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For Springfield, a Loss of Momentum

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Opinion

Opinion

By George O’Brien

If one were to take a walk down Main Street — and I just did — it would be tempting to say that, if Springfield had any luck at all, it would be bad.

Yes, the pandemic is hitting every country, every state, every city and town, hard. As in very hard. But in Springfield, it seems worse, because things were — and I hope I don’t have to keep using the past tense — so much better. And the outlook was certainly bright and quite intriguing.

Now?

Now, we’re left to hope that, when this state gradually turns the economy back on again, the city can maybe pick up where it left off. That might be the best we can hope for at this point, but let’s stay optimistic.

After a quick walk around, it’s hard not to lament all that’s been lost, even though it’s clear that a shutdown was absolutely necessary to flatten the curve and put the region’s healthcare system in a position to do battle with this pandemic.

And it’s momentum that we’ve lost most of all.

Let’s start at MGM Springfield. It’s eerily quiet there, almost as if things are frozen in time. The doors that were never supposed to be locked are now locked. And who can say when they will open again? Likewise, who can say what business will be like when the doors do open again?

After a quick walk around, it’s hard not to lament all that’s been lost, even though it’s clear that a shutdown was absolutely necessary to flatten the curve and put the region’s healthcare system in a position to do battle with this pandemic.

Casino floors are — in the best of times — crowded places with people sitting around blackjack tables, positioned just a few feet from each other at the rows of slot machines, jammed into the food court, and generally milling about, taking it all in. On a busy Friday or Saturday night, it’s difficult to find elbow room. When are people going to want to be in such a place again — especially the older population that makes up such a large part of this casino’s clientele? Indeed, the casino’s best customers are those most at risk.

But that’s just the casino floor. Perhaps the bigger contribution the casino has made has been to vibrancy in the downtown, the nightlife, through events in its ballrooms and shows at the MassMutual Center, Symphony Hall, and other venues. Who can say when there will be another concert, another convention, or even a fundraising dinner for a local nonprofit agency?

People are optimistically eyeing late summer or perhaps the fall as a time when we can return to something approaching ‘normal.’ But how realistic are those projections?

Walk around Springfield, and most of the signs of progress, the indicators that this was a city on the rise, are now as silent as the casino.

There’s the Amazing World of Dr. Seuss Museum, which was bringing families from every corner of the country to Springfield. It is now closed. So too is the Basketball Hall of Fame, which has undergone extensive renovations and was looking forward to a huge year as it inducts one of its most prestigious classes of honorees this fall.

The YMCA of Greater Springfield, which recently moved into Tower Square amid considerable fanfare as it started an intriguing chapter in its life, has seen both its fitness center and daycare center, its two largest revenue producers, shut down within just a month or two of opening.

At Union Station, the rail service that was starting to pick up steam has suffered a tremendous setback. People are now reluctant to get on trains, and even if they weren’t reluctant, there are really no places the train can take them — most workplaces are shut down, and so is every cultural attraction in New York.

Meanwhile, the restaurants that were such a big part of the city’s rebirth are now quiet, except for takeout, and many of the new businesses that had moved onto Bridge Street and other locations are locked down with their employees working from home — if they’re still working.

The lockdown, or shutdown, or whatever one wants to call it, isn’t even a month old yet. But it seems like an eternity. And for Springfield, it could not have come at a worse time — not that there’s ever a good time for a pandemic.

The pieces were starting to fall into the place, and the outlook was generally quite positive.

And now?

We have to hope that momentum is all we’ve lost, and that we haven’t lost too much of that precious commodity.

George O’Brien is the editor of BusinessWest.

Some Light in These Dark Times

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Coronavirus Opinion

Opinion

By George O’Brien

 

Remember that classic scene in Young Frankenstein (even you Millennials have seen it, I’m sure) when Gene Wilder (Dr. Frederick Frankenstein, pronounced Frankensteeen), and Marty Feldman (Igor) are in the graveyard digging up the corpse that will become the monster. Wilder says, “what a filthy job!” Feldman says, “it could be worse.” Wilder asks, “how could it possibly be worse?” Feldman says, “could be raining.”

And then it starts pouring.

Life has felt like that these past few weeks. Someone will say, ‘how could it be worse?’ And it starts raining, in a proverbial sense. People have lost their jobs. Businesses have lost some, most, or all of their revenue streams. People are running out of toilet paper — or they’re really, really afraid that they will. We lost Tom Brady to the Tampa Bay Buccaneers! (The who?) People stuck at home are losing their patience, if not their minds, and we’re just really getting started with this pandemic. And then it snowed on Monday!

There are no sports! How many times can we watch the Patriots beat the Falcons in replays of Super Bowl LII? We know how it ends! The Masters has been postponed if not cancelled. Golf courses are apparently not on the ‘essential’ businesses list put out by the governor’s office. How can golf courses not be on the essential businesses list?

If anyone says ‘it could be worse,’ our immediate temptation is to say, ‘no, it can’t.’

To borrow from Dickens, these really are the worst of times. This is worse than any downturn in the economy, worse than 9/11, worse than the Great Recession. It’s worse because there is so much uncertainty — about today, tomorrow, three months from now, and a year from now.

Not only that, but life is different now. Everything is weird. If we’re actually out on the sidewalk walking and we approach other people, we avoid them like a game of Frogger. If we’re out at the store, we look at everyone as if they might have the virus, and the look isn’t a good one.

Everyone is on edge about their jobs, their life savings, their 401(k), their health, the health of their loved ones. You can see it in their faces, and if you’re talking to them on the phone (which we all are), you can hear in their voices. You can also hear them yawn, because people are not sleeping, by and large. Who could sleep with all this going on?

If we’re actually out on the sidewalk walking and we approach other people, we avoid them like a game of Frogger.

And yet, there is something else, something far more powerful and positive going on, and it’s worth noting.

Yes, there are now security guards and even off-duty police in the toilet-paper aisle in many supermarkets. And yes, sales of guns and ammo are skyrocketing. And yes, we’re already starting to see a rise in reported instances of domestic violence. But despite all this, it’s abundantly clear to me that people are caring more about each other.

And it’s about time.

People don’t just put their initials at the end of an e-mail anymore. They say ‘be well,’ ‘stay well,’ or ‘take care of yourself.’ And they mean it. People are bringing food and coffee to those who are shut in (and that’s most people now). Co-workers are being nicer to each other. When I dropped off the golf cart at a club in Connecticut last Saturday, I walked over to the attendant who was parking it — someone who would likely be unemployed in about 27 hours — and said (from six feet away), “good luck to you — hope you get through this OK.” And I meant it.

You’re seeing a lot more of that these days, and this, more than anything else, will get us to the other side — whenever and whatever that happens to be.

Yes, it could be worse. It could be raining. It seems like it’s already raining — pouring, in fact. But there’s a little sunlight trickling in.

And it might be just enough.

George O’Brien is the editor of BusinessWest.

This Is Uncharted Territory

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Opinion

Editorial

Those in this region who have been in business a long time — and even those who have had their name over the door since the start of this century — have seen and endured quite a bit.

Indeed, over just the past 20 years or so, there’s a been the bursting of the dotcom bubble and the resulting downturn in the economy, followed by 9/11, soon after which the phrase heard most often in businesses across every sector was ‘the phones just stopped ringing.’ Later, of course, there was the Great Recession, when the phones again stopped ringing, as well as — all within a few months — a tornado, a hurricane, that snowstorm on Halloween, and the resulting power outages. There’s also been a workforce crisis, a skills gap, the arrival of the Millennials (who get blamed for everything), family medical leave, and who knows what else.

Like we said, businesses have been through a lot.

But nothing quite like coronavirus. This is something new. This is, in most all ways, uncharted territory.

Look at what’s happening. Colleges are telling students not to come back from spring break while they figure out how to handle all classes remotely. Communities and organizations are canceling events like the Holyoke St. Patrick’s Day parade and postponing others to future dates, hoping matters will improve. States are declaring emergencies, and people are being advised to avoid large gatherings. The stock market is in ‘bear’ territory.

Communities haven’t taken steps like this World War II, if they even took them then. Or since 1919, when the Spanish Influenza pandemic raced around the globe, killing millions.

The worst thing about all this, as we said, is that people can’t rely on experience, because there is simply none to fall back on. This isn’t like a recession or a tornado or a terrorist attack in New York.

“… businesses have been through a lot. But nothing quite like coronavirus. This is something new. This is, in most all ways, uncharted territory.”

They still ran the St. Patrick’s Day Parade during the Great Recession. The region’s colleges stayed open after 9/11. No one cancelled meetings and conventions following the tornado in 2011.

This is different. Very, very different.

So what do we do when we can’t call on experience?

We rely on common sense, our strengths, and our ability to innovate. In short, this is what has seen us through all of those downturns and natural disasters mentioned above.

And by innovation, we mean our capacity to look at what we do and how we do it, and find new and perhaps better ways. And if we can do that, we’re not simply hunkering down, waiting things out, or trying to survive; we’re making ourselves stronger and more resilient.

Looking back on 2008 and 2009, as companies coped with the worst downturn in 80 years, many found ways to better maximize resources, and especially people, while also creating new avenues for revenue and growth. Those challenging days provided a stern test, and the businesses that passed it certainly reaped the benefits of their perseverance and resourcefulness by becoming more resilient overall.

In short, they learned something, and they benefited from what they learned.

Coronavirus will likely present another stern test, and it will require a similar response — creativity and innovation.

And it will require something else as well — a firm understanding that small businesses (and large ones as well) are being severely impacted by this and need any form of support you can give them. From pizza shops, coffee shops, restaurants, and taverns losing the business of college students who won’t be returning, to banquet facilities losing scores of events scheduled for the coming weeks; from Holyoke shops that won’t get that huge parade bounce to travel-related businesses seeing cruises and flights canceled — businesses are hurting. And they’ll need help to get through this.

That’s what we mean by uncharted territory.

Put Families Ahead of Health Insurers

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Opinion

Opinion

By Paul Caron

If you Google ‘health insurance profits,’ it’s clear the industry is doing very well in the U.S. According to one article, the five largest insurers — Anthem, Cigna, CVS Health, Humana, and UnitedHealth Group — cumulatively expect to collect almost $787 billion in 2019.

A share of Anthem’s stock is more than double what it was just five years ago. Cigna’s stock price has not quite doubled in the last five years, but it is close. Humana stock has also doubled in five years, and UnitedHealth Group’s is worth about three times as much in that same time frame. Only poor CVS is down — but you get the picture: it’s good to be in the health-insurance industry.

The primary reason health insurers are doing so well is due to Obamacare, which mandated people in this country get health insurance. In some ways, the health insurers are no different than the gas or electric companies — they are monopolies, and you have to pay them. The federal government has been very good to that industry, and it’s about to happen again.

Legislation in Congress to end surprise billing, is going to put billions in the pockets of health insurers. Now, surprise billing is a terrible problem. In case you don’t know, you get a surprise bill when you go to a hospital that is in your network, but the doctors you see are not. This typically happens in emergency situations, because many hospital emergency rooms are separate entities from the hospital and are not covered by the same insurance plans. Surprise bills in the six figures aren’t uncommon.

In some ways, the health insurers are no different than the gas or electric companies — they are monopolies, and you have to pay them.

This legislation, sponsored by Republican U.S. Sen. Lamar Alexander and essentially replicated in the Democrat-chaired House Energy and Commerce and Education committees, is problematic regardless of its good intentions. These bills purport to end the practice by putting the onus on ER doctors and other emergency services to either cut their prices or allow insurance companies to reimburse them at the local median cost. These bills require a negotiation between insurers and emergency-services providers, but it’s not a negotiation if one side knows a federal law will allow them to pay less if they can’t reach agreement.

Another wonderful gift for the health insurers from Uncle Sam.

The problem for the American people, and workers, is that many emergency services are going to suffer or be pared back, in order to ensure that health-insurance companies remain grossly profitable. If this legislation becomes law, services like air ambulances will be crushed. If you live in a rural area, it’s hard to see how emergency helicopters will continue to service remote areas if this legislation becomes law.

According to the Kaiser Family Foundation, one in six emergency-room visits in 2017 was out of network, which substantially increases the cost of care. This situation cannot persist.

But it just doesn’t seem fair that health insurers, again, get to walk away unscathed, while hospitals, emergency-services providers, patients, and the American taxpayer will be left paying more to ensure that healthcare is accessible.

Paul Caron served as a Massachusetts state representative from 1983 to 2003.

A Chance to Court Opportunity

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Opinion

Editorial

For years now, economic-development leaders have been talking about the need to better leverage the sport of basketball in the place where it was invented.

What they’ve always meant by that is that Greater Springfield has to a better job of capitalizing on perhaps the strongest point of identification when it comes to the city, and perhaps this entire region, beyond the mountain range known as the Berkshires — to do a better job taking full advantage of what is truly an international sport and one that, unlike football, baseball, or hockey, can be played and enjoyed by people of all ages and levels of ability.

Put another way, what people have been saying is that Springfield needs to be more than the home of the sport’s Hall of Fame; it needs to be the sport’s mecca, if that’s possible, given the number of places — from Madison Square Garden to Tobacco Road in North Carolina to the state of Indiana — that have a rich tradition of basketball and also want to make that claim.

Over the years, there have been several attempts to move in this direction, everything from season-opening games for college basketball at the MassMutual Center to the Spalding HoopHall Classic, which brought hundreds of young people — and top college coaches — to the area. And now, the region is poised to take a huge step forward with an ambitious project called Hooplandia.

This event — hailed as a 3-on-3 tournament and celebration rolled into one — could bring a huge economic bounce (pun intended) for Springfield and the entire region.

Inspired by Hoopfest in Spokane, Wash., which attracts roughly 7,000 teams, 28,000 players, and about 200,000 visitors overall, and firm of the belief that Springfield would be an even better place for such an event, organizers, including the Basketball Hall of Fame and the Eastrn States Exposition, which will host the event and most of the games, have quickly put a new event on the calendar.

This event — hailed as a 3-on-3 tournament and celebration rolled into one — could bring a huge economic bounce (pun intended) for Springfield and the entire region.

They gave it a name, Hooplandia, and scheduled it for the same weekend in late June as Hoopfest. They have ambitious goals, not just for the first year — 2,500 teams and 10,000 players — but to eventually supplant Spokane’s event as the largest of its type.

This is where some people might start to think about the recent and highly publicized competition, if it could be called that, between Springfield and Battle Creek, Mich. for the rights to say which city held the largest breakfast gathering in the world (Springfield liked to claim that its pancake breakfast, staged by the Spirit of Springfield, earned that honor).

But this isn’t about outgunning Spokane to say who has the largest 3-on-3 tournament. It is about aggressively leveraging a tremendous asset — Springfield’s identity as home to perhaps the most popular sport in the world. This is reflected in some early projections for overall economic impact — $7 million, which would be nearly four times the amount from the recent Red Sox Winter Weekend.

It’s still early in the process — registration for Hoolandia didn’t begin until March 1 — but already it appears that teams from not only across the region, but also countries like Russia, Belgium, Poland, and Brazil want to not simply vie for another 3-on-3 title but perhaps play a game on Center Court at the Basketball Hall of Fame.

This is what people, including this publication, have meant by better leveraging the sport of basketball.

We won’t call this a slam dunk yet — that would be presumptuous — but it certainly appears that the region has a winner in the making.

Can We Call It ‘Commonwealth Rail’?

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Opinion

Editorial

A few weeks back, we referenced that massive public hearing conducted to provide an update on the ongoing study of rail options for the Commonwealth. At that time, we focused on the high degree of skepticism concerning the state’s projections for cost and especially ridership (Western Mass. planners project almost 500,000 riders annually, while MassDOT has estimated roughly half that number and now promises to take a second look at the projections) and, overall, the many expressed opinions that the state wasn’t being sincere in its approach to this study.

All this is problematic on many levels. But there was one comment that was troubling on another level. It had to do with repeated use of the phrase ‘east-west rail,’ which has been used in most of the discussions and is even the formal name of this ongoing initiative — the ‘East-West Passenger Rail Study.’ The comment was made that it should be called ‘west-east rail’ because this is the region that would be benefit, and — we’re paraphrasing here — it’s essentially a Western Mass. project.

This line of thinking is flawed in a number of respects. Let’s start with the whole Western Mass. inferiority-complex thing — and it is a thing. Many out here have that complex, and it manifests itself in a number of ways, including jokes — if they’re even jokes — about how this region would be better off if it seceded and became part of Vermont. But to suggest that labeling a study ‘East-West’ as opposed to ‘West-East’ is a slight, and an indication of the state’s indifference to all the real estate west of Worcester, is take things too far and miss the far bigger point.

‘East-west’ is a phrase used to describe how roads, highways, and, yes, rail lines run. Few people, if any, say the Turnpike runs ‘west-east.’ It goes in both directions. ‘East-west’ is a figure of speech.

But there’s something else that’s wrong with this line of thinking — something far more important. This isn’t a Western Mass. project, and it can’t simply be a Western Mass. project. Why? Because it will never sell if it is. The state just isn’t going to spend $25 billion or $5 billion or even $2 billion — the various price tags attached to the options outlined at the meeting last month — on a Western Mass. project.

‘East-west’ is a phrase used to describe how roads, highways, and, yes, rail lines run. Few people, if any, say the Turnpike runs ‘west-east.’ It goes in both directions. ‘East-west’ is a figure of speech.

We get it. This project is mostly, if not entirely, being pushed by Western Mass. lawmakers and especially state Sen. Eric Lesser from Longmeadow. And one of their arguments is that this rail line would likely provide a huge boost to many of the cities and towns that are not seeing the same kind of economic prosperity being enjoyed by communities inside Route 128. It would provide a lifeline to communities that are seeing their populations age and decline because young people don’t have enough incentives to live in these places. It would, according to those proposing it, help level the laying field between east and west.

But that’s not the only argument, and it can’t be the only argument if this thing is ever going to move beyond the study phase and stand any chance of being approved by the Legislature.

For this to work, it has to be a project that will benefit not only Chester and Palmer, Pittsfield and Springfield, but also Boston and its suburbs, which are seeing congestion, traffic, and overall cost of living rise to almost untenable levels.

We understand that a name is not a big deal, and it’s mostly about semantics. Why not call it the ‘West-East Rail Study’? We could, if it would make people out here feel better (it wouldn’t make us feel better). But we should instead call it the ‘Commonwealth Rail Study,’ because it’s a project to benefit those living or working on both sides of the state.

If it wasn’t, it would never get off the ground.

An Opportunity for Western Mass.

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Opinion

Editorial

We’re not sure just how the people of this region should take this, but apparently Western Mass. is finally getting some attention.

That’s attention as in … things are soooo bad in and around Boston when it comes to congestion, traffic, and the sky-high cost of housing (and living in general) that some people are thinking about maybe — dare we say it — thinking about possibly giving this area a look.

That’s what we mean by attention.

It seems that, as officials and residents alike ask out loud about possible solutions to the worsening situation in Boston, Western Mass. — and Worcester in some cases — are being mentioned as places where people might go to escape what’s happening in Beantown.

A few months ago, BusinessWest talked with local realtor and real-estate manager Evan Plotkin, who firmly believes that Boston’s rents have gone so high that some business owners, as well as those who run some state agencies, might be willing to move to Springfield, where the lease rates are a fraction what they are in the 617 — and some of the other zip codes as well.

Meanwhile, a few weeks back, Boston Globe columnist Joan Vennochi submitted a piece with this headline: “The Solution to Boston’s Housing and Congestion Crisis? Western Mass.,” and the subhead: “With high-speed rail, plus a major attitude adjustment, Western Massachusetts could be Greater Boston’s new hot neighborhood.”

We’ll get to the rail and ‘attitude adjustment’ parts in a minute. First, that column…

In the article, at what appears to be an invite from state Sen. Eric Lesser — or maybe it’s a challenge — Vennochi visits Western Mass. and writes about getting off at exit 5 in Chicopee. Perhaps she’s simply role-playing (assuming the identity of someone who needs an introduction to this area), but her trek seems much like a visit to a foreign country. Maybe she brought her passport with her just in case.

She marvels at the low housing prices in Hampden County, raves about the co-work space available at the Brewer-Young Mansion in Longmeadow, and describes the Valley Venture Mentors offices in the Springfield Innovation Center as “cool space.” She goes on to interview some people living and working here, as well as one couple that left Boston for Holyoke and admit to not really missing the Hub that much.

Like many of her readers in the Boston area, this was a real learning experience, and one that might, that’s might, open some eyes.

But now we have to return to that subtitle and what amounts to huge caveats, or stumbling blocks, concerning Western Mass.

The first is rail service. Not many will be willing to leave much-higher-paying jobs in the Boston area to come here, and few will want to keep them and commute from here at the present two hours each way. So high-speed rail will be essential to getting more people to move to the 413.

The other problem is that attitude-adjustment thing. One is definitely needed if some people are even going to look west. It shouldn’t be that way, but it is.

A Shakeup at MGM Springfield

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Opinion

Editorial

Mike Mathis, the individual who guided MGM Springfield through the permitting and construction phases and then the first 17 months of operation, is out at the South End resort casino. MGM has chosen to go in another direction, leadership-wise, and probably also with regard to how the casino operates.

Mathis’s ouster was announced Tuesday, and it was immediately linked to December’s record-low monthly performance for the Springfield casino when it comes to gross gaming revenues — under $19 million. That same month, Encore Boston had its best month since it opened last summer (with $54 million), and the juxtaposition of the numbers is telling.

What they show, at least from a gaming revenues standpoint, is that MGM is not attracting enough gamblers — it’s not bringing enough people to its doors. Chris Kelley, who ran MGM’s operation in Northfield Park in Ohio and took over in Springfield on Tuesday, will be charged with changing that equation. Mathis will assume a new role as senior vice president of Business Development at MGM, working on various company initiatives.

“We are excited to have Chris lead the MGM Springfield team,” said Jorge Perez, regional portfolio president of MGM Resorts International. “Chris’ experience in Ohio, rebranding and integrating a property and introducing MGM to the community, will be an asset for Springfield as we continue to work closely with the community and strive to not only be a world-class entertainment destination but also a good corporate neighbor.”

That won’t be an easy assignment. Indeed, while MGM Springfield has succeeded in bringing jobs, additional vibrancy, and opportunities for a number of small businesses, it hasn’t really succeeded in its primary mission — bringing people to Springfield.

This has been clear since the day it opened in August 2018, when visitation was well below what was expected. For roughly a year, Mathis repeatedly used the phrase ‘ramping up’ to describe what was happening, with the expectation — based on previous experience at other casinos — that the numbers would improve.

There have been some good months since, but the numbers haven’t improved significantly, if at all. And now that Encore Boston seems to be hitting its stride, it will that much more difficult to improve those gaming revenues.

From the start, the question has always been ‘will people come to Springfield?’ But there have been variations on that query, including ‘will people come to Springfield now that Encore Boston is open?’ and ‘will people come to Springfield instead of Boston, Rhode Island, Connecticut, New York, and all the other places where there’s casino gambling?’

Roughly 17 months after the casino opened, the answer to the question is the proverbial ‘yes, but…’ And the ‘but’ is followed by ‘not enough of them.’

It’s clear that MGM will have to create more draws — like the highly successful Red Sox Winter Weekend that brought an estimated 10,000 people to Main Street — to bring individuals and groups to the City of Homes.

In short, people need more reasons to come to the Springfield casino, and it will be Chris Kelley’s assignment to create them.

Acting on a Vision

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Opinion

Editorial

Twenty-three years ago, BusinessWest launched a new recognition initiative called our ‘Top Entrepreneur’ award.

We would have called it ‘Entrepreneur of the Year,’ but that phrase was, and still is, copyrighted. Besides, most of the people we’ve honored over the years weren’t recognized only for accomplishments in a given year, but instead for what they’ve done over a lifetime — or at least to that point in their career. And, in many cases, we also honored their compelling vision for what might be, and their ongoing work to achieve it. Past, present, and future.

Cinda Jones, our Top Entrepreneur for 2019, falls into all three categories.

Indeed, she has already spearheaded a transformation of the North Amherst neighborhood her family business, W.D. Cowls Inc., calls home, moving on from an unprofitable sawmill a decade ago and cultivating a period of both significant land conservation — like the 3,486-acre Paul C. Jones Working Forest in Leverett and Shutesbury and an adjacent, 2,000-acre conservation project in Leverett, Shutesbury, and Pelham — and community-development initiatives.

The latter is best represented these days by North Square at the Mill District, a still-evolving mixed-use project that’s attracting residents, eclectic retailers, eateries, and what she calls ‘experiences’ (fun ones — she’s not soliciting dentists or accountants).

But perhaps the most intriguing element of this project is the vision that sustains it. It’s a vision of how people, especially young people, want to live in the 21st century — their longing for more face-to-face contact, their growing awareness of climate change, and their general desire to live in a hive of activity, not a long drive from it.

Any developer can invest in modern, well-appointed buildings and sign up whatever tenants show interest; Jones and her team aren’t settling for anyone, though. They want North Square to be an economic success, but also a rich way of life for those who choose to live and work there.

Western Mass. has been home to plenty of entrepreneurial vision over the decades and centuries, from legends like Milton Bradley and gunmakers Horace Smith and Daniel Wesson to the names BusinessWest has profiled as Top Entrepreneurs for the past quarter-century. Those range from Pride CEO Bob Bolduc, V-One Vodka President Paul Kozub, and Paragus Strategic IT President Delcie Bean — people who started companies from scratch and brought them to regional prominence — to Big Y’s D’Amour family and Balise Motor Sales President Jeb Balise, who built significantly on the work of multiple generations before them.

Again, Cinda Jones represents both models in some ways, stewarding a nine-generation family business but doing it in completely different ways, and with totally new enterprises, than in the past.

What all 24 years of honorees share, despite their vastly different achievements, is vision — to see opportunities that others had not — as well as the work ethic to act on that vision and a desire to see people’s lives improved in some way by the end result.

That sort of vision and energy is what much of the Pioneer Valley’s economy is built on, and, from our perspective, it’s not in short supply. v

Wage Increases Lag National Pace

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Opinion

Opinion

By Gretchen Harrison

Massachusetts employers project lower wage and salary increases, a consistent level of recruitment activity, and moderating health-insurance premium increases for 2020 after navigating a solid but volatile economy during 2019.

Associated Industries of Massachusetts (AIM) recently published its 2020 HR Practices Report, showing that companies project a 2.77% salary-increase budget for 2020, consistent with the 2.71% actual increase reported for 2019 but down from the 2.86% reported in the 2018 HR Practices Report.

Meanwhile, national salary-increase projections for 2020 have risen slightly from the prior year to 3.3%. Salary-increase trends in Massachusetts have tended to lag national numbers in recent years, and the gap has begun to widen.

How does a state with a 2.9% unemployment rate, a persistent shortage of skilled workers, and an impending demographic cliff show slower wage growth than the rest of the nation? Survey data suggest several reasons.

First, escalating regulatory costs (minimum wage) and non-wage compensation costs (health insurance and paid family and medical leave) are making employers cautious about increasing pay. Companies generally have a set compensation budget, so increases in these ancillary costs may put downward pressure on wages. In addition, the Massachusetts Equal Pay Act may be limiting the degree to which employers are able to offer compensation incentives to ‘superstar’ job candidates.

Members of the AIM Board of Economic Advisers offer additional explanations:

• Wages are already much higher than the national average in Massachusetts, meaning increases represent a smaller percentage of total wages.

• Massachusetts is aging quickly. Older workers are at a steadier place in their careers and see slower wage growth. As they retire, they are replaced by less expensive younger workers. This is a natural drag on overall wage growth.

• The higher-skill workers who dominate the Massachusetts economy get a significant portion of their compensation in non-wage forms like bonuses, commissions, and stock options. Projected recruitment activity for 2020 is expected to be comparable with actual recruitment experienced in 2019, which saw a significant increase over 2018 volumes.

The wage and salary increase projections come as unemployment in Massachusetts remains at record low levels. And while the state economy contracted by 0.2% during the third quarter, analysts say the downturn does not appear to indicate the beginning of a recession, but rather the capacity limits against which the state is bumping.

These include the barriers to labor-force growth presented by an aging population as the departure of Baby Boomers from the regional workforce continues.

Gretchen Harrison is director of AIM HR Solutions.

Springfield Is a ‘Surge’ City

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Opinion

Editorial

We’ve written in the past that it’s wise to be wary about a good many of these ‘top 10’ or ’50 best’ lists that come out regularly, charting everything from the most attractive places to retire to the ‘most unsafe’ cities in the country.

It’s always best to take them with a grain of salt.

But sometimes, these lists can provide food for thought, and that is certainly the case when it comes to Springfield finding a home — let’s hope it’s a permanent home — on Inc. magazine’s list of the 50 Best U.S. Cities for Starting a Business in 2020, or its ‘Surge Cities Index.’

The City of Homes is right there at No. 46, one spot behind Houston, one ahead of Tulsa, Okla., and 45 behind Austin, Texas. Beyond that general ranking, there are other measures, and Springfield, according to Inc., ranks 14th in wage growth, 22nd in early-stage funding deals, and 28th in net business creation.

These lists are incredibly subjective and wholly unscientific, and no one can really say if Springfield is the 46th-best place to start a business or the 43rd, or the 52nd. But what’s more important than the number is what Inc. had to say about the city and what’s really behind that ranking.

Let’s start with the headline. “In the Pioneer Valley, founders are made, not imported.” That’s an accurate description of what’s going on in this region — businesses get started here and, hopefully, grow here — and a very telling one. Indeed, Western Mass. is trying to grow its base of businesses organically, primarily out of necessity.

Here’s what Inc. had to say:

“This Pioneer Valley city benefits from its proximity to the Berthiaume Center for Entrepreneurship at UMass Amherst, which serves as an incubator for startup talent. Founders in this Massachusetts town can develop further with Valley Venture Mentors, a grant-fund mentorship organization, and innovation center TechSpring. The latter organization focuses primarily on latter-stage startups in healthcare, while the former has helped more than 300 startups since its founding in 2011. ‘We don’t have a bias toward high tech. We have a bias toward the people who live here,’ says Valley Venture Mentors CEO Kristin Leutz. ‘[People here] see anyone as a potential high-growth entrepreneur.’”

Slicing through this commentary, it is now evident that Greater Springfield’s entrepreneurship ecosystem is not only gaining some momentum, it is gaining some attention. We’re quite sure the region was already on the proverbial map when it comes to startups and innovation, and this ranking provides still more evidence.

Such an ecosystem involves a lot of moving parts — incubators, mentorship groups, colleges and universities with entrepreneurship programs, angel investors, venture-capital groups, and more — and they have to work in unison to create startups, nurture them, get them to the next stage, and, hopefully, keep them in this region.

Springfield has a long way to go before it has a startup environment like Austin, Salt Lake City, Durham, N.C., Denver, and Boise, Idaho — the top five cities on Inc.’s list — but it’s making its presence known, both to the editors at Inc. and hopefully with people looking to launch a business.

Like we said at the top, one has to be careful not to read too much into these ‘best-of’ lists. But we can read something from this one — that all those efforts to encourage and mentor entrepreneurs in this region are starting to pay off. v

STARS Gets Kids Reading

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Opinion

Opinion

By Sue Kline

It’s an autumn afternoon at the Morgan School in Holyoke, and Superintendent Stephen Zrike Jr. is performing what might look like a magic trick, or maybe a minor miracle: he has the quiet, rapt attention of a class full of boisterous preschoolers, who sit in a semicircle with mouths agape and eyes glued on him and what he’s holding in his hand.

It’s not an iPad or a smartphone or a flashy toy or a magic wand — it’s a book. Specifically, it’s The Family Book by Todd Parr, one of four books the Harold Grinspoon Charitable Foundation (HGCF) is gifting to children in Holyoke Public Schools and Springfield Public Schools this year through Stories to Achieve Reading Success (STARS), an initiative to support early reading and family engagement. After the reading and a discussion, the children — smiling wide and with a bit of shock — receive their own individual copies to take home and read with their families.

For these children, these books are magic: they open doors to new worlds, they offer enchanting stories and illustrations that are just as miraculous on the 50th read as on the first, and the books are theirs to keep forever. In today’s digital age, where screens are ubiquitous and you can read a 1,000-page novel on your phone, there is still something special about holding a beautiful book in your hands.

Parent Ashley Garcia is thrilled with the most recent selection, saying, “I absolutely love how The Family Book acknowledges diversity. Sometimes it can be challenging to explain to young children that all families are unique, yet, despite differences, all families are brought together by one thing, which is love. The colorful pictures and simple words make this a perfect gift.”

HGCF introduced STARS, now in its second year, to advance a simple but urgent goal — to help get kids in Holyoke and Springfield reading from a young age. Abundant academic research suggests strong linkages between early reading and later educational success. That makes STARS much more than a program that makes learning more fun and engaging for children and families; it’s an investment in the long-term futures of these students that can pay dividends for years to come.

Patricia Chavez, Holyoke’s director of Early Childhood Learning, notes that “partnering with the Harold Grinspoon Charitable Foundation has been a wonderful opportunity, bolstering the home-to-school connection, something we are always striving toward. Because each book is accompanied with reading tips and ideas for parents, there’s a great opportunity for families to engage.”

STARS gifts four books throughout the year from the established curriculum to 2,400 children in Springfield and Holyoke preschools. The program is a real gem — we’re awed by the extraordinary work being done in classrooms by preschool educators who transmit to youngsters an early love of stories, and very proud that the Harold Grinspoon Charitable Foundation can help extend preschoolers’ positive classroom reading experiences into their homes.”

For more information about STARS and available opportunities to assist in expanding outreach to additional Holyoke and Springfield preschools, e-mail [email protected].

Sue Kline is director of  Stories to Achieve Reading Success.

A Decade of Profound Change

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Opinion

Editorial

Often, when we say that something, or some trend, is ‘changing the landscape,’ we don’t mean literally, and we’re often exaggerating.

That was not the case with some of the biggest stories of the 2010s, a decade in which the landscape was changed literally, but also figuratively, and in all kinds of ways.

Start with the tornado that roared through the region on June 1, 2011. It certainly altered the landscape, from Springfield to Brimfield. But there were other landscape-altering developments over the past 10 years, especially the introduction of casino gambling and the arrival of a broad, multi-faceted cannabis industry in Massachusetts. More on both of those later.

But there were other significant changes to the landscape — specifically, the business landscape — that took place over the past decade. And they’re all still having a profound impact.

These range from ongoing workforce challenges facing employers across every single sector of the economy to the continued growth and maturity of the region’s entrepreneurship ecosystem, to the opening of the Dr. Suess Museum at the Quadrangle, an addition that is certainly helping to put Springfield on the map.

Speaking of Springfield and being on the map, it’s pretty safe to say that more people are setting their GPS for the City of Homes than at any time in recent memory (we know, GPS hasn’t been around that long, but you get the point). The casino in the city’s South End has a lot to do with that, but overall, the city is enjoying a renaissance of sorts that involves the arts, tourism, entrepreneurship and innovation, a new hockey team, some new businesses, and even some new places to live.

There is still considerable work to do, but it’s safe to say that the city has rebounded nicely from the fiscal nightmare of a decade ago and now has what could be called momentum as we enter the 2020s.

As for the casino and cannabis, these were the biggest stories of the decade, and they could well be among the biggest in the decade to come.

MGM Springfield has transformed the South End into something one might find in Las Vegas. The question on everyone’s minds, though, is just how many people are finding it. The revenues — as in gross gambling revenues, or GGR — are not what they were projected to be, and that is certainly cause for concern.

But, revenues aside, the casino is certainly bringing more vibrancy to the downtown, especially when big shows are slated. And the complex holds considerable promise for luring more convention groups to the region.

The casino will certainly be making headlines for years, but the question remains — what kind of headlines?

As for cannabis … we wrote several months ago that this development is likely to be far more impactful than the casino on a regional basis, and we’re already seeing that. In communities like Holyoke, Easthampton, Northampton, and others, cannabis is bringing jobs, tax revenues, and new opportunities for development of commercial real estate, much of it previously vacant or underutilized.

And we’re talking about hundreds of thousands of square feet of commercial real estate.

The cannabis industry, in most respects, is still very much in its infancy. What will it look like when it’s all grown up? That’s a matter to be decided in the next decade.

As for the one that’s soon to be referred to in the past tense … it was one of profound change to the landscape, in every sense of that phrase.

Making Progress on Climate Change

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Opinion

Opinion

By Robert Rio

The climate protesters who took to the streets of Boston earlier this month targeted the wrong people.

If these people really want to impact the climate debate, they should turn their attention outside of a state that is already well on its way to achieving the goals outlined at the State House demonstrations.

Massachusetts has had a law on the books for more than a decade that mandates an 80% reduction in carbon emissions from all sectors (electric generation, transportation, and buildings) by 2050. Admittedly, that isn’t 100%, but worrying about whether Massachusetts meets 80% or 100% misses the larger picture.

There are separate regulations aimed at carbon reduction as well. State policy requires that 80% of electricity be generated using carbon-free sources by 2050. And new proposed regulations by the Massachusetts Department of Environmental Protection will move that requirement to nearly 100% during the same time frame. Associated Industries of Massachusetts (AIM) supports the proposed regulations.

The Baker administration has already finalized contracts for one offshore wind farm, and another one is going through the approval process. These developments will leave the region humming with new turbines.

Additionally, a large hydro power project is being routed through Maine to supply about 18% of Massachusetts’ total power. Without hydro power, our transition to carbon-free energy will be delayed for decades because it would take an enormous amount of additional solar or offshore wind to make up for the loss of carbon-free hydro power.

That leaves transportation, which accounts for the largest portion of greenhouse-gas emissions — 45% and growing.

Gov. Baker has been a leader in addressing transportation-based greenhouse gases and is a visible backer of the 12-state (plus the District of Columbia) regional effort to reduce greenhouse gases in the transportation sector known as the Transportation and Climate Initiative (TCI). AIM has joined with the administration and several environmental groups to support this effort, and the governor is always looking for more support.

TCI will establish a regional cap on carbon emissions while auctioning emissions allowances. Proceeds from the TCI fee will be sent back to each participating state to improve statewide public transportation and to encourage fuel users to purchase alternative vehicles.

A MassINC poll published this month found that a majority of registered voters in Massachusetts, Connecticut, Maryland, New York, New Jersey, Pennsylvania, and Virginia strongly or somewhat support their home state’s participation in TCI. Some states, however, are balking at joining TCI. Perhaps the Boston climate activists could take their message to other state capitals to ensure that this critical multi-state effort gets off the ground.

Declaring victory and moving on is tough, but it is necessary to move on from Massachusetts and concentrate efforts in those areas where the greatest changes should be made. The best thing for all of us to do is acknowledge our work favorably and let the rest of the nation know it can be done with the right leadership.

Robert Rio is senior vice president, Government Affairs at AIM.

Progress for Hampshire College

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Opinion

Editorial

Ordinarily, a press release announcing that one of the region’s colleges or universities had maintained its accreditation with the New England Commission of Higher Education (NECHE) would barely register as news.

But this was not the case with the recent announcement that NECHE voted to continue the accreditation of Hampshire College. Or ‘embattled Hampshire College,’ as the case may be, because it seems that this adjective has more or less became attached to the school as it has endured severe economic hardship over the past 18 months or so.

Indeed, maintaining accreditation was hardly a foregone conclusion for this school, which has seen enrollment drop dramatically, putting it in fiscal peril. In fact, for some, it seemed like a long shot.

So NECHE’s vote, which essentially buys Hampshire College two years to put itself on much more solid ground, is a milestone, and, hopefully, the first of many.

The vote is affirmation that the school — which has vowed to maintain its independence, launched a major fundraising campaign, hired a new president and several other administrators, and set ambitious goals for enrollment for 2020, its 50th-anniversary year — is on the right track.

Hampshire and its new leader, Ed Wingenbach, said they had a plan, or a path forward. They told NECHE that it is “ambitious, data-driven, and achievable.” And NECHE, apparently, is in agreement.

But this doesn’t mean Hampshire College is out of the woods. Not by a long shot.

While the school maintained its accreditation, there were some caveats, most of them involving what’s known as “institutional resources,’ or the bottom line. Hampshire’s still isn’t very good, and it needs to get much better.

To that end, the school has set about raising $60 million by 2024; an ambitious capital campaign called “Change in the Making: A Campaign for Hampshire” was kicked off at ceremonies on the campus last week. And while Hampshire is off to a great start — more than $11 million has been raised toward that goal, and the school has some good friends that can help it in this endeavor (alumnus Ken Burns is serving as co-chair of the campaign), that is a very big number.

And, as been noted several times over the past few years, demographics and other conditions are not working in Hampshire’s favor as it works to stabilize its future. High-school classes continue to get smaller, and this trend will continue. Meanwhile, the sky-high price of a college education is prompting many young people and their parents to put a premium on value and return on investment when they search for a school, a trend that further endangers small private schools with large price tags — like Hampshire.

Had the school not maintained accreditation, that would have been a virtual death knell. It’s hard enough to attract students considering the conditions listed above; it’s nearly impossible when a school has lost accreditation.

But the announcement from NECHE is merely the first of several milestones that Hampshire must reach. This will still be an uphill battle, but the school has in essence made it through base camp.

Hampshire College has been given an important lease on life. Now, it must make the very most of this opportunity.

Losing a Piece of the Past

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Opinion

Editorial

To walk into Wilson’s Department Store in Greenfield was to step back in time. And everyone loved to do it.

Wilson’s, a Main Street staple, was the last of the old-time downtown department stores in this region. For the younger generations, a trip there was just something different — as in different from going to the mall (what few are left) and different from shopping online and getting the item delivered.

For Baby Boomers, though, going there was like going into a time machine and back to their youth. Back to the day when the department stores were downtown and you had to go to one floor to find housewares and another to buy a tie. Back to the day when life — and retail — were seemingly much simpler.

Wilson’s, a Main Street staple, was the last of the old-time downtown department stores in this region.

Soon, you’ll actually need a time machine to enjoy such an experience, because Wilson’s, a store that opened nearly 140 years ago, will be closing its doors as soon as its remaining inventory is gone.

Kevin O’Neil, president of the store that has been operated by his wife’s family for roughly 90 years, announced late last month that will be retiring and closing the landmark. He told area media outlets that he could have kept the store going for a few more years, despite radical changes in retail that have made survival much more challenging, but he wanted to retire while he was still in good health.

The closing will leave a very large hole in Greenfield’s downtown — although there are a number of intriguing reuse alternatives in a city that is enjoying a resurgence of sorts — and a hole in the hearts of people who loved this landmark’s unique qualities and old-time charm.

But this closing was in almost all ways inevitable. Retail is changing, and bricks and mortar, especially in downtown settings, are becoming anachronistic.

Across the region and across the country, shopping malls are closing and being converted into what are known as ‘lifestyle centers’ that blend some retail with some residential and maybe some office space; one is being planned for the site of the Eastfield Mall in Springfield, this region’s first enclosed mall.

As for downtowns, they have long since ceased being a place where most people shop. In Springfield, Chicopee, Holyoke, Westfield, and other area communities, downtowns are still places to gather and maybe eat, enjoy a cocktail, see a show, or go to work in a co-working space. But not to shop.

At least not the way people did 50 or even 30 years ago. Those days are gone, and all evidence seems to indicate that they are not coming back.

Which brings us back to Wilson’s.

Yes, this is a sad day. It’s always sad when we lose something we cherish. But while we can and should mourn this loss, we could — and we should — celebrate what we had.

In Wilson’s, that was a trip back in time. And whether you did it every week or once every year, you loved the experience.

It will certainly be missed.

UMass Football Should Cut Its Losses

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Opinion

Editorial

On the gridiron, they call it ‘piling on.’

That’s when one tackler stops the ball carrier and begins to take him down, and a number of teammates come over and help him get the job done. That’s piling on.

The phrase has been adapted for use off the football field as well. It has taken on several meanings, and is often used in the context of debates and adding many voices to an expressed opinion on a particular subject.

With that, we’ll say we’re piling on today on the subject of UMass football, or the sorry state of UMass Amherst football, to be more precise. To be sarcastic, and a little snarky, this team probably hasn’t piled on all season, and that explains why it’s giving up more than 50 points a game on average. And this isn’t to LSU, Ohio State, or Oklahoma, either. It’s to Army, Liberty, UConn, Louisiana Tech, Northwestern, and other non-powerhouses in college football.

But this isn’t a column for the sports page. It’s an editorial for a business publication. College football is business, but, more to the point, we believe the sad state of the football team is hurting the business — and the brand — of the state university.

We’re not the only ones expressing this opinion, hence that comment about piling on.

Indeed, other media outlets have gone beyond printing the abysmal scores of the UMass games — 44-0, 69-21, 63-21, and 63-7 have been some of the recent ones — and are now asking, ‘why are we still doing this?’

‘This,’ of course, is playing football in what’s known as the Football Bowl Subdivision, where the Alabamas, Georgias, and Notre Dames live. UMass has played all those schools and others, generally receiving more than $1 million for the privilege of traveling to those college towns, becoming a designated cupcake on the schedule, and getting trucked by the home team.

We’d say it’s getting embarrassing, but it’s well past the ‘getting’ stage — so much so that UMass President Marty Meehan, who was at the Army game at West Point a few weeks back and witnessed the carnage (that’s the 63-7 score, and it wasn’t really that close) first-hand, knew what reporters were calling about the following Monday before they asked their first question.

When asked by the Boston Globe whether the school should give up the ghost and drop back down a level in college football, Meehan danced around the matter and essentially said it was up to the school and its chancellor to make that decision.

Maybe he’s right, but he could certainly help them make it, and we believe he should.

Over the past several years, we’ve written countless stories about a university on the rise — a business school climbing up the ranks nationally, astronomers helping to provide proof of black holes, student scientists and entrepreneurs turning discoveries in the lab into new businesses, and a food-service program second to none — and a brand taking hold nationally.

Football can’t and won’t kill the brand, but these scores, this embarrassment on the field, certainly isn’t helping, and of late, it has become a distraction.

Yes, this football season will mercifully end in a few weeks, and maybe the press will go away for a while and stop talking about football. But the problem isn’t going away — and it is a problem, a very big problem.

Nearly a decade after entering the Football Bowl Subdivision, UMass isn’t making any progress. In fact, it’s regressing. It is struggling mightily to recruit solid players, as might be expected given the school’s location and its track record for losing by 40 points every week. And that’s not going to change anytime soon. The school is finding out that this is a cycle you can’t break.

Maybe the money is working out, but we think it’s more of a wash than anything else. And the school’s reputation, or brand, is taking a serious hit that can’t be mitigated by the hockey team going to the national finals last spring.

The team has become a punching bag and a punchline, and it’s time for the university to cut its losses.

Time to Pass USMCA Trade Agreement

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Opinion

Opinion

By Kristen Rupert

Associated Industries of Massachusetts (AIM) and its 3,500 members urge the U.S. Congress to approve the new USMCA trade agreement with Canada and Mexico.

The reason is simple — Canada and Mexico purchase more U.S.-made goods than the next 11 trading partner countries combined. USMCA will help to preserve more than 2 million American manufacturing jobs — at least 15,000 of them in Massachusetts — that rely on trade with Canada and Mexico.

Time is short for Congress to act. The U.S. House and Senate need to pass the USMCA before the year’s end.

House Speaker Nancy Pelosi has said Democrats have inched closer to supporting the deal. They have worked to iron out lingering concerns in weeks of talks with the Office of the U.S. Trade Representative.

The USMCA was negotiated by the Trump administration to replace the North American Free Trade Agreement (NAFTA). USMCA strengthens and modernizes intellectual-property rules, sets new digital-economy standards, expands U.S. manufacturers’ access to Canada and Mexico, ensures that U.S. companies can sell their products duty-free into these markets, eliminates red tape at the border, and levels the playing field by raising standards, prohibiting anti-U.S. discrimination, and strengthening enforcement.

AIM is in contact with the Massachusetts delegation in Congress to encourage them to pass the USMCA. Gov. Charlie Baker calls the agreement “strong, fair and flexible.” Among the many products that are traded between Massachusetts and Canada and Mexico are auto parts, medical devices, lab instruments, semiconductors, paper products, and aerospace parts. Most of the manufacturing exports from Massachusetts going to Canada and Mexico are produced by small and medium-sized businesses.

AIM urges employers to contact their members of Congress to emphasize how important the USMCA is to manufacturing companies in Massachusetts. Industry associations, individual companies, and elected officials across the U.S. encourage an immediate vote on USMCA.

Kristen Rupert is senior vice president of External Affairs at Associated Industries of Massachusetts and director of AIM’s International Business Council.

The Red Sox Are Coming to Town

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Opinion

Editorial

As the headlines keep coming about the state’s casinos not meeting their projections for gaming revenues, the announcement last week that the Boston Red Sox will bring their annual Winter Weekend fan event to MGM Springfield and the MassMutual Center was well-timed and quite poignant.

We’ve been saying for some time now — and we’ll keep on saying — that, while the revenue projections for the state’s casinos are somewhat disappointing, they are just part of what gaming brings to the state and the communities in which they are located. Do we wish their revenues were more in line with the projections made all those years ago? Sure, but the casinos, and especially the one in Springfield, have brought benefits well beyond additional revenues to the state.

In the City of Homes, it has created momentum and traffic on most Saturday nights. On nights when there are shows, downtown comes alive and looks like … well, it doesn’t look like Springfield, or at least the Springfield of much of the past several decades. And the casino continues to bring energy and benefits in ways that probably couldn’t have been anticipated when officials were signing the host-community agreement drafted several years ago.

Which brings us back to the Red Sox and the Winter Weekend. This is one of the many benefits resulting from the new, multi-year partnership the team inked with MGM as the “official and exclusive resort of the team” early last year.

That designation once belonged to Foxwoods Resort and Casino in Connecticut, meaning that, for two days in January, a large group of Red Sox players (past and present), officials, and, yes, fans traveled to the Nutmeg State and spent a considerable amount of money there.

Next Jan. 17 and 18, those players, officials, and fans — and that spending money — will instead be coming to Springfield. And they’ll be coming during a time when the tourism sector here could certainly use a boost.

Several thousand fans are expected to come to the festival, which will include a town-hall event, autograph sessions, and photo opportunities with the players from today and yesterday.

This will be a great opportunity for fans of the team to connect with the players and coaches in a way they probably never have before. Meanwhile, those who come to see the team’s stars will also see a rising star in the city of Springfield — which they probably haven’t seen up close either.

Overall, this will be a tremendous opportunity for the city to roll out the red carpet and showcase all the good things that have happened here in recent years.

Some logistically minded people are already wondering, ‘what happens if it snows?’ We’re pretty certain the organizers will figure out. And they’ll also figure out how to make these two days something memorable, not only for Red Sox fans but for those doing business in downtown Springfield.

It all came to be because MGM forged a strong business partnership with the Red Sox. That’s one of the benefits you don’t see when you’re just looking at statistics concerning gross gaming revenue. And it’s one of the many reasons why it’s far too early to discuss whether the gaming industry is off to a disappointing start in the Bay State.

The Red Sox are coming to town. And Springfield is the big winner in this game.

Musical Chairs Is Not Real Development

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Opinion

Editorial

The CVS in Tower Square in downtown Springfield closed its doors the other day as the chain opened a new facility several blocks to the south, almost across Main Street from MGM Springfield.

While this event isn’t in itself newsworthy on most levels, it is part of what is becoming a trend that is rather … well, disconcerting is too strong a word, but it’s pretty close. It’s a trend we would like to see reversed.

And that’s a trend toward businesses and institutions moving a block or two and having officials and business leaders label such activity ‘economic development.’ It might be that on some level — or in some cases, to be precise. But mostly, it’s just musical chairs that isn’t really helping matters when it comes to the big picture.

Let’s start with that CVS. On some levels, we should consider this part of efforts to revitalize the tornado-ravaged South End of Springfield — and that’s what it’s being called. In fact, MGM’s leaders have mentioned this project early and often when talking about how the $960 million facility is stimulating additional development in and around its campus.

Maybe that’s true. That’s maybe. But moving CVS several hundred yards to the south can’t be interpreted as bringing ‘new business’ to Springfield. And moving that store out of Tower Square can’t be helping the ongoing efforts to revitalize that former business hub and shopping center. In fact, the decrease in foot traffic will certainly hurt efforts to bring new businesses into that once-thriving but long-struggling facility. And it will also hurt the employees in the downtown business towers who frequent that convenient location.

But enough about CVS. We’ve seen this musical-chairs activity with bank branches, small businesses, nonprofits, and more. They move into a new space to considerable fanfare while leaving a vacancy somewhere else.

Sometimes it’s necessary — as when a company needs to move to better or larger space, or when a lease is being terminated, as was the case a few years ago with a number of law firms displaced by the arrival of MGM. And it’s nothing unique to Springfield or this region. Indeed, every time a new office building is constructed in Boston, New York, or any other large city, tenants relocate to it from other facilities in the general area.

And, as we noted, sometimes it’s a good thing, as is the case with Peter Pan moving just a few hundred feet into Union Station. That seemingly unnecessary move cleared the way for Way Finders to build a new facility on the Peter Pan site that might help revitalize the North Blocks area, while also helping to speed development in the South End, in property currently home to Way Finders.

But in most cases, this musical-chairs activity is just that — people moving from one chair to another with no real benefits, other than to those doing the moving.

We don’t know all the reasons why CVS moved three blocks down Main Street, and we’re not sure what kind of impact it will have in the South End. Maybe it will be a catalyst for more development, and maybe it will be a solid start to efforts to balance the glitz on the west side of Main Street with some on the east side.

But overall, such moves don’t generate economic development as much as they just move it around. The real goal should be to have companies change their zip code (to one in the 413) when they move, not keep the same one.

Women Make an Impact in Many Ways

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Opinion

Editorial

When BusinessWest decided a few years back to create a new recognition program to honor women in this region, the next big decision involved assigning a name to this initiative.

‘Women in Business’ would have been the obvious choice, and publications with similar missions and audiences have gone that route. But that would be short-sighted, and it would leave out a good number of women who are making a real difference in this community.

‘Women Leaders’ is another option, and it would certainly work, because these are the individuals that this program was created to identify — and celebrate.

But we chose ‘Women of Impact’ for a reason. When we hear that word ‘impact,’ we think of people who are influencing this region in some way, creating positive change, improving quality of life, and moving the needle on many of the important issues facing society. And while doing that, they may also be very successful in business as well.

We also chose ‘Women of Impact’ because there are countless ways to make an impact in this region — each one of them important in its own way. It was and is our desire to show the variety of ways that people, and especially women, can be impactful. We were quite successful with this assignment in our first year, 2018, and we can say the same for the class of 2019. The stories for this year’s class are unique:

• Tricia Canavan, president of United Personnel, is a highly successful businesswoman, but she is having an impact in many ways, especially in her various efforts to help ensure that individuals possess the skills they need to succeed in the workplace;

• Carol Moore Cutting, president, CEO, and general manager of Cutting Edge Broadcasting, is also a successful businesswoman and a role model for women of color across the region. She also epitomizes the hard work, sacrifice, and the ability to overcome adversity that is necessary to succeed in business — and in life;

• Jean Deliso, principal with Deliso Financial Services, is also a successful business owner and has spent her career helping individuals, and especially women, become empowered when it comes to financial planning and securing a solid future;

• Ellen Freyman is an accomplished business lawyer, but she would be the first to tell you the biggest impact she is making concerns helping others, especially women and minorities, get involved in their communities and make an impact themselves.

• Mary Hurley has been a life-long public servant and has made an impact at every stop in her career — as a lawyer, a Springfield city councilor, mayor of the city, District Court judge, and, most recently, as governor’s councilor. At each stop, she has impacted lives in countless ways;

• Lydia Martinez-Alvarez, assistant superintendent of schools in Springfield and the first Hispanic woman to hold that post, is being impactful in many ways, from helping to ensure students can succeed in the workplace after they accept their diplomas to serving as a role model for young women, and especially Hispanic women;

• Suzanne Parker, executive director of Girls Inc., has transformed that agency into a powerful force when it comes to empowering young women and enabling them to seize career opportunities. As a mother and master of the art of balancing life and work, she is also a role model to those girls across the region; and

• Kate Putnam, managing director of Golden Seeds and a successful businesswomen in her own right, is making an impact in several ways, but especially in her efforts to mentor entrepreneurs, and especially women entrepreneurs, helping them attain much-needed capital and grow this region’s entrepreneurship ecosystem.

Eight stories. Far more than eight ways to have an impact on this region and the people who call it home. This is why we created a new recognition program and why we chose this name. And that’s also why the class of 2019 is worthy of celebration.

It’s Time to Move on Sports Gambling

By
Opinion

Editorial

State governments are, by and large, clunky and inefficient bodies known for their slow pace, general indecisiveness, and tendency to study rather than act decisively.

Those are generalities, to be sure, but they’re also truisms.

While most all state legislatures share those qualities, the Bay State’s leadership seems to stand out from the rest. There are many recent examples of this — everything from east-west rail to the education bill currently being debated.

And then, there’s casino gambling, and most recently, sports gambling.

For reasons we’ve never fully understood, this state lost a great many years — at least a decade by most accounts — when it came to legalizing casino gambling.

While legislators were debating the relative merits of gaming — and debating them some more — a host of other states were moving forward with facilities and establishing a solid foundation that has made it more difficult for the casinos now operating in the Bay State to achieve the kinds of revenues that were originally projected.

And now, the Legislature, which has shown a propensity in recent years for letting the voters make some of the most difficult decisions through referendum questions, is repeating, and compounding, its mistake on gaming by dragging its feet on sports gambling.

Legislative leaders have expressed interest in the concept, and some project a vote might — that’s might — come before the end of this legislative session. If and when it is approved, by next July, it will be another six to 12 months before someone can actually place a bet on a sports team in Massachusetts.

By then, the state will have lost tens of millions of dollars in needed tax revenues to Rhode Island, New Hampshire (set to launch its own program), and other states that saw the light and decided to take action.

We’re not sure why our Legislature couldn’t do the same thing. Waiting and watching and learning doesn’t seem to make any sense at this point.

Sports gambling is a fact of life in this country. Legalizing it and taking advantage of the revenues would seem to be a no-brainer, especially given the heightened degree of competition within the gaming industry and the need for the state’s casinos to be able to keep pace with its neighbors on every level.

Indeed, the state’s two resort casinos, Encore Boston and MGM Springfield, while off to decent starts, are both turning in gross gaming revenue (GGR) numbers below what they projected, primarily because of lagging slots revenues.

These casinos need a shot in the arm; they need another arrow in the quiver when it comes to bringing people to the doors and giving them more to do when they arrive.

Sports gambling seems like a very attractive ‘something more.’

It should have happened by now. Maybe it will happen soon. The state’s Legislature has a history of waiting, studying, procrastinating — and losing out on opportunities.

It looks like history is repeating itself on sports gambling, and the state is almost certain to lose out again.

Taking Springfield to the Next Stage

By
Opinion

Editorial

Most would agree that Springfield has come a long way over the past decade or so and especially since the 2011 tornado touched down on Main Street.

But most would also agree there is still considerable work to be done in the City of Homes to bring it back to the prominence it enjoyed decades ago. And while no one would dare suggest that what has accomplished to date has been easy — although MGM Springfield might have been the easiest $1 billion project anyone has ever seen — the work to be done falls into the ‘much harder’ category.

Indeed, over the past decade, city officials, working in collaboration with a host of public and private partners, have succeeded in giving people more reasons to come to Springfield — to work, play, and, yes, live — and they’ve also made it somewhat easier to get here through new rail service and extensive work on I-91.

Collectively, the city has made progress and created momentum, but hard work remains to build on what could be called a foundation, while also making sure that MGM Springfield, Union Station, and other developments are put in a position to succeed.

Tim Sheehan, Springfield’s recently appointed chief Development officer, touched on some of these points in an extensive interview with BusinessWest (see story, page 6). Slicing through his comments, he notes that, while Springfield is now a more attractive place to visit, in many respects, it must focus even harder on creating more opportunities for people to live here, launch businesses, and see them succeed.

Most recently employed by the city of Norwalk, Conn. and its Redevelopment Agency, he said he saw first-hand what can happen when a city succeeds in attracting a larger population of professionals through new market-rate housing initiatives.

Norwalk, roughly an hour’s commute to New York city via train, benefited from its location and developed more housing that in turn brought energy, disposable income, and, yes, business opportunities to the city.

Springfield, doesn’t have the same advantage of geography — although hopes remain for east-west rail that would certainly change that equation — but there is still vast potential to create more market-rate housing in its downtown and the neighborhoods beyond. And tapping this potential is perhaps the number-one priority for the city moving forward.

That’s because, while the city can certainly benefit from people coming to gamble or see an Aerosmith concert or visit the Basketball Hall of Fame or take in the Dr. Seuss museum, true vibrancy comes when people live in your community. Brooklyn, N.Y. is perhaps the best example of this, but there are many others.

The assignment, then, becomes giving people a reason (or a good number of reasons) to live in your community.

Springfield is making progress there, but it has to do more to entice private investors to build here. And this brings us to another priority on Sheehan’s to-do list — the city’s many fine neighborhoods. We can still use that adjective, although all of them have seen better days, especially when it comes to their commercial districts.

Sheehan mentioned Boston Road, which is still a vibrant commercial artery but not what it was decades ago, especially at the Eastfield Mall end of the street. The ongoing demise of traditional retail certainly plays a part in what’s happening along these stretches, but Sheehan is right when he says the city needs to develop new plans for these areas, create buy-in from neighborhood institutions, and, overall, inspire investors to what to be part of something.

All this falls into the category of taking Springfield to the next stage. As we said, this is in many ways harder work than what has been undertaken to date, but it’s work that has to be done if Springfield is to enjoy a real renaissance.

Ask the Right Interview Questions

By
Opinion

Opinion

By Alex Zlatin

A company’s intention in a job interview is to find the person who best fits a particular position. But quite often, the candidate who is hired fails, and usually their exit is related to attitude issues that weren’t revealed in the interview.

That raises the question: are interviewers asking the wrong questions — and consequently hiring the wrong people? Some traditional styles of interviewing are outdated, thus wasting time and resources while letting better candidates slip away.

It still astounds me to meet HR professionals who lack the basic skills of interviewing. In 2019, ‘tell me about yourself’ is still a way to start an interview, and that’s absurd. The only thing you get is people who describe the outline of their résumé, which you already know.

Here are some interview approaches to help HR leaders, recruiters, and executives find the right candidate:

• Make it a two-way conversation. Traditional interviewing focuses too much on the candidate’s skills and experience rather than on their motivation, problem-solving ability, and willingness to collaborate. Rather than making most of the interview a rigid, constant question-and-answer format that can be limiting to both sides, have a two-way conversation and invite them to ask plenty of questions.

• Flip their résumé upside down. Surprise them by going outside the box and asking them something about themselves that isn’t on their résumé or in their cover letter. See how creatively they think and whether they stay calm. You want to see how a candidate thinks on their feet — a trait all companies value.

• Ask open-ended questions. Can this candidate make a difference in your company? Answering that question should be a big aim of the interview. Ask questions that allude to how they made a difference in certain situations at their past company. Then present a hypothetical situation and ask how they would respond.

• Don’t ask cliched questions. Some traditional interview questions only lead to candidates telling interviewers what the candidate thinks the company wants to hear. Interviewers should stop asking pointless questions like, ‘where do you see yourself in five years?’ or ‘why do you want to work for this company?’ Candidates rehearse these answers, and many of them are similar, so that doesn’t allow them to stand apart.

• Learn from the candidate’s questions. The questions candidates ask can indicate how deeply they’ve studied the company and how interested they really are. A good candidate uses questions to learn about the role, the company, and the boss to assess whether it’s the right job for them.

• Don’t take copious notes. The tendency by interviewers to write down the candidate’s answers and other observations is a huge obstacle to building a solid two-way conversation because it removes the crucial element of eye contact.

 

Alex Zlatin is CEO of dental practice-management company Maxim Software Systems.

For Employers, a New Norm

By
Opinion

They call it ‘employee ghosting.’

By now, just about everyone has heard the phrase, and most employers have actually experienced it. While definitions vary, the most common form of ghosting occurs when an individual is offered a job, accepts it, and then, on what would be their first day on the job, doesn’t show up, because between the time when they accepted the job and when they were supposed to start, something better came along.

But it also happens with interviews — a candidate will agree to one and just not show up for it — and with already-hired employees — they’re in the office one day, and the next day they’re not, usually without explanation.

Ghosting is a byproduct of a tight unemployment market, immense competition for good talent, and, maybe (according to some) a desire for payback among individuals who applied for a job, interviewed for it (maybe a few times, even) and then never heard from the potential employer again.

In any case, while ghosting is a fairly recent phenomenon and a sign of the current times, it is also part of what we believe will be a new norm for employers, and not a temporary inconvenience. That’s because demographics certainly favor employees; Baby Boomers are retiring, and the generations following them are considerably smaller.

Yes, we know that advancing technology will eventually reduce or eliminate certain types of employment opportunities — depending on whom one talks with, we won’t have much need for truck drivers or even lawyers soon — those days are a ways off. For now, employers must cope with this new norm. And that’s why BusinessWest partnered with Garvey Communication Associates Inc. (GCAi) this month to present a morning-long series of workshops called “Attracting the Best Candidates in Possibly the Worst of Times”.

Whey these are, indeed, the worst of times — for employers, anyway; for candidates, it’s the best of times — things are probably not going to change much moving forward. Yes, the economy will eventually decline, and yes, the unemployment rate will climb, but for a host of reasons, including demographics, employers shouldn’t expect to be in the driver’s seat anytime soon.

In this environment, they have to do things differently than they have for decades. In short, they have to create an attractive culture — one people want to be part of — and then sell that culture.

Sarah McCarthy, senior Human Resources business partner for Commonwealth Care Alliance and member of a panel at the Sept. 20 event, probably summed things up best when she said, “it’s not an environment where people are coming to you; you have to do some mining and find these individuals and encourage them to come work for you, and in doing that, you need to provide context for them — why should they want to come work for you?”

Indeed, why should they? Employers will have to come armed with reasons, and they must involve more than a number on the paycheck — although that’s always important. And it will have to involve more than flex time and casual Fridays.

As John Garvey, president of GCAi, put it, “people want to be a part of something they’re passionate about. That’s important. And that requires us to talk to them in different ways and develop talent in different ways — and also to reach out in different ways.”

Note that word ‘different.’ That’s the key. Companies can’t do things the way they used to, they can’t talk to candidates like they used to, and they can’t sell themselves like they used to.

These are different times, and in most ways, they represent what is a new norm. And if companies don’t understand this, they will soon come to understand what employee ghosting is all about.

Accountability Key to Education Reform

By
Opinion

Opinion

By John Regan

Massachusetts is about to undertake the most sweeping restructuring of public-education funding since 1993. What does it mean for employers?

The 3,500 member companies of Associated Industries of Massachusetts (AIM) who depend upon the public schools to prepare the workforce of the future support education reform that contains specific and measurable performance objectives. Anyone who owns or manages a business tracks return on investment, and the investment we make in our public schools and students should be no different.

However, employers do not support the sort of reform being promoted by some advocates who have been calling at rallies for a ‘blank check’ of billions of dollars of state aid with no accountability.

While the National Assessment of Education Progress indicates that Massachusetts has the best public schools in the nation, that same assessment shows significant achievement gaps between white students and black and Latino students. Massachusetts finds itself in the bottom half of states with respect to black-white achievement gaps across almost all grades in reading and math and in the bottom third of states with respect to Latino-white achievement gaps across all grades in both reading and math. The achievement gap matters to employers confronting a persistent shortage of qualified workers in an economy running at 2.9% unemployment.

Reforming the school funding formula will probably cost taxpayers around $1 billion. Employers understand better than anyone the importance of making strategic investments, but they also know that pouring money into a broken system is not the answer. Employer support for education reform hinges on the establishment of clear and measurable standards that will allow everyone to determine whether changes are working for students, teachers, and the Commonwealth.

The evidence is clear that more money does not equal better educational performance. AIM insists the following accountability measures be part of any education funding reform:

• Fully implement the recommendations of the Foundation Budget Review Commission through a multi-year, fully funded revision to the Chapter 70 formula that will achieve adequacy and equity for all students.

• Maintain and enhance the state accountability system to ensure new funds go to those students who need them the most and are used effectively to close achievement gaps, set statewide and district targets for closing those gaps with annual reporting on progress, and collect and report on data related to college and career readiness.

• Add a new Chapter 70 enrollment category for Early College and Career Pathways to enable replication and expansion of these high-school reform strategies.

• Provide significant and supplemental funding for innovation and the implementation of best practices in underperforming schools.

• Enact Innovation Partnership Zone legislation to provide communities with a new tool for empowering schools and educators to address persistent low performance and encourage innovation.

John Regan is president and CEO of Associated Industries of Massachusetts.

Reducing Food Waste Is a Team Effort

By
Opinion

Editorial

In the U.S., 150,000 tons of food is wasted every day.

This equals about a pound of food per person, or about a third of the daily calories that each American consumes. What may not be totally obvious when we throw out that banana with a brown spot on it, or the slightly mushy red pepper, is that all this food waste contributes to a much bigger problem in America — the waste of about 40% of country’s food production.

This shocking fact shared by the Center for EcoTechnology is a testament for just how serious the food-waste epidemic is.

In addition, according to the Environmental Protection Agency, wasted food is the single biggest occupant in American landfills. The food we throw out affects our lives in more ways than one, including our own financial resources and a bigger carbon footprint.

Thankfully, while food waste remains a huge problem in America and the world, more and more awareness is being brought to this subject, and more action is being taken to significantly reduce this problem. This includes organizations like Lovin’ Spoonfuls, a nonprofit dedicated solely to food rescue and distribution in Massachusetts.

Lovin’ Spoonfuls picks up food from more than 75 vendor partners in refrigerated trucks and serves more than 40 cities and towns across Massachusetts. It focuses primarily on perishable foods like fruits, vegetables, and dairy, which are the most likely to be wasted, and provides meals to more than 30,000 people a week.

Aside from organizations like this, there are simple ways families can do their part to significantly reduce food waste — everything from planning meals for the week before going to the grocery store to freezing foods that won’t be eaten right away. Looking in the refrigerator and cabinets and cooking food already on hand — and saving leftovers for lunch or dinner the next day — are other habits that add up over 128 million American households.

Businesses are increasingly implementing food-waste reduction strategies as well — spurred in many cases by state regulation. The bottom line is, if everyone tries a little each day to help, significantly less food will be wasted and dumped into landfills.

While Massachusetts in general has been a national leader in addressing food waste, it is important that individuals do their part by implementing their own strategies. With the help of organizations like the Center for EcoTechnology and Lovin’ Spoonfuls, we can only hope those shocking food-waste numbers begin to go down in the next several decades.

Creating an Environment for Recovery

By
Opinion

Opinion

By Christine Palmieri

September is National Recovery Month. ‘Recovery’ is a word that gets used a lot in the world of mental health and addiction services, sometimes so much so that I think we can easily lose sight of what it represents. In my role with the Mental Health Assoc. (MHA), I often have the opportunity to talk to newly hired staff about the idea of recovery. We discuss what it means and what it can look like in the context of working with people who have experienced trauma, homelessness, psychiatric diagnosis, and substance problems.

When I ask new staff the question, “what does it mean to recover?” I frequently hear things like “getting better” or “getting back to where you were” or “having a better quality of life.” Although I tell staff there are no wrong answers to this question, secretly I think there are. They’re common and easy, but insufficient.

As with many things, I think it’s easier to talk about what recovery is by defining what it isn’t. For me, recovery isn’t a cure. It isn’t a finish line or a place people get to. It isn’t a goal that can be neatly summarized in a treatment plan. I believe recovery is a process that is unique and intimately personal to the individual going through it. Ultimately, though, I think the answer to the question “what does it mean to recover?” should be “it isn’t for me to say.”

I believe recovery is a process that is unique and intimately personal to the individual going through it.

As providers of services, or as loved ones, community members, and policy makers, I don’t believe it’s up to us to define what recovery means or looks like for people going through it. Each person needs to examine and define what it means to them. For the rest of us, I think the more important question is “what makes recovery possible?” When the question is posed this way, we are able to engage this idea of recovery in a much different and more productive way. This question offers the opportunity to share the responsibility and partner with those we support.

The analogy of a seedling is often used when describing this process of recovery, and one I use when I talk to our new hires about their roles and responsibilities as providers of service. Seeds are remarkable little things. For me, they represent unlimited potential. A seed no bigger than a grain of rice contains within it everything it needs to grow into a giant sequoia. But no seed can grow without the right environmental conditions. No amount of force or assertion of control can make a seed grow. It needs the right soil, the right amount of water, and the right amount of light.

In the same way, within each person who has experienced trauma, homelessness, psychiatric diagnosis, or problems with substances, I believe there lies unlimited potential for growth, and each person needs the right environment for the process of recovery to take place. As providers, loved ones, community members, and policy makers, we very often control that environment. Metaphorically, we provide the soil, the water and the light.

Soil is the place where recovery begins. It offers a place for the seed to grow roots, to gather strength, security, and safety. Soil is what keeps trees rooted tightly to the ground through storms. It is our responsibility to offer environments where people in recovery feel safe and secure, to try out new ways of coping and new ways of managing the difficulties and challenges that life presents to all of us.

Water provides a seedling with essential nourishment. We need to find ways to support people in recovery to discover what truly nourishes them. The work of recovery is hard. It requires taking risks and feeling uncomfortable. We cannot do the work of recovery for anyone else, but we can and should work to help people in recovery find the supportive relationships, meaningful roles, and reasons to do that hard work.

Light provides the energy necessary for growth. In recovery, I believe light is offered through the hope and understanding that every person has within them the potential to live a full and active life in the community, whatever that means for them. As providers, loved ones, community members, and policy makers, it is our role to shine the light of hope for people who have experienced discrimination, loss of power and control, and in many cases a loss of their identity. We hold this hope and offer this light because we know, without question, that recovery, however it is defined, is not only possible, but is happening, right now, all around us.

Christine Palmieri is vice president of the Division of Recovery and Housing at MHA.

Healthcare Heroes Are Everywhere

By
Opinion

Editorial

There’s no set timeframe to be a hero. It’s more about taking advantage of opportunities that emerge. And that can happen quickly, or over a lifetime.

One of the goals of the Healthcare Heroes recognition program, now in its third year, was to create a vehicle for relaying some of the many amazing stories taking place within the region’s healthcare industry, stories that convey energy, compassion, innovation, forward thinking, and, above all, passion — for finding ways to improve quality of life for those that these people and organizations touch every day.

And, as noted, this heroism takes a lot of different forms.

Take Katherine Wilson, who has spent the past three decades building and shaping Behavioral Health Network into a $115 million network that continues to expand and find new ways to provide care and support to those in need. This honor goes far beyond the vast portfolio of programs her agency offers. It’s also about a lifetime spent advocating for those with mental illness, substance-abuse issues, or development disabilities, anticipating and then meeting their needs.

Linda Uguccioni, on the other hand, has been with executive director at Linda Manor Assisted Living in Northampton for only four years. But in that time, she’s put it on the fast track when it comes to growth, vibrancy, and recognition, doubling occupancy from 40 to more than 80, with a waiting list. She does so with a lead-by-example style and an ability to make each and every team member feel not only valued but a key contributor to the health and well-being of all residents.

Frank Robinson, like Wilson, has been working for a healthier community for much of the past four decades, developing and growing initiatives in realms ranging from children’s oral health to asthma; from food insecurity to sexual health; from health education to overall population health. As he turns 70 this month, he has no plans to slow down, citing both a passion for his work and the fact that so much of that work remains to be done.

Meanwhile, it’s been less than two years since Tara Ferrante, director of the Holyoke Outpatient Clinic at ServiceNet, launched the agency’s OCD and Hoarding Disorder Program, leading a team of clinicians who are seeing progress every day in helping people escape the shackles of these often-debilitating conditions — and overcoming the social stigma that accompanies them.

The fact is, a Healthcare Hero can emerge quickly, or he or she can become part of the fabric of the community for a very long time. The common thread is how they make a positive, palpable impact on lives in Western Mass.

BusinessWest has other recognition programs — 40 Under Forty, Difference Makers, and Women of Impact — but it became clear through the years that something distinct for the healthcare sector was needed, and that there was no shortage of stories to tell — stories that are just beginning, or gaining mid-career momentum, or starting to wind down after setting the stage for others to continue the fight for this region’s health and well-being.

We were right — as this year’s class of Healthcare Heroes continues to make clear. Enjoy their stories, be inspired, and realize that we could honor far, far more heroes if we had the time and space. They’re all around you — and we have a lot more stories to write in the coming years.

Stunts Trivialize Education Debate

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Opinion

Opinion

By John Regan

A so-called ‘beach party’ set up recently outside the State House by education funding advocates was a disrespectful and frivolous stunt carried out by people who should instead be focused on the well-being and economic futures of Massachusetts schoolchildren.

The point of the beach party, complete with beach balls and shaved ice with flavors such as ‘accountability slime lime,’ was to excoriate the Legislature for going on summer recess without passing a massive restructuring of the funding formula for public schools.

The fiscal 2020 budget Gov. Charlie Baker signed last month includes a $268 million increase in state assistance for K-12 education, but activists want a multi-year commitment to ramp up education spending and address gaps in the quality of education from one community to another. The beach party was the latest in a series of questionable antics perpetrated by the Massachusetts Education Justice Alliance and allies who want billions of dollars in additional education spending with no accountability for results.

In May, Massachusetts Teachers Assoc. President Merrie Najimy posted a photo to Facebook of herself and three other women smiling and clutching fake pearl necklaces with a caption that read, “Alice Peisch, let go of the wealth and #FundOurFuture.”

Rep. Alice Peisch, co-chair of the Joint Committee on Education, often wears pearls, and the prop suggested she could not understand the circumstances of poorer students because she lives in the wealthy suburb of Wellesley.

Members of the teachers union have also been observed at public meetings carrying blank checks to signal their distaste for any measurements to accompany additional spending.

The 3,500 member companies of Associated Industries of Massachusetts (AIM) who depend upon the public schools to prepare the workforce of the future support education reform that contains specific and measurable performance objectives. Anyone who owns or manages a business tracks return on investment, and the investment we make in our public schools and students should be no different.

The stakes in the debate are enormous, beginning with an estimated price tag in the neighborhood of $1 billion. The governor and the Massachusetts Legislature deserve credit for proceeding cautiously on education reform. u

John Regan is president and CEO of Associated Industries of Massachusetts.

The Other New Industry to Watch

By
Opinion

Editorial 1

A year ago — and, actually, long before that — this region was awash in speculation about what the gaming industry might bring to the region and what its broad impact might be.

The industry was new to the state, and there were questions. There was also excitement, some anxiety, no shortage of opinions, and plenty of hope. A year later, most of those emotions are still in evidence, and there remain many questions.

But in the meantime, another industry has emerged that apparently has the potential to have far more reach and far more impact: cannabis.

As several different stories in this issue reveal, the cannabis industry has certainly put down roots in the four counties of Western Mass., and while it’s still too early to know for sure, it appears to have far more potential to change the landscape — in all kinds of ways — than gaming.

Why? Because this is a far-reaching industry with myriad moving parts and potential business opportunities — from cultivation to retail to real estate to, yes, a new publication (see page 6). Also, it is seemingly far more democratic.

Indeed, while the gaming industry is reserved for large, as in very large, players investing $1 billion or more, the cannabis sector offers opportunities for individuals and small groups of investors — not that getting into this business, let alone succeeding in it, would be considered easy in any way, shape, or form.

And, as Michael Kusek, founder of that publication, A Different Leaf, points out, this is one of the few industries in this state where the opportunities are in Central and Western Mass., not Boston and within the Route 128 beltway. That’s because the majority of cities and towns in this region are welcoming of this industry, while most of those surrounding Boston are not.

When Easthampton Mayor Nicolle LaChapelle said her community was “head over heels in love, I would think, with cannabis, and I don’t think that’s overstating it,” she wasn’t just speaking for many of her colleagues — remember, Holyoke’s mayor, Alex Morse, joked to a television reporter that his goal was to rename the city the ‘Rolling Paper City’ — but she was speaking about how this sector can be a real game changer in terms of everything from jobs to tax revenue to foot traffic on Main Street.

The cannabis industry is not an easy one to follow. As noted, there are a lot of moving parts, and the scene changes every month, if not every week, as new locations open, more host-community agreements are forged, and more real estate is acquired for the purpose of establishing businesses in this sector.

But as hard as it is to keep track of all that is going on, it’s a worthy endeavor, because this industry certainly bears watching. No one really knows how things will shake out as more and more locations are opened and, eventually, more states decide to follow the Bay State’s lead.

But it seems almost certain that this sector will bring more impactful change, from a business perspective, than anything this region has seen in decades.

Editorial 2

By
Opinion

Considering the Downside of #MeToo

As the #MeToo Movement was gaining traction back in late 2017, we wrote about how refreshing that moment was and that it had the potential to change the workplace in a very positive way.

But we also offered a word of caution, a reminder that this same movement might bring about negative change in the form of men becoming less willing to interact with women, mentor them, and take them on conferences and other learning experiences because of potentially bad optics and, far worse in their minds, potential litigation.

And now, it appears that those fears have possibly become reality.

Indeed, in an eye-opening piece, attorney Amelia Holstrom, an employment-law specialist with the firm Skoler Abbott, reveals that evidence is emerging that #MeToo may be prompting more men to err on what they would consider the side of caution.

Holstrom writes that a survey conducted by LeanIn.org — an organization dedicated to helping women come together and achieve their goals — and titled “Working Relationships in the #MeToo Era,” suggested that 60% of male managers reported they were not comfortable participating in common work activities — mentoring, working alone, or socializing — with women.

That’s compared to 32% in a survey conducted a year earlier. Further, the recent survey also noted that senior-level men were 12 times “more likely to hesitate to have one-on-one meetings” with junior female employees, nine times “more likely to hesitate to travel [with junior female employees] for work,” and six times “more likely to hesitate to have work dinners” with junior female employees. According to the survey results, 36% of men said they avoided mentoring or socializing with women because they were concerned about how it might look.

These are very disconcerting numbers, to be sure.

Holstrom went on to write about how this type of behavior can lead to litigation of a different kind — discrimination suits because women are being denied some of the same opportunities to advance and succeed as men — and this is a very important point.

But beyond the litigation factor, this hesitancy among men to travel with women or have dinner with them or avoid mentoring is simply not good for the business in question. And not good for society, and individual regions like this one.

That’s because the world is changing, and so is the world of work. What this region, and every region, needs is strong, effective leaders. And while it’s very possible that a woman can become a good, solid leader without interacting with men or being mentored by them, we would offer that it seems less likely that they could do so.

Workplaces are better, more productive spaces when individuals don’t have to think twice about the gender of the person they may be supervising or mentoring or thinking about taking to a professional-development conference in a city halfway across the country.

That’s a perfect world, and this is far from a perfect world. But with #MeToo, there was hope that we might be moving closer to a perfect world. Perhaps, but these survey results are unsettling.

We can only hope that, with time, these trends will reverse themselves and women can be not only free of sexual harassment, but in a position to access all the same opportunities as men.

It’s Not a Tale of Two Casinos

By
Opinion

Editorial

For decades now, Western Mass. has lived in the proverbial shadow of Boston and the Route 128 beltway.

We have our own identity in this part of the state, to be sure, and for the most part, we’re proud of it. But we seem to be forever measuring ourselves against the other end of the state and lamenting what the yardstick shows.

That’s true when it comes to employers, jobs, vibrancy, bright lights, etc., etc. And now, it looks like we can add casinos to the list, even if we shouldn’t.

Indeed, Encore Boston Harbor opened last month to considerable fanfare — and considerable visitation. Area media outlets have been quick to point out that Encore raked in $16.8 million in revenue its first week in operation, nearly as much as the $20 million MGM Springfield took in for the entire month of June.

It’s certainly very early — perhaps too early — to be drawing serious conclusions, but some media outlets are already portraying Encore as the casino with the high rollers and Springfield as home to the casino that is lagging well behind when it comes to revenue projections.

And while it is true that MGM Springfield isn’t logging the kind of numbers company officials projected it would — in 2014, MGM told the Gaming Commission to expect $418 million in gross gambling revenue its first year, and it would now be very hard pressed to break $300 million for that period — early ‘Tale of Two Casinos’ headlines are not really appropriate.

Encore is a much larger casino located just outside one of the most affluent urban centers in the country. It is also literally a stone’s throw from Logan Airport, making it easily accessible to jet-setting high-rollers. It was always expected to generate more revenue than MGM, especially at the gaming tables, as opposed to the slot machines, and it will always generate more revenue.

Rather than look upon this as two casinos — or three when one counts the slots casino in Plainridge — it would be better to view it as the state’s casino industry, one with three important pieces that are all contributing to the state’s overriding goal when it comes to gaming.

And that is to take some of the huge amounts of casino revenue that were going to neighboring states and keep them in the Bay State.

That’s happening, and at the same time, the casinos, and especially the one in Springfield, have become important economic-development pieces, bringing jobs and a spark to sectors ranging from hospitality to commercial real estate.

It was inevitable that there would be comparisons between Encore and MGM Springfield, and the press didn’t waste any time in making them while at the same time fueling the already-obvious disparities in economic vibrancy between east and west.

It’s OK to do this, but it would be better to focus on the bigger picture, and from what we can see, that picture is coming into focus nicely.

Opinion

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Opinion

Bringing the Message Home

When you talk to Kirk Jonah about his son Jack’s death from a heroin overdose and his work to educate and inspire people since that fateful day, you don’t sense anger, frustration, bitterness, or even embarrassment — emotions that are all perfectly understandable and probably there somewhere.

No, all you see is determination, which is exactly what is needed as this region and this country continues to battle one of the worst epidemics in history — the opioid epidemic.

One can argue forever how we got to this point with this epidemic, one that is killing tens of thousands of people a year, and it’s clear there is plenty of blame to go around — from the makers of prescription painkillers to the doctors who prescribe them carelessly, to people young and old who take them irresponsibly. But what’s really needed now, in addition to treatment of those who are addicted, is plain, old-fashioned talk about the need for everyone — from parents to young people — to make smart decisions.

And that’s exactly what Jonah provides.

As the story on page 10 details, Jack Jonah and his family became statistics back in the spring of 2016, when Jack was found dead in his room of an apparent heroin overdose, a tragedy that seemed to come out of nowhere because there were no easily recognizable signs that he was using and abusing the drug.

Those statistics are related to the number of overdose deaths in this country, and statistics related to the number of families torn apart by such tragedies.

But Kirk Jonah was never content to be merely a statistic, and he wasn’t about to let his son become one, either.

Indeed, they have become so much more than that. They have become inspirations and, yes, leaders in the ongoing fight to stem the tide of substance abuse and overdose deaths by bringing others into the fight.

That’s what Kirk Jonah will tell you he does. He brings people into the fight by compelling them to recognize that choices have to be made, and they need to be smart ones.

These decisions involve everything from how and where parents should store their prescription drugs to whether and how young people should tell the parents or other loved ones of someone they know is on a collision course with tragedy about what they know.

This work started with speaking engagements before a wide variety of audiences — from smaller gatherings at schools to a huge audience at Mercy Hospital’s Caritas Gala — and it has expanded to a foundation and fundraising activities. Soon, there will be a movie made about Jack Jonah, his family, and the work to prevent more tragedies like this.

The working title, from what we’ve gathered, is Making Courage Contagious, which is exactly what Kirk — and Jack — have been doing over the past three years.

A key part of Kirk Jonah’s presentations to the groups he addresses is the death certificate mailed to him several weeks after son’s death. It’s a powerful document, especially when one focuses on the words written above the cause-of-death line: acute heroin intoxication.

Those are words that, as we said at the top, should induce anger, frustration, and embarrassment. What they’ve produced instead is determination — as in determination not to let another parent receive a similar piece of mail.

At this time of crisis and epidemic, that’s what this region, and this country, needs most.

The Changing Retail Landscape

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Opinion

Editorial

The headlines came in rapid succession, and they juxtaposed each other nicely.

The site in South Hadley’s Woodlawn Plaza that was once home to a Big Y supermarket is the proposed location of a mixed-income apartment complex. Meanwhile, in Westfield, plans were announced to convert the former Bon-Ton department store location in the Westfield Shops into a 50,000-square-foot trampoline park, complete with dodgeball courts, an American Ninja Warrior-style course, and climbing walls.

These headlines, and they’re only the latest of this nature — highlight how the retail landscape is changing, and also how this region and individual communities within it will be challenged to find new and imaginative uses for the hundreds of thousands of square feet of retail space now vacant or likely to be vacant.

This is not a local problem or a regional problem. Indeed, it’s a national problem and probably an international problem: just what do we do with all that space once assigned to retail?

It’s a question that needs to be answered because, from everything we’ve gathered and from everything the experts are saying, the pendulum is simply not going to swing back the other way on this issue. Traditional retail is shrinking, and it is vanishing.

In fact, the world of retail started to change perhaps a full decade and a half ago, and the process of change has only accelerated. Fewer people are shopping in actual brick-and-mortar stores, while many of the brands that once dominated this industry — like Sears and JCPenney — have been closing stores in large numbers.

These two forces have collided in places like the Eastfield Mall, which now boasts some of the largest and most barren parking lots to be seen anywhere. Plans are being developed to turn the mall, this region’s first real suburban shopping mall (it opened more than a half-century ago), into what is being called a ‘village,’ one where people can live, work (perhaps), drop off their children at day care, see a movie, work out at a gym, eat at a restaurant, and maybe even get on a trampoline. This sounds ambitious, but it is also reality. The Eastfield Mall can never again be what it once was, so it has to become something else.

And this same phenomenon is happening all across the region. The former Big Y supermarket in South Hadley was simply not going to become another supermarket, not that the owners of the property didn’t try to lure one there. So it has to become something else. Tower Square in Springfield is never going to be the thriving retail hub it was in the ’70s ever again, so it has become the home of two colleges — and soon it will be home to a YMCA and a brewery. The Bon-Ton site was not going to house another department store — in a year or 10 years. Hence, a trampoline park.

Let’s hope there is need for other things as well, because, as we said, this trend will only accelerate. More department stores will close, more mom-and-pop stores will close, and eventually the need for large auto dealerships will subside, and we’ll need to find new uses for them. (One auto dealership in Westfield has already been converted into a gym, a restaurant, and indoor batting cages.)

This kind of imagination is going to be needed moving forward, because there are now vacant stores in malls, strip malls, and Main Streets across the region. And there will only be more of them.

Ensuring Secure Retirement for All

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Opinion

Opinion

By James T. Brett and U.S. Rep. Richard Neal

Core to the premise of the so-called American Dream is the idea that, if you work hard over the course of your career, you’ll get to enjoy a secure retirement. Unfortunately, for far too many Americans, that simply is not the case.

Consider this: nearly half of U.S. households with people age 55 and older have no savings for retirement. And almost 50% of private-sector workers — some 58 million people — do not even have access to a retirement plan through their employer, including small-business workers, self-employed workers, and gig workers.

Yet a typical Social Security check covers less than 40% of pre-retirement earnings, and that number is projected to drop to less than 28% within two years. At the same time, people are living longer. According to the World Economic Forum, a baby born in 2007 stands to live to be 103 — 36 years beyond Social Security’s current full retirement age. To further complicate matters, the student-debt crisis is also having an impact, with younger workers putting off saving for retirement because they are struggling to pay off student loans.

So how do we address this problem and ensure that all Americans are prepared for their golden years? There are several steps we can take that would have a tremendous impact.

First, we must continue to preserve tax incentives that encourage individuals to save for retirement. Allowing workers to contribute pre-tax wages to a 401(k) or other qualified retirement plan is a simple and proven way to encourage savings.

Second, it is critical that we take action to increase financial literacy — and that needs to start at a young age. It’s important that young people appreciate how student debt will affect them later in life, that younger workers understand just how much they need to be saving to be prepared for retirement, and that all employees are aware of the various tools available to them to invest in their own future.

… a typical Social Security check covers less than 40% of pre-retirement earnings, and that number is projected to drop to less than 28% within two years.

Finally, we must take steps to expand access to and increase participation in retirement-savings products and plans. In particular, we must make it easier for small businesses to offer retirement-savings plans by eliminating barriers for such businesses to band together in multiple-employer plans, thereby simplifying administration and lowering fees. It is also important to provide incentives for businesses to offer plans with automatic enrollment, and to require them to allow long-term part-time workers to have access to retirement benefits.

Congress must take bold action to bolster retirement savings and ensure that all Americans have access to the tools they need to save for their golden years. This crisis presents an opportunity for leaders in Washington to work collaboratively toward bipartisan solutions. The good news is that there already are bipartisan, bicameral efforts underway in Congress to pass legislation to bolster retirement savings.

The business community and our leaders in government must continue to work together to address and resolve the retirement-savings crisis facing our country. We owe it to the millions of Americans who work hard each and every day to keep our economy growing. We are hopeful that Congress will indeed take action on this important issue in the coming months so that all Americans will be able to realize the dream of a well-earned, secure retirement.

James T. Brett is president and CEO of the New England Council, a non-partisan, regional business association. U.S. Rep. Richard Neal represents Massachusetts’ First Congressional District and is the chairman of the House Ways and Means Committee.

Business Must Get Involved in Education

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Opinion

Editorial

Let’s start by saying that manufacturers griping about how recent high-school graduates cannot do seemingly basic math is certainly nothing new.

They’ve been complaining about that for decades. They’ve probably always complained about that.

But such gripes are not what Springfield Business Leaders for Education (SBLE) is all about — although those complaints are duly noted, to be sure. This group of several dozen business owners and managers came together because the problem with Springfield’s schools — and the schools in many of the state’s Gateway cities — goes well beyond basic math (see related story, page 6).

In short, many students graduating from high school are not ready for college or the workplace, even though they have that diploma in their hands. Again, this is not exactly a recent phenomenon, but it’s a growing problem, one that has caught the attention of the business community — and with good reason.

These are the workers of tomorrow, or not, as is often the case. Or they’re the workers of tomorrow after they receive considerable training that amounts to what they should have learned in high school. In short, it’s an economic-development issue as well as an education issue.

This is why SBLE was created. Quality education is as important to the future of area businesses as it is to the future of the students in the classroom.

As we said at the top, SBLE wasn’t formed to bring gripes about job candidates not being to add columns of numbers to the superintendent of schools — or to tell the superintendent how to do his or her job. Or to change the curriculum. It was formed to be what co-chair John Davis, president of the Irene E. and George A. Davis Foundation, calls a critical friend of the schools — an ally, if you will.

As an ally, SBLE is working with other groups, such as Massachusetts Parents United and the Massachusetts Business Alliance for Education, to advocate for schools and much-needed education reform, with the broad goal of improving overall outcomes and closing the wide achievement gap that still exists in the state between students in affluent communities and those in the aforementioned Gateway cities.

At the same time, and as the story on page 6 makes clear, SBLA is also working to achieve greater transparency and accountability from city school officials, because both are clearly needed. As is a long-term strategic plan for the schools moving forward — again, because one is needed.

That’s because, while everyone, or most everyone, agrees that some progress has been made in Springfield, both at individual schools and the system as a whole, the numbers don’t lie.

And those numbers show that far too many students are not able to read at grade level, the graduation rate is still far too low, and not enough students are going on to college at a time when such education is critical to achieving success in our technology-driven economy. Most importantly, the numbers show that far too many students are not going to be able to capitalize on the opportunities others are seizing because the education they received doesn’t make them ready to do so.

These are the numbers that matter. And we believe the SBLE can help change them. Business owners speak with a loud voice, they know how to partner with others to achieve success, and, most importantly, they have a huge stake in all this — their future workforce.

So, while griping about a lack of math skills is nothing new, business leaders in Springfield taking a very active role in advocating for education reform and bringing about real change is.

And we’re very glad that this is happening at this critical time.

Colorful Path to Economic Development

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Opinion

Editorial

We’ve written on many occasions in the past about how the phrase ‘economic development’ means much more than trying to lure an Amazon — or an MGM Springfield, for that matter — to your town or filling a business park with distribution companies.

Indeed, this kind of work extends to such realms as workforce development, improving public education, public safety, infrastructure, marketing of a given region, and promotion of arts and culture.

And, sometimes, economic development is art itself.

We saw this with the recent initiative known as Fresh Paint. This was a mural festival staged earlier this month that involved a number of noted artists, with help from the public, and literally changed the face of a number of buildings and structures, such as parking-garage facades.

The murals are highly visible, and they do more than bring a splash of color — a big splash of color — to some otherwise drab pieces of real estate.

They also help tell the story of Springfield through depictions of everything from Dr. Seuss characters to the diverse population that now calls the city home.

How is this economic development?

Well, the murals accomplish something important. They prompt people to stop, look, think, and, ultimately, view Springfield in a different way than they did before. And this is what we want business owners, young professionals, entrepreneurs, and even retirees looking for a place to live to do — look at the City of Homes in a different way.

The murals — there are 10 of them in all, scattered throughout the downtown area and beyond — give the city a new look and vibe. They help send a message that the community is changing, for the better, and that, while once things were dark, the future is seemingly bright.

Can a set of murals really do all that? Apparently, they can.

And for that reason, we certainly hope this is not the last Fresh Paint festival.

He Kept the Focus on the Future

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Opinion

Editorial

As anyone in business knows, it’s hard enough to project out a few months or even a few weeks, let alone several years or even a few decades.

But that’s been Tim Brennan’s job for almost 50 years now, and suffice it to say he’s done it very well. While keeping one eye on the present and immediate future, the director of the Pioneer Valley Planning Commission has kept the other on what the world, and this region in particular, will likely look like in 20 or 30 years when it comes to infrastructure, workforce demands, recreational needs, and even climate change.

In a few weeks, Brennan will be calling it a career — as we said, a long and fruitful career, for himself and the region he became passionate about.

It was fruitful for him because, as the story that begins on page 6 makes clear, it was in what amounted to a dream job, doing work he found “intoxicating.” And beneficial for the region, because Brennan did a capable job of keeping the focus on the future and anticipating what it might bring.

We believe his most significant contribution — and it was a team effort, to be sure — is the Plan for Progress. We say ‘is,’ because this is a working document, one that will be continually changed and updated as times, and the region’s needs, change.

The first iteration of the plan detailed the need for an economic-development entity to put the focus on regional progress at a time when individual communities were battling with each other for employers, often to the benefit of the employer, and not the municipalities involved in those competitions.

This recommendation led to the formation of the Western Mass. Economic Development Council, which has been in the forefront of efforts to advance the region and put its best foot forward — and today, that region includes both Western Mass. and Northern Conn. — the so-called Knowledge Corridor.

More recent iterations of the plan have helped the region place greater emphasis on maintaining a strong workforce in the wake of retiring Baby Boomers, training the next generation of leaders, and other priorities.

Meanwhile, throughout his tenure, Brennan has put a strong emphasis on the environment (from Connecticut River cleanup to climate change), infrastructure (especially when it comes to rail service for a region where it has been missing for the past several decades), and making cities places in which people, and especially young people, will want to work and live.

One of his pet projects, a high-speed rail line connecting this region with Boston, has not come to fruition — yet. But Brennan has been one of the leaders from this region who have worked hard to keep this issue alive when it could easily have died on the vine.

Brennan leaves some very big shoes to fill, but he has set a tone for effective planning in this region. Through his efforts, a foundation has been laid, in the form of the Plan for Progress and other initiatives, that will make this region better able to anticipate change and be prepared for it.

That is Tim Brennan’s legacy, and he and this region should be proud of it.

Kennedy Set a Tone for City’s Revival

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Opinion

Editorial

When Kevin Kennedy took over as Springfield’s chief Development officer after a lengthy stint as aide to U.S. Rep. Richard Neal, the city was in a much different place — a much darker place.

It was only a year or so removed from being in receivership and only a few months into the complex, and quite overwhelming, task of rebuilding after a tornado roared through the heart of the city. The casino era was just beginning, and no one really dared dream that one might be built in Springfield. No one had ever heard of a Chinese company called CRRC, and the city’s downtown was, for the most part, living in the past.

Flash forward nearly eight years, and Springfield is a much different, much brighter, much more vibrant place, with a billion-dollar casino and, overall, more than $4 billion in new development over the past several years.

Kennedy, who announced Monday that he will be retiring late this summer, didn’t do it all by himself, obviously. But he set a tone, an aggressive tone, a set-the-bar-higher-than-most-people-would-dare tone.

And it has produced results. MGM is the most obvious example, but there are many others, including Union Station (a project Kennedy worked on for more than 25 years), progress on creating much-needed market-rate housing, growth of the entertainment district, and the start of work to redevelop the so-called ‘blast zone.’

At the press conference to announce Kennedy’s retirement, Mayor Domenic Sarno described him as a “nuts and bolts guy,” and that’s a fairly apt characterization. He knew how to bring a project from the starting line to the finish line, and that’s exactly what the city needed at this critical stage in its history.

It was said that he knew how to get things done, and during his tenure, he proved that repeatedly.

These will be big shoes to fill, and the assignment falls to Timothy Sheehan, currently director of the Norwalk Redevelopment Agency in Connecticut. It will be his job to build on the momentum Kennedy has helped create. There is still considerable work to do in Springfield; yes, many significant pieces have been added and the outlook is much brighter, but the city must be able to seize this moment in its history.

We can only hope that Sheehan can continue Kennedy’s pattern of getting things done.