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Opinion

An Achievement of Note

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Opinion

Editorial

 

When Bob Bolduc sold his hugely successful chain of Pride stations and stores a few years ago, people wondered what the entrepreneur, philanthropist, and BusinessWest Difference Maker would do next. They didn’t have to wait long for the answer.

It came in the form of Hope for Youth & Families, a foundation into which Bolduc has put the same intense drive and attention to detail as his business. In three short years, the family foundation has made progress with its three stated points of focus — literacy, helping young people find paths to a college education, and the arts.

And it is in the last category that the foundation has made its most visible, and potentially most impactful, contribution, with the creation of the Hope Center for the Arts in the former CityStage space in downtown Springfield (see story on page 4).

CityStage has been dormant for many years now, and the stunning transformation into the Hope Center for the Arts reactivates that space in a powerful way. But this is about much more than turning the stage lights back on at that theater — although that has been accomplished as well.

Bolduc and others at the foundation realized early on that they could do a lot more than bring CityStage online. They could create a true learning and performance center, where young people could become immersed in everything from dance to theater; music to photography; creative writing to visual arts.

And that’s what has been created in the various spaces at the center, into which the foundation has poured more than $15 million, by Bolduc’s estimates, for everything from new HVAC systems to a teen café and lounge to a revamped main stage that is state of the art in every way.

Bolduc likes to say he’s not making these investments in equipment or infrastructure or lighting. He’s making them in young people. Several generations of young people.

And he’s right. Because while the new stage might produce rich sound and intense lighting, what it and the other facilities at the center ultimately do is help educate young people and, through the arts, inspire them to reach higher, pursue excellence, unlock talent, and perhaps even find a career.

They might possibly have done all that without the Hope Center for the Arts, but this new facility, clearly one of the better and more inspiring stories unfolding in Springfield, makes it exponentially easier.

Bolduc says he hopes the new center changes the trajectory of many young lives in Springfield. We believe it will.

Investing in the Future of Western Mass.

By Contributor
Opinion

Opinion

By Emily Haber

When it comes to serving the needs of Western Massachusetts, our state government has a mixed record. It often directs its finite attention and resources inside 495.

However, one wildly successful program enables business leaders to deliver state funds directly to communities throughout the region. The Community Investment Tax Credit provides a 50% tax rebate on donations to nonprofit organizations known as community development corporations, or CDCs.

These organizations, 12 of which are in Western Massachusetts, provide people with safe and affordable places to live. They provide transportation in areas that lack buses or trains, equip workers with the skills that local companies need, and make other vital investments in local economies.

Launched just over a decade ago under Gov. Deval Patrick, the Community Investment Tax Credit has gained momentum under Govs. Charlie Baker and, now, Maura Healey. In its first 10 years, the program delivered $134 million to community development projects throughout Massachusetts.

In the past three years alone, CDCs in Western Massachusetts assisted nearly 2,000 entrepreneurs, educated more than 3,000 homebuyers, provided more than $29 million in grants and loans to small businesses, and built more than 200 homes.

Recognizing the undeniable success of the program, the governor and lawmakers recently expanded it as part of the Affordable Homes Act, increasing the allotment of tax credits to $15 million per year in 2025. Earlier this month, the state issued $2 million in new credits for Western Mass.

Signs of CDCs’ impact are everywhere. In Great Barrington, CDC of South Berkshire recently converted an inn into 16 month-to-month rooms with a common kitchen to house new employees of Berkshire Health Systems — Berkshire County’s largest employer. Franklin County CDC, which works in all four Western Mass. counties, assisted 365 entrepreneurs and lent $3.4 million to businesses.

In Northampton, Valley CDC is converting a long-vacant nursing home into 60 affordable apartments and installing geothermal heating and cooling systems. In Springfield, Way Finders is redeveloping distressed properties and making them available to first-time homebuyers.

Meanwhile, Quaboag Valley and Hilltown CDC are running rural vans that are a lifeline to seniors and other residents. The Community Investment Tax Credit supports countless other programs that help make Western Mass. more vibrant.

In a diverse region with more than 100 cities and towns, the program gives organizations leeway to meet the unique needs of local employers and communities. The state holds CDCs accountable so donors can feel confident that their investments will truly enhance the local economy.

Taking advantage of the program is simple: individuals, companies, or foundations that donate $1,000 or more to a qualifying CDC are eligible for a tax rebate of 50% — in effect, a matching donation that doubles the impact of a gift. The program is open to all. Those who do not pay Massachusetts taxes or owe less than the amount of the rebate receive a direct payment from the state.

From food to advanced manufacturing to biotechnology to tourism, Western Mass. possesses tremendous economic potential and is poised for growth. Yet, to fully take advantage of the opportunities ahead, the region needs to address shortfalls in housing, transportation, and support for small businesses, among other challenges. At a time of national and global uncertainty, the Community Investment Tax Credit offers the opportunity to invest close to home so that Western Mass. can thrive for generations to come.

A list of qualifying CDCs in Western Massachusetts is available at macdc.org/western-mass-cdcs.

 

Emily Haber is president and CEO of the Massachusetts Assoc. of Community Development Corporations.

Jim Vinick Made a Difference

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Opinion

Editorial

 

When Jim Vinick put his mind to doing something — whether it was the next iteration of the Naismith Memorial Basketball Hall of Fame or a statue in honor of the man who would be identified as the ‘Jimmy’ in the Jimmy Fund — he got it done.

And that’s just one of the character traits that people remember as they celebrate the life and accomplishments of Vinick, most recently the managing director of Investments for Moors & Cabot, who passed away in June.

Mostly, they remember that he didn’t just get things done — he got them done right, the way he thought they should be done.

With the statue of Einar Gustafson (‘Jimmy’), that meant removing Red Sox slugger Ted Williams, a close friend, from the original plans for the piece — because it was the Boston Braves, not the Red Sox, that were originally associated with the nonprofit that raised money to battle cancer in children — and being steadfast in his efforts to have it located in a prominent area.

This determination to have things done his way sometimes ruffled people. Indeed, John Doleva, president and CEO of the Hall of Fame, who worked with and beside him for decades, said of Vinick: “while his exterior was gruff, his heart was pure.”

Indeed, it was, especially when it came to the Hall. For Vinick, it was literally a life-long passion.

“As a young teenager, he worked with his father, brother, and others to help establish the original Basketball Hall of Fame on the campus of Springfield College and since then has been a tireless advocate for the various iterations of the Hall,” Doleva noted. “He has served as our longtime finance committee chair and treasurer of the organization keeping a watchful eye on the Hall’s financial condition, and he helped guide the long-sought economic renaissance of the Hall and reveled in the current fiscal condition of the Hall and our growing impact on the game. He stands as the bedrock of the current Hall. He will be missed, but never forgotten.”

Those are sentiments shared by many, including those who tuned in to “The Vinick Report” on Channel 40, dedicated to financial literacy and helping viewers make smart, informed financial decisions. And those who worked with him on the Jeffrey Vinick Memorial Golf Tournament, staged in honor of his son, who lost his battle with a rare form of testicular cancer. And those who benefited from his many contributions to community institutions such as Jewish Geriatric Services, Temple Beth El, and the Willie Ross School for the Deaf.

Those sentiments explain why Vinick was honored by BusinessWest with its prestigious Difference Makers award in 2013. Only a few dozen people have earned that title, which is reserved for those who go above and beyond — in his case, with everything he did — and make this region a better place to live, work, and do business.

He certainly did that, and, as Doleva noted, he’ll be missed, but never forgotten.

From the Field to the Front Lines

By Contributor
Opinion

Opinion

By Denzel Agyeman

I spent four years chasing victory on the track as a Division 1 athlete at UMass Amherst. I trained for long hours and learned the importance of sacrifice, teamwork, and dedication. I pushed myself physically and mentally while balancing the rigorous training with taxing academic studies.

Upon graduation, I wanted to take these skills into a career that demanded the same focus, resilience, and collaboration, but in a way that I could make a difference. I decided to pursue a path into medicine and I set my sights on becoming a physician assistant (PA). I knew I had to sacrifice long hours to get hands-on patient care experience before applying to PA school. I shadowed a neurosurgeon at Baystate Medical Center, who advised me to become an emergency medical technician (EMT).

I turned to American Medical Response’s (AMR) Earn While You Learn program, where I was compensated to take EMT classes. Within 12 weeks, I learned how to be a first responder for the city of Springfield. It exposed me to the reality of medical care in the field, before patients are handed off to the hospital.

Becoming an EMT combines everything I love about being an athlete — teamwork, communication, and discipline — but with a much deeper sense of purpose. My experience on the track helped prepare me for the moment I heard my first call come over the radio as a first responder. The feeling of adrenaline was familiar. It pushed me to move faster, assess what’s ahead, and work efficiently under pressure. But now the stakes were even higher.

On the track, and now in the ambulance, teamwork is at the forefront of everything I do. My colleagues at AMR are the ultimate team players. We work together to make quick decisions and offer support. We keep each other and our community safe. And we consistently push each other to provide the best patient care possible. We also collaborate with other skilled first responders, including Springfield firefighters, police officers, and hospital personnel, all dedicated to helping our neighbors in times of need.

In track, I learned that communication isn’t always about talking; it’s about listening — to my coach, my teammates, and my body. As an EMT, that skill translates into every call I go on. I listen to our patients and help them through some of their worst possible moments. I listen to family members and provide comfort and reassurance. I listen to my instincts and the guidance of my partner. Earn While You Learn has taught me to communicate both professionally and personally with patients, making chaotic situations run smoothly with empathy and integrity.

I’ve traded in the medals for stretchers. I’m still running, but now it’s to help ease someone’s pain, make them breathe easier, or simply help them feel safe. My new team may look different, but it’s not unique. Emergency medical service is filled with athletes, veterans, and caregivers, all doing extraordinary things to be there at a moment’s notice for our community. For anyone looking for a greater purpose in life, consider this uniform.

AMR’s Earn While You Learn program is designed to cultivate the next generation of EMTs by providing trainees with full-time employment from day one. Participants receive free tuition, training, lab fees, books, testing, and equipment — all while earning a paycheck during class. Upon completion of the program and EMT certification, graduates receive a pay increase and comprehensive benefits.

Since its inception by AMR’s parent company, Global Medical Response (GMR), the Earn While You Learn program has expanded to 42 states and 173 cities and has graduated nearly 3,000 students.

 

Denzel Agyeman is a former UMass Amherst athlete and recent graduate of American Medical Response’s Earn While You Learn program.

Editorial

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Opinion

Not a Sublime Turn of Events

 

Leaders at Sublime Systems, a company that has developed a low-carbon cement, believe they can withstand the loss of an $87 million federal grant and move their plans forward, including those for a manufacturing plant in Holyoke.

News of the Trump administration’s plans to terminate $3.7 billion in grants issued by the the U.S. Department of Energy’s Office of Clean Energy Demonstrations, including the $87 million earmarked for Sublime, came down earlier this month.

To many, the news sounded like a death knell for Sublime, but officials there believe they have enough momentum, in the form of contracts with players ranging from Microsoft to regional and national construction companies, including Daniel O’Connell’s Sons in Holyoke, to press on and perhaps only be slowed down, not stopped, by the loss of the federal grant.

We hope they’re right, because Sublime’s ability to weather this storm has huge implications for both Holyoke and the region.

Before getting to that, we’ll just say that the termination of this grant makes little sense. The Trump administration has stated goals to bring more manufacturing to this country and lessen its dependence on foreign countries for everything from energy to construction materials.

Sublime’s cement does all that. It will bring jobs here, and it will reduce dependence on foreign makers of cement, including Canada and Mexico.

We can only assume it is the phrase ‘clean energy’ that does not align with the philosophy and goals of the Trump administration, but the ‘why’ in this case is not what matters. It’s the end result.

Now, Sublime must try to resecure that federal grant by restating its already strong case about what its product can do to dramatically reduce the carbon footprint from cement making, while also creating jobs and helping to revitalize a community like Holyoke.

The Paper City has a lot riding on Sublime’s ability to move forward with plans to construct a plant in the Flats section of the city that will produce 30,000 tons of cement per year. Indeed, the city is trying to stake a claim as a home to clean-tech companies, and brings many assets to bear, including land and former mills to develop and reliable, cheap, green energy (hydropower) from the Holyoke G&E.

With the cannabis sector plateauing, if not declining, Holyoke needs clean energy and companies like Sublime for job creation to help continue the momentum that has been building in this historic manufacturing city for several years now.

The region needs Sublime and other success stories in this realm as well. We’ve already documented how its traditional economic pillars — higher education, healthcare, and nonprofits — were already struggling before the Trump administration began changing policies and terminating grants, and now, their struggles are deepening. The region needs to tap new sources of innovation and jobs, and clean energy is one of them.

It’s very difficult for a company like Sublime to overcome the loss of an $87 million grant. It must tap other resources — from the state to venture capital — while also hoping to get that grant back.

We hope Sublime can overcome this loss and move forward, because Holyoke and this region need this company to succeed.

 

Have a Safe, Non-impaired Summer

By Contributor
Opinion

Opinion

By Mothers Against Drunk Driving

 

As families get set to fire up the grill, hit the highway, and head out on the water for the Fourth of July, Mothers Against Drunk Driving encourages everyone to make safety part of their plans. The organization’s “Safe Summer” campaign is a season-long effort to prevent impaired driving, protect teens, and keep the roads and waterways safe. Here are some tips to remember.

1. Make a Plan Ahead of Time. Whether you’re heading out to a barbecue, beach trip, or boat excursion, figure out how you’re getting home safe before the drinks start flowing. Use a rideshare app, designate a sober driver, or make a plan to take public transportation. Don’t wait until the last minute to make a decision.

2. Don’t Drive Boats or Recreational Vehicles Impaired. A boat is a vehicle, and so are jet skis, golf carts, all-terrain vehicles, and bikes. Alcohol is the leading factor in fatal boating crashes, and boaters are likely to become impaired faster than drivers, thanks to motion, sun, vibration, and engine noise, which intensify alcohol’s effects. Avoid alcohol entirely when operating any vehicle, on land or water.

3. Always Wear a Life Jacket. According to the U.S. Coast Guard, 85% of people who drowned in recreational boating incidents were not wearing life jackets. Wearing a life jacket is one of the simplest ways to stay safe on the water.

 

4. Plan Ahead When Heading to a Concert or Festival. Summer concerts and music festivals are all about good vibes, but many take place in remote areas with limited transportation options. If you plan to drink or use substances, don’t risk driving. Use a rideshare app, designate a sober driver, or find out if the venue offers shuttles or public transit. Do your research ahead of time so you’re not stranded later. Go with friends who look out for each other, and make a group pact to get home safe.

5. Talk to Your Teens About Making Safe Choices. Summer break means more young drivers on the road and a higher risk of crashes involving teens. Parents play a critical role in keeping them safe. Start the conversation early about the dangers of underage drinking, peer pressure, and the importance of making smart choices behind the wheel.

6. Be a Proactive Host. Hosting a Fourth of July party? Think ahead to help your guests get home safely. Make sure there are non-alcoholic drink options, encourage designated drivers, help people book a rideshare, or offer a place to crash if needed. A little planning goes a long way.

7. Drive Defensively and Report Impaired Driving. Even if you’re sober, others may not be. Buckle up, drive defensively, and expect the unexpected, especially near lakes, beaches, and party zones. If you spot someone driving impaired, don’t stay silent. Call 911. One call could save a life.

Celebrating Five Class Acts

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Opinion

Editorial

BusinessWest launched its 40 Under Forty program in 2007 to recognize the rising stars in the 413. It’s become an immensely popular initiative that has created a somewhat exclusive club, if you will, one that now boasts 760 members.

That’s a big number, and something to bear in mind when considering a spinoff from that original program, something we call the Alumni Achievement Award, which, as that name suggests, recognizes 40 Under Forty winners who have continued to build on their résumés, both professionally and with their work in the community.

This is a far more exclusive club and, in many ways, a more notable achievement, just because of those numbers.

Which brings us to our latest AAA competition, if you will. There can be only one winner — and he or she will be announced at the 40 Under Forty gala on June 19. But we celebrate our finalists because it’s an honor just to be in that group. And these stories provide us with a great opportunity to tell more stories about individuals who continue to excel and find new ways to give back and make a difference.

Each of our finalists (see cover story) has a unique story, but there are common denominators, especially a commitment to this region and using their talents to improve quality of life here. Each story is compelling, and each finalist is certainly worthy of being the next AAA winner:

• Jeff Fialky was an associate at the law firm Bacon Wilson when he became part of the just the second 40 Under Forty class in 2008. He’s now managing shareholder, leading the firm through a time of change and challenge in that sector while also giving back to the community and, specifically, agencies and causes ranging from the Springfield Regional Chamber to Springfield Museums.

• Amelia Holstrom was an associate at the law firm Skoler, Abbott & Presser when she earned her 40 Under Forty plaque. She’s now a partner and a regional leader in this ever-changing, vitally important field of law. She is also active in the community, with groups from the Girls Scouts to Clinical & Support Options, and roles such as library trustee in Wilbraham.

• Jim Krupienski has risen to the rank of partner at the accounting firm Meyers Brothers Kalicka, where is a real leader and mentor to many young people entering the field. And he acts as a true role model for them, especially with the many ways he gives back to the community, whether it’s through his own work with the Westfield State Foundation or the Westfield YMCA, or the way he encourages the firm to support agencies ranging from the Food Bank of Western Massachusetts to Habitat for Humanity.

• Ryan McCollum is, in a word, a ‘connector.’ As the founder and owner of RMC Strategies, he coordinates political campaigns and spearheads the marketing efforts of a growing number of area agencies, businesses, and causes, many of them involving under-represented constituencies. And, since long before joining the 40 Under Forty club in 2012, and continuing through his career, he has been involved in the community, with agencies like Square One, YPS, Suit Up Springfield, and the Healing Racism Institute of Pioneer Valley.

• Orlando Ramos and his family moved around a lot when he was young. They eventually settled in Springfield, which, for him, became a home — and a passion. He’s represented the community on the City Council, and now as state representative for the 9th Hampden District. It’s been 11 years since he was presented his 40 Under Forty plaque, and over that time, he’s continually found new ways to advocate for city residents and make the City of Homes a better place to live, work, and do business.

As noted earlier, all five are worthy of the AAA award, and all five should be celebrated for all they’ve done, and all they continue to do in, and for, this region.

HR Isn’t Dying — It’s Evolving

By Contributor
Opinion

Opinion

By Pam Thornton

If you’ve scanned the headlines lately, you might believe the end is near for the HR profession. Bold proclamations like “HR is dead,” “AI is taking over,” and “the HR profession is doomed” are grabbing attention and creating fear. These sensational claims are missing a deeper and more important truth.

Yes, HR is undergoing significant disruption. But no, it’s not dying. It’s transforming.

As HR thought leader Josh Bersin and several others point out, pressure is mounting for HR teams to automate, streamline services, and reduce overhead, often by integrating AI tools. But this shift doesn’t erase the function of HR; it redefines it.

The profession isn’t facing extinction; it is facing a reckoning. Here are a few of the most pressing signals HR professionals can’t afford to ignore:

• Automation of Routine Tasks. Chatbots and self-service platforms are handling more day-to-day HR inquiries, freeing up time, but also changing expectations.

• Shifting HR Business Partner Roles. As AI takes on more analytical and advisory functions, the traditional role of HR business partners is evolving.

• Redefined Job Structures. Organizations are restructuring roles and reporting lines with AI-driven insights, driving adaptability to the top of HR’s competency list.

These aren’t signs of collapse; they’re signs that the role of HR must become more strategic, consultative, and value-driven.

Whether it is benefits, payroll, or an integrated HRIS platform, automating routine tasks has elevated the employee experience by delivering faster, 24/7 support through self-service tools. As a result, HR professionals can redirect their focus toward strategic initiatives that drive business value.

This shift has also raised employee expectations. HR is now expected to be both highly efficient and consistently responsive. To thrive in this new reality, HR professionals must evolve alongside the tools they adopt, and upskilling is non-negotiable.

HR needs to be invested in data literacy and knowing how to interpret and apply HR data to drive smart decisions. Understanding how AI tools work and where they can enhance — not replace — work is critical. Creating strategic alignment by connecting HR goals to broader business outcomes in a measurable, impactful way should be at the top of every HR person’s priority list.

This isn’t a doomsday signal of HR. It’s the beginning of a new chapter — one filled with opportunity for those who are willing to adapt. By embracing the tools and technologies and reshaping the workplace, HR can deepen its relevance, strengthen its impact, and lead the way into the future of work.

Don’t wait for the future of HR — be the one to create it. Let’s not be defined by the headlines.

 

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

Nonprofits Need to Be Resilient

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Opinion

Editorial

 

In many respects, the timing could not be worse.

Indeed, the sharp cutbacks — and threatened cutbacks — for programs provided by area nonprofits comes at a time when needs are rising.

There’s increased need for food provided by area pantries and soup kitchens because of inflation, workforce reductions at several area companies, and the soaring costs of other necessities, like housing and healthcare.

There’s rising need for behavioral health services as people young and old continue to grapple with the lingering effects of COVID, the isolation it created, and other side effects.

Need is also rising for programs to assist the victims of domestic violence, child abuse, stalking, and related issues because of a worsening economy and the pressures it puts on families.

These are just some of the many programs and initiatives that are being threatened by cuts or the threat of cuts in federal funding to everything from early childhood education to SNAP benefits; clean air programs to the arts.

As the story on page 4 reveals, these are extremely challenging times for the area’s nonprofits, who are seeing cuts large and small involving programs that, in one way or another, impact quality of life in Western Mass.

These nonprofits are responding, as they always do, with determination and a strong desire to find ways to carry out their missions and continue to provide some of the services mentioned above. They’re looking at alternative sources of funding — from appeals to the public and area foundations to, in the case of the YWCA of Western Massachusetts, a capital campaign, not to build a building, but to keep programs operating.

At the same time, nonprofits are exploring ways to collaborate with other agencies so that vital needs can be met.

In some cases, as with a terminated $1 million grant for programs to address asthma in area cities, it will be difficult, if not impossible, to find other sources of funding and continue initiatives that have yielded progress on this important front.

Overall, many nonprofits are fighting, not necessarily for survival, but for the ability to retain their talented workforces and carry on their critical missions. And it’s an important fight, for the reasons mentioned at the top, but also because our nonprofits are a large — much larger than many people realize — and very important cog in this region’s economy. And not just because of the tens of thousands of jobs they provide, but because of the services they offer that help strengthen families and enable people to work and thrive in this economy.

If there is one adjective that could best describe this region’s nonprofit ecosystem — and it is exactly that, an ecosystem — it’s resilience.

Indeed, nonprofits have weathered recessions, workforce challenges, and, most recently, a pandemic that forced many of them to find new and different ways to carry out their missions.

They will need similar resilience, and much of it, in these ultra-challenging times, and we are quite confident they will find it — because there’s simply too much at stake.

Community Colleges Change Lives

By Contributor
Opinion

Opinion

By Michelle Schutt

We recently celebrated National Community College Month in April, a great time to reflect on what makes Greenfield Community College — and all community colleges — so special.

Did you know that 46% of all college students in Massachusetts attend community college? This remarkable statistic shows just how powerful community colleges are in helping students attain goals otherwise not possible, changing the trajectory of their careers and lives. Here are just a few of the ways GCC is supporting our region and beyond.

Graduates of community colleges increase their earnings significantly, with the average graduate earning nearly $10,000 more per year than their peers without a degree. Community colleges also serve as an onramp to higher-level degrees for many students, and particularly for the most demographically and socioeconomically diverse students. Approximately 45% of GCC graduates go on to subsequent education, illustrating the college’s effectiveness in providing further education pathways, better career outcomes, and more prosperity throughout our region and beyond.

Our graduates help build a highly educated and skilled workforce, which in turn contributes to stronger local economies and vibrant, resilient communities. As a primary educational institution for healthcare professionals, first responders, educators, business owners, tradespeople, and public servants, our skilled graduates provide essential services that we all count on. And by training more than 400 individuals per year through our workforce development programs, we are meeting workforce needs of many large and small employers throughout the region.

GCC also serves as a hub for community engagement and intergenerational initiatives in Franklin County, hosting close to 100 events each year, including workshops, cultural programs, and public lectures. These activities foster community involvement and promote lifelong learning among residents. Participants bring diverse perspectives and experiences to their communities, contributing to cultural enrichment and fostering a greater appreciation for the arts, sciences, and civic discourse.

Everywhere I go, I am told by current and former students that choosing to go to GCC has been one of the best decisions they ever made. And now, thanks to Massachusetts’ new free community college programs, enrollment has increased 31% since 2022.

We are nonpartisan in our mission to provide accessible, affordable education that can transform lives. The threads of Greenfield Community College run through every corner of our community — whether it’s businesses that are thriving because of our students and employees, the families whose lives are being uplifted, or the connections we’re making every day. We’re all in this together, and that’s something we can be incredibly proud of.

I extend my heartfelt gratitude for the work of the staff, faculty, and students who help change family trees and build brighter futures for everyone.

 

Michelle Schutt is president of Greenfield Community College.

The Importance of Summer Jobs

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Opinion

Editorial

 

It is mid-May.

Most college students are back home now, and in a month or so, they’ll be joined by thousands of high-school students. Most of these young people will be looking for work, and we can’t stress enough how important it is for the region’s business community to help them find it.

We’ve delivered this message often, but it’s even more critical to send it this year, a time of uncertainty for all business owners and nonprofit managers, and a time when many in both categories are experiencing some form of hardship.

Indeed, there have been several reductions in workforce in our region in recent months. The cutbacks at Baystate Health, which is undergoing what its new leadership is calling an ‘ongoing transformation,’ have garnered large headlines, but many others have gone under the radar.

Meanwhile, many higher-education institutions are also experiencing hard times, with some implementing hiring freezes and other strategies designed to control budgets.

So, for many, it will be difficult to bring on more help, while for others, especially those in the hospitality industry and retail, it is still difficult to find help, and the arrival of summer and college and high-school students is a blessing.

We would encourage all those who can to try to find opportunities for these young people, and for many reasons.

That includes a paycheck, which they need. Beyond that, though, summer jobs, especially those all-important ‘first’ jobs — be they at a local farm, the Big Y or Rocky’s Ace Hardware down the street, Six Flags, or a landscaping company — bring with them many lessons and learning experiences.

Young people come to understand how the world of work operates, the importance of showing up on time every day, and the nuances of teamwork and being part of a team. And if these young people are working, they’re often less likely to be getting into trouble.

At the same time, summer jobs help people make connections with the local business community. Sometimes — not often, but sometimes — a summer job at a hospital, college, manufacturing facility, or accounting firm can lead to a career with one of those employers.

Everyone remembers their first job. Everyone remembers those jobs they had while they were in high school and home from college. They remember them because they were important steps in their development as adults and contributors to a team, a business, and the local economy.

That’s why, even in these difficult and uncertain times, it’s important for businesses of all sizes to create more of these experiences by creating some summer jobs.

Foster Parents Deserve Support

By Contributor
Opinion

Opinion

By Marianna Litovich

 

May is Foster Care Awareness Month, an opportunity for child-welfare advocates and professionals to shine a light on our work in the hopes that folks will be interested, learn about the challenges and rewards of what we do, and engage with us — because everyone can do something to make a difference.

Currently in Western Mass., there are almost 2,000 children in foster care as a result of their family’s inability to meet their needs. These families are typically plagued with social welfare concerns, poverty, substance misuse, and lack of social support, which renders them unable to care for their children.

If a relative or other known adult in the child’s life (such as a teacher, coach, or friend) cannot be identified to care for them while their parents attempt to rehabilitate, they will end up on the doorstep of someone like me — a foster parent who will welcome them, embrace them into the fold of their family, and care for them as long as is necessary. It can be an overwhelming commitment, one my spouse and I made for 15 years.

Despite my training as a psychologist, I was overwhelmed and surprised by how taxing being a foster parent can be, and how much the journey can impact one’s mental health and well-being. A handful of years into our journey, I also started a nonprofit to support other foster families, creating a community of folks all in the daily trenches of foster care. Through All Our Kids Inc., I met countless families who were struggling in the same ways, dealing with the same things, taxing their mental health through the same means.

The challenges of foster care are numerous. It can be complicated and messy and frustrating, pushing many of us to question whether we’re really cut out for this. A lot of people assume the hardest part is managing children’s behavior, or the uncertainty regarding if and when you’ll say goodbye to a child you love. These are hard, but typically not the deal breakers.

Working with hundreds of families over the years, I’ve learned what actually pushes people beyond their tolerance is the stress of dealing with the system: managing appointments, court dates, home visits, lack of response from overworked social workers, juggling all the therapies, the bureaucracy of getting permission for mundane things like haircuts and out-of-state travel, customer-service representatives at a child’s health insurance company … the list goes on and on. These cumulative stressors can really take a toll on a foster parent’s mental health. We need support. And it’s more simple than it sounds.

These days, our society is more open about mental health, giving ourselves and each other permission to seek help through therapy and medication. I applaud these strategies and employ them myself. But they do not reduce the stressors that wear us out and spread us thin. For that, we need to look to each other.

During Foster Care Awareness Month, I encourage everyone who is not a foster parent, and is able, to seek out a foster family and offer one piece of support: cook a meal, mow the lawn, offer a ride, offer childcare … anything that puts actions to the words, “you’ve got this, and we’ve got you.”

You’ll be amazed at the impact a small act of support can have on a family struggling to manage it all. You could, very literally, be keeping a family together. Sometimes the most powerful medicine is support from each other.

 

Marianna Litovich is the founder and executive director of All Our Kids Inc.

Celebrating the 40 Under Forty

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Opinion

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Turtlepalooza. The Sheriff’s Shuffle. Lynchie and Friends. Swim 1922.

Monson Free Library. The Miracle League of Western Massachusetts. Credit for Life. Girls on the Run.

Head of Internal Audit. Founder and CEO. Dental practice owner. Farm & Food Products Program director.

Respectively, these are some of the unique community programs that members of the 40 Under Forty class of 2025 are involved with; just a few of the nonprofits to which they donate time, energy, and expertise; and a handful of the many impressive titles they now hold.

Collectively, all this helps tell story of this class, which, like the 18 before it, is full of rising stars doing impressive things. And, like previous classes, this one is diverse, although 29 are women, tying a record set just last year; what that trend means, we don’t exactly know.

But it’s diverse in every other sense of that word, including geography — members represent communities from Greenfield to Monson; Holyoke to Ludlow — and business sectors. Indeed, while there are bankers, accountants, and nonprofit managers, there’s also a DJ with his own entertainment company, an EMS coordinator, and the employment program supervisor for the Hampden County Sheriff’s Department.

This rich diversity and collection of inspiring stories helps explain why BusinessWest created its 40 Under Forty program back in 2007. The strategy was simple: solicit nominations from across Western Mass., hand them to a panel of judges, let them decide which ones stand out the most, and then inspire a region by simply telling their stories.

We’re up to 760 of them now, and each one has been different, but with some common denominators — namely, outstanding work in their chosen field and a willingness to give back to the community.

And by highlighting what they do, we learn more about them — whether they keep bees and sell honey or play the guitar or raise milking shorthorns — and this personalizes the stories, bringing into focus the many ways in which they balance life and work.

One of the reasons we created Forty Under 40 and tell these stories is to inspire others to follow the lead of those being honored and find their own way to stand out. And we have to believe that the program has done that.

After reading about these 40 people, how could you not be inspired?

Developing Executive Leaders Is Key

By Contributor
Opinion

Opinion

By Kim Dunn

Have you ever met someone who described themselves as a ‘lifelong learner?’ If you have, then you likely know why the ongoing development of executives is critical to your organization’s success.

In today’s fast-paced, ever-evolving business landscape, executive-level leaders face immense pressure to guide their organizations toward success while navigating complex challenges. The ability to make strategic decisions, foster innovation, and inspire teams is crucial — and it all begins with continuous development of leadership.

Executive development is not merely a luxury; it’s a necessity. Leaders at the top often set the tone for organizational culture and performance. By investing in the growth of executives, leaders strengthen their ability to adapt to new market trends, embrace diverse perspectives, and foster resilience in the face of uncertainty.

Leaders often feel they are responsible for having all the answers, and they put enormous pressure on themselves to be everything to everyone. In reality, we know that no one leader knows everything. We can, however, increase our knowledge while sharing experiences and challenges with peers. Developing yourself through peer learning can enhance essential skills such as emotional intelligence, critical thinking, and decision making, all of which are indispensable for effective leadership.

Facilitated peer-group conversations can provide leaders with a unique platform to connect, learn, and collaborate. Executive roles can be isolating, as individuals in these positions may feel reluctant to share vulnerabilities or challenges within their organization. Peer groups offer a safe space to exchange ideas, seek advice, and gain valuable insights from others who have faced similar situations. These conversations foster a sense of community and spark innovative solutions that might not emerge in isolation.

When executive development and peer-group interactions are prioritized, organizations reap the benefits. Leaders become more agile, insightful, and equipped to tackle both internal and external challenges. Investing in the development of executive leaders is not just an investment in individuals, it’s an investment in the future of the organization. By cultivating a culture of growth, collaboration, and shared wisdom, businesses empower their leaders to thrive and lead with purpose.

If you or someone you work with is an executive who would benefit from actively participating in an executive peer group, the Employers Assoc. of the NorthEast will offer an executive-coach-facilitated executive peer group starting in June. Visit www.eane.org/executive-peer-group for more information and to register.

 

Kim Dunn is a strategic human resources consultant with the Employers Assoc. of the NorthEast. This article first appeared on the EANE blog; eane.org

The Power of Purposeful Purchases

By Contributor
Opinion

Opinion

By Shalini Bahl and Iman Fenina

 

With intention, consumers can make a powerful impact. Recent boycotts of companies like Amazon, protesting issues such as labor practices, environmental impact, and corporate greed, have highlighted the power of consumer action. But for such initiatives to succeed long-term, this shift needs to expand beyond occasional boycotts toward shopping in alignment with our values. It isn’t just about what we’re refusing to buy — it’s about what we actively choose to support.

What if we could reimagine our relationship with consumption? This past semester, students at the Isenberg School of Management at UMass Amherst explored this idea, finding answers close to home. North of UMass in the Mill District and in the heart of downtown Amherst, they identified six exemplary establishments that redefine marketplaces to nourish consumers and communities.

Located in the Mill District, Carefree Cakery is built on a foundation of fair-trade ingredients, health-conscious options, and empowerment for women and minority employees. Caring for the community, both locally and globally, this bakery is also committed to offering allergen-friendly desserts, making inclusivity at the heart of what they do.

“I’ve had people come in saying, ‘my kid has never had cake before because he’s allergic to eggs, and I can’t get that anywhere,’” founder and master baker Alysia Bryant said. “That’s why we’re here.”

If you’re like most people, you probably enjoy a good cup of coffee. But did you know that producing a single cup takes 140 litres of water? Also located in Amherst’s Mill District, Futura Coffee Roasters takes this issue head-on, sourcing their beans from regenerative farmers and investing 3% of sales back into sustainable practices. Unlike chains that have turned to limiting seating to increase turnover, Futura offers a warm and collaborative workspace.

“We’re part of a tight-knit community of business owners here in the Mill District,” General Manager Camden Mosher said. “Carefree Cakery next door supports us, and we support them by featuring their fair-trade muffins exclusively.”

Ultra-processed foods and excess sugar are a threat to public health, but Kwench in downtown Amherst is offering a refreshing alternative, making all orders with high-quality ingredients sourced from local organic farms. Unlike many competitors, Kwench’s commitment to fresh, whole ingredients delivers superior nutrition free of added sugars and preservatives, while also supporting local agriculture. The business also fosters a sense of community with local artwork, games, and occasional live music, creating a vibrant space that connects Amherst residents beyond just food.

With a focus on BIPOC and fair-trade artisans, and prioritizing composting and reusing materials, Mary Moore Design offers both a haven for mindful personalized interior design services and in-store classes. This downtown Amherst business is firmly rooted in ethical sourcing and sustainable living practices. The business places storytelling at the heart of its approach, with Moore noting that building relationships and calling attention to the stories behind her products is central to her mission.

The fashion industry contributes around 10% of global carbon emissions and is one of the most wasteful in the world. This is the challenge Andréa Marion, owner of the Closet, set out to combat. Her solution? A welcoming boutique in the Mill District offering luxury second-hand clothing at 60% to 75% below market prices, making sustainable fashion accessible to everyone. By promoting clothing reuse, the Closet helps extend the life cycle of garments, and Marion’s personal connection with customers turns shopping into a meaningful, sustainable experience.

Another Mill District gem, 3 Amigos was founded by immigrant families from Latin America who came to the U.S. without knowing English. They’ve created a cultural bridge that preserves Latin American heritage while strengthening community bonds through partnerships with local farmers, meat vendors, artists, and cultural celebrations.

Showcasing dishes from Puerto Rico, Chile, and Mexico, “our ingredients are primarily locally sourced, allowing us to create authentic dishes that stay true to our country’s traditional recipes while we lower our carbon footprint and offer the freshest food possible,” co-founder Matias Martinez said.

Being an intentional consumer isn’t about dogmas and guilt. It’s about staying true to our values. In a world defined by environmental urgency, inequality, and political division, our purchasing choices are an investment in the future we want to create. Choosing differently becomes an act of both rebellion and love — for ourselves and our community. These six small yet impactful local businesses exemplify how our choices can sustain not only local communities, but also foster a more sustainable, equitable, and connected future.

 

Straight Talk About Mental Health

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Opinion

Editorial

 

As she wrapped up an interview with BusinessWest for the story on  Kathleen Szegda, director of Community Research and Evaluation at the Public Health Institute of Western Massachusetts, wanted to emphasize that PHIWM doesn’t work alone when it comes to tackling mental health — with an particular focus on youth mental health — in the 413.

“We do this all in collaboration,” she said. “So I just want to make sure that’s lifted up — that we’re doing this in partnership with so many amazing groups.”

It’s true. In addition to its many community program partners, stakeholders ranging from public schools and colleges to a host of mental-health organizations — River Valley Counseling Center, Clinical & Support Options, MiraVista, Gándara Center, and several others — were among the many advisory-group voices that helped craft the Youth Mental Health Roadmap for Western Massachusetts, which focuses on five themes: destigmatizing and normalizing mental health, boosting social connection, developing social and emotional learning, grappling with social media, and connecting mental-health promotion with clinical care.

But there’s another group that has long been intimately involved in PHIWM’s strategies and outreach around youth mental health, and that’s teenagers themselves, who — largely through a group called Beat the Odds, but in other ways as well — have provided a valued, street-level perspective to these issues that goes far beyond survey data.

But their involvement also speaks to another development, this one positive: the continued destigmatization of mental health among teenagers. Numerous behavioral-health professionals across the region have told BusinessWest for years now that teenagers are more willing to share their mental-health concerns, and even seek help, than they were decades ago, and that there’s much more openness and acceptance around these conversations.

As Tiffany Rufino, senior manager of the Youth Mental Health Coalition, a PHIWM program, explains in the article, “they’re using the resources that we’re putting forth, and they are vocal and open to talking about challenges that they’re facing. They are also really excited about sharing information with the community.”

At a time when young people are still dealing with long-term impacts from the pandemic years, that’s a heartening trend. So let’s keep the conversation going.

An Opportunity for the Region

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Opinion

Editorial

 

Take a glance at the Competitive Index released recently by the Massachusetts Taxpayers Assoc. , and you’ll certainly sense some alarm bells for the Commonwealth.

Indeed, the poor national rankings in several categories, including energy costs, overall cost of living, commute time, childcare costs, and housing cost burden are not exactly news flashes — this state has always been expensive, and the Boston area has always endured extreme traffic — but they do not bode well at a time when professionals have real options when it comes to where they live and work, especially in the remote-work era.

But take a closer look, and you’ll see something else: all or most of those red flags (energy costs are high almost everywhere in the Commonwealth) do not pertain to this region — for better or worse, mostly the former.

The Western Mass. region, with the exception of the Berkshires, which has certainly benefited from the advent of remote work, does not have the sky-high housing costs that are making it increasingly difficult to afford to live anywhere near Boston. Childcare costs are not as high, nor are many other expenses. As for commute time … it’s not exactly something to be proud of, in our opinion, but Springfield does not have unbearable traffic or anything approaching parking shortages, except for Thunderbirds games or events at MGM.

So, if you’re an optimist, you can look at the Competitive Index and see concern for the Commonwealth on the whole, but opportunity for the 413, and some other area codes as well, like the Cape.

Indeed, as people leave the Bay State for other regions of the country, and even some of our neighbors such as Maine and New Hampshire, opportunity exists to convince them to stay in the Commonwealth — just move from one side to the other.

It will take some doing, and some marketing dollars (from where they would come, we don’t know), but it appears that the state can help stem the outmigration of some of its professionals if it promotes some of its lower-cost areas, such as the 413.

And there is much to promote. Indeed, while this region does not have the large employers or workforce of the Boston area, or the nightlife that is attractive to many young people, there is quality of life here, from large open spaces to recreation areas to arts and culture.

There are stories, and a growing number of them, concerning people who are trading the super-high cost of living in the Boston area for this part of the state. Many of them involve people who grew up here, have tasted life in the Hub, and now want to return to their roots for the reasons mentioned above. We could use some more of that, and swell those ranks to include people who didn’t grow up here.

Obviously, the biggest priority for the state at this pivotal time is to address its overall competitiveness in any and all ways that it can, from building more affordable housing to improving the overall transportation network to shorten commute times.

But while doing all that, it can also try to stem outmigration by stressing that there are some areas in Massachusetts that are already more affordable and more competitive.

Yes, within the sobering numbers there are some opportunities.

Why Learning Cultures Are Winning

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Opinion

Opinion

By Pam Thornton

The landscape of work has shifted dramatically between the technology tornado of advancing AI, evolving employee expectations, and increased competition for top talent. Despite this whirlwind of changes, one truth remains constant — employee development is the cornerstone of long-term organizational success. The organizations that fail to prioritize learning are going to risk falling behind.

The critical question HR leaders should ask themselves right now is: what is our organization’s learning mindset? A learning mindset goes beyond offering training programs or tuition reimbursements. It is a deeply rooted organizational belief that continuous development is essential to business success. This means fostering a culture where curiosity, adaptability, and upskilling are not just encouraged, but embedded into the daily operations of the business.

Companies that embrace a strong learning mindset recognize that skills have a shorter shelf life than ever, and that traditional training models just can’t keep up. To remain competitive, employees must continuously learn and adapt.

The workforce today wants more than just a job. Employees are prioritizing growth and development. A 2024 LinkedIn Workplace Learning Report reported that 94% of employees would stay longer at a company that invests in their learning. If we do this right, we can retain the employees we work so hard to hire and foster a culture of learning that also fuels innovation in our organization all at the same time.

So, how does your organization measure up?

A weak learning mindset is evident when training is treated like a checkbox activity rather than a strategic investment in employee growth and organizational success. Learning opportunities are often limited to compliance-based or generic programs, leaving little room for personalized development. This opens employees up to feeling unsupported in taking time for learning and development, which can lead to disengagement and can really stifle innovation.

Organizations with a strong learning mindset foster an environment where leaders actively support and participate in learning initiatives, setting the tone for continuous development. Employees have a personalized training plan that aligns with their unique career path, ensuring growth is integrated into performance goals and a professional-development plan.

HR leaders need to take an active role in shaping an organization’s learning mindset if we want to build one. Learning can be embedded into everyday work through microlearning, certificate programs, mentorship, and peer coaching on the job.

Empowering leaders as learning champions is crucial. When leaders model curiosity and invest in their own development, they reinforce the organization’s commitment to growth. HR can support this by implementing leadership development programs that emphasize coaching, feedback, and a continuous learning mindset. Recognizing and incentivizing employees who proactively invest in their development will further solidify a culture where learning is valued and prioritized.

The future belongs to learning organizations. The most successful companies will be those that support a strong learning mindset at every level. The question isn’t whether your organization offers learning opportunities, it’s whether learning is truly embedded in your culture.

So, ask yourself again: what is your organization’s learning mindset? The answer could determine your ability to attract, engage, and retain top talent in an increasingly competitive world.

 

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

Challenging Times for a Screen Gem

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Opinion

Editorial

While extolling the benefits of Amherst Cinema in this issue’s lead feature story, Executive Director Yasmin Chin Eisenhauer didn’t mince words when it came to the challenges faced by the facility and other independent, nonprofit moviehouses like it.

One is the fact that ticket sales have never totally recovered from the COVID years. That’s true across the industry, but in the case of Amherst Cinema, while the 84,260 tickets sold in 2024 represented the continuation of a strong recovery from 21,150 in 2020, it was still only about 80% of the 108,000 sold in the average pre-pandemic year.

At least the facility survived; many theaters did not. The National Cinema Foundation reported that there were more than 39,000 movie screens in the U.S. in 2022, down from 41,000 in 2019, and more screens have been lost since then.

The main problem may be that more content is available to stream at home. The Atlantic reported last month that the average adult sees three films at the movie theater per year but consumes nearly 19 hours of television — the rough equivalent of eight movies — on a weekly basis.

“Combined with significant industry disruption and rising costs, the cinema has experienced three years of financial losses,” Eisenhauer told BusinessWest. “This is an unsustainable trend.”

Which is why Amherst Cinema is implementing measures to reduce costs as part of a broader, organization-wide sustainability plan, directing resources where they can have the greatest impact and safeguarding the nonprofit’s ability to deliver on its mission. (These decisions were finalized in the days following our interview with Eisenhauer, and related to us just before we went to press with this issue.)

Specifically, the facility has discontinued some of its least-attended showtimes (Sundays at 9 p.m. and Wednesdays at 2 p.m. and 9 p.m.). In mid-May, it will permanently shutter its Studio Theater, a space it leases rather than owns; after significant cost-benefit analysis, Eisenhauer said, reducing operations from four to three screens is the most sustainable path forward. Unfortunately, these measures will also necessitate a reduction in staff.

“That said, two things can be true at once,” she told BusinessWest. “While we’re experiencing the impacts of a disrupted film exhibition landscape, our commitment to advancing film arts and culture has never been stronger. We will continue to program critically acclaimed films and artfully created and educational film experiences. As we like to say, there is something for everyone at Amherst Cinema.”

As the article on page 4 makes clear, this is very true. From classic kids’ films to Friday-night cult films; from indie films difficult to find on other big screens to movies paired with lectures by filmmakers and topical experts, Amherst Cinema has certainly created and deepened a niche over the past two decades of, as Eisenhauer put it, catalyzing community. And, as we would put it, being an essential part of this region’s cultural landscape.

Which is why we encourage everyone to check out a movie — or many — there, and to consider becoming a member. Not every region has a resource like this one, offering an experience you just can’t find on a living-room couch: real community connection. It’s an institution worth supporting.

DPU Prioritizes Energy Affordability

By Contributor
Opinion

Opinion

By Penni Conner

Eversource commends the Department of Public Utilities for listening to customer concerns about affordability and taking the difficult action on Feb. 28 to order a reduction in the proposed 2025-27 Energy Efficiency and Decarbonization Plan. This is the most immediate step the state can take to provide long-term rate relief to customers and ensure that the pace of the energy transition in Massachusetts is affordable and attainable.

To be clear, we are steadfastly committed to the Mass Save programs, which are essential to meeting the Commonwealth’s decarbonization goals and provide significant benefits to customers and the state as a whole, but this winter’s higher-than-normal natural-gas bills make a revision to this plan imperative at this time.

This is how the collaborative process is intended to work — a wide variety of diverse stakeholders come together to develop a plan aimed at achieving Massachusetts’ ambitious clean-energy targets, and that plan then receives a thorough regulatory review to ensure all aspects of the program respond to customer needs and strike a balance between meeting statewide climate goals, establishing program affordability, providing robust access for customers, and enhancing reliability.

We appreciate the invaluable collaboration of the wide variety of diverse stakeholders on the Energy Efficiency Advisory Council who unanimously supported the proposed plan, as well as the Massachusetts Department of Energy Resources, the Attorney General’s Office, and countless other community, business, and labor stakeholders who provided their input through this process — and we look forward to our continued work together to deliver the nation-leading energy-efficiency programs that reflect our broad support of efforts to reduce greenhouse-gas emissions, improve air quality, and advance electrification while also driving down energy usage for customers.

At the same time, this winter’s bills have posed serious challenges and concerns for our customers that reinforce the critical need to maintain affordability and reliability as top priorities in our collective pursuit of the Commonwealth’s energy transition. We will be closely reviewing this order with those priorities top of mind as we work collaboratively to develop a revised plan that best serves all customers and communities.

Massachusetts has been number one in the nation for energy efficiency under previous plans that had lower budgets for these programs, and we’re confident that we can keep the Commonwealth at the national forefront of energy efficiency and decarbonization with a revised plan.

Moving forward, we’re as committed as ever to the collaboration and hard work that will be required to provide impactful, long-term rate relief to customers while also advancing a clean-energy future that addresses climate change. Energy efficiency is just one of many important pieces on that broader path to decarbonization, and collective buy-in is essential for the various solutions that will be needed to achieve our shared goals, including addressing the region’s energy-supply challenges.

Along with a 10% reduction to the total bill through the local distribution adjustment charge that Eversource proposed late last month, customers began seeing lower rates effective March 1. Total estimated bill impacts through the off-peak months for customers as a result of these adjustments are not yet available and will be provided in upcoming regulatory filings. 

Eversource encourages customers to take advantage of the many options available to help them manage their energy bills with financial assistance, flexible payment plans, and energy-efficiency programs.

 

Penni Conner is executive vice president of Customer Experience and Energy Strategy for Eversource.

Looking Back on COVID — and Ahead

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Opinion

Editorial

 

Most of those asked by BusinessWest to recall the early days of COVID — and what’s happened since — either can’t believe how quickly time has flown, or that it’s only been five years.

Mostly, it’s the latter.

Indeed, COVID now seems like a long, long time ago, probably because those first few years were so difficult and change-filled, many compared them to dog years.

We asked business owners and managers to look back because … well, five years is a milestone, and there is so much that has changed over that half-decade (see story on page 4).

Changes have come to small business and how it is conducted, in healthcare and the mental health of people of all ages, in education (especially higher education), and, of course, in how work is done — and where it’s done.

As business owners looked back on the seismic events of mid-March 2020, what happened in the days, weeks, and months to follow, and what’s changed (and perhaps changed forever) since then, some themes emerge.

Perhaps the most intriguing, if not the most discernable, in many cases, is a sense of pride in accomplishment, if we can call it that.

Indeed, COVID was something unprecedented. Business owners and managers had seen economic ups and downs before. They had seen times when employment was tight, and times when it wasn’t. Some had even weathered a natural disaster, like the 2011 tornado.

But this was something completely different. The state was essentially shut down. Workers went home with their computers not knowing when they’d come back (some still haven’t come back). People couldn’t go restaurants, movie theaters, museums, banquet halls, bars, breweries, malls, car dealerships, airports, sports arenas, their dentist’s office … for weeks, they couldn’t go anywhere.

In many instances, business just stopped. But then, it picked up again — only, it was different. And this is where that pride in achievement come in: the innovation, the imagination, the perseverance, the needed humor, the bonding together, even if people were in different places.

Businesses found new modes of doing things, new revenue streams, intriguing ways to pivot, and ways to keep the doors open, even if customers couldn’t come through them.

Well, most businesses, anyway. There were many casualties across several sectors, especially hospitality. The others? As we said, they found a way.

Sure, they had some help. Most small businesses received a PPP loan or some other form of assistance. But they didn’t survive on that. They survived on guts and creativity and a will to beat back a challenge unlike any other.

That’s what we’re celebrating — again, if that’s the right term — five years later.

The Evolving American Work Ethic

By Contributor
Opinion

Opinion

By Allison Ebner

 

The American work ethic has undergone significant transformations throughout history, shaped by economic shifts, cultural influences, and technological advancements. From the basic roots of early America to the rise of the gig economy in the 21st century, the way Americans perceive and engage with work has continuously evolved, and we are experiencing seismic shifts in the relationship between employees and their attitude about work.

The foundation of the American work ethic can be traced back to the early settlers, who emphasized diligence, self-reliance, and frugality. These values, rooted in religious beliefs, became central to the country’s cultural identity. As the U.S. transitioned from an economy built around agriculture to an industrial one in the 19th century, work took on new forms. Factory jobs demanded long hours and strict discipline, reinforcing the notion that hard work was the path to success and upward mobility.

The 20th century saw the rise of corporate America, bringing with it the standardization of the workday. The 9-to-5 schedule became the norm, providing structure and stability for millions of workers. Labor unions played a critical role in advocating for fair wages, reasonable hours, and improved working conditions, leading to the establishment of labor laws that continue to shape employment today. The mid-century period was marked by a belief in company loyalty, where long-term employment with a single employer was the ideal.

With the advent of computers and the internet in the late 20th century, the nature of work began to shift dramatically. Automation and globalization disrupted traditional industries, leading to the decline of manufacturing jobs and the rise of knowledge-based work. The increasing demand for productivity and connectivity blurred the boundaries between work and personal life. As a result, the conversation around work-life balance gained momentum, challenging the notion that success could be achieved only through relentless work.

A big shift was felt in the early 21st century, brought about by the gig economy and characterized by freelance and contract work. Platforms like Uber, Upwork, and Fiverr allowed workers to have more flexibility, but also introduced new challenges, such as job insecurity and lack of benefits. This shift reflected changing attitudes toward work, where autonomy and purpose became as important as stability and financial gain.

Today, the American work ethic continues to evolve in response to technological advancements, generational shifts, and cultural changes. Millennial and Gen-Z workers prioritize meaningful work, mental health, and work-life balance more than previous generations. The rise of remote work, accelerated by the COVID-19 pandemic, has further reshaped workplace expectations, emphasizing flexibility and results over rigid schedules.

As artificial intelligence and automation continue to redefine job roles, the American workforce must adapt once again. Lifelong learning, adaptability, and innovation will become the cornerstones of the new work ethic, ensuring that the American spirit of hard work remains relevant in an ever-changing world.

So how should we, as employers, move forward to attract, retain and motivate our workforce? My first piece of advice for the Baby Boomer and Gen-X C-suite leaders is to let go of the notion that the work ethic of yesterday is coming back. That ship has sailed, and the faster we can embrace this perspective, the more effective we can be at creating our optimal workforce of tomorrow.

How do we create engagement with employees today, where productivity and accountability are part of the successful equation?

• Foster a positive work culture. Create a work environment with transparent and open communication, where expectations are clearly outlined and there are rewards and incentives for hitting goals.

• Provide growth and development opportunities. Employees are more engaged when they see a clear path for career advancement. Offering professional-development programs, mentorship, and upskilling opportunities ensures that workers remain motivated and committed to their roles.

• Emphasize purpose and mission alignment. Employees want to feel that their work has meaning. Organizations that connect employees to a greater purpose and align their roles with company values tend to have higher levels of engagement and productivity.

 

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

Celebrating the Difference Makers

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Opinion

Editorial

The name came naturally.

Indeed, as the leadership team at BusinessWest was finalizing plans to create a new recognition program back in 2009, all that remained was a name. And as they talked about the individuals, nonprofits, and institutions that could, and would, be honored in the years to come, Difference Makers was the logical fit.

It says it all, and it describes, efficiently and succinctly, the dozens of honorees recognized since we launched this endeavor 16 years ago. It’s the same with the eight honorees for 2025, all of whom are making a difference in their own way, as is made clear in the stories in the special center section of this issue. They are:

• Jennie Adamczyk, executive director of Providence Ministries for the Needy (PMN). She oversees programs that include a soup kitchen, a pantry, sober homes for men, and a warming shelter. But it’s not what she does that makes her a Difference Maker, but show she does it, with determination and imagination that mirrors that of PMN founder Sr. Margaret McCleary: if she sees a need, she works aggressively to meet it.

• Sheryl Blancato, CEO of Second Chance Animal Services. She’s a true believer that all animals deserve a second chance, and from humble beginnings 26 years ago, she and her team have created a wide-ranging nonprofit, including four veterinary hospitals, that helps more than 56,000 animals each year. Her goal has always been to help not just pets, but their families, in an effort to keep them together.

• Andrea Bordenca, CEO of DESCO Service. Yes, she’s the leader of a successful healthcare emergency field-service response organization, but she’s a Difference Maker because of her many initiatives to bring people together, create dialogue, build community, and help young people, women, and other constituencies become the best versions of themselves.

• Mychal Connolly, owner of Stand Out Truck. He’s a serial entrepreneur and the successful owner of a unique marketing business, but he’s a Difference Maker because of the way he’s become a mentor, role model, and true inspiration to aspiring entrepreneurs, particularly young people, and for the way he’s helped many of them overcome challenges and get off the ground or to the next level.

• John Delaney, director of Ride to Remember. When a fellow Springfield police officer, Kevin Ambrose, died in the line of duty, Delaney helped create what has become one of the region’s premier bicycling events — not a competitive ride, but a communal one that has raised awareness of fallen heroes and money for a host of important charitable causes across the region.

• John Doleva, president and CEO of the Naismith Memorial Basketball Hall of Fame. When he took this job, he expected to stay a few years and then return to the sporting-goods world from which he came. Instead, he’s stayed more than 20 years, leading the Hall through myriad challenges while also becoming greatly involved in the Western Mass. community, especially with programs involving young people and sports.

• The Michael J. Dias Foundation. From the crushing loss of her son to drug addiction, Grace Dias created a supportive community of fellow grieving parents — and then created something more: an organization that operates three (soon to be four) sober homes where individuals in recovery can develop resilience, responsibility, accountability, and a chance to move on to a successful life of independence.

• Dan Moriarty, president and CEO of Monson Savings Bank. A star athlete in high school and college, and a participant in marathons and Ironman competitions today, he makes frequent use of sports phrases and metaphors, especially those involving the importance of teamwork. He practices what he preaches and leads by example, and has built a strong team that is committed to getting involved and giving back.

Opinion

By Contributor
Opinion

Effective Communication Is Key

By Sam Borsari

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

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

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

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

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

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

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

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

 

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

Supporting the Local Food Economy

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Opinion

Editorial

 

In talking with Alisa Klein about Grow Food Northampton for the story that begins on page 25, she shared some sobering statistics in explaining why the nonprofit’s work is so important.

One is 30% — that’s the percentage of families in Hampden and Hampshire counties that are not able to access enough healthy, nutritious food on a regular basis. Many of those are single-mother households, and for families of color, the rate is much higher.

Alarmingly, that 30% figure actually shot up to close to 50% during the pandemic a few years ago. In response to that crisis, GFN launched a community food-distribution project along with the Northampton Survival Center, which delivered food weekly to 16 low-income housing sites.

“Each of our organizations has continued to do our work separately since the pandemic ended,” Klein told BusinessWest, “but it was the pandemic that kind of set off community insecurity in a new way.”

Adapting to changing needs is critical to the work that she and Michael Skillicorn, the organization’s co-executive directors, along with their teams of dedicated staffers and volunteers, do. In fact, Grow Food Northampton has been evolving since its origin in 2009, when a group of individuals banded together to save a couple of Florence farms — land that has since become a community farm that benefits local farmers, a community garden used by more than 400 local residents, a giving garden that grows thousands of pounds of food annually for food pantries and community meal sites, and much more, including a robust educational program.

The pandemic may have drawn sharp lines around the importance of a local food economy, Klein said, but it doesn’t take a crisis to understand why it’s always important to support farming, help low-income people access food, and, as a byproduct, reduce the pollution created by transporting fresh food long distances.

In Western Mass., any support of local agriculture is welcome, whether it’s the grants, foundations, and donations that fuel GFN’s efforts to help small-scale growers or the many funding partners of the Harold Grinspoon Charitable Foundation’s Local Farmer Awards, which have assisted with capital projects on farms for the past 11 years (the latest winners will be announced in April).

Because, as Klein said, “if you lose farmland, you can’t grow your own food, and you become dependent on the national food system.” And if national crisis strikes — and even if it doesn’t — it’s good to have a safety net close to home.

Understanding and Managing Contracts

By Contributor
Opinion

Opinion

By Sean Hogan

 

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

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

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

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

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

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

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

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

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

 

Sean Hogan is president of Hogan Technology Inc.

A Tradition of Entrepreneurship

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Opinion

Editorial

 

In 1996, BusinessWest created a new recognition program, its Top Entrepreneur Award. We did so to acknowledge this region’s deep history of entrepreneurship and to recognize those that are continuing that tradition today.

As for that history, you know the names — or many of them, anyway: Milton Bradley, Horace Smith and Daniel Wesson, Charles and Frank Duryea; Everett Barney (clip-on ice skates), George Hendee (Indian Motocycle); Curtis and Prestley Blake (Friendly’s); Paul and Gerry D’Amour (Big Y), William Skinner (the Skinner Silk Mill) … the list goes on. And the people on that list created tens of thousands of jobs and helped shape the region.

Today, this tradition continues, although mostly with people creating dozens, and perhaps hundreds, of jobs, all of them vitally important to this region’s future. Indeed, entrepreneurship creates more than wealth — although it does that, too. It creates vibrancy in our communities, jobs (sometimes for generations of people), and opportunities for others to make their own mark.

This is why we recognize those that continue this region’s proud tradition of entrepreneurship with our annual award. Over the years, we’ve honored some traditional entrepreneurs — the Balise family of auto dealers, the D’Amours, the Falcone family (Rocky’s Hardware), and people like Paul Kozub, founder of V-One Vodka. We’ve also honored some non-traditional entrepreneurs, such as the Food Bank of Western Massachusetts; Andrew Scibelli, former president of Springfield Technical Community College; and Craig Melin, former president and CEO of Cooley Dickinson Hospital.

For 2024, we blend the past with the present and future by honoring John and Chris DeVoie, founders of the Hot Table chain of panini restaurants (see story on page 12).

Their story echoes many of those from the past. They started with an idea and started small, and eventually grew the venture. Indeed, from humble beginnings in the Breckwood Shoppes in Springfield, they have grown the chain to 13 locations across this region, into Eastern Mass., and also into Connecticut, with plans to continue growing and taking the concept to new markets.

Beyond growing their venture, the brothers DeVoie, along with third partner Rich Calcasola, have succeeded in creating a culture of giving back as well as a pattern of providing employment opportunities, especially to young people. These include all-important first and second jobs to high school and college students, who need the experience as well as the paycheck, but also opportunities to advance and take on leadership positions.

While doing all this, the partners have exemplified the traits of all successful entrepreneurs — vision, persistence, imagination, perseverance, and the ability to overcome adversity and learn from mistakes.

They share traits with Smith, Wesson, Bradley, Skinner, Barney, and three generations of the D’Amour family, and, like those others, they have become true inspirations to others.

They are making their own mark, but they are also carrying on a proud tradition, and that’s why they’re the Top Entrepreneurs for 2024.

 

Things We’d Like to See in 2025

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Opinion

Editorial

 

It’s a new year, and in keeping with what has become a tradition, we’ll take this opportunity in early January to list some things we’d like to see over the next 12 months — what should be an intriguing time, to say the least.

• More growth of new sectors. While traditional precision manufacturing, long a staple of the regional economy, has remained a constant, some other sectors, such as healthcare (especially hospitals) and higher education are struggling to some extent. Meanwhile, virtually all sectors, from banking to insurance to retail, are seeing consolidation, which usually translates into fewer jobs and higher vacancy rates with commercial real estate.

In this environment, the region needs growth in what would be considered non-traditional sectors. And there are opportunities in realms such as food science and food tech, clean energy and clean tech, and data centers, including a proposed, $3 billion project in Westfield that would be the largest of its kind in the state. Growth of these sectors and others represents the region’s best opportunity to create new jobs and perhaps replace those that will be lost in other areas.

• More creative use and re-use of commercial real estate. We’ve seen a lot of it in recent years, from former department stores converted into trampoline centers to the YMCA moving into Tower Square in Springfield; from artists moving into several old mills to Discovery Polytech Early College High School relocating to 1350 Main St., another office tower in downtown Springfield.

And we’ll need to see more it as sectors continue to shrink through consolidation and remote work continues to create more vacancies in office buildings. Creative re-use, be it housing, artists, schools, or small-business incubators, creates jobs and vibrancy.

• More people going to the office, and more often. Yes, there is a place for remote work and hybrid schedules — when such accommodations are needed, and maybe a day or two a week for those seeking a regular schedule of working from home. But having people in the office is better for businesses of all kinds, from the standpoints of communication, collaboration, and productivity, and better for communities and their central business districts.

Companies such as Amazon and even President-elect Trump are, or soon will be, ordering people back to work — or else. Business owners don’t need to be so demanding, we believe, but more work in the office and less remote work is good for the region’s economy.

• More entrepreneurship. Or even more, as the case may be. We’ve been encouraged by the efforts of several area agencies — from EforAll to area chambers of commerce to the Latino Economic Development Corp. — to encourage entrepreneurship among all constituencies, but especially women and minorities, and help businesses get off the ground and stay in business.

Such efforts not only enable people to work for themselves instead of someone else, they create jobs, fill some of those commercial real-estate vacancies, and create vibrancy in our gateway cities. Most of these businesses are small, as in very small, and most will not create more than a handful of jobs, but such ventures are an important source of growth for any region.

Build a Future-ready Workforce

By Contributor
Opinion

Opinion

By Allison Ebner

 

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

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

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

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

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

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

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

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

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

 

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

Bringing You Another Eventful Year

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Opinion

Editorial

 

BusinessWest celebrated its 40th anniversary this year, and that’s worth celebrating — so we did, with a special issue in May that looked back on how things have changed — and, in some ways, how they’ve stayed the same — in fields like banking, construction, education, technology, and more.

But as the calendar turns to 2025 — well into our 41st year of delivering key business news, trends, profiles, and much more to our readers — business leaders are far more focused on what’s ahead, not what’s behind, as they should be.

While they’re undoubtedly split on the results of the Nov. 5 election — some cheering the shift in power in Washington, some apprehensive of the policy changes ahead — any federal leadership change poses questions that won’t be answered immediately. Meanwhile, the economy continues to pose a mixed bag of good (still-healthy unemployment rates) and bad (still-pesky inflation, interest rates, and a housing shortage), all of which lend an unsettled element to the immediate future.

What is more certain is that BusinessWest will continue to reflect the current times, trends, and stories from a local perspective — that is, through the eyes, minds, and experiences of business owners and economic experts throughout the 413.

In the Jan. 6 issue, we’ll present our annual Economic Outlook, this year featuring the voices of dozens of regional business leaders from many different sectors. And on Jan. 20, we’ll reveal our 29th annual Top Entrepreneur, the owner of a local chain that’s pressing forward — and beyond this region — in some intriguing ways.

Two issues after that, we’ll unveil our 17th annual class of Difference Makers, the first of four very popular recognition programs throughout 2025, along with 40 Under Forty in April, Healthcare Heroes in September, and Women of Impact in October. BusinessWest accepts nominations for all four programs all year long.

This year will also bring a broader mix of feature stories, as well as returning favorites like each issue’s Community Spotlight, shedding light on economic development, municipal projects, tourism, and quality of life in individual cities and towns; and the quarterly Where Are They Now? — each installment visiting with a past winner of one of the four awards mentioned earlier, detailing how their life and career have evolved since. All that is, of course, on top of our regular coverage of dozens of industries.

And look for our annual Book of Lists early in the year as well, a comprehensive resource guide to the businesses and sectors that drive this region’s economic engine.

As 2025 takes shape, we’re excited to bring all that, and more, to you — on the page, at our recognition events, and at businesswest.com. Happy New Year.

 

Know the Signs of Imposter Scams

By Contributor
Opinion

Opinion

By JARED LAWRENCE

 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

 

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

 

Challenging Times for Economic Pillars

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Opinion

Editorial

 

‘Eds and meds.’

You hear that phrase repeatedly in reference to the local economy. It refers to education and healthcare, two of the largest sources of jobs in Western Mass.

And by education, we mean a broad spectrum, but especially higher education; this region is blessed with more than two dozen colleges and universities in communities ranging from Springfield to Amherst; Chicopee to Westfield.

On the ‘meds’ side, there are, likewise, a wide range of players, but the sector is dominated by its many fine hospitals, including all those within Baystate Health system as well as Mercy Medical Center, Holyoke Medical Center, Cooley Dickinson Hospital, and Berkshire Medical Center.

Both of these sectors remain strong, and they continue to be pillars of the local economy. But they are both being severely challenged, as evidenced by recent headlines and news items in BusinessWest.

Recently, Baystate Health, faced with $300 million in operating losses over the past few years, announced the first step in what it is calling a ‘transformation,’ the difficult decision to reduce 134 leadership positions across the Baystate system. That’s less than 1% of the workforce, but a significant workforce reduction nonetheless.

And it symbolizes the many challenges facing all hospitals today as they continue to recover from COVID-related setbacks that include higher costs, inadequate reimbursements, stern workforce challenges, and the ongoing need to invest in new technology and equipment.

Baystate has been in the headlines, but all area hospitals are struggling, and they are all making adjustments and hard decisions.

It is the same with many education institutions, a reality punctuated by a new organizational business plan announced at American International College (AIC). Dubbed ‘Pathway to Progress,’ it details an expansion of degree options, but also a comprehensive re-enrollment program to engage and recruit former students to return to AIC and complete their degrees, as well as cuts within the athletic program, including the return of the men’s hockey program to Division II and the discontinuation of two women’s programs.

“In an era of unprecedented disruption across the higher-education industry, it is more important than ever that we do all we can to ensure AIC can adapt and evolve to best serve our students — those we serve today, and in the future,” interim President Nicolle Cestero said of the new business plan.

Her comments, and that plan, help drive home the fact that this disruption — marked by demographic changes, the nationwide conversation about the value of a college education, free community college, and other issues — is not an AIC problem. It’s a problem for the entire sector. Indeed, noted institutions such as Brandeis University in Waltham, Lesley University in Cambridge, and countless others have embarked on their own cost-cutting programs and revisions to their business plans.

Most colleges and universities in this region remain on very solid ground and, like the region’s hospitals, remain sources of pride — and good-paying jobs.

But these recent headlines reflect the fact that these are, indeed, very challenging times, during which we hope these institutions can and will make the hard decisions and the needed adjustments to remain vital cogs in the region’s economy for decades to come.

Is Tide Turning on Remote Work?

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Opinion

Editorial

 

It was an announcement that reverberated through workplaces across the country — and in cities large and small as well.

In September, Amazon President and CEO Andy Jassy informed tens of thousands of workers that they will be back in the office five days a week come January.

In the ongoing discussion about remote work and the future of work, this is a huge development. Indeed, it is seen by many as an important milestone in this debate, a moment in time when the pendulum started shifting back to the way things were before everyone packed up to go home in March 2020.

But while Amazon’s move will be closely watched and undoubtedly emulated by other employers, we’re not sure if businesses large and small will ever be able to get the toothpaste back in the tube and get everyone back in the office. Remote work has in many ways become a perk, a recruiting tool, a way to keep employees, especially the younger generations, content.

So much so, in fact, that employees that follow Amazon’s lead may be putting themselves at risk when it comes to attracting and retaining talent.

Getting back to Amazon’s statement decision, this is the one that office-building owners, mayors, and economic-development leaders had been waiting for. Those in the real-estate sector have been saying for years now that companies large and small would eventually decide that the improved collaboration and communication, as well as the learning opportunities that come when everyone is together as opposed to on Zoom, would outweigh any benefits that might come from remote work and hybrid schedules. Amazon’s move gives some credence to those arguments and the hope that the struggling office market will improve.

Meanwhile, municipal leaders who had been decrying the loss of foot traffic during the week due to remote work saw the Amazon decision as progress in their mostly unsuccessful efforts to get people back in downtown office buildings.

And Amazon’s decision comes amid mounting evidence of a changing mood when it comes to remote work. A recent survey by the consulting firm KPMG revealed that 79% of U.S. chief executives plan to resume largely in-office work within the next three years, up from 62% a year ago.

That statistic comes amid growing sentiment that the balance of power is shifting in the workplace from employees — who had firm control during the prolonged workforce crisis that gripped every sector of the economy — to employers, many of whom have been eager to bring employees back to the office.

Despite this shift, and Amazon’s landmark decision, we believe that it will remain challenging for employers to bring their workers back five days a week. Remote work has become a fixture, if you will, at many local businesses, from banks to law firms to health-insurance companies.

If there is a shift, it will likely be toward more days in the office — from two to three or even four. This will help build foot traffic in cities while also keeping businesses from shrinking their overall office footprints.

Overall, the tide is probably turning, but until it turns more — and companies bringing people back to the office are not left at a competitive disadvantage — we see many businesses maintaining the status quo.

Association Membership Has Value

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Opinion

Editorial

 

On a recent BusinessTalk podcast, Emily Leonczyk, executive vice president and chief operating officer at the Markens Group, talked about an interesting generational trend that concerns many business associations and chambers of commerce. And as one of the leaders of an association-management firm, it concerns her, too.

Simply put, Zoomers and Millennials in the workforce aren’t as interested in association membership to the degree Gen-Xers and Boomers have been.

“Gone are the days of a person showing up to, let’s say, a chamber of commerce because it’s the right thing to do, a betterment of your community,” Leonczyk said, before offering a couple of reasons why. “That next generation really needs to, number one, see the return on investment, what’s in it for me. And, number two, they need to feel like it’s a place where they belong.”

There are multiple takeaways here. For one thing, associations shouldn’t assume that what once drove membership will continue to do so today.

“Gone are the days of, ‘well, we’ve always done it this way.’ We don’t want to lose the historical frame of reference that has to be a guiding light, but also it’s different,” Leonczyk explained.

Irene Costello, director of Operations at the Markens Group, recently told BusinessWest that young people are looking for a tangible takeaway from membership and giving their time. “Is it a résumé builder? Is there something of value at this conference, some credentialing? Instead of just going to build community, what am I getting from this networking?”

Those are valid desires that associations need to consider as they craft their programming, but Leonczyk also suggested that young professionals can also receive plenty of return in terms of personal growth, new connections, and lasting friendships — all things she personally experienced long before working with those organizations through her current job.

“That friendship and camaraderie and networking can be so enriching to somebody’s life. And that’s really on kind of a heartfelt level, but I think professionally, there’s so much data around how you grow in your professional career. It’s by watching other leaders; it’s by accessing mentorship; it’s by making connections.

“So there’s a matter of the heart, to which I would say, ‘show up, get involved, because it’s going to just make your life richer.’ And then there’s that professional side, where building those connections is going to supercharge your career.”

These are messages that apply to many aspects of business. The way it’s always been done may not be the way going forward. But at the same time, younger generations may want to consider the inherent value in some important traditions as well. They are discussions well worth having.

Consider Calling In a Coach

By Contributor
Opinion

Opinion

By Pam Thornton

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

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

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

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

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

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

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

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

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

 

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

Consider Shopping Local This Year

By
Opinion

Editorial

Everyone wants to buy great gifts. But what about building a great economy? While it’s only one part of a healthy economic ecosystem, the idea of buying local has gained traction in recent years, even at a time when online commerce is still a massive force.

Amazon isn’t going anywhere, and we get the importance of convenience. But why not do both? Sure, there may be some gifts especially well-suited to an online order, for reasons of availability and especially price. But why not check out the abundance of locally owned retail shops, artisans, restaurants, and personal-care services — people love gift cards, after all — when rounding out that shopping list?

Local shops are where you’ll find unique wares you can’t find anywhere else — the sort of special gifts that make an impact and create memories. Plus, every $100 spent in a local shop returns $68 to the local economy. Local businesses are more likely to utilize other local businesses, such as banks, service providers, and farms, and the cycle continues.

Meanwhile, according to the U.S. Small Business Assoc. and the U.S. Department of Labor, independent retailers return more than three times as much money per dollar of sales to the community in which they operate than chain competitors. And independent restaurants return more than twice that of national restaurant chains. Local businesses are also more accountable to their local communities and donate more money to nonprofits.

Finally, supporting local businesses is good for the environment because they often have a smaller carbon footprint than larger companies, and goods don’t have to be shipped across the country or the world.

It isn’t always the most convenient option to drive to an independent business rather than visiting a large chain down the road — or clicking a keyboard and having Amazon deliver right to your house. But so often, it’s the right option. The holiday season would be a good time to start.

Envisioning Holyoke as a College Town

By Contributor
Opinion

Opinon

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

 

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

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

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

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

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

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

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

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

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

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

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

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

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

 

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

 

Impact Comes in Many Forms

By
Opinion

Editorial

 

In 2018, BusinessWest launched a new recognition program, one what would recognize the outstanding accomplishments of women across this region and tell stories that might otherwise go untold.

Over the first six years of this program, we have done that just, and this pattern continues with the class of 2024 — a very diverse group of eight women who have given back, and changed lives, in many different ways: by taking their business or nonprofit to new levels of success; by serving as a role model to others, but especially women and girls; by mentoring others and helping them find direction and purpose in their lives; by persevering through adversity; by doing, well … all of the above. They are:

• Alison Berman, council director of Girls on the Run Western Massachusetts, whose efforts to boost girls’ confidence and character have impacted not only thousands of program participants, but entire schools and communities;

• Dianne Fuller Doherty, co-founder of the Women’s Fund of Western Massachusetts and former director of the Massachusetts Small Business Development Center’s Regional Office, who has spent a lifetime not only being the 413’s biggest cheerleader, but tangibly improving its communities through a host of key leadership roles;

• JoAnne Finck, president of Friends of Cooley Dickinson, whose goal has always been to make a difference in the community and individual lives, and has found myriad roles through which to accomplish that; 

• Kimberley Lee, chief of Creative Strategy and Development at MiraVista Behavioral Health Center, who has not only boosted the impact of numerous nonprofits, but has found many ways to help people, especially women, overcome barriers to self-sufficiency;

• Megan McDonough, executive director of Pioneer Valley Habitat for Humanity, whose work to advance homeownership in the region has improved the economic prospects for both individual families and the entire region;

• LaTonia Monroe Naylor, chief business educator at Monroe Naylor Consulting, LLC; and president and CEO of Parent Villages, who is not only helping entrepreneurs get their enterprises to the next level, but working on key issues of education and trauma resilience; 

• Kristi Reale, partner at Meyers Brothers Kalicka, P.C., whose reputation as a local leader in her industry extends not only to her clients, but the many young people, especially young women, she has mentored; and

• Dr. Shirley Jackson Whitaker, a nephrologist and artist who brought lessons in patient histories and healing to her latest role, as the producer of an important, moving documentary about one of America’s deep, unhealed wounds.

Congratulations to the Women of Impact class of 2024.

Businesses Need Educated Workforce

By Contributor
Opinion

Opinion

By Edward Lambert

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

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

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

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

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

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

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

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

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

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

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

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

 

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

A Little Light Amid the Fight

By
Opinion

Editorial

 

In 1993, Lucy Giuggio-Carvalho was still recovering from breast cancer when she pulled together the concept, the sponsors, the upfront money, and the determination to get a fundraiser off the ground. She called it Rays of Hope, and she likely had no expectation that, three decades later, that annual walk and run would have raised more than $17.2 million and still be drawing some 20,000 participants each October.

One key to its success? Kathy Tobin, director of Annual Events and Giving for the Baystate Health Foundation and a breast cancer survivor herself, may have put it best in the article that begins on page 20, when she said, “we celebrate life — this is not a downer.”

It’s true. Anyone who has gathered at Temple Beth El in Springfield to step off for either the 5K or 2K walk first experiences something special in that large parking lot. From the annual survivors’ photo to the outward celebration of progress in cancer diagnosis and treatment, to the simultaneous tributes to the fighting spirit of those battling cancer and reflections on those we’ve lost, it truly is a celebration of life — or, as Tobin also put it, “a big pink hug.”

In another story in this issue, beginning on page 24, we visit with Cancer Connection, which is currently marking its 25th year of offering those with cancer diagnoses — and, importantly, their families — resources ranging from support groups to integrative therapies to programs that raise quality of life by nourishing body, mind. and spirit. And, of course, the organization’s signature ‘befriending’ program, which simply provides a compassionate ear at a critical moment.

Sitting down with Executive Director Chelsea Kline to talk about this work is not, in any way, a downbeat experience; she’s actually one of the most positive people you’ll ever meet. “I feel very, very lucky that I get to be a tiny part of it,” she said. “It’s an awesome place.”

Both stories, honestly, were inspiring to write. These are organizations that deal with one of the most terrifying words to hear: cancer. But a cancer diagnosis, in many cases, is a little less terrifying than it used to be thanks to evolutions in research and treatment that have lowered mortality rates and improved quality of life — thanks in part to funding streams like those millions of dollars generated by Rays of Hope.

It’s also less daunting thanks to resources like Cancer Connection and others (like the Center for Human Development’s Cancer House of Hope) that are helping those with cancer and their families find inspiration, support, and positive interactions along their difficult journey.

In short, these are organizations — thriving, growing organizations — worth celebrating right alongside the scientists and doctors working toward a cure.