves of poorer immigrants, they may lack the resources that enable opportunity.
Some former immigrant bastions, such as Cambridge and Somerville, have prospered because they are tightly tied to Boston’s success as a capital of the information age, and because they combine immigration and education. More than one-fourth of the residents of Cambridge and Somerville are foreign-born, and more than one-half of adults have college degrees. In both cities, unemployment rates are below 6%, and incomes are well above the national average.
Quincy and Worcester are two other mid-sized cities that are managing the balancing act moderately well. Worcester may have once seemed like an urban disaster, but the city’s abundant educational institutions have helped its population to grow steadily over the past 10 years. Quincy, the state’s most Asian city, has plenty of both foreign-born residents and college graduates.
But while Fall River, New Bedford, and Lawrence continue to play an important role welcoming large immigrant communities, they have too little education. Their large immigrant communities remind us of the opportunity that Massachusetts once provided for impoverished Irish and Italians, but their difficulties also remind us that opportunity rarely comes easily.
Expensive infrastructure schemes, like new commuter rail lines, are occasionally floated as tools to turn around these troubled towns. But the children growing up in these areas really need human, not physical, capital. Schooling is the most reliable source of individual and urban success. The work of MIT economist Joshua Angrist and his co-authors has identified particularly large benefits of charter schools for urban Hispanics, which should make us hopeful about the new charters that have recently been approved for Lawrence.
That is only a small step. But Lawrence’s fight is also the Bay State’s fight.

Edward L. Glaeser, an economist at Harvard University, is author of The Triumph of the City.

Opinion
What’s Behind the State’s ‘Big Shrink’

Massachusetts has lagged behind the rest of the country in job creation since the 2001 recession. While the rest of the country grew, we shrank.
Two interlocking factors explain a significant portion of our stagnation — Massachusetts is failing to create new businesses at the same rate it did in the ’90s, and the new businesses we manage to create are much smaller in size. The Pioneer Institute’s latest study, “The Big Shrink,” seeks to understand how the dynamics of firm size have changed.
Average establishment size dropped from 16 employees in 1990 to 9.7 employees by 2007. This decline has several causes. Large establishments in Massachusetts are disappearing, particularly branches of more than 100 people. Headquarters have actually grown in average firm size over the period studied. Unfortunately, we lost an astounding 5,000 of them from 1990 to 2007.
The most important changes have occurred at stand-alone, single-location firms that make up the vast majority of establishments in the state. The number of stand-alone businesses has increased by almost 150,000 establishments over the 17-year period. But most of that growth is from single-person or non-employer service companies, particular business services. That has resulted in a drop of average firm size at stand-alone companies from 8.38 employees to 5.48.
To be sure, small businesses are crucial to the economy, and we should support them.  There’s also a case to be made that high-value-added service businesses are a durable source of employment that is strongly resistant to outsourcing. But a job-creation dynamic that results in fewer, smaller businesses is incompatible with long-term economic growth.
What is precluding Massachusetts establishments from growing and, in the process, hiring more people? Given that firm shrinkage is pervasive across industries, the answer may lie in the general business environment, as opposed to our current economic-development focus on specific industry niches. Put simply, we need a broad-based effort to address those factors that make the costs of growing and hiring outweigh the benefits. These costs include taxes, unemployment-insurance charges, and the legal and regulatory environments, to name a few factors other studies have highlighted. Massachusetts regularly falls below average in studies that rank states based on their tax and regulatory environments.
Relative to the rest of the U.S., Massachusetts’ inability, long-term, to grow jobs suggests that our economic policies are not effective. To create jobs requires that Massachusetts dramatically increase its rate of business creation and reverse the firm-size trend. Reigniting the Bay State’s job engine will require a systematic approach that takes into account the real dynamics of employment in this state and makes the Commonwealth an attractive place to start and grow businesses.

John Friar is the Pioneer Institute’s senior fellow on Jobs and the Economy and executive professor of Entrepreneurship and Innovation at Northeastern University’s College of Business Administration.

Opinion
Rebuilding: the Region’s Big Challenge

It’s been nearly seven weeks since the tornadoes touched down in Western Mass. In most all respects, people have stopped talking about what transpired that day — it’s now a distant, yet still-fascinating memory for many — and are instead focused on the future, which is as it should be.
As with any disaster, there is an immediate response to the calamity, a stage in which this region shined on many levels, with people and institutions pitching in and stepping up in ways that can only be described with the word inspiring. Now comes the next phases, or ‘r-words,’ with respect to an event of this magnitude — recovery and rebuilding — and with these steps, the region must shine just as brightly.
In Springfield, matters are off to a very promising start with the appointment of the two leaders of the rebuilding effort — Gerald Hayes and Nick Fyntrilakis — and strong hints about the game plan they intend to put in place.
Hayes, vice president of Administration and Finance at Westfield State University, is a natural choice for this project, with his strong background in economic development, urban revitalization, and long-term planning initiatives. In short, he knows how to get things done, and he’s long displayed an ability to work with others to reach stated goals. Fyntrilakis, meanwhile, is a rising star in Springfield development and revitalization efforts, having taken a leadership role in the State Street Corridor Initiative and other projects to bring vibrancy to the city’s central business district and other neighborhoods. Like Hayes, he’s shown an ability to take a project from the drawing board to reality.
But neither has anything quite like a tornado rebuilding effort on his résumé, so this will be an exciting new challenge to which they will certainly lend energy, determination, and imagination.
The roadmap is still being developed, but the broad plan moving forward is to hire a master planner to create a blueprint for recovery and rebuilding, garner critical feedback from all relevant constituencies in the drafting of that master plan, and then effectively execute what’s been put down on paper. All this will take time, resilience, and large amounts of money that currently don’t exist and must be found, which might be the most difficult part of this assignment.
But it all starts with a plan, and for that, we suggest that all those involved aim extremely high and resolve never to settle for anything second-rate because something better might be too difficult or too expensive to pursue.
We’ve said this many times before, as have countless others, but it bears repeating. Rebuilding from the tornado will be an extreme challenge, in part because this region has never experienced anything like this, but it is also a tremendous opportunity to make things better than they were on May 31. Much better. That may sound a little corny, but it’s absolutely true, and it must be the mindset.
We can make the homes that were damaged or destroyed greener and more fuel-efficient as we rebuild; we can take already-challenged neighborhoods and make them places businesses will want to invest in and make their homes. We can make the South End a model for modern urban renewal.
None of this will happen quickly or easily, but the opportunity is there to do something meaningful, something historic — if we take the energy and creativity that was applied to the tornado response and apply it to the long-term process of rebuilding in Springfield, West Springfield, Westfield, Monson, and every other community where the tornadoes touched down.

Opinion
The Law of Unintended Consequences

I had an appointment with a client recently who told me that she was shocked to see how empty a restaurant was in downtown Springfield a few nights earlier. The reason she was so surprised was that this particular restaurant was relatively untouched by the tornado that tore through the center of the city on June 1. The owner stated that the reason things were so quiet was that people were simply afraid to come back.
Having read or viewed many articles and newscasts discouraging people from traveling to impacted areas (for completely understandable reasons) immediately after the tornadoes struck, I believe the law of unintended consequences might be starting to take effect in this region.
For instance, I myself have tried to stay clear of any impacted areas (unless going there to help with cleanup efforts). However, even though these intentions have been sound, the businesses that exist in these locations are suffering continued damages by this mindset. Many of these organizations were already struggling due to the recent, prolonged recession well before the tornadoes touched down. If their difficulties are now compounded by a sustained dropoff in business, a large number of them might not make it through to the other side. This could create a second wave of negative events for our region.
I write this in the hope that those who are in a position to do so can help spread the word regarding those conducting business in areas impacted by the recent tornado. I’ve already reached out to the leadership of Springfield encouraging them to use their amplified microphone to continue to spread the word that businesses are open and eager to serve — and that, when possible, individuals and business owners should do what they can to support these ventures.
I truly feel that those living and working in bordering communities need to be encouraged to travel back into impacted areas. The average local resident catches the news only on occasion, so it will take a genuine, concerted effort to convince people that it’s not only OK to come back, but such support is genuinely needed.
What we need is for individuals and business owners to think about both the direct and indirect victims of the tornadoes when they make decisions about where to stage the next staff luncheon or where to have their next date night. I’m a small-business owner in East Longmeadow, and I’ve been thinking a lot about how fortunate I’ve been to escape these tornadoes unscathed. But I’ve also been thinking about my counterparts in downtown Westfield, the center of West Springfield, the South End of Springfield, Wilbraham, or Monson who have been far less fortunate.
All businesses in our area are challenged by the economy, competition, and other factors. Businesses located in the paths of the tornadoes have been dealt an added blow that may prove crippling unless people step up and help in very simple ways.
My concern is long-term. If things are handled well, our entire region could use this experience as an opportunity to grow and prosper. However, if mishandled, we could see large-scale business closures and abandoned homes that could take many years to recover from.
Perhaps if we each do a little, then it might be enough to keep our collective community growing in the right direction.

Edward Zemba is president and co-owner of Robert Charles Photography; (413) 525-4263.

Opinion
Launching a Quest for Leadership

When we think about leaders, the discussion tends to gravitate — as it does when the subject is entrepreneurs — toward whether such individuals are born or cultivated.
The answer, with regard to each, is both.
Leaders, like entrepreneurs, simply must possess certain inherent traits, without which they won’t succeed. But we believe that leadership, like entrepreneurship, can be encouraged, developed, and, in effect, produced.
Which is why we are very encouraged by the creation of an initiative known as Leadership Pioneer Valley (see story, page 6). Spawned by the Plan for Progress and, more specifically, Action Item 7 in a 2004 update of that document — “Recruit and train a new generation of leaders” — the program was launched with the broad goal of creating an abundance of something the region will certainly need in the years to come.
Based on models created locally and in other communities, Leadership Pioneer Valley (LPV) will attempt to take people with inherent leadership qualities and provide training and insight that will help shape them into effective leaders than can serve — and benefit — this region in the decades to come.
In the ‘About Us’ section concerning LPV on the Pioneer Valley Planning Commission’s Web site, it notes that the 10-month program that recruits enter “immerses participants in an inspiring and enlightening curriculum that examines critical issues that the region’s numerous and diverse areas. During the program, participants expand their leadership skills while gaining connections, greater commitment to community stewardship, and cultural competency.” Roughly translated, this means that LPV intends to give participants an education in the Valley, its assets, challenges, goals, and aspirations — and then provide them with some opportunities to do something meaningful with that education.
We’re obviously hopeful that LPV can succeed with that overall mission, because this region has a number of very large challenges facing it, and none of them can be overcome without leadership.
For example:
• The region as a whole and most all of its larger communities must still reinvent themselves from former manufacturing centers into … well, something else. Unfortunately, most cities in the Valley carry that descriptive phrase ‘former manufacturing hub’ and have nothing to replace it with;
• While developing new sources of jobs, the region and its individual communities have to create a workforce with the skills needed to take on those new jobs, and thus attract new employers to the 413 area code;
• Springfield, the capital of Western Mass., is emerging from the economic meltdown that made it the butt of jokes for the better part of a decade, but it is still far from being the vibrant urban center everyone wants it to become; and
• The minority populations (soon to become the majority) in cities like Springfield and Holyoke need to become much more engaged in their communities and part of the pattern of progress. They have strength in numbers, but they’re not fully utilizing this asset.
These are just some of the myriad issues and challenges confronting our region, and the truth is that none of them are recent phenomena. They have been issues for many years — decades, actually — because the solutions are elusive; they don’t come easy.
And they won’t come through chance, fate, or the law of averages. They will come only through effective leadership that understands the region and the people who call it home, and are committed to moving it forward.
That’s why LPV is a critical development for Western Mass., and why we hope it will succeed in its all-important assignment.

Opinion
Region Displays Resolve, Resourcefulness

Since June 1, we have experienced the devastation of a natural disaster unprecedented in our region. But as stunned as we all were by the damage to residences and businesses alike, we take comfort in the responses to this tragedy at every level.
Whether it is businesses in West Springfield, the South End of Springfield, Watershops Pond, or Six Corners; or residents in East Forest Park, Wilbraham, Westfield, West Springfield, or Monson, the community of Western Mass. rallied behind those affected. The spirit and resilience of the people in our region are what make it special, and examples of those attributes are all around us.
The initial government response and follow-up has been and continues to be remarkable. At the local level, disaster-response teams kicked into action immediately, assessing damage and seeing to the public safety. Who will forget the images of Springfield Mayor Sarno accompanied by Gov. Patrick and Sen. Kerry surveying the damage in the South End of Springfield immediately following the tornado, while Congressman Neal contacted the White House to invoke federal assistance?
Mayors Gibson in West Springfield and Knapik in Westfield, as well as the selectmen in Wilbraham, Monson, and East Longmeadow, all had challenges of their own that they handled with equal responsiveness and leadership.
The community response led by the Pioneer Valley Red Cross and supported by hundreds of individuals and businesses throughout the region has been equally impressive, and further evidence of the extraordinary spirit of our people.
The Economic Development Council and the Affiliated Chambers of Commerce of Greater Springfield have been working partners in the cooperative efforts since the tornado struck, staying abreast of details through daily conference calls with local, state, and federal entities; touring the destruction to assess its impact; and reaching out to members both affected and not, in an attempt to match needs with resources.
The challenges presented by this disaster are being met with hope and resolve, but no one expects the solutions to necessarily be swift. Instead, the rebuilding phase will break down into the short, medium and long terms. In the short term, residents and business owners are assessing the damage and working with their private insurers to understand their options. But more help will be on the way soon.
The U.S. Small Business Administration (SBA) has programs to assist residents and businesses and not-for-profit organizations alike in the medium-term rebuilding effort. Through the use of long-term, low-interest disaster loans, the SBA can provide funding to replace damaged real estate and/or personal property, and provide needed operating capital to compensate for business interruption and economic injury. Soon, the SBA will be providing specific details on how individuals and businesses can avail themselves of these services and resources (see related story on page 9). The combination of home loans, business loans, and economic-injury disaster loans, together with private insurance, should give those most affected many of the resources needed to rebuild.
The state has set up two resource centers in our region to help all people affected by the tornado. They are in the following locations:

• Springfield: Department of Transitional Assistance Office
95 Liberty St., Springfield
(413) 858-1000
• Palmer: Department of Developmental Service Central/West Regional Office
171 State Ave., Palmer
(413) 283-3411 or (800) 323-3123

The city of Springfield has established a special page on its Web site to assist as well:  www.springfieldcityhall.com
Rebuilding the physical damage in many cases will be the easy part. For those who lost everything they own, or whose school was damaged, forcing them to attend another, and for all the others whose lives were turned upside down by this disaster, the path to normalcy may be more difficult and take longer. There is help for them, too. United Way of Pioneer Valley has a special phone line for assistance, 211. And beyond the organized help will be the many acts of kindness shared neighbor-to-neighbor and community-to-community.
The resilience of our region is found in the strength and resourcefulness of our people. The long-term rebuilding of our communities will require all hands on deck in a thoughtful and hopeful process. The EDC and the ACCGS, together with our members, will be active participants.

Allan Blair is president and CEO of the Economic Development Council of Western Massachusetts; Jeffrey Ciuffreda is president of the Affiliated Chambers of Commerce of Greater Springfield.

Opinion
A Time to Rebuild, Reinvigorate

There’s a new billboard at the rotary just off the Memorial Bridge. It reads ‘Rebuilding West Springfield’ in large block letters, and then directs readers to a Web site with information about the community’s efforts to bounce back from the June 1 tornado.
There’s a lot of symbolism and poignancy attached to this board; it sits alone amid a cluster of sign stanchions from which billboards had been blown off by the tornado. Only a few yards away, a small commercial building sits with its roof caved in. All around the rotary, on the riverfront, and down Memorial Avenue are signs of the devastation, from broken windows to trees shorn of limbs and bark, to business signs missing letters or whole words.
In many ways, the board represents a region starting anew amid rubble. And while the sign says ‘Rebuilding West Springfield’ — it sits at the entrance to that community — one could substitute that name with any of more than dozen other cities or towns, or the region itself.
Indeed, this is a time of rebuilding, but it’s more than that, really. This is a test of the region’s character and its mettle — and it’s also a chance to do something memorable.
Since the tornado hit, there have been countless stories told and retold of bravery, resilience, and, above all, generosity and caring. We’ve all read and heard them: people who lost their homes or businesses putting aside their issues and asking if others needed help; businesses using their influence, resources, and imagination to find ways to assist others and inspiring others to join them; people driving out of their way or doing something extraordinary to support businesses that were in the path of the tornado and desperately needed that support.
Since the tornadoes sliced through Western Mass., there has been a noticeable energy in this region, a determination to persevere and simply rise above. It is our sincere hope that this is not something temporary, something that will dissipate when the blue plastic tarps now covering hundreds of roofs across the region have disappeared from the landscape.
That’s because there were plenty of other issues to contend with in this region long before the tornadoes started to show on Doppler systems — and they will still be here long after all the fallen trees, broken glass, and smashed cars have been picked up. For starters, the recovery of 2011 just hasn’t materialized, and no one knows when it will. Meanwhile, we’re still struggling, mightily, to find new sources of jobs for this region and to present employers with a workforce qualified to carry out those jobs.
The first priority for this region is to rebuild and fully recover from the tornadoes. The second priority, we feel, is to take that aforementioned energy we described, as well as the fortitude and imagination, and apply all that to those other problems in the same way we applied it to the process of recovery.
In very simple terms, what the region did after the storm was essentially raise the bar in terms of its collective resourcefulness. Let’s keep it there, and maybe raise it even higher when it comes to the broad goals we’ve all set for a stronger, more diverse economy.
It’s time to stand out — just like that billboard.

Opinion
UMass Amherst Stuck in Cycle of Turmoil

What’s happening at UMass Amherst with regard to Chancellor Robert Holub is disturbing on a number of levels — from the leaking of information from a supposedly confidential professional review, which led to a front-page Boston Globe story detailing Holub’s probable ouster, to the momentum-halting turnover in the chancellor’s office, which is suddenly becoming chronic. And everything in between.
As we write this, Holub is reportedly in negotiations designed not to save his job, but apparently to strike some kind of settlement that will allow him to leave on something approaching his terms. Unless something unforeseen happens, he’ll soon be the former chancellor, ushering in yet another period of transition at the state university’s largest campus — meaning turnover in the top ranks of the administration, stress and uncertainty at the lower ranks, still another strategic plan of action, and large amounts of doubt about just where this institution is headed.
Meanwhile, a capable administrator who has implemented some sound programs and created some real progress in the school’s efforts to get to that proverbial next level will be gone, and some of those initiatives will likely die on the vine.
But these aren’t the biggest problems facing the Amherst campus. No, the biggest concern is a system that promotes this revolving door and leaves the Amherst campus as the ‘flagship’ school in name only.
But let’s back up a minute. Holub is gone, or soon to be gone, because of what that prison captain in Cool Hand Luke famously called a “failure to communicate.”
It’s not that Holub doesn’t possess this skill, it’s more a case of him just not using it, or using it enough — the primary case in point being his proposal to create a new medical school in Springfield in partnership with Baystate Health.
When you decide to formally study such a concept — which is a very good idea, by the way, one that would help with everything from revitalization efforts in Springfield to filling a critical need for more doctors in the state — but don’t tell some of the key players, including the president of a university system that already has a medical school in Worcester, that’s bad. Very bad.
But does the punishment in this case — Holub’s ouster — fit the crime of not communicating as effectively as most people would like? We don’t think so, although we appear to be in the minority. In any case, the school will now lose an administrator who excelled at town-gown relations, made significant strides forward in efforts to make the university a much bigger force in the city of Springfield, and who wasn’t afraid to take bold steps like moving the school’s football program up to the Football Bowl Subdivision.
If Holub goes, as expected, an interim will be named, a nationwide search will be launched, a new chancellor will be hired, several top administrators will be replaced, and many departments will experience  upheaval. And in three or four years, we can do it all again, making the process of transforming this school into a top-flight research institution lengthier and more difficult.
Perhaps a chancellor will be found who can provide real leadership and stay for six or seven years, but that’s not likely given the crush of politics that is part and parcel to this job and the fact that the chancellor simply doesn’t have the power befitting that of someone who leads a so-called flagship campus.
And he’s not likely to get that power — which would come if the president of the university was also the chancellor of the flagship school, a model followed in other states — any time soon, because of those aforementioned politics and the simple fact that the chancellors of the campuses in Boston, Lowell, and Dartmouth wouldn’t want to cede any of their power.
As we said at the top, what’s happening in Amherst is regrettable and disturbing. But the worst thing about it is that this is apparently a trend, and one that seems likely to continue.

Opinion
The Importance of Summer Jobs

It is mid-May. The last of the area college commencement ceremonies are taking place, and the region’s high schools will be saluting the classes of 2011 in a few weeks. Classes are long over for a few thousand area college undergraduates, and all those high schools will soon be shutting things down for the summer.
Add all this up, and there are a great many young people across the four counties of Western Mass. who are already looking for work or soon will be. It is our hope that, despite a still sluggish economy, many of them will be able to find it.
We have long touted the importance of summer jobs to the overall economic health and vitality of the region, and in this day and age, they are perhaps more critical than ever, and for a number of reasons.
Most importantly, there will likely be more people looking for such positions, primarily because there are fewer permanent jobs for several constituencies, especially those college graduates. And there is also a need — perhaps greater than ever — to introduce young people to this region’s business community and the world of work.
For these reasons and many others, we hope that area businesses, through their own initiative or in concert with organizations like the Regional Employment Board of Hampden County, find the means, the courage, the confidence, or whatever you choose to call it to add a body or two for the summer months. No, the economy isn’t as strong as most would like it be or thought it would be by this time, but bringing on summer help is important to this region’s overall vitality.
Why? For starters, first jobs, or second jobs, as the case may be, do more than put a few dollars in someone’s pocket — although that is an important consideration as well. These jobs can and often do build character and provide lessons that simply can’t be learned in a classroom.
No matter how old one is, he or she almost always remembers their first job, their first boss, and lessons learned about being punctual, showing up on time because other people are depending on them, working as part of a team, and absorbing information about work and life from people who are a few years or several decades older.
Such experiences are priceless, and very often, they are quite enjoyable, whether they come at Six Flags (or Riverside Park, to the thousands of Baby Boom-generation members who worked there) operating a ride or a midway game, at Big Y bagging groceries, at Friendly’s making Jim Dandies and Fribbles, at Rocky’s Hardware loading bags of crabgrass killer into customers’ trunks, or at countless other area companies.
And while summer jobs are important for the young people who get them, they are equally important for the individual businesses that hire them and the region as a whole. That’s because one of the ways to keep young talent in the area is to introduce them to the companies that shape our business community. Meanwhile, it is critical that young individuals acquire the practical skills and people skills they will need to succeed in the modern workplace.
And there’s another important factor at play here. When young people are working and earning a paycheck, they are far less likely to be out on the streets and getting into trouble.
It would be very easy for companies large and small to say that there is just too much uncertainty with the economy to hire any additional help for the summer. It would also be easy for smaller ventures to say that just don’t have the time, patience, or inclination to bring on young people in need of training and direct supervision.
We hope such businesses look beyond what’s easy and do what in most cases is right for them and right for the region, and give a young person — or two, or three — a summer job.

Opinion
The Tuition Savings Gamble

States like Massachusetts that slash funding for public higher education during recessions and expect families to make up the difference with stock-based savings accounts are subjecting them to unacceptable risk.
It’s a maxim that, in times of economic recession, public colleges and universities get less state financial support. It last happened following the 2001 recession, when per-student state funding for public higher education dropped by 17%. Funding levels began to inch back up in 2005, but, by the time the latest recession hit, per-student state spending was still 8% below 2001 levels. Then, the bottom fell out. Nationally, state spending on higher education dropped 12% between 2008 and 2010.
But, unlike families who cope with less income by reducing their spending on non-essentials, colleges and universities are just turning to another revenue source, by asking parents and students to pay higher tuition. Massachusetts provides an excellent example: between 2003 and 2008, tuition paid by students and parents at public research universities such as UMass Amherst increased by 30%. State support increased by just 8%. In Massachusetts now, the state covers less than half the cost of educating a student at its public research universities.
This shift of costs from states to students and their families accelerated nationally between 2001 and 2005, when appropriations fell precipitously and tuition rose quickly. Around the same time, states latched onto so-called ‘529’ savings plans as a way to encourage families to save more for college. Named after the tax code section that governs them, 529 plans allow parents to put money into managed investment accounts and avoid paying taxes on their gains. Now, every state offers such plans, which are marketed as a safe, conservative way to save for college. Families have gotten the message and opened 10 million accounts over the past decade; those accounts contain $135 billion in assets.
In fact, these plans are not safe. Their viability as a savings option depends on the stock market rising steadily, with few dramatic ups and downs. But that’s not how the stock market works, as we know well from recent experience.
So, by pushing 529 plans, states have not only shifted the cost of college to parents, they’ve also burdened them with significant risks. Consider a Massachusetts family that started putting away the equivalent of $1,000 a month (in 2010 dollars) back in 1980. Over the next two decades, the rise in the value of the Standard and Poor’s 500 Index would have boosted the value of their savings by nearly 300%. Times were good, and the S&P had just crossed the 1,000-point barrier for the first time. By 2002, even with the rise in college tuition, that family’s 529 plan would have been worth enough to pay for 3.3 years at UMass Amherst.
But a family that started investing the same amount each month in 1990 would have had a different experience. By the time their son or daughter was ready to enroll at UMass in 2008, the S&P 500 was once again flirting with the 1,000-point mark, this time as the result of falling 20% in one year. The value of the family’s savings would have plummeted in late 2008, just as the stock market did, and would have covered only half a year’s tuition. Even if tuition had stayed constant from 1998 to 2008 — instead of doubling — that family’s savings would not have been enough to pay for a single year.
While a worker can put off retirement for a few years to allow his 401(k) to recover, students usually don’t — and probably shouldn’t — put off college in hopes that the stock market will rebound. With less time for parents to save and only a four-year window of time to spend their 529 account funds, families have less flexibility to ride out ups and downs in the market. Instead, they must rely more on the luck of good timing than on careful planning.
As state budgets continue to be squeezed by the recession, policymakers will no doubt push 529 savings plans even harder as a way to offset the rising cost of college. But as the U.S. continues this slow drift toward financing higher education primarily through personal contributions, we need to have a real debate about whether that’s a good idea. Parents shouldn’t have to gamble with their children’s college educations. Relying on the luck of millions of families is not a strategy for keeping public higher education accessible and affordable.

Erin Dillon is a policy analyst for Education Sector, an independent, non-partisan education policy think tank based in Washington, D.C.

Opinion
UMass Football: A Risk Worth Taking

We can easily understand why there is considerable skepticism about the decision at UMass Amherst to take its football program up a considerable notch to what’s known as the Football Bowl Subdivision (FBS).
Indeed, this move, which involves taking the school’s home games to Gillette Stadium in Foxborough, home to the NFL’s New England Patriots, comes complete with a big set of risks and question marks. Many are questioning the school’s contention that this move makes more economic sense than staying put in the Colonial Athletic Assoc., and they base this skepticism on questions ranging from ‘does anyone want to watch the Minutemen play Ball State?’ to ‘will students at the university board buses and kill a Saturday to take in football in Foxborough?’ to ‘just how many alumni living in the eastern part of the state will come out and support this team?’
These are all good questions, and many would answer them in a fashion that would fuel doubts about whether this move makes any sense at all.
But we think this is a risk — and there’s no other word for it — that is well worth taking at this time.
We won’t say the university has nothing to lose, because that’s simply not true; there’s plenty to lose, including money, time, and face. But there’s also plenty to gain, in terms of potential revenue, momentum, and much-needed respect and legitimacy — both in this state and well outside it.
What we like about this move is that it is consistent with others at the university to become more visible and also to become more of a force in this region and across the state. Of far more importance in these efforts is the work being done in the classrooms, the labs, and downtown Springfield, where the university is assuming a much greater presence. But football can be a part of it.
And in even simpler terms, we like the fact that university officials are reaching higher, and not settling for the status quo or moving backward. We could use a little more of that in this region. Despite all the questions about economics and geography (see story, page 6), we believe that this move sends a strong message that is consistent with other endeavors aimed at taking this school to a higher level.
As we said earlier, moving up a notch in football is nowhere near as important as the work UMass is doing off the gridiron. It’s certainly not as vital to this region’s or this state’s economic vitality as the efforts undertaken in conjunction with Baystate Health and other partners at the Pioneer Valley Life Sciences Institute. Or the work being done to promote entrepreneurship and mentor young business owners and thus providing them with better odds of succeeding, and succeeding in this area code. Or the initiatives being undertaken in conjunction with area precision machinists to develop new products, niches, and ways of doing business. Or the efforts to help stimulate a creative economy in Springfield’s central business district.
All of these are far more important and impactful than a move to the Mid-America Conference, games in a bigger stadium that may be only a quarter-full for many contests, the likelihood of a Thursday-night game on ESPN against Temple or the University of Buffalo, or, dare we dream, a trip to the Little Caesars Bowl some night in late December years down the road.
But football can be a part of taking this university to where everyone wants to see it go — a place of prominence, on par with the private institutions that have given this state its reputation as the place where the world comes to get an education.
We wish the Minutemen well in this endeavor. It could be a winning proposition in so many ways.

Opinion
To Keep Jobs, Don’t Kill Tax Incentives

The debate about state economic policy has escalated in recent weeks, fueled by Fidelity’s decision to move jobs to neighboring states. While it’s good to have an honest and open conversation about state economic policy, we shouldn’t focus the discussion so narrowly that we miss the bigger picture.
Every month thousands of Massachusetts companies make decisions about adding, locating, or reducing jobs. The question is how to make more of those decisions go in our favor. The best way to do so is by sustaining the state’s leading industries, including financial services.
Financial services is a huge, under-realized contributor to Massachusetts’ economic strength, directly employing nearly 170,000 people and supporting one to two times that number of jobs in related industries.
The tax benefits from those jobs are immense — income tax payments representing 20% of total income-tax collections, hundreds of millions of dollars in state sales taxes, and hundreds of millions in property taxes.
How can this economic cluster be protected and nurtured in the face of competition and technological innovation that enables many of its functions to be performed anywhere in the world? A key answer can be found in a forward-thinking tax policy enacted in the mid-1990s — single-sales-factor apportionment.
The single sales factor bases firms’ state income tax on their sales in Massachusetts, instead of on a combination of sales, property, and payroll. It has been unfairly labeled a “Fidelity tax break’’ — unfair because it affects an entire industry, not just one company, and because it is not a tax break.
When Massachusetts passed a single sales factor law in the mid-1990s, it lowered the cost of employing people here. It spurred the creation of thousands of new jobs, preserved thousands more, and was fully complied with by the companies it affected.
More than half of all states have adopted some form of single-sales-factor apportionment. The adoption of single sales by neighboring and competitor states should lead us not to question its effectiveness or validity, but to strengthen our resolve to preserve it.
The financial services story — of large economic impacts, and tax policies that promote growth — applies equally to manufacturing, high technology, and other critical industries.
If we preserve the single-sales-factor, and take additional steps to lower the cost of job creation, we will win more than our fair share of battles for jobs and investment.
The future of the Massachusetts economy depends on it.

Michael Widmer is president of the Massachusetts Taxpayers Foundation. Jim Klocke is executive vice president of the Greater Boston Chamber of Commerce.

Opinion
Assessing the Job at Hand

The trends and statistics that form the basis of the Regional Employment Board of Hampden County’s latest strategic initiative are not exactly recent phenomena, and together, they would hardly be considered a news flash.
But they are still eye-opening, and comprise a significant challenge for this region moving forward.
Summing up what the report’s authors have noted, or recorded, there remains a significant gap in this region between what many employers are seeking in terms of requisite abilities and skill sets from their workers, and what is apparently available in the region’s workforce as currently comprised. This sobering realization can be drawn from the fact that we still have a rather high unemployment rate in Western Mass. — around 9% according to most estimates, with that number much higher in some metropolitan areas like Springfield and Holyoke — and yet there are many employers in several sectors of the economy, from health care to precision manufacturing, who have vacancies they can’t fill because they can’t find skilled workers.
This is a rather unique problem for this region, historically, and one that constitutes a major economic development agenda item, even if some still don’t understand that the phrases ‘workforce issues’ and ‘economic development’ can and must be put together in the same sentence.
Indeed, while most consider economic development to be luring new businesses to the region, building clusters of companies of specific sectors, such as green energy and biotechnology, and enabling existing companies to expand, none of that can really happen — even if the economic conditions were favorable — unless this area had the workforce to support such growth.
Which is why we’re glad that the REB has not only put a plan down on paper — it’s known officially as the ‘Strategic Workforce Development Plan for Hampden County 2011-2013’ — but has developed a game plan for addressing some of the major issues, and has the ability to keep these matters front and center, where they belong.
In short, the report concludes that closing that gap — the overriding mission beyond the strategic plan — will not be easy and it won’t happen overnight. But it must be done, and it will involve the continuation of several current collaborative efforts, and some new ones, to get the job done.
And the work encompasses many different elements, from promoting pre-school programs and helping young people gain the reading skills they need, to introducing junior high school students to the benefits of a career in precision manufacturing; from working with health care providers and area colleges to ensure that graduates have the skills necessary to succeed in specific careers, to the fostering of mentoring programs that will help curb the high drop-out rates in several areas cities.
For decades now, the REB’s unofficial mission has been to help create employment opportunities, anticipate where the jobs will be for the short and long term, and partner with area institutions to ensure that there is a match between the skills needed for those jobs and the skills possessed by those in the workforce. The mission hasn’t changed, but there is now a greater sense of urgency, because, in very simple terms, that aforementioned gap is getting wider, not narrower.
And unless that trend is reversed, cities and towns across the region will suffer in their efforts to attract new companies and diversify their bases of businesses.
Workforce development certainly would not be considered the glamorous side of economic development, which is reserved for those announcements of new companies or expansions of existing ones involving hundreds of jobs. But those announcements won’t come unless this region has workers of sufficient quantity and quality.
As we’ve said many times, and we’ll keep saying it— workforce development is economic development.

Opinion
Public Radio, TV Strengthen Communities

National Public Radio is only a small part of federal funding for public broadcasting. This year it will receive about $3 million in direct programming support through the Corporation for Public Broadcasting. It’s true that stations may use some or all of their federal money to pay for NPR programs, but what’s really at stake here is our ability to serve our local communities.
The real issue is that your local public broadcasting stations will be defunded.
At a time when WFCR/WNNZ is planning a major expansion into downtown Springfield — something the business community has embraced as another step toward downtown redevelopment (part of the UMass-Springfield Partnership reported in this publication) — and when WGBY has just successfully added Connecting Point, a new local program, to its lineup of many successful programs and community efforts over the years, this would be the worst possible time to eliminate funding that is vital to your local stations.
For many years, WFCR/WNNZ and WGBY have broadcast the national programs Marketplace and The Nightly Business Report, respectively, hardly a “haven for left-wing radical ideologues spewing out anti-business rhetoric,” as BusinessWest stated in its recent editorial. In fact, WGBY’s Connecting Point has regular segments dedicated to local economic development in the Knowledge Corridor, and a good deal of WFCR/WNNZ’s local reporting is about the area’s business community.
Public radio and television stations are important sources of information in our communities. This is all the more significant given the contraction in journalism. According to the 2010 Pew Project for Excellence in Journalism, 72% of Americans feel that “most news sources are biased in their coverage.” But they don’t feel that way about public broadcasting — among the most trusted news sources anywhere. In fact, according to an annual Roper poll, PBS has been named as the most trusted institution in America for six consecutive years.
Other surveys by GfK MRI (a leading producer of media and consumer research in the U.S.) found that most NPR listeners consistently identify themselves as “middle of the road” or “conservative.” Millions of conservatives choose NPR, even with powerful conservative alternatives on the radio.
And right here in Western Mass., it is clear that businesses and individuals care about public broadcasting. Underwriting dollars and listener support are by far the largest parts of our annual operating budgets. But if federal funding were eliminated, we would have to make up the remaining 10% to 15% locally or reduce our local services by that amount.
Commercial broadcasting in America receives billions of dollars each year in public subsidies in the form of free use of the public airwaves, which belong to the American people. The federal government gives them licenses to make profits that dwarf what it spends on public broadcasting. It also appropriates millions of tax dollars to branches of the government and to states, which are spent on commercial advertising.
From Springfield and Longmeadow to Amherst and Greenfield, we rely on government to fund public schools and public libraries, and the need remains to preserve a spot on our airwaves for media that matters. WFCR/WNNZ and WGBY add value to the quality of life in our communities. And we do this as a free service for everyone every day.
We live in one of the greatest places in our country, and it benefits from having citizens who are informed, inspired, and educated with high-quality, intelligent, and meaningful public media. It plays a vital role in supporting the foundation of our democracy and civil discourse in communities as diverse and different as Holyoke and Huntington. Indeed, our content is a springboard for critical thinking, inspires entrepreneurial endeavors, and even attracts new residents and businesses to invest their lives and livelihood in our region.
WGBY and WFCR/WNNZ strengthen communities and provide positive economic and cultural impact that we need — especially now.

Martin Miller is CEO and general manager of WFCR 88.5FM and WNNZ 91.7FM; Russell Peotter is general manager of WGBY 57.

Opinion
Mentors Program Is a Big Step Forward

It’s way too early to even make an attempt at quantifying or qualifying the potential impact from a new program known as Valley Venture Mentors (VVM), but only a few months into the proceedings, this seems to be one of the best ideas — and most encouraging signs for progress in the broad realm of economic development — that we’ve seen in some time.
As the name suggests, VVM is about mentoring, specifically of young entrepreneurs who have ventures that — as the program’s CEO, Paul Silva, so eloquently put it — are “not quite ready for prime time.” It is the goal of the VVM to make them ready, or at least more ready. And if it succeeds, organizers say, it will help more companies over that initial hump and also keep more startups from leaving this region for Worcester, Boston, or other communities where more support systems exist.
But let’s back up a minute. The VVM was created to fill a critical need in this region, what Silva and others describe as a bridge between the classroom and the so-called real world. It’s an important bridge, a support structure that is paramount to building a stronger base of young companies that can potentially mature into major employers.
Over the past several years, UMass Amherst and several area colleges, including Springfield Technical Community College, Bay Path, Western New England, Elms, and others, have made great strides in not only teaching entrepreneurship, but fostering it as well. Indeed, these programs have not simply encouraged students to consider entrepreneurship as a viable career option — a thought that needs to be reinforced — and presented the basics (Entrepreneurship 101, if you will), they have also helped trigger some startup operations.
But then … well, there’s nothing between these programs and that aforementioned real world, which can be cruel and is always ultra-challenging. Without a support system in place to help them confront this world, young entrepreneurs often fail to advance their concepts, or, if they have the means to do so, they take their ideas to Boston or some other region where there is a support system.
Neither scenario is appealing for Western Mass., but they have become the norm, not the exception.
To reverse these trends — something that certainly won’t happen overnight — Silva and others have put the VVM in place. Meetings between mentors and selected ‘teams’ began in February and will continue on the fourth Wednesday of each month. After first getting a broad overview from each team, smaller groups of mentors have begun to drill down and address specific issues ranging from financing to protection of intellectual property; from building a business model to making an effective elevator pitch.
It would be wonderful to think that the formation of VVM is going to bring quick and profound change to the business landscape in Western Mass. Those who created this initiative know better. They understand that nothing will happen quickly and change will be incremental. Companies employing hundreds of people will not suddenly sprout up in Hadley, Hampden, and Holyoke because of monthly mentoring sessions in a law firm’s conference room in downtown Springfield.
But if things go as organizers project, that bridge now in place between the classroom and the real world will enable more young entrepreneurs to successfully make that journey from the former to the latter. And with those crossings will come jobs, more vibrancy, and, perhaps most important, a mindset that ideas can be developed in this region.
That’s why this concept is so promising.

Opinion
Time to Pull the Plug on NPR

While it may seem outwardly risky to support one’s argument with statements made by Ron Schiller — this is, after all, the man who described Tea Party members as “not just Islamaphobic, but xenophobic … seriously racist people” — we’re going to do it anyway.
While it was Schiller, National Public Radio’s now former senior vice president for development (he was abruptly fired for those comments and others exposed in a hidden video sting) who said NPR “would be better off in the long run without federal funding,” he’s certainly not the only one saying such things. And we agree wholeheartedly.
The rhetoric is picking up as the public broadcasting industry wages an all out, almost desperate, campaign to save its federal allowance, which amounts to about $430 million a year for the Corporation for Public Broadcasting (CPB), of which NPR receives about $5 million. Schiller and others say that NPR can easily survive without the federal dollars. More to the point, it should.
Why? There are a host of reasons, not the least of which is paring the federal deficit, and there are myriad ways to allocate precious funds more responsibly than handing them over to those running public broadcasting facilities and earning six-figure salaries to boot. But those aren’t the best reasons.
Simply put, when government subsidizes the media, any media, it also exercises a measure of control, or influence, over that media, which is something Americans don’t want and don’t need. Over the years, NPR, and local public broadcasting in general, has become a haven for left-wing radical ideologues spewing out anti-business rhetoric.
Without public funding, NPR could operate, theoretically at least, without politics always being the elephant in the room. Looking at things another way, it wouldn’t have to spend time, money, and political capital every year to save its budget.
From our view, NPR, and public broadcasting as a whole, would be better off — much better off — without its public subsidies, but no one in that industry (save for Ron Shiller) will say that out loud.
Call it tough love if you will, but Congress has to cut public broadcasting loose and let it try to survive without its security blanket, our tax dollars. And it will survive, and do just fine, without federal money — and the scrutiny and cynicism that comes along with it.
And as for public television, people should be upset about facilities like Boston’s WGBH’s headquarters, an $85 million multi-media palace dubbed the “Taj Majal,” and the dozen people inside making more than $200,000 a year. Should our tax dollars be subsidizing these edifices of government-funded excesses? We think not.
To go back to where we started, Schiller is right on the money — not about Tea Party members, but about public broadcasting. It would be better off not being on the dole, and so would the people who watch and listen to it.
Will government cut the cord? We hope so.