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Features

Feeling ‘the Magic’

Cesar Ruiz Jr. knew he was stating the obvious, but he wanted to make a point.

“This business is certainly not for the faint of heart,” he told BusinessWest, referring to the home-care industry and the fact that, by his count, there are close to 300 licensed companies in that sector within a 15-mile radius of the center of East Longmeadow, where he now operates his own venture, Golden Years.

He decided to join that very crowded field, when others might be put off by those numbers, for a number of reasons, but two in particular — a unique and highly successful model of care that Ruiz refers to simply as ‘the magic,’ and some real inspiration from three people who were very important to him — his parents and his grandmother.

As for the model, or the magic, it is a deep mix of services and programs, and three that are somewhat unique — music therapy, a ‘laughter program,’ and aromatherapy (more on all those later). As for those inspirations from his family … they were the real catalysts for Ruiz, who spent most of his career in the banking industry, to switch career gears in a profound way.

“We don’t look at ourselves as competitors — that’s a word that we don’t use here. We’re creators — we create our niche. And we do that by telling our story and emphasizing our services.”

His grandmother needed home care in Florida more than 15 years ago, and Ruiz recalls not only how poor that care was (family members generally provided the care for her), but how he resolved to create something better.

“We were asking the question — why isn’t there quality care?” he recalled. “And through that process, we began thinking that there has to be a better way.”

But the timing and other circumstances just weren’t right to launch a business.

It was after he relocated to this area — and the death of his father in late 2016 — that Ruiz found the needed inspiration to push on with providing that ‘better way’ on a commercial level and thus break into the ultra-competitive home-care industry.

As for his mother, well, she is the barometer for the hiring of all caregivers.

“My mom is the gold standard,” he explained. “Every person on our team needs to have the heart for caring that my mom has always demonstrated.”

And to say he has already made a mark in this sector would be a huge understatement.

Indeed, after starting slow — he can remember the phone in his office simply not ringing for several months while he was slowly building up relationships — he has been adding clients, and employees, at a torrid pace.

Indeed, by mid-October, when he sat down with BusinessWest, Ruiz said the company had roughly 350 clients and 374 caregivers, with both numbers expected to climb steadily in the months and years to come. That’s because Ruiz and partners Lisa and Vincent Santaniello are moving forward with plans to expand Golden Years into the Worcester and Boston markets as well as Connecticut. And after that, the plan would be expand nationally.

“We’re happy with our growth in this market, but we’re expanding to the east and to the south,” Ruiz explained, adding quickly that these are crowded markets as well when it comes to entrepreneurs looking to capitalize on an aging population, but a population that also wants to retain its independence — and thus remain in the home — as long as possible.

Cesar Ruiz, seen here with Brian Santaniello, director of Development for Golden Years, says the company is expanding its footprint to the east and the south, and will soon be looking to move into other states as well.

“The Boston area is quite saturated,” he acknowledged. “But we don’t look at ourselves as competitors — that’s a word that we don’t use here. We’re creators — we create our niche. And we do that by telling our story and emphasizing our services.”

While expanding geographically, the company is also broadening its base of services and diversifying. It recently launched Golden Years Staffing, which, as that name suggests, specializes in providing health professionals, and especially nurses, to area healthcare providers, and will soon launch Golden Years Adult Daycare.

At the moment, the company is changing the face of the center of East Longmeadow — the company has moved into the oldest commercial space in the town (once a general store of sorts) and adjacent property and has given it a dramatic facelift — while certainly shaking up the home-care industry at the same time.

For this issue, BusinessWest talked at length with Ruiz about Golden Years and where he wants to take this intriguing venture in the years to come.

At Home with the Idea

Turning the clock back to late 2016, when his father died and when he subsequently resolved to push ahead with a home-care venture, Ruiz said his research ultimately determined, as noted earlier, that this region was crowded with competition.

But when he drilled deeper into the numbers, he discovered that a large number of the players were small in size, “mom-and-pop” operations, as he called them, that were caring for perhaps a handful of clients, and some franchises “happy to have their 50 or 60 clients.” There were several larger operations, but he saw an opportunity to provide something different.

“We wanted to develop something very unique, something very large, that would have our signature stamp on it,” he explained, referring again to ‘the magic’ and its unique offerings.

“That’s what sets us apart — that’s what my mother came up with when she was caring for my grandmother,” he explained, adding that a similar approach was taken in the care of his father.

“When we were taking care of my father, we wanted laughter in the house every day,” he went on. “We wanted music in the house very day, and we wanted incense in the house every day. That’s my mom’s recipe.”

Elaborating, he offered more details on what would be the most unique of the three programs — laughter.

“That’s the most challenging for us, because we have to take people out of their comfort zones,” he explained. “The mind doesn’t make a distinction between a real laugh and a fake laugh — it still goes through that chemical change in your mind.”

The program — he doesn’t use the word ‘therapy’ in this case — involves exercises that do get people out of their comfort zones and get them laughing for real, an important ingredient in overall quality of life, he went on.

But there are several ingredients in this success formula, said Ruiz, adding that others include strong relationship-building efforts with area healthcare providers and senior-services organizations — strong sources for referrals — and a high level of quality that inspires him to eschew that word ‘competitor’ and instead use ‘creator.’

Golden Years has transformed the historic and formerly underutilized property in the center of East Longmeadow.

“We have a lot of hands in terms of the overall operations,” he explained. “We don’t just place a client with a caregiver and visit them once every quarter or once every six months; we visit them every month.

“We have supervisors that oversee that care,” he went on. “They’re responsible for the caregivers, they’re responsible for the client, and every month we have one of our staff people visiting the client to make sure they’re getting the delivery of their healthcare plan. That takes personnel, it takes time, and it takes extra expense, but we’re happy to do that because it ensures quality of service and care.”

This mindset also extends to the training of the caregivers, said Ruiz, adding that they are eventually evaluated on their ability to incorporate those three basic tenets — laughter, music, and aromatherapy — into the client’s care.

“We really want them to be engaged with our clients,” he told BusinessWest. “We encourage it, we demand it … we just don’t want to be transactional; we really want these caregivers to make a difference in overall quality of care.”

As for that relationship-building ability, Ruiz said he and his team started honing it in early 2017, just as the doors to the business opened, when the company visited as many senior centers, rehabilitation facilities, and other related facilities as possible to get its message across.

The visit that really got the ball rolling was one to Greater Springfield Senior Services, he recalled, adding that Golden Years was one of two companies invited to make a presentation to GSSS staff, including nurses, case managers, directors, and supervisors.

“We had a captive audience of about 85 people,” he recalled, adding this session took place in September 2017. “Up to that point, we had zero clients; we had just been planting seeds, planting seeds, and planting more seeds.

“After that presentation … three days later, the phone began to ring,” he went on. “And it hasn’t stopped since.”

Evidence for this can be found in the center in East Longmeadow, where the company has transformed a once-tired retail center that has seen a number of uses over the years, most recently as home to the Ski Haus. That signage is coming down, to be replaced with ‘Golden Years,’ two words that may be seen in many more places in the months and years to come.

“We plan to be multiple states — Connecticut is just the beginning of that,” he said, adding that franchising the company’s model is a distinct possibility. “We have a lot of growing still to do; we’ve only scratched the surface.”

Bottom Line

For now, the focus is on continuing with those relationship-building efforts, getting the message out, and building upon the very solid foundation that has been created over the past three years.

As noted at the very top, Ruiz knew the homecare field was already crowded when he decided to enter it. He wasn’t fazed by that reality and certainly not faint of heart.

That’s because he knew he had a good model and an even better mindset — one where he looked at every client and potential client as his own parents when it came to the level of care he wanted to provide.

That’s why he doesn’t see his surging company as a competitor — but, rather, as a creator.

George O’Brien can be reached at [email protected]

Community Spotlight

Community Spotlight

From left, Rebekah DeCourcey, Stuart Beckley, Tracy Opalinski, and Anna Marques.

‘Somewhere worth seeing.’

This is the tagline that’s been attached to a visioning, branding, wayfinding, and business-development plan for the town of Ware, an ambitious document that has elements ranging from a community vision to a branding strategy to new signage that will direct locals and visitors alike to various civic, cultural, and recreational destinations within the community.

As for that vision, it states that this community in eastern Hampden County is “one where we meet at unique shops and businesses in our revitalized downtown, where a growing, diverse economy is being cultivated, where we respect the land and enjoy unrivaled outdoor recreation opportunities, and where our government and its partners work together to provide efficient and up-to-date services for all of our citizens.”

For town officials, said Selectman Tracy Opalinski, the tasks at hand are to make sure that these are not just taglines and words on a page, but instead constitute reality in this community of nearly 10,000 people — and to communicate this to people within and outside the town. And she and others believe some real progress is being made in this regard.

“Ware is really a center of commerce for a large region, and people come to Ware not just to go to Walmart, but also for their banking, their healthcare, their education. We are a regional hub to a rural area.”

She said there are many projects underway to help people realize how much Ware has to offer, and town officials are working hard to set the town up for a bright future.

“Ware is really a center of commerce for a large region, and people come to Ware not just to go to Walmart,” said Opalinski, referencing perhaps the town’s main drawing card, “but also for their banking, their healthcare, their education. We are a regional hub to a rural area.”

Stuart Beckley, town manager; Anna Marques, building inspector and zoning enforcement officer; and Rebekah DeCourcey, director of Planning and Community Development, all sat with BusinessWest recently and shared the many ongoing projects to help Ware accomplish its ambitious goals, and also several that have already been implemented.

Main Street is one area of town in which Ware officials are looking to create more vibrancy.

These activities include everything from restoring outdoor trails to bringing in new businesses to support a still-struggling Main Street — and officials say they are already seeing results, in the form of some new stores, healthcare-related businesses, arts-focused ventures, and the growing presence of Holyoke Community College.

“There has been a lot of growth on Main Street,” said Beckley. “It used to be rare that there was night parking and night traffic, and now, because of the arts and the restaurants, there has been more activity.”

With Ware being a distance — and roughly equidistant — from Worcester and Springfield, Beckley and others say said they recognize the importance of making services available in the town, and they believe Ware is well on its way to becoming more than just a drive-through community.

“I see the passion, and I see the forward momentum,” said DeCourcey. “I used to take Route 9 when I was out in the Amherst area. I feel like, 10 or 15 years ago, Ware wasn’t a place that I was going to stop for anything, I was just going to drive through. And now, all the storefronts that have been empty for 10 years are filling up.”

For this, the latest installment of its Community Spotlight series, BusinessWest looks at just how Ware is living up to its new tagline and becoming ‘somewhere worth seeing.’

Building a Brand

The 2015 vision plan for Ware, completed by Arnett Muldrow & Associates with funding from the Edward and Barbara Urban Foundation, recognized growing social issues in town related to low-income housing, lack of transportation, crime, drug use, and an aging population, and noted the general area along Main Street was declining, with continued disinvestment and vacancy.

Town officials recognized the importance of acting quickly and pointedly, and rallied to bring new businesses and projects to town to counter these forces and create a more vibrant community.

There is an ongoing effort to restore Main Street, with new arts-related stores opening, including Clayworks and ArtWorks Gallery by Workshop13, a nonprofit cultural arts and learning center in town. Also on Main Street, E2E, a Holyoke Community College satellite facility for ‘education to employment,’ opened in 2018, and offers services like college enrollment, job training and certificates, jobs lists, and English and math tutoring.

“For HCC to come here was really important to the town, and as it continues to grow, they’ve made a connection with our Ware public schools,” said Beckley. “The town is now offering EMT courses, certified nursing, and is about to start a criminal justice course.”

In addition, expansions have been completed at several businesses, including the Dollar Store and Cluett’s Appliance.

Ware at a Glance

Year Incorporated: 1775
Population: 9,872
Area: 40.0 square miles
County: Hampshire
Residential Tax Rate: $20.21
Commercial Tax Rate: $20.21
Median Household Income: $36,875
Median Family Income: $45,505
Type of government: Open Town Meeting
Largest Employers: Baystate Mary Lane Outpatient Center; Kanzaki Specialty Papers Inc.; Quabbin Wire & Cable Co. Inc.; Walmart
*Latest information available

Within the healthcare sector, to support the growing elder population in Ware, Baystate Mary Lane Outpatient Center expanded its Cancer Care unit, added a new Healogics Wound and Hyperbaric Care unit, and added a new imaging center with 3D breast imaging, all in 2019.

Town officials say one of the main factors that has contributed to this growth and momentum during this time has been the commitment and dedication of business owners and residents alike.

“The business owners here are very committed,” said Marques. “They’re always asking how they can help in a way that goes above and beyond.”

Opalinski added that Ware, for various reasons, doesn’t have a great history of sharing information, and noted that town officials are working hard to open lines of communication both between town residents and department heads and also between the department heads themselves.

“We’ve broken that barrier over the past few years, and we’re really starting to reach out,” she said. “Ware is comprised of really caring people, and I feel that all these different people and entities are talking to each other and collaborating together — regionally, too, and I think that regional outreach is helping other communities grow. It’s connecting us to different entities we’ve never connected to before.”

As for future projects, there is no shortage of activity. Right down the street from Mary Lane, Cedarbrook Village, a $25 million, 119-bed senior center, is being constructed and is set to open in the summer of 2020. In keeping with new medical developments, a $1 million cancer pharmacy is slated to open in 2020.

Also on tap to open in the next year or so is B’Leaf Wellness Center, a local mother-and-daughter-owned cannabis company.

All Hands on Deck

These new developments are all part of an effort to be more business-friendly and attract more people to a community that town officials say has a lot more to offer than people realize. And they are already seeing the benefits of their efforts.

“The housing market in Ware is extraordinarily high right now,” said Beckley. “Single-family houses are selling really well. We’re approaching 100 units sold in a year, which, for Ware, is an amazing amount. The values are going up.”

He and other town officials know that this is the beginning of a long road for Ware and are prepared to continue working toward a brighter future for the tight-knit community.

With a collection of new developments happening, it’s safe to say Ware is a town on the rise, and one to keep on the radar.

“Ware has something good going on,” Marques said. “I think people are recognizing that and looking to move here.”

Kayla Ebner can be reached at [email protected]

Community Spotlight

Community Spotlight

Some of the municipal leaders who spoke with BusinessWest about economic development and progress in Ludlow.

For more than a decade now, the Ludlow Mills project, a 20-year initiative that is changing the face of that historic complex and bringing jobs, new businesses, and new places to live to this community, has been the dominant talking point when it comes to the subject of economic development here.

But municipal officials are quick to point out that it’s just one of many intriguing stories unfolding in this town of around 21,000 people, the sum of which adds up to an intriguing, very positive chapter in the history of this community across the Chicopee River from Indian Orchard.

Indeed, there are a number of both municipal and private-sector commercial projects in various stages of development that are keeping town officials busy, and providing ample evidence that this is a community on the rise — in many different respects.

On the municipal side of the equation, construction of a new elementary school, approved by town voters in the spring of 2018, is underway. The facility, to be called Harris Brook Elementary School, will essentially combine the Chapin Street and Veterans Park elementary schools, two aging structures, under one far more efficient roof. It is being constructed on the playing fields adjacent to the current Chapin school.

“It’s always a balancing act. You want to give the students the world, but there’s only so much we can do within the constraints of our budget.”

Meanwhile, construction will soon begin on a new senior center that will replace a facility deemed generally unsafe and largely inadequate for the town’s growing senior population.

“We’re in the basement of a 115-year-old building that used to be a high school and junior high school,” said Jodi Zepke, director of the Council on Aging, adding that the long corridors in the structure are difficult for seniors to navigate. “We’ve done a lot with what we have, but it’s time for a new building.”

The town is also implementing a new communication system, a central hub for police, fire, and EMT services, and has embarked on an extensive renovation of Center Street, the main business thoroughfare, a project in the planning stages since 2008 and deemed long-overdue, said Town Administrator Ellie Villano.

“This is a MassDOT state construction,” she said, explaining that the Commonwealth is paying for the changes to the road. “It widens Center Street and adds a center turn, bike lanes, and new sidewalks.”

All this will make Center Street more presentable and easy to navigate for visitors to two new fast-food restaurants that will take shape there in the coming months — a Wendy’s and a KFC.

These various developments present a combination of benefits and challenges — benefits such as tax dollars and additional vibrancy from the new businesses, and challenges when it comes to paying for all those municipal projects. But the former should definitely help with the latter, said Derek DeBarge, chairman of the Board of Selectmen.

“One of the challenges is that a number of these big projects have all happened at the same time,” added Todd Gazda, superintendent of Ludlow schools. “We’re having to essentially prioritize all of these things, which are all important projects.”

For the latest in its long-running Community Spotlight series, BusinessWest talked with a number of town officials about the many forms of progress taking place and what they mean for the community moving forward.

From the Ground Up

“Revenue, revenue, revenue.”

That’s the word DeBarge repeated several times when asked about the motivating factors behind all the recent municipal projects.

“My concern is obviously trying to do better with our taxes,” he said, adding that a growing senior population, many of whom are living on a single income, is also at the top of the list. “As this revenue is coming in, with the solar, the KFC … it’s all tax-based revenue for us. And the more revenue that comes in, the better we can do for our departments, and that means the better we can do for our tax base, and that’s better for our constituents and for everyone.”

Elaborating, he said that, while town officials have worked hard to secure grants for these municipal projects — and they have received quite a few — the town must bear a good percentage of the cost of each project, which presents a stern budget challenge.

Ludlow at a glance

Year Incorporated: 1774
Population: 21,103
Area: 28.2 square miles
County: Hampden
Residential Tax Rate: $19.82
Commercial Tax Rate: $19.82
Median Household Income: $53,244
Median Family Income: $67,797
Type of government: Town Council, Representative Town Meeting
Largest Employers: Hampden County House of Correction; Encompass Rehabilitation Hospital; Massachusetts Air National Guard; Kleeberg Sheet Metal Inc.
*Latest information available

Education, and the need to modernize facilities, is just one example of this.

Gazda said the town has been doing a lot of work on the schools recently to improve the quality of educational services provided to students, and one of the top priorities has been to do it in a cost-effective and fiscally responsible manner.

“It’s always a balancing act,” he said. “You want to give the students the world, but there’s only so much we can do within the constraints of our budget.”

Gazda noted that maintenance costs on both Chapin and Veterans Park elementary schools, both built around 60 years ago, had become exorbitant. So a decision was made to put forth a proposal to the Massachusetts School Building Authority.

“We’re currently under budget and ahead of schedule,” he said of the $60 million project, adding that the new facility is slated to open in the fall of 2021 with an estimated student enrollment of 620 to 640 students.

About 10 minutes down the road on the corner of State Street and First Avenue, the new, 18,000-square-foot senior center is under construction and due to open in roughly a year.

Like the new school, its construction has been prompted by the need to replace aging facilities and provide the community with a center that is state-of-the-art.

“It’s no secret that there’s more people over 60 than under 20, and that population of seniors is only going to continue to grow,” said Zepke. “We just took a hard look at the numbers, and we can barely accommodate what we have now.”

As for the new communications system, Ludlow Police Chief Paul Madera says this will make communication between all town entities and the central hub much easier, using radio rather than having to pick up a phone.

“All of our communication systems are in need of refurbishing, so the most prudent and fiscal approach was to combine them all together,” he said, adding that this project, with a price tag of more than $4 million, includes the implementation of a public-safety dispatch which combines police, fire, and EMS services into one center.

While these initiatives proceed, the town is undertaking a host of initiatives aimed at improving quality of life and making this a better community in which to live, work, and conduct business.

Ludlow CARES is one such effort. A community-run organization, it was launched with the goal of educating children and their parents on drug and alcohol abuse in response to the opioid epidemic. Now, DeBarge says it has spread to become much more than that, and has inspired other towns and cities to adopt similar programs.

“It has gotten huge to a point where it has gotten other communities involved with their own towns in a similar way,” he said.

Another organization, the Michael J. Dias Foundation, serves as a resource and a home for recovering addicts.

All these initiatives, DeBarge, Madera, and other town officials agreed, reflect upon the tight-knit community that Ludlow has become.

It Takes a Village

As nine town officials sat around the table informing BusinessWest about everything going on in Ludlow, they spoke with one voice about how, through teamwork at City Hall and other settings, pressing challenges are being undertaken, and economic development — in all its various forms — is taking place.

“Our staffs are doing a tremendous job,” Madera said. “They’re wearing multiple hats doing multiple jobs. There’s always room for improvement, but the fact is, they have to be given credit because they’re the boots on the ground.”

And they are making considerable progress in ensuring that this community with a proud past has a secure future.

Kayla Ebner can be reached at [email protected]

Features

‘Passion and Purpose’

Lisa Tanzer says it took her a while to find work she was truly passionate about. But it was well worth the wait and the effort.

“It took me a long while to get here, but I learned along the way that I need to be working every day on something I’m excited about and passionate about,” she said. “You need to do what you love every day and find a way to put passion into what you do.”

This, in a nutshell, is the message Tanzer, president of Life Is Good — a lifestyle brand that now generates more than $100 million in annual revenue and also operates the Life Is Good Kids Foundation — intends to leave with attendees at BusinessWest’s second annual Women of Impact luncheon on Thursday, Dec. 5 at the Sheraton Springfield.

In a phone interview, Tanzer told BusinessWest that Life Is Good provides her passion and purpose not merely because of what it sells or how much it sells, but because of how it spreads the “power of optimism,” as she put it.

Elaborating, she said ‘Life Is Good,’ the slogan placed on a T-shirt along with a smiling face by brothers Bert and John Jacobs as a last-ditch effort to stay in business, has received a great reaction from the public.

“People from all sorts of demographics started resonating with the brand,” she explained. “In the early days, they started to get letters from people who were wearing ‘Life Is Good’ who were facing terrible adversity — illness or loss of a loved one.

“They connected with the positive message of Life Is Good and realized there was more depth to the brand than ‘hey, life is good, enjoy the beach, enjoy the outdoors,’” she went on. “People really needed optimism in their lives and started to understand the power of optimism. So the company became more mission-driven.”

Tanzer’s keynote address will be one of many highlights at the second annual Women of Impact Luncheon, which will honor eight women who are making an impact in different ways. They are:

• Tricia Canavan, president, United Personnel Services;

• Carol Moore Cutting, president, CEO, and general manager, Cutting Edge Broadcasting;

• Jean Deliso, principal, Deliso Financial Services;

• Ellen Freyman, partner, Shatz, Schwartz & Fentin;

• Mary Hurley, Massachusetts Governor’s Councilor;

• Lydia Martinez-Alvarez, assistant superintendent, Springfield Public Schools;

• Suzanne Parker, executive director, Girls Inc. of the Valley; and

• Katherine Putnam, managing director, Golden Seeds.

Tanzer, who speaks to a wide variety of audiences on many topics each year, will bring a broad range of corporate experience to the podium at the Women of Impact event. Indeed, she has more than 25 years of consumer brand experience, working for powerhouse brands such as Hasbro, Staples, Gillette, and PricewaterhouseCoopers.

Fast Facts

What: The Second Annual Women of Impact Gala
When: Dec. 5, 11 a.m. to 1:45 p.m.
Where: Sheraton Springfield, One Monarch Place
Keynote Speaker: Lisa Tanzer, president of Life Is Good
Tickets: $65 (tables of 10 available)
For More Information: Visit HERE or call (413) 781-8600, ext. 100.

Starting very early in her career, though, she started working with nonprofits, especially one founded by a high-school classmate called Project Joy, which helped homeless children find purpose and connection through play.

The talk Tanzer will give at the Women of Impact Luncheon concerns how she determined long ago that she wanted to blend work in the corporate world with “making people happy and providing joy in people’s lives.” And while it was a rather circuitous route and there was a good deal of serendipity along the way, she found all of what she was looking for at Life Is Good.

To hear the full story, you’ll need to be at the Sheraton on Dec. 5. And you should be there to salute the eight outstanding honorees who make up the Women of Impact class of 2019.

The Women of Impact program is sponsored by Country Bank and TommyCar Auto Group (presenting sponsors), Comcast Business and Granite State Developing (supporting sponsors), New Valley Bank & Trust (speaker sponsor), and WWLP 22 News/CW Springfield (media sponsor).

For more information, or to order tickets, call (413) 781-8600, or go HERE.

Community Spotlight

Community Spotlight

Jeff Smith and Sue Bunnell say one of the biggest projects going on in Wilbraham is a renovation of Route 20.

Revival by its very definition suggests an improvement in the condition or strength of something. It means giving new life to what already exists, an upgrade of sorts.

This is what elected officials in Wilbraham plan to do in several places around town, for a number of reasons.

One of the most valuable assets the town of Wilbraham has to offer both residents and visitors is the array of businesses and attractions on Route 20, and Jeff Smith says that artery is getting a serious upgrade.

“We have a lot of real estate that could be developed,” said Smith, chairman of the Planning Board. “We’ve got a lot of opportunities for businesses to locate here.”

And some already have.

What was known as the Wilbraham Light Shop many years ago was closed up until recently, and friends of the previous owner are reopening it as a new and improved light shop, something that came as a bit of a shock to Smith and other town employees, seeing as it was vacant for about 20 years, but good news for the town nonetheless.

Sue Bunnell, who chairs the Board of Selectmen, added that Wilbraham boasts an excellent track record when it comes to bringing businesses into town.

“Wilbraham has a good reputation of being business-friendly and among the easier places to get a business up and running,” she said.

Part of this is due to zoning flexibility, Smith said. “We have boards and committees that are willing to not only work within the existing zoning laws, but present new zoning laws to the town to ratify so that new businesses can locate here.”

This has happened recently, when Iron Duke Brewing was looking to move from Ludlow Mills to Wilbraham. Zoning laws were changed, and Iron Duke is now one of two breweries in town.

Still, there is work to be done. And at this point, the Route 20 renovation plan is at 25% completion, which marks the start of public hearings.

“We’ve seen preliminary drawings,” said Bunnell. “Those will be made available to the public, and they will be going from the Friendly’s corporate location to the Palmer line with that redo of the highway.”

What was once meant to include solely road work has become a much more involved process, and town officials recognize the need for all the work being done to make this project happen.

“It started off as what we thought was a repaving, but it really seems like it’s expanding now to more of a redesign,” said Planning Director John Pearsall.

Wilbraham’s town officials hope this redesign, coupled with a progressing marketing strategy and few other things on the agenda, will continue to make it a place people want to live and spend their money.

Driving Momentum

Like Pearsall said, what was supposed to be a fairly simple project has now turned into a plan to revive Route 20. This includes making adjustments to some of the problematic intersections, widening driving lanes, adding sidewalks and bike lanes, and more.

Wilbraham at a Glance

Year Incorporated: 1763
Population: 14,868
Area: 22.4 square miles
County: Hampden
Residential Tax Rate: $21.80
Commercial Tax Rate: $21.80
Median Household Income: $65,014
Median Family Income: $73,825
Type of government: Board of Selectmen, Open Town Meeting
Largest Employers: Baystate Wing Wilbraham Medical Center; Friendly Ice Cream Corp.; Big Y; Home Depot; Wilbraham & Monson Academy
*Latest information available

Most importantly, town officials hope to capitalize on the space and buildings available along the road, and are already taking some options into consideration, including mixed-use developments.

Actually, while the term ‘mixed use’ has been thrown around a lot for Route 20, Pearsall said, a better phrase would be ‘multiple use.’

Recently, Delaney’s Market opened in a building that was redeveloped into a multiple-use project. In addition, a proposal for a Taylor Rental property that has been vacant for a while is under review. Also in the works for that property, a Connecticut developer recently filed an application to create another multiple-use development on those grounds.

“I think pedestrian access to a lot of these businesses is going to increase because they’re talking about running proper sidewalks up both sides of Route 20,” Smith said. “It will be a huge help to the existing businesses and future ones.”

The bigger picture of Boston Road is that it was, at one time, all exclusively zoned for commercial activity. But over the years, the town has been trying to introduce residential uses there, including the Woodcrest Condominiums and a new active-adult community that’s being developed off Boston Road.

Route 20 isn’t the only part of town that will be utilizing mixed-use communities. Smith noted that they also hope to revive the town center.

“In our town center, there are a few buildings that are slated for demolition, and we’re working on redevelopment of the site,” he said. “We recently decided at a town meeting at the beginning of this year to allow a mixed-use development on this site.”

For this specific development, the term ‘mixed use’ is appropriate. According to Smith, there will be retail and commercial establishments on the first floor and living quarters on the second floor. This, he said, is part of a bigger picture concerning town redevelopment being worked on behind the scenes.

Another development in the works is part of a ‘community compact’ to identify and explore the potential for expanding municipal fiber along Boston Road to determine how that might impact business opportunities.

“Our expectation is to identify someone to explore how delivering fiber along the Boston Road corridor could create opportunities for businesses,” said Bunnell.

Using Entry Point, a company that has worked with other municipalities to develop and build out their own fiber networks, Wilbraham hopes to give businesses along the Route 20 corridor this opportunity.

Smith is also a business owner of New England Promotional Marketing alongside his wife, Amy, and has been a guinea pig of sorts for the fiber network.

“It was critical for our business; it’s a great system,” he said. “If you’re choked down by your internet, it just becomes slow and difficult to do, and it can really put a damper on your business. Opening up to that fiber-optic pipeline was huge for us, and we want to provide that opportunity all the way down Route 20.”

Welcome Mat

With quite a few items on the to-do list, it’s safe to assume there will be no shortage of excitement in Wilbraham in the coming months and years.

“There are a lot of older buildings that have been kind of run down for a long time, and they’re being turned around,” said Smith. “There are a lot of properties that have been dormant or underutilized, and there’s a big push to rehabilitate these and find new uses or, in some cases, existing uses.”

As for any new businesses looking to make Wilbraham their new home, they can sleep well knowing this is a top priority in Town Hall, Bunnell said. “I think the goal is to make Wilbraham even more attractive and accessible to businesses that are looking to come into town.”

Kayla Ebner can be reached at [email protected]

Features

Another Step Forward?

By Jodi K. Miller, Esq.

Jodi K. Miller, Esq

Massachusetts has been a leader in healthcare system reform.

In 2006, Massachusetts passed a first-in-the-nation, comprehensive healthcare-reform law that sought to achieve near-universal coverage for all individuals in the Commonwealth. The 2006 reforms became a model for the federal Patient Protection and Affordable Care Act passed in 2010. In 2012, after making significant gains in healthcare coverage, Massachusetts enacted additional reforms, with a key aim of controlling healthcare costs.

Among other things, the 2012 reforms set statewide benchmarks to limit the growth of healthcare costs and created a new agency, the Health Policy Commission, which is responsible for monitoring increases in healthcare spending and market activity.

Last month, seeking to further overhaul the healthcare-delivery system in Massachusetts and build upon past reforms, Gov. Charlie Baker introduced new healthcare-reform legislation, titled “An Act to Improve Health Care by Investing in Value.” The legislation seeks to tackle challenges in the current healthcare system by improving access and care delivery, further containing costs, and protecting consumers from high out-of-pocket costs.

As a former healthcare executive and former Massachusetts secretary of Health and Human Services, Gov. Baker has a particular interest in healthcare. According to the governor, his “legislation supports holistic approaches to care, provides consumers and employers with affordable care options, promotes behavioral-health parity, and ensures everyone has access to the services they need.”

Preventive Measure

The governor’s proposal prioritizes investment in primary care and behavioral-health services with the goal of keeping patients healthier and avoiding more expensive services, like emergency-department visits. Specifically, the legislation requires that providers and insurers increase spending on primary care and behavioral-health services by 30%, while at the same time staying within spending-growth limits required by the 2012 healthcare-reform law. The new legislation introduces new penalties for failure to stay within those limits.

As a means to increase access to primary care, the legislation reforms the requirements for mid-level practitioners, such as nurse practitioners. States like California that have expanded the scope of practice for nurse practitioners have seen an increase in the use of, and access to, primary-care services. The new legislation would allow nurse practitioners and psychiatric nurse mental-health specialists to prescribe medications without a supervising physician.

“The governor’s proposal prioritizes investment in primary care and behavioral-health services with the goal of keeping patients healthier and avoiding more expensive services, like emergency-department visits.”

Similarly, the bill creates a mid-level dental-provider position to provide basic dental services, and expands the scope of practice for optometrists and podiatrists. To address the shortage of nurses in Massachusetts, the legislation makes it easier for nurses to move to the Commonwealth by allowing nurses licensed in another state to practice in Massachusetts without having to obtain a new license.

The bill also seeks to expand access to, and coverage of, mental and behavioral-health services through various measures, including provisions to encourage behavioral-health providers to accept insurance and to develop and grow the number of providers. The legislation establishes a Board of Registration of Recovery Coaches — a recommendation of the Recovery Coach Commission formed as part of the opioid legislation enacted in Massachusetts last year — which will credential recovery coaches who provide addiction-recovery services.

The legislation includes new consumer protections to manage healthcare spending and reduce consumers’ out-of-pocket costs. For example, it seeks to curb the practice of ‘surprise billing’ that consumers receive for emergency and unplanned services from out-of-network providers by establishing a default, out-of-network rate for such services. The bill also imposes limits on when a hospital can charge a fee for services delivered at an outpatient or satellite site and prohibits such fees for certain types of evaluative and diagnostic services.

The legislation also seeks to contain healthcare costs by addressing the high costs of prescription drugs. In addition to requiring pharmacists to inform consumers about the lowest cost options for the drugs they purchase, the legislation creates a review process for certain high-cost drugs and imposes financial penalties on manufacturers for increases in drug prices that exceed certain set percentages. Drug manufacturers also would be required to participate in annual cost-trend hearings before the Health Policy Commission.

Relatedly, the legislation imposes new oversight authority over pharmacy benefit managers, companies that negotiate contracts with drug manufacturers and manage pharmacy benefits and payments for health plans. Pharmacy benefit managers would be required to be certified with the Mass. Division of Insurance and report financial data to the Massachusetts Center for Health Information and Analysis.

In addition to cost controls, the legislation includes provisions aimed at improving access to appropriate, coordinated healthcare, including access to urgent-care centers and telemedicine services. According to a 2018 analysis by the Massachusetts Health Policy Commission, there has been a sharp increase in the use of urgent-care centers, where services are less expensive than those provided at hospital emergency departments.

The governor’s proposal seeks to improve access to, and to eliminate confusion regarding, urgent-care centers. For example, the names of clinics operating as urgent-care centers would have to include the term ‘urgent care’ or otherwise suggest that urgent-care services are provided. The bill also requires urgent-care centers to be licensed by the state Department of Public Health, and, as requirements of licensure, such centers must accept MassHealth (the Massachusetts Medicaid program), provide behavioral-health services, and meet standards for coordinating with patients’ primary-care providers.

The legislation also seeks to expand access to care by improving and increasing the use of telemedicine (healthcare services provided via telecommunication services such as videoconferencing). Telemedicine can be a cost-effective form of care, and it eliminates the requirement of travel, which can be significant for individuals living in rural areas. In an attempt to increase the use of telemedicine in the Commonwealth, the legislation creates a regulatory framework for such services and requires insurance-coverage parity for such services (i.e., if there is coverage for the services if provided in person, there must be coverage if the services are provided via telemedicine).

The legislation seeks to support community health centers and hospitals by investing in the Health Safety Net Trust Fund, which pays hospitals and community health centers for services provided to low-income residents who are uninsured or underinsured. The governor’s proposed investment – $15 million – constitutes less than 5% of the total amount paid out by that trust fund to hospitals and community health centers in 2018. The legislation also provides for additional funding to the Community Hospital and Health Center Investment Trust Fund through the penalties that the legislation imposes on drug manufacturers and providers for failing to meet cost-containment requirements.

Along with efforts to control healthcare spending, the legislation also seeks to control the price of insurance premiums, particularly those paid by small and mid-size employers and their employees. An October 2019 report from the Massachusetts Center for Health Information and Analysis found that premiums and cost-sharing obligations for private-sector employees in Massachusetts are continuing to increase at a faster rate than wages and inflation. Among other things, the legislation includes provisions which are designed to give small employers (50 employees or fewer) greater access to health-plan options.

Finally, on Oct. 18, the same day he filed his healthcare-reform bill, Gov. Baker issued an executive order to create a commission to study the combined individual and small-employer group health-insurance market. This unique market — known in Massachusetts as the ‘merged market’ — was established in 2007 with “the intention of increasing and stabilizing its risk pool to provide greater access to affordable health-insurance coverage,” according to the governor’s executive order.

The commission is tasked with analyzing the merged market in light of the legislative reforms and changes to the healthcare market that have occurred over the past 12 years and reporting recommendations to the governor by April 30, 2020, with the objective of “ensuring that all residents have access to affordable health-insurance coverage.”

Bottom Line

Gov. Baker’s proposed reforms are just that — proposals. Lawmakers at the State House are working on their own healthcare-reform legislation, including bills supporting a Medicare-for-all, single-payer system. What will follow are negotiations among legislators and the Baker administration, with the goal of passing comprehensive healthcare-reform legislation in Massachusetts before the Legislature’s formal session ends on July 31, 2020.

Jodi K. Miller, Esq. is a partner at Bulkley, Richardson and Gelinas, LLP, in Springfield, where she represents clients in commercial and other civil-litigation and regulatory matters, with a focus on health law.

Features

Driving Force

Police Commissioner Cheryl Clapprood with Mango.

A few years ago, Cheryl Clapprood was thinking about retirement. But a love of the work and opportunities for advancement kept her in uniform, and with the abrupt resignation of Commissioner John Barbieri, she was put on a path to lead what has become an embattled department, one dealing with fallout from scandals, controversy, and staffing issues.

His name is Mango.

He’s a 1-year-old German shepherd who carries a badge.

Legend has it — and he’s already becoming legend — that he lacked the temperament or concentration needed to be to be a medical alert dog, like his parents — a highly trained canine that can sense when its master is about to have a seizure, for example. And he wasn’t (and still isn’t) aggressive enough to be a true police dog.

So … he has become a comfort dog for the department (more on that later) and an ambassador of sorts — his business card (yes, he has one) reads ‘Comfort K9’) — visiting area schools, showing up at various events, and becoming a face of the Springfield Police Department.

He joined the force, if that’s the proper term, in June, and he is getting comfortable in his new role and seemingly enjoying it more every day.

Those are sentiments are shared by the person he shares an office with — Springfield Police Commissioner Cheryl Clapprood, who dropped ‘interim’ from her title and was officially sworn in to her new position a month ago.

But she has been leading the force for roughly nine months now, since the abrupt resignation of John Barbieri amid a growing number of scandals involving the department. These include the arraignment of 13 current or former police officers on allegations that they either participated in or helped cover up the alleged 2015 off-duty police beating of four men outside Nathan Bill’s Bar & Restaurant, and also federal indictments stemming from alarming video showing Officer Greg Bigda threatening two juvenile suspects arrested for stealing an unmarked police car, among other recent incidents.

“When a couple of incidents happen, it sets you back, and people tend to lump us all together — it’s a profession where, when one officer does something, the rest of us pay the price, and that’s nationwide.”

In the wake of these scandals, Clapprood said, all those in the department are being painted with the same broad brush as those accused of abusing their power, and this is unfortunate, because the vast majority of officers don’t.

“When a couple of incidents happen, it sets you back, and people tend to lump us all together — it’s a profession where, when one officer does something, the rest of us pay the price, and that’s nationwide,” she said. “They treat us all the same, as if we had all committed these crimes. The video got out of Bigda in the cell block, and a lot of people were appalled and shocked at the behavior, but now, people think, ‘oh, that’s how the Springfield Police Department treats prisoners, that’s how they treat juveniles; it’s like we were all in that cell block with him.”

Still, the culture of the department needs to change, she said, adding that these scandals are just one of the challenges facing a department of roughly 500 officers. She told BusinessWest that police work is not as popular and glamorous as it was years ago, and it is, by almost all accounts, more dangerous. That means there are fewer people looking to enter law enforcement, she went on, and when you couple this with the number of officers currently on suspension and those planning to retire early next year, the department is facing a potential staffing crisis.

“We cannot recruit, and we cannot retain,” said Clapprood, adding that Springfield is certainly not alone when it comes to this challenge — other departments are facing the same issues. “We’re having a very difficult time recruiting and retaining officers, and every city in Massachusetts, and, from what I hear, every major city in the country, is facing the same problem.”

Despite these pressures and challenges, the department is, by most measures, creating progress when it comes to the incidence of many types of crimes, and in improving the perception of the city when it comes to public safety, especially in a downtown that is drawing ever-larger numbers of visitors since the opening of MGM Springfield.

Cheryl Clapprood, see here being sworn in as police commissioner, says the Springfield Police Department must change its culture to regain the confidence of the public.

“Violent-crime numbers are down, in large part because there are a lot of officers in the downtown area now,” she said, adding that the department’s relatively new Crime Analysis Unit, which crunches the numbers when it comes to what types of crimes are being committed and where, is also helping make the streets safer.

For this issue, BusinessWest talked at length with Clapprood about the state of public safety in the City of Homes and her efforts to change the perceptions of, and the culture within, the department she has been part of for four decades.

Out of the Blue

Clapprood told BusinessWest she recently met up with a woman she attended elementary school with a half-century or so ago. “She gave me a hug and said, ‘do you remember in the second grade when you said you wanted to be a cop?’”

Clapprood didn’t remember actually making that specific comment at that time, but she did recall always being drawn to that type of work.

“I was the crossing guard, I was in school security — I was in all those things,” she recalled, adding that her family lacked the money to send her to college, so she joined the Air Force, where she also gravitated toward the security side of the equation, and fully embraced it.

“It’s going to take some time. I knew we would not win back a good reputation in a short amount of time. It’s going to take some years to build this back up again. But you do it slowly; you show the community that you have officers who are professional officers who have integrity and do a good job.”

While stationed at Westover, she read in the local paper about the upcoming Springfield police cadet exam.

“I was 19, and I said, ‘that sounds really interesting,’” she recalled. “I took it, I passed, and became a police cadet in April 1979. And it’s just followed a course from there — I love the Springfield Police Department; it will be 41 years next April.”

Most police officers retire long before getting to 41 years — a fact of police work that is contributing to the staffing issues we’ll get to later — but Clapprood said she loved the work, and opportunities to advance continued to present themselves.

Fast-forwarding through four decades with the force, she said she gradually moved up in the ranks and eventually reached captain and eventually captain of the Community Action Division, which includes traffic, canine, C3 Policing (or what Clapprood calls “community policing on steroids”), and other programs. And that experience inspired her to stay on for a few more years.

She then took the assessment test for deputy chief, thinking it would be a good experience for her. She would soon discover that everyone else on the list for that post had retired, and with more retirements pending, she decided to hang in still longer.

It was a decision that would eventually propel her to the commissioner’s office, first as interim in February, and then on a permanent basis earlier this fall.

Since taking the helm, she has made it a point to get out in the community and meet with as many constituencies as possible, learning of their needs and concerns and letting them know what the department is doing to address them.

She’s also brought Mango into the department, giving him a role that is new to the force — comfort dog.

Police Commissioner Cheryl Clapprood says one challenge facing the police department — and all departments — is recruiting and retaining new officers.

“I don’t think people realize what the police officers go through on a daily basis, the things they see, and how it affects them,” she explained. “And he’s been a home run; I bring him to roll calls and the report room, and so far, everyone loves him. He makes trips around the station every day and goes to community events and meetings.

“Sometimes people come in here and they can be jacked up a little bit — they have problems and complaints,” she went on, referring to both members of her department and the general public. “I always ask, ‘are you all right with a dog?’ By the time they’re done petting him and him kissing them, they’ve come down to a level that’s very amicable for me.”

Arresting Developments

But there are a number of issues and problems that can’t be solved with a visit to or from Mango, and these are the matters currently absorbing most of Clapprood’s time.

The department’s scandals and the image problems they’re creating are at the top of this list, she said, adding that she knew changes needed to be made even before she became commissioner.

“You can’t waffle, and you can’t wait for problems to go away — that tends to cause you more problems than you had before,” she told BusinessWest, adding that she is taking a proactive approach to the issues facing the department and bringing about a change in the culture.

“It comes back to instilling discipline, it comes back to training, it comes back to accepting responsibility,” she explained. “That’s what I preach at the staff meetings and with the officers, and you have to lead by example.

“When I was a young police officer here, you’d have to force people out at 65; they were fighting it, calling it age discrimination and threatening to file suit. They didn’t want to go at 65. But it’s a tough job now, and I can’t blame people for wanting to retire earlier.”

“And it’s going to take some time,” she went on. “I knew we would not win back a good reputation in a short amount of time. It’s going to take some years to build this back up again. But you do it slowly; you show the community that you have officers who are professional officers who have integrity and do a good job.”

Meanwhile, another matter is keeping the department staffed, a considerable challenge given the fact that many officers are retiring at an earlier age than a generation ago and fewer young people are looking to enter what was once a proud profession.

“They go early now,” she said, referring to officers and retirement. “When I was a young police officer here, you’d have to force people out at 65; they were fighting it, calling it age discrimination and threatening to file suit. They didn’t want to go at 65.

“But it’s a tough job now, and I can’t blame people for wanting to retire earlier,” she went on. “There have been a few on-duty deaths in recent years, and the last one [Officer Kevin Ambrose] shook up a lot of people.”

Clapprood told BusinessWest that the staffing challenges will soon force some hard decisions on which programs it can continue to operate. For the long term, she worries that such issues will force her department and others to lower their standards when it comes to who can eventually wear a badge.

“In time, lowering standards can cause more problems,” she said, adding that, while once the department desired a bachelor’s degree and later an associate degree, it will now accept a GED. “You might see people here who maybe are not mature enough or didn’t want it for the right reasons; it will bring about a host of other issues.”

As she noted, there are positive things happening within the department and across the city from a public-safety perspective, but these developments are getting lost amid the scandals and negative press.

In an effort to shed some light on them, Clapprood has gone on radio talk shows and writes a regular column for the Republican in an effort to get the word out.

This month’s offering is typical of the submissions: there is commentary on timely topics — October is Domestic Violence Awareness Month, so she discussed the department’s team of domestic-violence advocates — as well as relevant updates, specifically one on the pending decision on which vendor will supply the department with body-worn cameras.

“Cameras aren’t perfect, but they will be beneficial both to our officers and our residents,” she wrote, echoing comments she offered to BusinessWest on this subject. “Just about every department to which we’ve spoken said complaints about officers nearly disappear once they implement a body-worn camera program.”

She also shares news about the department — this month there was mention of how Bill Schwarz, the department’s Crime Analysis director, was recently presented with the International Assoc. of Crime Analysts membership award — as well as another warning about scams and a reminder that photos of she and Mango for the police officers’ ball book can be seen on Mango’s Facebook page.

“I’m trying to get out a lot of good and a lot of the things that we do here,” she said. “And it’s been received very well.”

Paws for Effect

Like most dogs, Mango now has the run of the house — well, Clapprood’s office, anyway

There’s a dog bed not far from the commissioner’s desk, and she likes that he recently developed an affinity for the couch that sits in the corner.

“No one else likes to sit there, so I guess it’s Mango’s,” she said, adding that she and the department’s comfort dog are both growing into their jobs — and they both have a detailed job description.

Clapprood’s can be boiled down to putting her department and all its officers in a position to succeed while also changing the culture within the department, and, at the same time, making the city a safe place to visit and for those who live and work here.

There is considerable work to be done and challenges to be overcome, but Clapprood believes the department can get where it wants and needs to go. It won’t happen overnight, as she said, but it can happen slowly but surely.

Leading those efforts has been a life-long ambition, or at least since the second grade, according to at least one account.

George O’Brien can be reached at [email protected]

Community Spotlight

Community Spotlight

Mike Vezzola says the North Central Connecticut Chamber of Commerce’s new headquarters at Enfield Square has given the organization greater visibility.

If a long-discussed tribal casino takes shape in East Windsor, Conn., the town of Enfield would find itself in an intriguing geographic spot between two destination casinos — which could bring benefits in a number of ways, Mike Vezzola says.

“It’s still going through a large permitting process, but if the casino does wind up coming to East Windsor, we’re right smack dab in the middle of MGM Springfield and that proposed East Windsor site, so the hope here is that Enfield can become a little bit more of a destination,” said the executive director of the North Central Connecticut Chamber of Commerce during a recent conversation at the chamber’s office in the mall known as Enfield Square.

“It’ll certainly create a lot of runoff for hotels and restaurants,” he went on. “We have a plethora of great restaurants, stores, and activities right at our fingertips. We need to build on those things and make sure the right pieces are set in place, and certainly the town is doing its part to try and see that through. We’re excited for what’s on the horizon over the next five to 10 years.”

As a border town that may eventually be flanked by two casinos, Enfield is, in many ways, at a crossroads — one that town officials hope will be bolstered by a new train platform in the Thompsonville neighborhood.

Earlier this month, the Town Council unanimously voted to transfer $670,000 from the general fund into a separate fund for the development of a train platform in Thompsonville, a project that has been 15 years in the making and is expected to attract traffic to town and give residents and businesses more reason to relocate or stay there.

Other financial hurdles need to be cleared, as the total cost of a platform would be around $2.5 million. A full train station could follow down the road, at a cost of tens of millions; Enfield is just one of several train-stop communities in the Nutmeg State waiting for DOT action on such projects. In Enfield, town officials say any upgrade will bring a number of economic benefits, particularly for Thompsonville itself, which has been the focus of a planned revitalization project for some time.

The town implemented a tax increment financing (TIF) plan in Thompsonville and the Enfield Square area earlier this year. TIF is an economic-development tool that allows municipalities to use tax revenues generated from new capital investment to assist in a project’s financing.

“We have a plethora of great restaurants, stores, and activities right at our fingertips. We need to build on those things and make sure the right pieces are set in place, and certainly the town is doing its part to try and see that through.”

Patrick McMahon, CEO of the nonprofit Connecticut Main Street Center, who was hired by the town as a consultant in January to help revitalize Thompsonville, told legislative and business leaders at a recent economic-development breakfast that Enfield leaders envision significant private investment in new business ventures, redevelopment of historic properties, and new public infrastructure.

“Hopefully, the new TIF project will bring some revitalization to that specific area, especially with the commuter rail between New Haven and Springfield,” Vezzola told BusinessWest. “We’re one of the primary stops on that rail, and they’re hoping to get the platform built in the next couple of years.”

Pipeline to Progress

At the same time, Enfield has seen growth in recent years in its manufacturing, distribution, and warehousing sectors, while Asnuntuck Community College (ACC) — which hosted the recent breakfast — has built a reputation as a manufacturing-education leader through its Advanced Manufacturing Technology Center (AMTC).

Connecticut Gov. Ned Lamont and other guests toured the space, speaking to students and taking in the 11,000-square-foot machining lab with its 90 CNC and manual machines, the state-of-the-art additive manufacturing lab, and other high-tech training areas.

Enfield at a Glance

Year Incorporated: 1683
Population: 44,654
Area: 34.2 square miles
County: Hartford
Residential Tax Rate: $34.23
Commercial Tax Rate: $34.23
Median Household Income: $67,402
Median Family Income: $77,554
Type of Government: Town Council, Town Manager
Largest Employers: Lego Systems Inc., MassMutual, Retail Brand Alliance, Enfield Distribution Center
* Latest information available

With programs that get students working at good-paying manufacturing jobs in two years or even one in many cases, ACC — and, by extension, its town — has become a promising answer to workforce needs at area plants, which have long lamented persistent skills gaps.

Asnuntuck has forged partnerships and talent pipelines with area manufacturers and businesses including Pratt & Whitney, Sikorsky, Eppendorf, and Stanley Black & Decker, among others, contributing to a 98% job-placement rate for AMCT graduates.

“With more than 25,000 skilled workers needed in the next two decades, the advanced manufacturing technology centers at Connecticut community colleges offer the opportunity for people of all ages and backgrounds to find a rewarding career in our state,” said Connecticut State Colleges and Universities President Mark Ojakian, who participated in the tour.

The rise in Enfield’s manufacturing reputation coincides with retail struggles, particularly in Enfield Square, where the only remaining anchor is Target. However, numerous small stores still call the property home, and Party City made a major investment there two years ago.

“The mall is very open to interpretive ways of using their retail space,” Vezzola said, the chamber’s presence there being just one example. “We get a lot of foot traffic in here, community members looking for referrals to some of our members or just information about who we are and what we do and how that benefits the community. Certainly, we’re here and excited to help facilitate any potential new clientele the mall might see in the future.”

While Enfield hasn’t attracted many new large retail establishments over the past year, the community continues to be a haven for sole proprietors, he noted.

“With more than 25,000 skilled workers needed in the next two decades, the advanced manufacturing technology centers at Connecticut community colleges offer the opportunity for people of all ages and backgrounds to find a rewarding career in our state.”

“These are folks who have their own businesses and work from home, whether it’s social-media development or graphic design, things of that nature,” he said. “A lot of young people are starting these businesses — and we’re excited that they want to put their talents and work skills to use right here.”

So excited, in fact, that the chamber is hoping to launch a young professional networking group next year as a subsidiary of the chamber.

“We want to encourage other younger folks who might not necessarily know how to navigate creating their own business or are looking for a new opportunity to learn and develop, so it’ll be a bit of an educational piece as well as a networking piece,” Vezzola explained. “That’s a big focus of what we do; we’re continuing to encourage our businesses to help each other, utilize each other, and benefit each other the best way they can.

“We peg ourselves on changing with the times, and certainly the scope of what a chamber does is completely different now than it was 20 years ago,” he added. “We’re just trying to stay relevant and active and evolve with the times.”

Life on the Border

Vezzola understands, too, the potential for his chamber and its members to make connections across the state line as well.

“Being a border town, I think it helps us get some exposure over the border in Massachusetts for our businesses and vice versa, and we’re considering some partnerships with chambers in Western Massachusetts to maybe do some cross-border development with each other, with networking groups,” he said. “Again, it’s about always evolving and just trying to do the best we can with what we’ve got here.”

Joseph Bednar can be reached at [email protected]

Features

Time to ‘Level Up’

“To gain enough points in a computer game to enable a player or character to go up to a higher level.”

That’s one of the dictionary definitions of the term ‘level up,’ a verb that is becoming increasingly popular with Millennials and savvy employers in tune with what this generation is seeking in life and in a career.

Another definition is to “increase one’s stature in life.”

It is with both of those definitions in mind that BusinessWest chose “Level Up” as the title of a special publication it will be printing later this year, a publication devoted to informing young people across this region about job opportunities that exist in manufacturing and the trades — fields they may not be thinking about for various reasons but should be — and the skills one must possess to earn such a job.

This interactive publication and flipbook are being created in response to what is inarguably the most pressing economic-development issue in this region — creating a workforce that is large enough and skilled enough to meet the demands of employers in an economy that is increasingly driven by technology.

At present, employers in virtually every sector of the economy are facing a very stern challenge when it comes to recruiting and retaining talent. Meanwhile, Baby Boomers are retiring in ever-greater numbers, exacerbating this challenge, especially for manufacturers and the trades.

“Companies of all sizes and across all sectors say they’re having trouble finding good help — it’s their biggest concern,” said Kate Campiti, associate publisher of BusinessWest. “And with good reason; when business owners and managers say their employees are their best asset, that’s not a cliché; that’s a fact.”

In manufacturing, and within the trades, the problem is compounded by a general lack of information — or misinformation — about these fields, Campiti went on, adding that the perception is that sectors are dying when, in fact, they are thriving.

“Many of the parents of young people today remember when manufacturing jobs started leaving this area and venerable employers closed or downsized,” said Campiti. “Many are not aware of the many thriving companies in this region doing very exciting things.”

“Level Up” is being produced to generate such awareness, she said, adding that the profiles printed in this special publication will essentially tell a company’s story — from its history to its product line to current job opportunities — and let young people (and their parents) understand how they can become part of that history.

The magazine will be distributed to trade and technical high schools, middle schools, guidance counselors, community colleges, state college career-counseling offices, regional workforce-development groups, area manufacturers, non-manufacturing employers, and BusinessWest subscribers.

The stories inside should provide ample inspiration for young people to learn about the opportunities now presenting themselves across the region, and to level up — as in gaining enough points to move up a level when it comes to the job market, or ‘increase one’s stature in life.’

For young people, the publication represents an opportunity to learn; for those in manufacturing and the trades, it’s an opportunity to build awareness and reach out to your workforce of tomorrow.

Companies interested in being profiled and thus put under a bright, regional spotlight can call (413) 781-8600.

Event Galleries Features Healthcare Heroes

Scenes from the October 2019 Gala

The 2019 Healthcare Heroes

There were eight winners in this third class, with two in the category of Lifetime Achievement, because two candidates were tied with the top score. The Heroes for 2019 are:

• Lifetime Achievement (tie): Katherine Wilson, president and CEO, Behavioral Health Network Inc.; and Frank Robinson, vice president, Public Health, Baystate Health;

• Health/Wellness Administrator/Administration: Emily Uguccioni, executive director, Linda Manor Assisted Living;

• Collaboration in Health/Wellness: Carol Constant, convener, Dementia Friendly Western Massachusetts; and director of Community Engagement, Loomis Communities;

• Community Health: Amy Walker, certified nurse midwife, Cooley Dickinson Health Care;

• Emerging Leader: Tara Ferrante, program director of the Holyoke Outpatient Clinic, ServiceNet;

• Innovation in Health/Wellness: Cristina Huebner Torres, vice president, Research & Population Health, Caring Health Center Inc.; and

• Patient/Resident/Client Care Provider: Shriners Hospitals for Children – Springfield.

Photography by Dani Fine Photography

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Features

Warning Signs on the Horizon

John Regan says the state should do what many business owners are doing with a possible recession looming — refrain from taking on too much at once.

John Regan says Associated Industries of Massachusetts (AIM) recently surveyed a cross-section of its members regarding the economy, the direction they believe it will take, and the steps they are themselves taking as a result.

Roughly 75% of those surveyed anticipate an economic contraction before the end of 2020, and a sampling of the gathered remarks hints strongly at an undercurrent of caution, if not outright concern:

• “Scaling back on hiring plans; slowing down certain capital expense/equipment purchases until we get a clearer picture of what the next six months will bring.”

• “Concentrating on expense reduction … evaluating closely the need to replace positions.”

• “Diversifying our service options.”

• “We have temporarily eliminated overtime, which was formerly unlimited.”

Slicing through all that, Regan said AIM’s members are looking at the conditions, gauging how they will effect things short-term and long-term, and, by and large, deciding not to take on too much until the picture becomes much clearer.

And, as the organization’s new president and CEO — he took the helm in May — he is essentially advising the state to do the same.

“A possible takeaway from the survey for state policymakers as they begin considering billions of dollars in new spending is this could be a difficult time ahead for the state economy,” Regan told BusinessWest. “Businesses are assuming a defensive posture, and significant tax increases — beyond the $1 billion for the new paid family and medical leave system — even for worthwhile causes, could harm the overall economy, most especially the manufacturing sector.

“This might not be the time to really go all in on lots of different tax proposals,” he went on, listing everything from new spending initiatives to the so-called ‘millionaires’ tax,’ a step he believes will pose dire consequences for the Commonwealth. “Legislators should do what our members who answered the questions are doing — delaying their ambitious agenda and letting the things they’ve already done take their course and put some away for a rainy day.”

Passing on members’ concerns about the economy and urging caution when it comes to business-related legislation are two of the many lines on the job description for AIM’s president, said Regan, who moved to the corner office after a dozen years as AIM’s executive vice president of Government Affairs and almost two decades with the agency in that realm.

Another line on that job description involves presiding over annual ceremonies such as the one staged earlier this month at Wistariahurst in Holyoke, at which three area companies — MGM Springfield, American Saw, and Peerless Precision — were presented with Next Century and Sustainability awards for their efforts in creating the next era of economic opportunity for state residents.

A few hours before that ceremony, Regan sat down to talk with BusinessWest about a variety of topics, including his appointment, the state of AIM and its 3,500 members, and even his thoughts on how to achieve more balance between east and west in the Commonwealth.

“Businesses are assuming a defensive posture, and significant tax increases — beyond the $1 billion for the new paid family and medical leave system — even for worthwhile causes, could harm the overall economy, most especially the manufacturing sector.”

But the condition of the economy and the results of that aforementioned survey soon dominated the conversation.

Regan noted that, overall, the state’s economy continues to expand, albeit at a slower pace than earlier in the year. Meanwhile, AIM’s Business Confidence Index, generally a reliable barometer of economic conditions, remains in optimistic territory (58.9), although it has lost nearly four points over the past 12 months. Unemployment remains low (2.9%), and private employers created nearly 7,000 jobs between August 2018 and August 2019.

Still, there are some ominous warning signs of a recession, and a number of businesses are already starting to feel the effects of tariffs and other federal and state measures, said Regan, adding that these businesses are starting to play defense — and the state should do the same.

Background — Check

If Regan seems to know his way around the State House — in every sense of that phrase — it’s because he does.

Indeed, before coming to AIM, before serving as vice president of Operations for MassDevelopment and leading its efforts to repurpose Fort Devens, before directing the Massachusetts Office of Business Development (MOBD) for five years, and even before serving as chief of staff to the mayor of Marlboro, he worked in the State House, first as a researcher on the Joint Committee on Banks and Banking, and then as a special assistant to the House Ways and Means Committee.

“I started out on the constituent side, and quickly moved to the policy side,” he said of his work with the Legislature. And, on many respects, he has remained on the policy side ever since.

When asked how he went from working for the state to becoming an advocate for its business community, Regan said there’s a story there. It involves the former Lunt Silversmith (an AIM member) in Greenfield, he recalled, adding that, as director of MOBD, he was asked to help convince the state Highway Department to put up signs that would direct motorists to the company’s new showroom facility. Long story short, he played a big role in getting the signs up.

“AIM was so impressed that state government actually got something done that they asked if I would consider joining the agency and its Government Affairs Department,” he recalled. “At the time, I wasn’t really looking, but I knew AIM from my days at the State House — it was a well-respected group and well-regarded in the building — and I thought this was a good opportunity for me.

“I never wanted to be a lobbyist in that sense that you’re out chasing clients to represent individually,” he went on. “The opportunity to come to AIM represented a chance to use my relationships in the building, but not lobbying for individual clients; at a 3,500-member organization, you’re working on policy, not just individual company issues.”

And over the years, he has advocated for members on issues ranging from unemployment-insurance reform to non-compete agreements; from pay-equity law changes to paid family and medical leave.

Since taking over as president and CEO, Regan said he spent much of the first several weeks focusing largely on internal matters, including membership, marketing, finances, technology, and hiring his successor in Government Affairs — Brooke Thomson, formerly with AT&T.

“I wanted to make sure I understood the parts of AIM I never really had to worry about as head of Government Affairs,” he noted. “And part of what the board charged me with was coming up with an operational plan for the balance of 2019 through 2021.

“It’s not a strategic plan,” he went on, “but just making we’re able to explain what we thought we could do and should do, and get that on paper and in front of the board.”

Reading the Tea Leaves

These days, though, he’s more focused on the Commonwealth’s businesses, the uncertain state of the economy, and policy matters, such as helping to secure a three-month delay in the start of payroll deductions to fund the program.

Returning to that recent survey of members, Regan said it is quite revealing and clearly depicts both the concern felt by business owners and their commitment to act responsibly, and defensively, in such a climate.

“They’re doing the things you might expect,” he noted. “They’re saving money versus investing it, and they’re only doing capital projects that have a very swift return on investment. They’re looking for additional, profitable product lines that might allow them to weather the storm. But mostly, they’re thinking ahead and being ready.”

And this is the mindset Regan believes both the federal and state governments should embrace given both the current conditions and the possibility, if not likelihood, of a recession in 2020.

“Uncertainty around trade, in particular, grows by the day. It seems like every day you wake up and there’s another round of tariffs. One of our longest members is Ocean Spray cranberries, and they’re getting killed by tariffs.”

With the former, Regan noted that tariffs and the trade war are already taking a steep toll — on manufacturing but also other sectors of the economy, including agriculture — and the threat of more such actions loom large over the state and the region.

“Uncertainty around trade, in particular, grows by the day,” he said. “It seems like every day you wake up and there’s another round of tariffs. One of our longest members is Ocean Spray cranberries, and they’re getting killed by tariffs.”

As for the State House, Regan said lawmakers there should consider the current economic conditions and the threat of recession as they ponder additional mandates and taxes, including what is known officially as the Fair Share Amendment, but has been dubbed the millionaires’ tax.

That name conjures up thoughts of rich people sitting on a beach, he told BusinessWest, but the reality is that most of those who would be impacted by this measure, which would impose a 4% income-tax surcharge on annual income beyond $1 million, are business owners, as in the small to medium-sized business owners who dominate the state’s economy and especially the Western Mass. economy.

And recent research, including an in-depth report by Bloomberg News, shows that individuals hit with such taxes often leave for safer havens, taking their income with them, he noted.

“Bloomberg found that Connecticut, New York, and New Jersey face the largest financial drains from the 5 million Americans who move from one state to another each year,” AIM wrote in a recent blog post, citing other states that had passed taxes on high earners. “Connecticut lost the equivalent of 1.6% of its adjusted gross income, according to Bloomberg, because the people who moved out of the Nutmeg State had incomes that were 26% more, on average, than those people who moved in.”

Regan agreed, and said these numbers paint a grim picture and present a competitive disadvantage for the Commonwealth, one the Legislature should consider as it moves closer to joining other states in enacting such measures.

“I love it when elected officials roll out statistics that show ‘30 states do this’ or ‘20 states do that,’” he said. “We can tell them we have a whole list of states that have tried the wealth-tax approach, and it’s bombed, and they say, ‘well, that’s different.’

“How is it different?” he went on. “How are we not going to experience the same things that they’ve experienced?”

Bottom Line

Returning to that survey of AIM members, a few of the business owners polled expressed confidence about riding out what appears to be a storm on the horizon.

“We think we’ll be immune from the contraction,” wrote one, while another said, “our industry is counter-cyclical; when the economy contracts, our industry usually receives a boost.”

Those sentiments don’t apply to most businesses, certainly, and Regan knows that. And that’s why AIM’s new president and CEO is working hard to convince lawmakers to do what his members are doing — what’s best for business and what’s best for long-term economic health.

George O’Brien can be reached at [email protected]

Community Spotlight

Community Spotlight

Mary McNally says the town’s top public-safety priority right now is taking its ambulance service to the next level.

Balance.

That’s a word you hear quite often in East Longmeadow’s Town Hall these days — and for good reason.

This growing community of roughly 16,000 people on the border with Connecticut has long enjoyed a solid balance of business and industry, attractive residential neighborhoods, and a large amount of agricultural land, although the total acreage has fallen in recent years.

It’s an attractive and fairly unique mix — most towns this size can boast two of those ingredients or only one — and maintaining this balance while also achieving additional growth is the ongoing assignment for town leaders.

Balance and patience are the current watchwords for the community, said Town Council President Kathleen Hill, especially as it takes on several large-scale projects she said will benefit the community in the long run.

These include everything from public-safety initiatives to addressing the need to renovate or perhaps replace the town’s 60-year-old high school, one of many built across the region to accommodate the huge Baby Boom generation; from securing a new use for the large eyesore known to most as the Package Machinery property on Chestnut Street to developing a new master plan (more on these matters later).

At the top of the to-do list for town leaders, though, is hiring a new town manager to replace Denise Menard, who left the position on a separation agreement back in July.

For now, Mary McNally serves as acting town manager for a four-month period. She was appointed by the Town Council on Aug. 22 and will serve through Dec. 21 of this year. Hill is in the first year of her second three-year term.

Hill said finding a permanent town manager is a priority for the council and a crucial step in order to begin moving forward with several projects that are in various stages of progression.

“We hired a consultant about a month ago to conduct a professional search for us,” she said, referring to Community Paradigm Associates, which is also assisting Longmeadow in finding a town manager, and recently completed a search for Palmer.

Hill said the town is still in the early stages of the process, and, at this time, the council is gearing up to advertise the position and proceed in the search for the second manager in the town’s history.

Once this process is concluded and the new town manager is settled into the role, more focus can be put on “progressive projects,” as both Hill and McNally called them. Hill says the goal is to move East Longmeadow toward the future, while also keeping the tight-knit community feel that many residents know and love.

“You have to move with the future,” she said. “The character of the town is something we want to preserve. At the same time, we recognize the necessity of being progressive.”

For this, the latest installment of its Community Spotlight series, BusinessWest talked with Hill and McNally about the process of maintaining balance while also moving the community forward.

Preservation Acts

‘Progress’ is another word you hear in town offices, and officials are looking to create some on a number of fronts, especially with the hiring of a new town manager.

“Next week, the council will be appointing a screening committee, solely for the purpose of reading the applications that the consultant brings to them,” said Hill, noting that the council will not be involved in any part of the process prior to the final four candidates that come out of the pool.

“We will, for the right reasons, go into the process blind to the candidate pool so that we can be totally unbiased, and we will conduct our own public interviews with the hopes of identifying our next manager by early December,” she said, adding that the worst-case scenario is to have the town manager at a desk in early 2020, depending on the candidate and whether or not the person has to give notice to a previous job.

And there will certainly be a lot on that desk in terms of projects and priorities, said those we spoke with, listing matters ranging from public safety to education; economic development to parks and recreation.

With that first category, the priority is taking the town’s ambulance service to the next level, said McNally.

Currently, the town has one basic life support (BLS) ambulance that can be staffed by an EMT, and she says the Fire Department is pursuing an advanced life support (ALS) ambulance that must be staffed by paramedics.

This request, McNally and Hill said, was prompted predominantly by a growing elder community in town. Indeed, East Longmeadow has a half-dozen senior-living facilities, three nursing homes, and other facilities that care primarily for the elderly.

“Because that need is growing, the Fire Department is ready, willing, and able to meet it,” McNally said. “The firefighters have reached that paramedic level of certification; because of the needs of the community, the fire chief has been quite interested in securing that second ambulance, but it’s a long process.”

A feasibility study is also being contemplated for the renovation or rehabilitation of the East Longmeadow Police Department, which was built in 1974.

About a mile down the road from the police station is the old Package Machine property, which is perhaps the most pressing matter in the economic-development category. The industrial property, which includes a large manufacturing area and huge warehouse, has seen various uses over the past several decades — modular homes were built in the warehouse, for example — but has remained mostly vacant and thus become a topic of controversy and speculation.

Hill said there is an interested party, East Longmeadow Redevelopers, that is working with the Planning Board on conceptual work for a mixed-use district that would include apartment-style living, single-family home-style living, retail, and commercial properties.

Hill and McNally referenced Mashpee Commons, located in the town of Mashpee on Cape Cod and described as “upscale shopping and dining in a charming New England village setting,” as the type of facility that might be built on the property.

“There’s something for everyone,” said McNally. “The idea is to have options for your retail, dining, and housing needs. In terms of economic development, it will bring more tax revenue to the town, and it brings housing options for an aging population.”

Kathleen Hill says the former Package Machine property could eventually see new life as a mixed-use development.

She stressed, however, that the discussions are preliminary, and at present there is no existing mixed-use bylaw to establish the district.

The ultimate goal for town officials, as stated above, is to achieve such growth and add needed commercial tax revenue, while also preserving the town’s rural character. This includes preserving remaining farmland.

“We have some huge tracts of land that the town will protect and keep that way as undeveloped land either for conservation or because you just don’t want to build on every square foot you have for a variety of reasons,” said Hill. “You don’t want the farming areas to go away.”

McNally added that this is often a quality-of-life matter, and a desire to have green areas and oxygenation from the trees.

Speaking of green, a plan currently on the back burner is a vision to “re-image” Heritage Park, Hill said. A rendering shows an amphitheater-type stadium built around the pond where more concerts and local events could be held. In addition, more ballfields would be added, as well as a field house.

“It’s going to be a significant investment, but it will add more value to the town,” she said. “That’s what we want to do — make sure there’s return on investment.”

Adding value to the town also means having a good school system with up-to-date buildings, which means addressing the issue of the aging high school. Hill is a former career educator — she spent 21 years in the East Longmeadow school system — and said she has a hard time not advocating for a better high school.

“The reality is, without a building that is state-of-the-art, it drags your real-estate values down,” she said. “People aren’t going to want to come. My husband and I want to sell our house at some point and maybe get something a little smaller. If we let everything in town fall by the wayside, we’re not going to get the same price point that we would if we keep our town vibrant.”

Slow and Steady

Cultivating an even more vibrant community for the long term will be the underlying goal behind creating a new master plan, work on which began more than a year ago.

“Our planner has convened a master plan committee,” said Hill. “It would be a cross-section of folks in town who want to reimagine the master plan. The last one the town did was in 1976, so it’s time.”

Although this might sound like a long time to go without a plan, she said, this is not unique to East Longmeadow. Many small towns either struggle with their plan or simply don’t have one.

But Hill says the benefits of having one are too great to ignore.

“With an accurate plan, as a community, you are in a better position to attract state and federal grant funding,” she added. “It’s a way to define who you are as a community and understand what your needs are. It’s strategic planning. It’s a vision of the future.”

This vision all comes back to that word mentioned at the very top — balance.

“There’s just so much here in this town, but it still has that small-town, quaint feeling,” said Hill. “The sentiment on the Town Council is to maintain that feeling, spend the tax dollars to not only keep that feeling for folks, but give them as much service as possible with a look toward the future as well.”

Kayla Ebner can be reached at [email protected]

Features

Warning Signs

John Regan

John Regan says Associated Industries of Massachusetts (AIM) recently surveyed a cross-section of its members regarding the economy, the direction they believe it will take, and the steps they are themselves taking as a result.

Roughly 75% of those surveyed anticipate an economic contraction before the end of 2020, and a sampling of the gathered remarks hints strongly at an undercurrent of caution, if not outright concern:

• “Scaling back on hiring plans; slowing down certain capital expense/equipment purchases until we get a clearer picture of what the next six months will bring.”

• “Concentrating on expense reduction … evaluating closely the need to replace positions.”

• “Diversifying our service options.”

• “We have temporarily eliminated overtime, which was formerly unlimited.”

Slicing through all that, Regan said AIM’s members are looking at the conditions, gauging how they will effect things short-term and long-term, and, by and large, deciding not to take on too much until the picture becomes much clearer.

And, as the organization’s new president and CEO — he took the helm in May — he is essentially advising the state to do the same.

“A possible takeaway from the survey for state policymakers as they begin considering billions of dollars in new spending is this could be a difficult time ahead for the state economy,” Regan told BusinessWest. “Businesses are assuming a defensive posture, and significant tax increases — beyond the $1 billion for the new paid family and medical leave system — even for worthwhile causes, could harm the overall economy, most especially the manufacturing sector.

“This might not be the time to really go all in on lots of different tax proposals,” he went on, listing everything from new spending initiatives to the so-called ‘millionaires’ tax,’ a step he believes will pose dire consequences for the Commonwealth. “Legislators should do what our members who answered the questions are doing — delaying their ambitious agenda and letting the things they’ve already done take their course and put some away for a rainy day.”

Passing on members’ concerns about the economy and urging caution when it comes to business-related legislation are two of the many lines on the job description for AIM’s president, said Regan, who moved to the corner office after a dozen years as AIM’s executive vice president of Government Affairs and almost two decades with the agency in that realm.

Another line on that job description involves presiding over annual ceremonies such as the one staged earlier this month at Wistariahurst in Holyoke, at which three area companies — MGM Springfield, American Saw, and Peerless Precision — were presented with Next Century and Sustainability awards for their efforts in creating the next era of economic opportunity for state residents.

A few hours before that ceremony, Regan sat down to talk with BusinessWest about a variety of topics, including his appointment, the state of AIM and its 3,500 members, and even his thoughts on how to achieve more balance between east and west in the Commonwealth.

But the condition of the economy and the results of that aforementioned survey soon dominated the conversation.

Regan noted that, overall, the state’s economy continues to expand, albeit at a slower pace than earlier in the year. Meanwhile, AIM’s Business Confidence Index, generally a reliable barometer of economic conditions, remains in optimistic territory (58.9), although it has lost nearly four points over the past 12 months. Unemployment remains low (2.9%), and private employers created nearly 7,000 jobs between August 2018 and August 2019.

Still, there are some ominous warning signs of a recession, and a number of businesses are already starting to feel the effects of tariffs and other federal and state measures, said Regan, adding that these businesses are starting to play defense — and the state should do the same.

Background — Check

If Regan seems to know his way around the State House — in every sense of that phrase — it’s because he does.

Indeed, before coming to AIM, before serving as vice president of Operations for MassDevelopment and leading its efforts to repurpose Fort Devens, before directing the Massachusetts Office of Business Development (MOBD) for five years, and even before serving as chief of staff to the mayor of Marlboro, he worked in the State House, first as a researcher on the Joint Committee on Banks and Banking, and then as a special assistant to the House Ways and Means Committee.

“I started out on the constituent side, and quickly moved to the policy side,” he said of his work with the Legislature. And, on many respects, he has remained on the policy side ever since.

When asked how he went from working for the state to becoming an advocate for its business community, Regan said there’s a story there. It involves the former Lunt Silversmith (an AIM member) in Greenfield, he recalled, adding that, as director of MOBD, he was asked to help convince the state Highway Department to put up signs that would direct motorists to the company’s new showroom facility. Long story short, he played a big role in getting the signs up.

“AIM was so impressed that state government actually got something done that they asked if I would consider joining the agency and its Government Affairs Department,” he recalled. “At the time, I wasn’t really looking, but I knew AIM from my days at the State House — it was a well-respected group and well-regarded in the building — and I thought this was a good opportunity for me.

“I never wanted to be a lobbyist in that sense that you’re out chasing clients to represent individually,” he went on. “The opportunity to come to AIM represented a chance to use my relationships in the building, but not lobbying for individual clients; at a 3,500-member organization, you’re working on policy, not just individual company issues.”

And over the years, he has advocated for members on issues ranging from unemployment-insurance reform to non-compete agreements; from pay-equity law changes to paid family and medical leave.

Since taking over as president and CEO, Regan said he spent much of the first several weeks focusing largely on internal matters, including membership, marketing, finances, technology, and hiring his successor in Government Affairs — Brooke Thomson, formerly with AT&T.

“I wanted to make sure I understood the parts of AIM I never really had to worry about as head of Government Affairs,” he noted. “And part of what the board charged me with was coming up with an operational plan for the balance of 2019 through 2021.

“It’s not a strategic plan,” he went on, “but just making we’re able to explain what we thought we could do and should do, and get that on paper and in front of the board.”

Reading the Tea Leaves

These days, though, he’s more focused on the Commonwealth’s businesses, the uncertain state of the economy, and policy matters, such as helping to secure a three-month delay in the start of payroll deductions to fund the program.

Returning to that recent survey of members, Regan said it is quite revealing and clearly depicts both the concern felt by business owners and their commitment to act responsibly, and defensively, in such a climate.

“They’re doing the things you might expect,” he noted. “They’re saving money versus investing it, and they’re only doing capital projects that have a very swift return on investment. They’re looking for additional, profitable product lines that might allow them to weather the storm. But mostly, they’re thinking ahead and being ready.”

And this is the mindset Regan believes both the federal and state governments should embrace given both the current conditions and the possibility, if not likelihood, of a recession in 2020.

With the former, Regan noted that tariffs and the trade war are already taking a steep toll — on manufacturing but also other sectors of the economy, including agriculture — and the threat of more such actions loom large over the state and the region.

“Uncertainty around trade, in particular, grows by the day,” he said. “It seems like every day you wake up and there’s another round of tariffs. One of our longest members is Ocean Spray cranberries, and they’re getting killed by tariffs.”

As for the State House, Regan said lawmakers there should consider the current economic conditions and the threat of recession as they ponder additional mandates and taxes, including what is known officially as the Fair Share Amendment, but has been dubbed the millionaires’ tax.

That name conjures up thoughts of rich people sitting on a beach, he told BusinessWest, but the reality is that most of those who would be impacted by this measure, which would impose a 4% income-tax surcharge on annual income beyond $1 million, are business owners, as in the small to medium-sized business owners who dominate the state’s economy and especially the Western Mass. economy.

And recent research, including an in-depth report by Bloomberg News, shows that individuals hit with such taxes often leave for safer havens, taking their income with them, he noted.

“Bloomberg found that Connecticut, New York, and New Jersey face the largest financial drains from the 5 million Americans who move from one state to another each year,” AIM wrote in a recent blog post, citing other states that had passed taxes on high earners. “Connecticut lost the equivalent of 1.6% of its adjusted gross income, according to Bloomberg, because the people who moved out of the Nutmeg State had incomes that were 26% more, on average, than those people who moved in.”

Regan agreed, and said these numbers paint a grim picture and present a competitive disadvantage for the Commonwealth, one the Legislature should consider as it moves closer to joining other states in enacting such measures.

“I love it when elected officials roll out statistics that show ‘30 states do this’ or ‘20 states do that,’” he said. “We can tell them we have a whole list of states that have tried the wealth-tax approach, and it’s bombed, and they say, ‘well, that’s different.’

“How is it different?” he went on. “How are we not going to experience the same things that they’ve experienced?”

Bottom Line

Returning to that survey of AIM members, a few of the business owners polled expressed confidence about riding out what appears to be a storm on the horizon.

“We think we’ll be immune from the contraction,” wrote one, while another said, “our industry is counter-cyclical; when the economy contracts, our industry usually receives a boost.”

Those sentiments don’t apply to most businesses, certainly, and Regan knows that. And that’s why AIM’s new president and CEO is working hard to convince lawmakers to do what his members are doing — what’s best for business and what’s best for long-term economic health.

George O’Brien can be reached at [email protected]

Community Spotlight

Community Spotlight

Russell Fox (left, with Karl Stinehart) says Southwick’s slate of 250th-birthday events will be family-friendly and honor the town’s past while looking to a promising future.

Nov. 7 will be a big day in Southwick — and the start of a big year.

Starting that day, a year-long series of events — including holiday festivals, history tours, parades, concerts, and more — will culminate in the Taste of Southwick Gala on Nov. 7, 2020, the 250th anniversary of the town’s incorporation.

Southwick officials and volunteers have been meeting to plan this broad slate of birthday events for some time, much of the planning guided by the nonprofit Southwick Civic Fund.

“It’s an ambitious plan for a smaller community,” said Russell Fox, who chairs the town’s Select Board. “We’re actively raising money, not just from businesses but residents also. And we have some very generous residents — one resident gave us $1,000. So it’s coming along. We’d like these events to be kid-oriented. We want young people to feel like they’re part of the community and learn something about the history of the community and have a good time.”

And there’s a lot to celebrate, as Southwick continues to grow its business base, housing options, and especially its reputation as a recreation destination, Fox said. That Taste event alone speaks to what he calls a recent “restaurant renaissance” in town, with recent additions like Crepes Tea House and Wok on Water, the conversion of Chuck’s Steak House to Westfield River Brewing (which hosts concerts during the summer), and new Crabby Joe’s Bar and Grill owner Mark O’Neill’s plans to tear down that establishment and rebrand it as a state-of-the-art restaurant and brewery that may use wind turbines for electricity.

A 250th-anniversary celebration is an opportunity for a town like Southwick to show how far it has come in the realms of history, population growth, economic development, and cultural and recreational draws, said Karl Stinehart, the town’s chief administrative officer.

On the latter front, Southwick has become a mecca for recreational offerings, like boating on the Congamond Lakes, motocross events at the Wick 338, town events at the 66-acre Whalley Park, and a well-traveled rail trail frequented by bicyclists, hikers, and dog walkers.

As for its population, Southwick still boasts around 10,000 residents, and work continues at two significant new neighborhoods, a 26-home subdivision off Vining Hill Road called Noble Steed, and Fiore Realty’s project to develop about 65 homes at the former Southwick Country Club site. Meanwhile, the town made zoning changes near that site to expand commercial developments along College Highway, including a possible medical facility.

On the infrastructure front, the town is planning to improve sidewalks on Depot Street to provide easier access to downtown, and is currently improving the roadway and drainage on Congamond Road — a key entry into town from Connecticut — aided by more than $4 million in state funds.

“When that’s done, it’ll have a bike lane and sidewalk, and connect the neighborhood both to Gillette’s Corner and to the rail trail,” Stinehart said. “There are businesses that abut the rail trail, and if you go there on certain days, on the weekend, you’ll see people on the trail using those businesses.”

Stinehart noted that the town’s single tax rate of $17.48 continues to be a draw for new businesses, which is good considering the potential development opportunities along College Highway and at the Southwick Industrial Park on Hudson Drive.

“We try to balance residential growth and the business sector, which is an important thing because it keeps our tax rate competitive,” he said. “When you’re a businessman looking to site in a community and you see you’re going to be treated equally as every other taxpayer, you take notice of that.”

Fox agreed. “We try to keep that balance. We’ve got a graying population, with more people on fixed incomes. So the tax rate is a big deal to us. We don’t want to tax people out of the community they grew up in or want to retire in.”

He recalled a business owner looking to move into town from a neighboring community a couple decades ago. He was offered some tax incentives but was angling for more, but instead Fox reminded him of the town’s quality schools, low traffic, reasonable tax rate, and recreational opportunities, and that sold him. “He’s been in Southwick 20-plus years, doing very well.”

Those selling points have only expanded since then, Fox said, and that’s reason enough to celebrate 250 years.

Fun in the Sun

There’s plenty for outdoor enthusiasts to enjoy in Southwick, including three golf courses (Edgewood, the Ranch, and a par-3 track at Longhi’s) and the aforementioned 6.5-mile-long rail trail that runs through town from the Westfield border to the Suffield border.

“People in town love the bike trail — it’s just a beautiful area,” Fox told BusinessWest. “When that first started, there were some naysayers, but I think most of those people have gone away.”

“Or they’re on the trail using it,” Stinehart quickly added.

Meanwhile, the lakes on the south side of town — featuring two boat ramps, a fishing pier, and a town beach — provide plenty of activity for residents. A $275,000 project renovated the south boat ramp on Berkshire Avenue last year, making it more modern and handicap-accessible, and the beachfront was recently renovated as well.

Southwick at a glance

Year Incorporated: 1770
Population: 9,502
Area: 31.7 square miles
County: Hampden
Residential Tax Rate: $17.47
Commercial Tax Rate: $17.47
Median Household Income: $52,296
Family Household Income: $64,456
Type of Government: Open Town Meeting; Board of Selectmen
Largest Employers: Big Y; Whalley Computer Associates; Southwick Regional School District
*Latest information available

Stinehart said the lakes and their environs are an important aspect of Southwick’s outdoor culture and worthy of investment, being, among other things, a major destination for freshwater fishing tournaments.

Then there’s the Wick 338, the motocross track behind the American Legion, which abuts the Southwick Recreation Center and Whalley Park. The complex hosts the annual Lucas Oil Pro Motocross Championship — which is broadcast live on NBC and draws some 15,000 to 18,000 people to town — as well about 25 other races throughout the year and a host of other events, including Rugged Maniac New England, a challenging, mud-splattered 5K obstacle course. That continual flow of visitors to town benefits a host of other businesses, from gas stations to restaurants, Stinehart noted.

As for Whalley Park itself — which was donated to the town by the prominent Whalley family and developed using municipal and Community Preservation Act funds — it includes a full-size soccer field, baseball field, and softball field, lighting for the fields, a huge kids’ play area, and a pavilion.

The town also recently acquired a 144-acre parcel on North Pond at Congamond Lakes. The Mass. Department of Fisheries and Wildlife awarded Southwick money to help purchase it, and the Franklin Land Trust conducted a fund-raising effort to make up the difference in price. The parcel is abutted by two areas owned by the Commonwealth of Massachusetts and the state of Connecticut.

Even before that, Stinehart said, Southwick had preserved more than 1,000 acres of open space, not including the lakes themselves, and has been active in buying up development rights to farmland, ensuring that they can’t be developed, but must remain agricultural land.

“We’re proud of our agricultural roots, and we still have a lot of farms,” Fox said. “Now we have farms protected in perpetuity.”

Also in the realm of preservation, the town’s Cemetery Commission continues its work to restore the Old Cemetery, which dates to 1770, and the town recently sold its old library, built in 1891, to an investor who intends to partner with the Southwick Historical Commission to preserve it while putting it back on the tax rolls.

Change Is Good

The town’s modern schools — the complex on Feeding Hills Road that houses Woodland Elementary School, Powder Mill Middle School, and Southwick Regional School underwent significant additions and renovations in recent years — have also been a draw for new residents, and they have the capacity to house a growing student population, Fox said.

All this has contributed to Southwick being honored this year by the Republican’s Reader Raves program as the best area town to live in.

“It’s taken a lot of hard work to get to that point,” Fox said of the award. “Some people don’t like change at all, but not all change is bad. This is a community we can be proud of. I think we doing a good job of keeping things in balance — commercial, industry, and residential.

“We’re not sitting back; we’re growing,” he went on. “We know people want to move here, and we’re proud of that. We’re going to make sure Southwick remains the town it always has been.” u

Joseph Bednar can be reached at [email protected]

Cover Story Features Healthcare Heroes

Healthcare Heroes Class of 2019 to Be Honored on Oct. 17

When BusinessWest and Healthcare News launched Healthcare Heroes in 2017, there was no doubt this was a long-overdue award program in Western Mass. — in fact, we knew the challenge wouldn’t be finding quality nominations, but choosing just a handful to honor each year. Indeed, this year’s judges (see below) carefully studied about 100 different nominees in seven categories to choose the impressive group to be honored at this year’s gala in October.

Collectively, they are innovators and game changers in the region’s rich and vibrant healthcare community, and their stories — told on the following pages — reveal large quantities of energy, imagination, compassion, entrepreneurship, forward thinking, and dedication to the community.

There are eight winners in this third class, with two in the category of Lifetime Achievement, because two candidates were tied with the top score. The Heroes for 2019 are:

• Lifetime Achievement (tie): Katherine Wilson, president and CEO, Behavioral Health Network Inc.; and Frank Robinson, vice president, Public Health, Baystate Health;

• Health/Wellness Administrator/Administration: Emily Uguccioni, executive director, Linda Manor Assisted Living;

• Collaboration in Health/Wellness: Carol Constant, convener, Dementia Friendly Western Massachusetts; and director of Community Engagement, Loomis Communities;

• Community Health: Amy Walker, certified nurse midwife, Cooley Dickinson Health Care;

• Emerging Leader: Tara Ferrante, program director of the Holyoke Outpatient Clinic, ServiceNet;

• Innovation in Health/Wellness: Cristina Huebner Torres, vice president, Research & Population Health, Caring Health Center Inc.; and

• Patient/Resident/Client Care Provider: Shriners Hospitals for Children – Springfield.

3rd Annual Healthcare Heroes Gala
Thursday, October 17, 2019
5:30 p.m.-8:30 p.m.
Sheraton Springfield One Monarch Place Hotel
$90/person; $900/table of 10

PURCHASE TICKETS HERE

Submit nominations for 2020 consideration HERE

Deadline to submit nominations is July 10, 2020, 5 p.m. NO EXCEPTIONS.

Presenting Sponsors

Partner Sponsors

Supporting Sponsors

Meet the Judges

Bob Fazzi

Bob Fazzi has spent a lifetime making a difference in healthcare, most notably with Fazzi Associates, the company he started 40 years ago and incorporated in 1995. Its stated mission is to make a real difference in healthcare by strengthening the quality, value, and impact of home care, hospice, and community-based services. Fazzi Associates has been a leader and a pioneer in this sector, developing products and services — including the industry’s first home-health patient-satisfaction services — as well as research to make agencies stronger and better able to serve their patients. For this work, Fazzi was honored as a Healthcare Hero in 2018 in the category of Lifetime Achievement.

Mary Paquette

Mary Paquette, director of Health Services at American International College, is another 2018 Healthcare Hero, in the category of Patient/Resident/Client Care Provider. AIC is only the latest stop in a 35-year career that has seen her take on a variety of roles, from director of Nursing at Ludlow Hospital to per-diem hospitalist at in the GI Department of the Eastern Connecticut Health Network, to assistant director of Health Services at Western New England University — the job that became the springboard to her post at AIC. Since arriving at AIC 2012, she has turned a moribund health-services facility that few students knew about or ventured to into a thriving, innovative, important campus service.

Alan Popp

Alan Popp joined the Mason Wright Foundation as its Chief Executive Officer in 2008. His previous experience includes head of school and CEO at White Mountain School, a college preparatory school; and chief operating officer at Pine River Institute, a residential treatment center. He has also served as a consultant to more than 200 New England nonprofits, many of them providers of services to seniors. He serves on the boards of LeadingAge Massachusetts, Salvation Army Citadel Corps, and OnBoard Inc., and on the Leadership Council of the Alzheimer’s Assoc. of Massachusetts/New Hampshire. He is also a trustee of Antioch University New England and previously served on the campaign cabinet for the United Way of Pioneer Valley.

Community Spotlight

Community Spotlight

Margaret Kerswill (left) and Laureen Vizza in front of their Main Street shop, Mutability in Motion.

When Margaret Kerswill talks about her favorite part of the town of Stockbridge, she doesn’t mention a restaurant or the relatively low property-tax rate — she talks about the positive vibe and sense of community in town.

Although Kerswill’s favorite local shop is undoubtably Mutability in Motion, a store she owns with wife Laureen Vizza that sells crafts from more than 50 artisans in the U.S., the first thing she mentioned was the culture of the town.

“That’s the absolute joy of Stockbridge itself,” she said. “You see it in every aspect of Stockbridge, whether you’re just out and about for your daily activities like going to the post office. Doing those normal, daily things, you bump into people all over the place.”

And Kerswill experiences this sense of community in more ways than one. As president of the Stockbridge Chamber of Commerce, she regularly attends meetings and finds that several town residents show up consistently, contradicting the typical stereotype for chambers of commerce.

“It’s a great force in the town,” she said. “The more members we have, the more feedback we get, and the more people who can take part in town meetings. It gives us a bigger voice, and it helps us when we come at this as a collective rather than trying to do all the same things, but as individuals.”

She joined the chamber soon after opening her business in town as an opportunity to be a part of a broader marketing reach, hoping to create relationships with other local businesses in town.

“The chamber has a much broader marketing reach than I might as an individual business,” Kerswill told BusinessWest. “Because of that much broader marketing reach, when the businesses come together and support the chamber, it can reach even further because those member dollars increase our marketing budget and increase our ability to interact with the town.”

When thinking of a small town that relies on tourism to support its economy, one might assume it turns into a ghost town during the winter months. But this is not the case for Stockbridge. In fact, this close-knit town provides plenty of museums, historic sites, and other activities for those who live there and visitors alike, and most don’t close down during the offseason. While summer and spring typically see the most tourism, Stockbridge still has plenty to offer during the other months of the year.

“We are a town that’s open all year long; nobody closes seasonally,” said Kerswill. “All of our shops are independently operated, and they’re all mom-and-pop shops. Everybody carries something you need; we try not to overlap what we sell. We all have different missions.”

Year-round Fun

And these missions all provide different forms of entertainment, 365 days a year.

Barbara Zanetti, executive director of the Stockbridge Chamber of Commerce, noted that, while Stockbridge currently relies on tourism, the chamber is constantly looking for ways to grow the town and slowly move away from that necessity.

“We are a small community with just under 2,000 residents, but we have so much to offer as far as culture,” she said.

Along Main Street alone, one can find the Stockbridge Library, banks and real-estate offices, the Red Lion Inn, St. Paul’s Episcopal Church, the Austen Riggs Center, the Mission House Museum, and many more.

Stockbridge at a glance

Year Incorporated: 1739
Population: 1,947
Area: 23.7 square miles
County: Berkshire
Residential Tax Rate: $10.13
Commercial Tax Rate: $10.13
Median Household Income: $48,571
Median Family Income: $59,556
Type of government: Town Administrator; Open Town Meeting
Largest Employers: Austen Riggs Center; Tanglewood; Red Lion Inn
* Latest information available

Among the most popular is the Norman Rockwell Museum, which celebrates 50 years of exhibits this year. The museum holds the world’s largest and most significant collection of Rockwell art, and provides educational opportunities for those who are interested in learning more about the universal messages of humanity and kindness portrayed in his work.

Another popular destination is Tanglewood, the summer home of the Boston Symphony Orchestra and one of the world’s most beloved music festivals. The 2019 Tanglewood season included everything from performances by the Boston Symphony Orchestra to showcases for up-and-coming artists.

During the warmer months, outdoor activities abound, Kerswill noted, and suggested visitors take a moment to explore nature in and around Stockbridge.

“Bring your kayak up here, get out on the water, and just let your body de-stress for a couple of hours,” she said. “And then take in the surroundings.”

The natural resources, hiking, and beauty of the countryside are a few things that Zanetti says consistently keep people coming to the area, in addition to the arts and cultural aspects that draw a steady flow of visitors.

And though some activities may slow down during the offseason, Kerswill said few close during the colder months. “There’s just this amazing bit of culture that happens. Whether you live here or whether you’re visiting, you will find something regardless of the time of year.”

Best of Both Worlds

While Stockbridge has the feel of being in the countryside, Kerswill says anything a person could need is only a short drive away.

“We like the small-town New England feel, but you’re also not too far from all the conveniences you need,” she said. “It’s like this illusion of living in the country, but you’re surrounded by everything you need, so nothing is really inconvenient.”

All it takes, she said, is a little bit of research to find a plethora of activities to explore in town.

“I think, unless people really get to know the town, they don’t really realize just how much there is here,” she said. “It’s the best of both worlds, for sure.”

Kayla Ebner can be reached at [email protected]

Features

Transition Game

Photo by Sandra Costello

As the founding director of the Family Business Center of the Pioneer Valley, Ira Bryck has spent countless hours talking about the importance of succession planning and how to execute it properly. When it came time for his agency to transition, he — and his board — followed his own advice.

Ira Bryck knew it was time — as in time to put a succession plan in place — when he attended a gathering of family business center directors just over a year ago, took a quick look around the room, and concluded that he was the only first-generation leader still on the job roughly a quarter-century after this “movement,” as he called it, began.

“They were all second- and third-generation administrators,” he said of the other 39 people in the room. “I was the elder statesman, and that was a wake-up call.”
He laughed as he recalled this — it was one of those Baby-Boomer-realizing-he’s getting-on-in-years laugh — but there was considerable seriousness in his voice as he talked about the subjects of succession and succession planning.

As leader of the Family Business Center of the Pioneer Valley Inc., and as a fourth-generation member of a family business himself, he knows that far too many companies, large and small, don’t have succession plans, or don’t have them until it’s too late.

For this reason, the transition in leadership at the FBC, as it’s called, from Bryck, whose name is pretty much synonymous with that agency, to Jessi Kirley became not just a succession, but what amounted to an exercise in successful succession planning.

And, no, these two are certainly not shy about using that phraseology this early on — just as Kirley is about to officially take the reins at the FBC’s 25th anniversary gala next month at the Log Cabin. They really believe that this is how it should be done.

“The family business, as a topic, has a lot to do with succession, and I have coached a lot of other people how to go through succession, and I did see it with my own family,” said Bryck, who will remain with the FBC on a very part-time basis working on special projects and coaching. “I believe what we’ve done here is a good model to follow.”

Kirley concurred, and noted that this transition has been different from most she’s observed in the way that the process used has enabled her to establish relationships and trust with the board and the FBC’s members before her tenure officially began, helping to ensure a smooth passing of the baton.
“Ira’s been talking about this transition for a long time,” she explained, “giving the members time to absorb it, to ask questions, to share concerns, and being really available.”

Elaborating, the two said the board of the FBC, which currently boasts nearly 60 members, was involved in not only making sure Kirley was a proper fit — she and Bryck both took a battery of personality tests — but that the transition was given the time, resources, and blueprint to help ensure success.
By time, they meant nearly 10 months of the two working together at the FBC, and by resources, they meant the payroll flexibility to have them both on the clock for that extended period.

And by blueprint, they meant a plan of action whereby Bryck would hire a program manager who then would be assessed to determine if he or she had what it took to become the FBC’s second executive director. And for this assessment, the chosen candidate (Kirley) would quickly start making key decisions and assuming a leadership role.

“One of the first things I said to her was, ‘I’m throwing you in the deep end of the pool and making sure you don’t drown,’” said Bryck, adding that this strategy paid off. “Right away, she took ownership.”

Kirley agreed, and described this succession as a “slow, conscientious hand-off.”
For this issue, BusinessWest takes an in-depth look at this handoff to detail both this important change at the FBC at its 25th anniversary, and also the manner in which this became what Bryck and Kirley both believe could be a model transition.

Following the Script

Bryck called it a “rainy-day fund.”

That’s what the FBC, like many businesses, agencies, municipalities, and states, calls money put aside for emergencies and unforeseen expenses.
It was this account that was tapped to enable Bryck and Kirley to be on the payroll for several months together — budget flexibility that they readily acknowledged that many businesses and nonprofits don’t have.

The FBC didn’t officially rename the fund, but Kirley did unofficially, suggesting that it might be called the ‘growth and sustainability fund.’
Such thinking helps explain the mindset that all those involved in this transition — Bryck, Kirley, the FBC’s board, and its membership — took with this exercise.

“One of the first things I said to her was, ‘I’m throwing you in the deep end of the pool and making sure you don’t drown.”

Photo by Sandra Costello

It was, indeed, a slow, conscientious handoff, one designed to secure perhaps another 25 years for this agency, devoted, as the name suggests, to providing education and insight to those involved in family businesses — however they are defined, and there are several working definitions.

And while this story officially began with Bryck walking into that conference meeting room, it started to gather steam when he got back. Not long after, he talked with his board and conveyed the need to start the process of succession.

“I knew I needed to find someone who did what I did, but would do it differently if they really wanted to increase the capacity,” said Bryck, “and do the second quarter-century the right way.”

This was a huge moment in the FBC’s history, because Bryck had been there from the beginning and was (and still is) quite popular with members — and for many reasons.
They include his innovative methods — right down to writing and then performing plays about various aspects of being in business with family members — as well as a hands-on approach and first-hand experience with being in a family business, specifically a children’s clothing store.
So it was important not only to pick the right successor but orchestrate a smooth transition that would not only retain members, but create momentum and enthusiasm for the next 25 years.

The process started with finding the right person. Kirley was recommended to Bryck by a mutual friend who, Bryck recalled, kicked things to a higher level with the comment, ‘why haven’t you hired Jessi Kirley yet?’

Jessi Kirley says the deliberate, well-orchestrated passing of the baton at the FBC helped her build confidence before officially taking the helm.
Photo by Sandra Costello

After several interviews with Kirley, who was looking for a new challenge after working in administrative positions for a succession of healthcare-related businesses, Bryck decided she had the requisite skills and potential. And she decided that was where she wanted that search for a new challenge to end.
“It was clear that there was a growth-oriented mindset built into the fabric of what Ira has created over 25 years,” she recalled. “I felt like I was home, that I was around people who want to learn and love and care for their business; it’s what I had always been looking for.”
Thus began a lengthy process of making sure she was the right fit for the executive director’s position, one that included several personality assessments, for both Kirley and Bryck.

“They wanted to make sure that she had the leadership style, the ability to gather a community together, and the ability to tap into what a lot of people have in common,” Bryck explained. “They also wanted to determine if she was coachable and if she could scale this over the next 25 years.”

Bryck originally thought this process of evaluation and eventual succession would take roughly two years. But in practice, it has gone much more quickly, roughly 10 months, in part because of that decision to throw Kirley into the deep end of the pool.

“He let me try things,” she recalled. “Within my first month, he let me book a speaker, which was a big risk for him. He’s let me try to throw on new systems that ask him to do things differently. He could have said, ‘we’re going to do things this way, and then when you have full reins, you can do what you want,’ but he didn’t.

“There’s something to be said for taking risks with a safety net,” she went on. “Having Ira there and being able to test ideas and try things little by little … I don’t know if enough rising leaders get to do that. And it built my confidence quicker, as well as my credibility, and it allowed us to know sooner that this was going to go well.”

“There’s something to be said for taking risks with a safety net.”

Bryck and Kirley acknowledged that certainly not all businesses and nonprofits can transition in this manner. Many simply wouldn’t have the payroll flexibility or an environment that would allow responsibilities to be shared in such a manner. But when possible, they said, the slow, conscientious handoff could help ensure a successful succession.

Bottom Line

Several weeks ago, both Bryck and Kirley both went to the 2019 edition of the gathering that triggered this succession process.
Still the elder statesman in the room, Bryck felt much more comfortable this time, because he no longer had to be concerned about succession; he and his board had found a successor.

Not only that, they provided to their members a real-life demonstration of how to put a plan in place and then execute it.
And that’s something else to celebrate as this important resource for the region’s business community celebrates a critical milestone and moves on to what’s next.

George O’Brien can be reached at [email protected]

Community Spotlight

Community Spotlight

As anyone who lives in Hadley, visits the town, or drives through it knows, Route 9, the main commercial thoroughfare in this still largely agricultural community, is in a seemingly constant state of motion.

In this case, motion translates into everything from high traffic counts to a continuous flow of new businesses across a wide spectrum that includes service ventures, retail outlets, and hospitality-related companies, to infrastructure work aimed at improving traffic flow.

And Hadley is seeing all of the above at the moment, as Town Administrator David Nixon noted as he talked with BusinessWest about the state of his community.

There are a number of new additions to the commercial landscape in various stages of development, said Nixon, listing a new Homewoods Hotel that recently debuted — bringing the total number of hotel rooms in town to 612 — as well as a Five Guys, L.L. Bean, Harbor Freight Tools, and 110 Grill that will be unveiled soon.

“There’s a lot of demand, and obviously the infrastructure is in place to support that demand except for the gas moratorium,” said Nixon, referring to an ongoing ban on new or expanded natural-gas service in Hampshire and Franklin counties due to a lack of capacity, a source of considerable controversy and consternation within the community. “The University of Massachusetts and the other colleges in the area, as well as 25 other campuses within an hour’s drive of this spot, make the area recession-proof.”

“Route 9 is a big economy booster for the town of Hadley and is continuously being renovated to provide services to both residents and visitors.”

And they make Hadley, population 5,000 or so, a much more populated place during what would be called business hours, with between 35,000 and 80,000 visiting the community each day.

But Hadley has always been much more than a place to visit or travel through on the way to somewhere else, especially the college towns that border it, Amherst and Northampton. Indeed, a mix of culture, recreation, and bucolic countryside makes it an attractive place to live.

Which brings us back to the aforementioned infrastructure work and a mix of municipal projects designed to make it even more attractive.

That latter category includes a new, $3.9 million library that can be seen from the top of Hadley’s Town Hall building. Molly Keegan, general government liaison for the Hadley Select Board, said the state’s Library Building Assoc. is matching 50% of the project costs.

“Like many communities, we were suffering from deferred maintenance on some of our older town properties,” she noted, “and we were able to move forward with a funding strategy that allowed us to build a new library and take advantage of the state grant program.”

Right next door to the library, a new, $7.1 million senior center is under way, and a new, $3.5 million fire substation is being constructed on River Drive.

Meanwhile, the infrastructure work includes a number of road and bridge projects, all aimed at improving traffic flow along Route 9.

For this, the latest installment in its Community Spotlight series, BusinessWest looks at how the word ‘Hadley’ remains seemingly synonymous with both ‘change’ and ‘progress.’

Routes and Roots

As is the case with most infrastructure projects, progress usually comes after a lengthy period of inconvenience. And that will certainly be the case in Hadley.

Three major road projects will be taking place simultaneously over the next few years, said Nixon, adding that all are needed for the community to better accommodate those tens of thousands of visitors every day.

Currently underway is work on the roundabout at the west side of the Calvin Coolidge Bridge in Northampton.

“The current configuration is not efficient — it doesn’t allow cars to go through quickly,” he explained. “They’re going to put an exchange with the ramps, the bridge, and the surface streets, so that will get traffic moving a lot quicker.”

In addition, the Bay Road Bridge over Fort River is being completely replaced. The bridge will be reconstructed with wider shoulders and new sidewalks, with construction set to begin in the spring of 2021.

Finally, a four-year project is set to widen Route 9 from Town Hall to 2.5 miles east by the malls. This project will add another lane to the popular route in hopes of significantly reducing traffic tie-ups.

“Traffic congestion has been a real problem in some areas, but is now becoming a real problem all over the East Coast,” Nixon said. “Taking care of the infrastructure is of regional importance.”

Hadley at a glance

Year Incorporated: 1661
Population: 5,250 (2010)
Area: 24.6 square miles
County: Hampshire
Residential Tax Rate: $12.36
Commercial Tax Rate: $12.36
Median Household Income: $51,851
Median Family Income: $61,897
Type of Government: Open Town Meeting, Board of Selectmen
Largest Employers: Super Stop & Shop; Evaluation Systems Group Pearson; Elaine Center at Hadley; Home Depot; Lowe’s Home Improvement
* Latest information available

Equally important is maintaining what has been a diverse business community, he noted, adding that, while the retail and hospitality sectors have exploded along Route 9 in recent decades, agriculture remains a huge part of the town’s vibrancy — and its identity.

“Agriculture is a part of our heritage,” he said. “This is still very much an agricultural town.”

He’s talking about the six dairy farms and endless acres of preserved farmland on town property that accompany the booming business on Route 9.

The town has the most protected farmland in the Commonwealth of Massachusetts, he said, adding that the strong commercial and industrial base helps the community to not only preserve its agricultural base, but keep its residential tax rates comparatively low.

But while small in size (population-wise) and mostly rural in character, Hadley is facing some big-city challenges.

“We are, at our core, a small town,” Nixon said. “We have the resources of a small town, and yet we’re dealing with much larger issues.”

Chief among them is traffic, he said, adding that this is a seasonal concern for the Berkshires and Cape Cod, in Hadley, it’s a year-round problem, although conditions are somewhat better when the colleges are not in session.

The town will have some help as it goes about taking on these various challenges in the form of a higher bond rating.

On June 21, Hadley was informed that its bond rating was upgraded from AA+ to AAA, an achievement only three other towns in Massachusetts — Northampton, Great Barrington, and Lenox — can currently boast.

“That’s quite an achievement for a small town,” said Nixon. “We’re insufferably pleased with ourselves. It’s an accomplishment not only of the town government and the million things that we do, but it’s also an accomplishment for the entire business, residential, and agricultural community. It’s something that everyone can take pride in and feel good about and take credit for.”

Keegan added that a financial team has been working hard alongside elected officials to make the higher bond rating possible.

“Having that bond rating … not only is it public recognition of all the good work being done by the municipal employees and volunteers, but it also puts us in the best position we can be in in terms of borrowing,” she said. “The timing on that could not have been any better.”

Planting Seeds

As for the future, Nixon hopes Hadley continues to build upon its recent successes and especially that higher bond rating.

What is distinctly clear is that the town is in a period of ongoing growth and evolution, all while maintaining the rural quality and agricultural character that makes Hadley, well, Hadley.

And like that AAA rating, this is something to celebrate.

Kayla Ebner can be reached at [email protected]

Community Spotlight

Four years ago, a $7,500 grant from MassDevelopment helped to fund the first annual Downtown GetDown block party in Chicopee. Mayor Richard Kos understands why that was a good investment.

“They like the idea of people coming downtown, because when they do, it gives other people impetus to want to develop the downtown,” he told BusinessWest.

In that first year, he went on, “the block party really removed a lot of question marks. People say there’s no parking downtown. Well, we had 15,000 people over a weekend, and no one complained about parking. It was not an issue. We had people come down and say, ‘this is a nice place to walk around.’ It’s safe, secure, well-lit at night, and they had a lot of fun.”

Now in its fifth year, Downtown GetDown is again expected to draw around 15,000 people the weekend of Aug. 23-24, offering a steady diet of music, entertainment, food, and more than 60 vendor booths.

And what visitors will see is a downtown on the rise, the mayor noted. Take, for example, two residential projects in the pipeline, both of them conversions of former mills: the SilverBrick Group’s $29 million project that will offer 280 units at the Cabotville Mill, and Mount Holyoke Development’s $14 million project that will bring another 105 to the Lyman Mills building.

Across the street is Ames Privilege, a 270-unit development that opened several years ago and now has a two- to three-year waiting list. “We look at that as a model,” Kos said. “If anyone wonders about the need, we point out what a success Ames Privilege is.”

Mills have a particular attraction for young professionals who seek urban living surrounded by public transportation options and walkable amenities. The latter will get a boost with the expected opening of a C-Town supermarket downtown.

“That eliminates a food desert downtown,” Kos said. “To some degree, they’re anticipating what’s happening when you add several hundred apartments. People need groceries — it’s convenient to just walk out your door to a market that provides a lot of food options.”

Chicopee has also signed on to the regional ValleyBike program, with the downtown joining two other locations — in Chicopee Falls and Willimansett — with bike-share stations. “We think those will be positive, and will give people another way to get to work and do things they enjoy doing,” the mayor added.

But perhaps the most intriguing development downtown is the two-year MassDevelopment grant that will pay for a Transformative Development Initiative fellow who will focus on economic-development initiatives in the city center, said Lee Pouliot, the city’s director of Planning and Development.

“Our objectives are things like reactivating the old library that’s been vacant for a really long time, getting vacant storefronts filled, and using the GetDown as a catalyst for finding entities that might be interested in growing their business to a permanent location,” he said. “It’s taking energy from those activities and, through the fellow who’s working on our behalf, getting those things to the next step.”

To Kos, it’s all about continuing the momentum that has been picking up steam in recent years. “That’s how you get a downtown where people want to come,” he said, adding, “I grew up in an era of urban renewal where you tore everything down, and unfortunately sometimes there was no plan to replace it, so you wound up with nothing. And then people would scramble to find stuff.”

But he sees value in preserving a downtown’s character — for example, the old mills — while looking to the future. “The old brick-and-mortar buildings were so much more impressive than the new stuff.”

 

For this edition of Community Spotlight, we shine the light on what’s happening not only in Chicopee’s downtown, but across a city that developers have found increasingly attractive in recent years.

Mayor Richard Kos says Chicopee’s downtown is enjoying more visitation and vibrancy.

Long Overdue

One of the city’s more visible signs of improvement is the work going on at the 148-year-old City Hall itself, which is undergoing a $12 million improvement and renovation project addressing everything from handicap accessibility to roof and foundation repair; from a new elevator to a full auditorium renovation.

“This building needed a little attention,” Kos said. “The last time I was mayor, we built schools and a library. This time, we’re fixing things.”

The city also bought a house near City Hall from the Valley Opportunity Council, and will demolish it; coupled with other city-acquired properties nearby, the endgame will be 125 to 150 additional free parking spots next to City Hall and walking paths to connect them with downtown destinations.

That comes on the heels of a $10 million renovation of Chicopee’s public-safety complex a couple miles away on Court Street. “As one proponent of that, we’re putting a civilian dispatch facility there and making it robust enough to make it regional,” Kos said, an effort that currently includes Longmeadow but could eventually expand to other towns.

“A number of communities have been looking to do this, but nothing was being done, and we made our improvements sufficient, so it just made sense,” the mayor continued. “In some parts of the country, there’s a regional dispatch for 20 to 30 cities and towns. Here in Massachusetts, nearly every community has own dispatch, and for some, it just doesn’t make sense, with one or two calls a night, if that.”

The city is also training civilians to work the system, which will keep more uniformed officers on the street, he added.

Meanwhile, the 10-year (so far) quest to develop the former Uniroyal site continues, as the city needs to abate three more buildings, demolishing one and securing two for future development, including office and residential uses, Pouliot said.

The city also continues to invest in its two high schools, such as an upcoming replacement of the turf field at Chicopee Comprehensive High School and new LED lights for the Chicopee High School field. It’s also starting an $8 million reconstruction of Fuller Road that will include permitting work to create access to Chicopee River for kayakers.

On the city-services side, Kos continues to tout Chicopee’s low residential tax rate, a municipal electric-light utility with similarly attractive rates, and a plan, also through Chicopee Electric Light, to install high-speed fiber throughout the city, joining the growing ranks of ‘gig cities’ across the U.S.

“That will benefit both residents and businesses,” he said. “The internet is really what drives so much now.”

Meanwhile, in preparation to close its dump on New Lombard Road, which it did in June, Chicopee has promoted less waste over the past few years by limiting trash pickup to one 35-gallon barrel per household, with residents able to buy bags for additional trash.

“For the vast majority of people, it’s worked well,” Kos said. “We also gave everyone a barrel three times that size for recycling, which sends the message that you should recycle more than you throw away, and it’s been working. Our trash has gone down by over 25%.”

Give and Take

In other words, it takes cooperation between the city and its residents and businesses to create an environment where people want to live and set up shop. On the latter front, the booming commercial center at Mass Pike exit 5 picked up another pair of businesses with Five Guys and Mattress Firm in recent months, while Dinesh Patel’s planned $45 development at exit 6 is set to begin soon, and will include a hotel, a gas station, a sit-down restaurant, a coffee shop, and two fast-food eateries.

In Willimansett, major employers like Callaway and J. Polep are thriving on Meadow Street, while Chicopee Street recently saw the opening of Leadfoot Brewing. Meanwhile, the new marijuana economy has arrived in Chicopee as well, with Mass Alternative Care already operational on East Main Street, Theory Wellness set to open a shop on Fuller Road, and a couple of other businesses moving forward with the permitting process.

In short, there’s a lot going on, said Kos, who is getting ready to step down from his second stint as mayor, not seeking re-election this fall. To help harness that energy, the city is getting ready to launch a comprehensive planning project, a resident-driven project being conducted by Horsely Witten Group under a two-year, $150,000 contract.

“It will simply answer the question, ‘what does Chicopee want to be in 20 years?’” Pouliot said, “so we can start developing policy and update zoning to support what we want to build now, versus what we wanted to build back in the ’40s or the ’70s.”

Added Kos, “we’re not only dealing with the present, but preparing for the future” — and there are plenty of reasons to be excited about both.

“We’re trying, as a city,” he went on, “to move on multiple fronts to draw more businesses and more residents — to make this a place where you want to live, not where you have to live.” u

Joseph Bednar can be reached at [email protected]

Community Spotlight

Community Spotlight

Cynthia West says Easthampton had the best ‘feel’ for the business she launched with her daughter, McKenzie, the Sonnet & Sparrow ‘curated thrift store.’

It was the food that brought Cynthia West to Easthampton.

Well, sort of.

It was the food, in the form of weekly visits to restaurants like Galaxy, Kisara, and others that gave West … well, a flavor of Easthampton and, eventually, the opinion that this was the place to bring a business she had been thinking about and dreaming about for some time.

It’s called Sonnet & Sparrow, a “curated thrift store” she operates with her daughter, McKenzie West, in space that was once part of the historic, yet also somewhat notorious, Majestic Theater on Cottage Street. Notorious because 30 years ago it was showing adult films and had become a symbol of the decline of Easthampton and the Cottage Street area.

Now, Cottage Street, and the city as a whole, have been reborn, and West decided she had to be part of what is generally referred to as a renaissance in this old mill town.

“I chose Easthampton because I love to eat here,” West, who opened her store just two months ago, said matter-of-factly. “We found the community very welcoming; we wanted to be in the Valley, and we found that Easthampton had the best feel for what we wanted to do.”

She’s certainly not alone in these sentiments about Easthampton’s feel and it being an ideal home for a new business, as made clear in an anecdote the city’s mayor, Nicolle LaChapelle, related about a manufacturing firm that expressed interest in this community in the shadow of Mount Tom as a landing spot.

“They’re looking for 40,000 square feet, and they’re looking in Easthampton because, when they surveyed their employees, who have an average age of 47, they found that they want to be able to live and walk to work, have some options when it comes to leisure recreation, and be part of a city,” she said. “Easthampton checks all those boxes.”

Suffice it to say Easthampton checks a good many boxes for entrepreneurs across the broad spectrum of the regional economy, with a number of new ventures opening over the past few months, and even the past few weeks.

Businesses like INSA, a multi-faceted cannabis complex in the Keystone mill complex on Pleasant Street that includes a cultivation facility, dispensary, lab, kitchen, and more. The company, led by CEO Mark Zatyrka, has other locations in the region and is expanding into other regions of the state, but Easthampton is the headquarters location.

And like Prodigy Minigolf & Gameroom, located in the basement of the Eastworks building, also on Pleasant Street, and home to an eclectic mix of businesses. Founder Jeff Bujak, a musician looking to hit some different notes, calls this the most challenging mini-golf to be found anywhere, but there’s much more to the operation, including an extensive list of board games and video games that would make any Boomer nostalgic and any Millennial quite intrigued.

And like Veracruzana Mexican restaurant, or should we say the latest Veracruzana. Phil Pallante and his wife, Sunia Hood, had already purchased the restaurant’s two locations in Northampton and Amherst, but even before they did that, they informally decided Easthampton would be the next push pin on the map. They eventually found a spacious storefront on Union Street right next door to the Chamber of Commerce, and opened just a few weeks ago.

Mark Zatyrka, seen here in INSA’s dispensary, says he and his partners were drawn to Easthampton because of its amenities and welcoming approach to the cannabis industry.

Collectively, these entrepreneurs and others we spoke with say they came to Easthampton for the same reasons West did — they saw a city on the rise, one that that boasts vibrancy, arts and culture, a growing restaurant sector, healthy tourism, no shortage of things to do, and a very ‘green’ mindset.

Comparisons to neighboring Northampton are inevitable and seemingly constant. There are many who call this the ‘new Northampton.’

But while flattered by such comments, Maureen Belliveau, executive director of the chamber, doesn’t believe they accurately describe what’s going on here. Indeed, she told BusinessWest that, while there may be some similarities, Easthampton has forged its own identity.

“We’re not the ‘next Northampton,’” she said. “Northampton does Northampton really, really well. And we do Easthampton outstandingly well. I like to say that our community is hip, cool, wow, and now.”

For this, the latest installment of its Community Spotlight series, BusinessWest explores all that goes into that phrase and why Easthampton is becoming the landing spot of choice for a growing number of businesses.

Getting On Board

Casey Douglass says that, when he arrived on the scene in Easthampton roughly 15 years ago and opened his first restaurant in the city, the community was, in his estimation, like that literary little engine that could and its signature phrase ‘I think I can.’

By that, he meant the city was emerging and developing what became a healthy dose of confidence. It’s no longer saying ‘I think I can,’ but instead has shown that it can do it, he suggested.

“Now, we’re moving like a bullet train, and I’m happy to be on it,” said Douglass, owner of Galaxy, a fixture on Main Street and his third such venture in the city after Apollo and what is now Coco and the Cellar Bar. “And there are plenty of seats available.”

As noted earlier, seemingly every month, if not every week, another business owner is getting on board, keeping Belliveau and her ceremonial ribbon-cutting scissors quite busy.

Before getting to some of the recent arrivals, and others, like Douglass, who can talk about the scene in Easthampton with decades of perspective, we need to talk about how Easthampton got here, a state where it is being increasingly compared to its neighbor, a destination that is still the most economically vibrant community in the region.

Summing things up, LaChapelle, a labor attorney who came to the city in 1997, said that, in the mid- to late ’90s, Easthampton laid the foundation for a revival, a reinvention of itself from a mill city to an arts and cultural center, and it has carefully built on that foundation ever since.

Phil Pallante says Main Street in Easthampton was the logical location for the third Veracruzana restaurant.

The bedrock on which it’s built is effective zoning, a huge inventory of old mill buildings ready to be repurposed, a business-friendly government, and a community that can blend affordable housing, plenty of recreation, and that increasingly ‘green’ mindset mentioned earlier.

Over the past few decades, it has steadily added building blocks, she said, in the form of new businesses across many sectors, a slew of new restaurants and cultural attractions that are bringing people into the city, and, perhaps most importantly, jobs to replace those lost when the mills closed.

LaChappele was quick to note that this business-friendly attitude certainly applies to the burgeoning cannabis industry. Indeed, while some communities have outlawed such ventures or are just putting a toe in the water, Easthampton, like another neighbor, Holyoke, has rolled out the red carpet, but in a careful, thoughtful way.

“We’re head over heels in love, I would think, with cannabis, and I don’t that’s overstating it,” she told BusinessWest, referring to everything this industry is generating, from tax dollars to jobs to foot and vehicular traffic.

“This is a unique industry; it’s very rare in these days that a person on the street or a collection of investors can get in on a new industry and be a part of the regulations,” she went on, adding that the community currently hosts one such business, INSA, but it has several other host-community agreements in place and other ventures in various stages of progression. “It’s a unique opportunity where we, as a community, get to write the rules and work with entrepreneurs on something that provides local tax revenue. I can’t imagine when that will happen again, and I expect the presence of cannabis-related businesses to grow in Easthampton.”

This open affection is no doubt one of the factors that brought INSA to Pleasant Street.

“Pretty early on in the process, we realized how much time and money went into creating this business and how important it was to be timely,” said Zatyrka. “So we wanted to find a city that was welcoming to us. At the time, there were a lot of cities that weren’t as welcoming, and it gets expensive to push your agenda on a city and its constituents.

Mayor Nicolle LaChapelle says Easthampton can “check a number of boxes” for business owners across a number of sectors.

“I was born in Easthampton,” he went on, adding that the other founders are local as well. “In combination with the progressive nature of Easthampton as well as what the mill district and the mills had to offer, we thought this was the perfect home for us.”

There are now more than 150 people working in the company’s facilities at the Keystone complex, in operations ranging from cultivation to retail, he went on, adding that there is plenty of room to expand.

Scoring Points

Prodigy’s Bujak noted, in what can’t be considered an upset, that his favorite Seinfeld episode is the one called “The Frogger.”

You remember (even if you’re a Millennial) … that’s the one where George discovers that, years after he last played a Frogger machine at a pizza parlor he’s revisiting, he’s still the high scorer. And he attempts to take the machine home, an adventure that ends, predictably, in calamity.

Prodigy has been bringing in a lot of George Costanza types since it opened in the spring of 2018, said Bujak, noting that they come to play a wide array of video games that took up a good part of their lives in the ’70s, ’80s, and ’90s. And they’re playing them on a collection of vintage TVs that he’s had no problem assembling because their previous owners were happy to find someone to take them off their hands. He’s also drawing many teenagers and older individuals (this course is not for young children) to his challenging mini-golf operation.

“I’ve played mini-golf everywhere in this country, and this is by far the most challenging — I won’t say difficult, but challenging — and I wanted it that way,” he said, adding that it plays as much like a video game as it does like golf.

Jeff Bujak made Easthampton home to what he calls the most challenging mini-golf facility in the country.

While he’s lived in Northampton for many years, Bujak noted, he never thought of opening his venture there. Instead, he always focused on Easthampton. He said Will Bundy, owner of Eastworks, made him one of those deals that couldn’t be refused. And he didn’t.

“It’s been very successful,” he said of his first 16 months in business. “I’m doing three times the business I thought I thought I would, and that I put down in my original business plan.”

Early on, he was relying heavily on his large fan base, acquired through many years as a touring musician, but visitation from area communities has escalated, and he’s now averaging 500 to 700 people a week.

“And these 500 to 700 people are now also going to the mill district, and to Food Truck Fridays, and to INSA, and to the Mill Pond concerts,” he said, adding that business has become another of those aforementioned building blocks that support one another and bring ever-greater vibrancy to the community.

Pallante agreed, telling a story with many of the same themes as those told by West, Bujak, and Zatyrka.

He said he and his wife would often eat in Easthampton to avoid the congestion in Northampton and Amherst, and in doing so came to understand that the community was building momentum and had become a true destination in its own right. Together, the two drew up plans for the latest Veracruzana on a napkin while having a bite at still another of the city’s restaurants, Amy’s Place, on Cottage Street.

“We knew that, from everything the city had to offer, and logistically as well, this was the place we wanted to be,” Pallante said. “It became very apparent that Easthampton is aggressively seeking and helping people come here, and creating a culture where people want to be.”

Michael Poole, a welder and sculptor and thus one many artisans now working (and in many cases also living) in Easthampton, echoed these sentiments.

He joked that, if they did one of those Taste of Easthampton-type of events when he first arrived in the city in the early ’90s, it would have featured “a few slices of pizza, and none with pineapple on them.”

That last reference was an attempt to accentuate just how much has changed in a quarter-century or so. There is now a solid portfolio of restaurants acting not only as drawing cards bringing visitors and even entrepreneurs (like West), but as anchors for a host of other businesses that need foot traffic to succeed.

Poole noted that a diverse mix of businesses now exist, and many people are choosing to live and work in the community, a change from when he first arrived.

Easthampton at a glance

Year Incorporated: 1785
Population: 16,059
Area: 13.6 square miles
County: Hampshire
Residential Tax Rate: $15.46
Commercial Tax Rate: $15.46
Median Household Income: $45,185
Median Family Income: $54,312
Type of Government: Mayor, City Council
Largest Employers: Berry Plastics Corp., INSA, Williston Northampton School, National Nonwovens Co.
* Latest information available

“There weren’t a lot of jobs back then,” said Poole, owner of Blue Collar Artisans and noted for his ornate ‘tree’ handrails, furniture, and other forms of home décor, as well as the bicycle rack on Main Street he fashioned out of the numbers in the city’s zip code — 01027. “People lived here and worked someplace else.”

Now, many more people are coming to Easthampton to work, he noted, quickly adding that many now choose to settle in Easthampton because of all it has to offer and commute to work.

He measures the progress, unscientifically to be sure, by the volume of traffic on Holyoke Street.

“My business is at the far end of East Street, and I can tell what time it is by where the line of traffic stops,” he said. “Our house is right on Holyoke Street, and we joke about the ‘Easthampton rush hour’; every year it gets a little longer. But those are the problems you want.”

Right Place, Right Time

Indeed they are.

Easthampton didn’t have to worry about traffic jams or finding enough parking spaces 20 years ago. Now, it does, to some extent, and, as those we talked with agreed, those are good problems to have.

As is being called the ‘new Northampton.’

It’s always meant as a compliment, said Belliveau, but, as she noted, it’s not really accurate. The city is indeed thriving and establishing itself as a destination, but it’s not the new Northampton; it’s the new Easthampton.

George O’Brien can be reached at [email protected]

Features

Making Courage Contagious

Kirk Jonah has devoted himself to making sure fewer families must suffer the kind of tragedy his did — the death of his son Jack (inset) to a heroin overdose in 2016 at age 19.

Kirk Jonah doesn’t rely on a set script when he gives one of his talks; he’ll vary the message to the setting and the audience.

But generally speaking, he’ll wrap things up the same way, especially when he’s speaking to young people.

He puts up an image of a form. He’ll usually ask if someone knows what it is, and often, someone will offer that it’s a birth certificate. He focuses in closer with the next PowerPoint slide, and it becomes clear that is instead a death certificate — one for his son, Jack.

Then he focuses in even closer on the ‘cause-of-death’ line and the words ‘acute heroin intoxication.’ “I tell them, ‘this is what you get, as a parent, five or six weeks after you bury your child — a death certificate,’” he told BusinessWest.

And he leaves the image there for a few moments — usually to very dramatic effect.

Jonah started giving these talks not long after Jack died of that overdose in April 2016. He says he probably averages one a month now, although the talks frequently come in spurts. And, as noted, the audience varies. Often, it’s young people, but sometimes it’s parents. And at other times, it’s a mix of both.

He talks about Jack — his life as well as his death — but he also makes a point of talking about survivors, those who are fighting addiction, to show there is a path to a better life.

Overall, he talks about the choices people have to make and the need to make smart ones (much more on this later). There are three themes — honor those who have died, educate people about those choices to be made, and support those who are fighting the fight. Honor, educate, and support.

And if there is an overriding message, it’s that everyone, that’s everyone, has to do all they can to prevent more parents, more families, from being mailed a death certificate like the one sent to the Jonah residence.

Today, he’s presenting this message and those themes on platforms far beyond the podium. Indeed, Jonah and his family — wife Nini, son Dan, and daughter Karlye — have created the Jack Jonah Foundation, which this spring staged its first fundraising walk.

Jack Jonah, far right, with his siblings, Dan and Karlye, and grandmother, Anita Barrett.

It netted more than $70,000 in contributions that will be distributed to nonprofits helping to wage the fight against opioid abuse, but it much more than that. It brought more than 1,000 people together behind a cause that has too often been relegated to the background because of the stigma against drug abuse.

And soon, there will be a movie about the Jonah family and its work, to be undertaken by JCFilms, a maker of family-friendly, faith-based narratives; the working title could also be called the unofficial mission of the recently formed foundation — Jack Jonah: Making Courage Contagious.

Dean Cain (Lois & Clark: The New Adventures of Superman, Out of Time, Rat Race, and, more recently, a host of JCFilms productions) has been cast in the role of Kirk Jonah, and other roles will be filled soon. In fact, a casting call was issued, and auditions were held on July 20 at West Springfield High School. The poster declared there are more than 13 adult roles, more than 25 teenage roles, and 200 background actors.

“This is not a biography; it’s not a chronology,” said Jonah. “It’s about Jack, and it’s about our family, but there will be a lot of moving parts; it’s an opportunity to engage people in fighting this epidemic.”

For this issue, BusinessWest talked at length with Jonah about the film, the foundation, and the sum of his efforts to prevent more tragedies like the one that befell his family.

Bitter Pills

Jonah recalls the short conversation as being somewhat odd.

A friend with the West Springfield police called and told him he needed to get home as quick as he could. But he didn’t say why.

Upon arriving, Jonah, who theorized it might have something to do with his alarm system, was told why. His son had been found dead in his room with hypodermic needles around him. Jonah had to take the police at their word because his room was now a crime scene and he was not allowed in.

“The room was locked off — there were police officers at both stairwells,” he recalled. “I called family, they started coming to the house, and we sat in the kitchen while the coroner came and went up to the room, and then the body was taken out of the house; we were not allowed to see any of it.”

Thus, Jack’s death became the latest in an epidemic of fatal overdoses rocking this region and this nation. This one was a little different, though.

Jack’s family had absolutely no idea he was using heroin. None whatsoever.

Kirk Jonah ends most of his talks by putting his son’s death certificate on the screen and focusing in on the ‘cause of death’ line.

“We didn’t see any signs,” said Jonah. “A lot of people who have come up to me over the years have said that a loved one had been fighting addiction for five years or 10 years and they had gone through a lot of difficult moments. We didn’t have that with Jack — we were completely surprised.”

The basic reason for this surprise was all the good that was going on in Jack’s life in the months and years leading up to this tragedy, none of it really consistent with heroin addiction.

“He was going to HCC [Holyoke Community College] and was dean’s list,” Jonah explained. “He was deciding what he wanted to do, and he had kind of narrowed it down to working with animals — he worked at Boston Road Animal Hospital, where he assisted surgical vets — or the medical field, like nursing.

“He was very artistic,” he went on, adding that Jack created a self-portrait in charcoal that hangs in the family’s living room. “He played guitar, he played the piano, and he was also involved in drama — he did some acting and was involved with other students in writing a play called Labels. He was fiercely loyal to his friends and family, and he was just a great kid and a wonderful young man.”

To this day, Kirk Jonah still doesn’t know when or how his son became hooked on heroin. Since Jack’s death, no one has come forward with any information that might help him solve that puzzle.

But in most all respects, it doesn’t matter. What does is that someone died of a heroin overdose. And Jonah, with the help of his family and a very supportive employer, Holyoke Gas & Electric, has dedicated himself to saving some of the lives that might otherwise be lost to drug addiction and overdoses.

When asked how this work began and why, Jonah started by referencing the many sleepless nights he was experiencing after his son’s death.

“A person said to me, ‘that’s Jack and God speaking to you — listen to them, open up, invite them in,’” he recalled. “So I said, ‘OK.’”

He said he was asked to speak at Holyoke Mall at an event called “Living in Plain Sight,” put on by the CARE (Collaborative Accountability Reaches Everyone) Coalition of West Springfield, and from there, the requests have multiplied.

He’s spoken at events ranging from assemblies at area schools to a gathering at Baystate Noble Hospital to Mercy Medical Center’s annual Caritas Gala; Channel 57 recently made the family’s story the basis of an episode of its Connecting Point show.

“People just kept reaching out to me asking me to speak,” he said, adding that he now gives about a dozen talks a year.

Talking Points

As noted earlier, his presentations vary in their specific talking points, depending on the audience.

When he’s talking to the those who have suffered a loss like his, he has some poignant thoughts on coping, advice handed down from his grief counselor.

“I tell them, ‘you’re going to be sad every day, but don’t make it all day — make it part of your day,’” said Jonah, who can tell you at any moment how many years, months, and days it has been since his son’s death. “I say, ‘manage it as best you can; that’s what I do.’

“I have this imagery vault, and I’m the only one who has a key,” he went on. “I open that vault every day, and I take out that sadness; it’s overwhelming. Sometimes it can last 10 minutes, sometimes it’s 30 minutes, sometimes it’s longer. But then you take this sadness, put it back in the vault, lock it, and say, ‘I’ll see you tomorrow.’”

In all cases, though, Jonah’s talks come back to choices, and the need to make smart ones.

These choices come in all varieties, he went on, from young people deciding whether to pop a few prescription pills while at a friend’s party to adults deciding how to store and dispose of such pills, to the friends of those who are abusing drugs deciding whether to intervene and tell the parents of such an individual.

“In a lot of cases, it starts with prescription medication,” Jonah said of heroin addiction. “It might be at a party, and they took their parents’ prescription pills,” he said. “One person gets addicted, and the other one doesn’t; you don’t know which one you’re going to be, and that’s why you have to make smart decisions.”

He also encourages people to speak up, as difficult as that might be in many situations.

Specifically, he often relates the story of one young person who did speak up and told his parents that his brother had a problem that needed to be addressed.

“This person called his parents, and they said, ‘OK,’ and they started watching for signs,” said Jonah. “When they found their son overdosed, they had Narcan, and they revived him; he’s now been clean for many, many years.

“I say to the kids, ‘how do you think that brother who was doing the heroin felt when his brother spoke up?’” he went on. “They all say, ‘not good.’ I ask, ‘how do you think he feels now?’ They’re best friends.”

He also relates the story of someone who didn’t speak up about an individual who eventually died of an overdose. “And I ask them, ‘which one are you going to be?’”

And, as noted, he finishes with that death certificate.

“I say, ‘when you leave here today, you may remember Mr. Jonah, or you may not; you may remember Jack, or you may not,’” he said. “‘But when you’re out in the world and you’re faced with a challenging decision, think of that death certificate, and hopefully it will give you the strength and confidence to make the right decision.’”

The talks were followed by a website, a logo, a Facebook page, and, eventually, the foundation, a 501(c)(3), all of which came about through the help of a number of supporters, said Jonah, adding that the film, production of which will begin next month, is the latest platform for telling the story.

The short informational piece on the Jack Jonah Foundation website pretty much tells the story about why the film is being made and what those behind it hope to accomplish.

“Jack Jonah was an extraordinary teen with real dreams and a bright future,” it reads. “On April 6, 2016, that ended, and he quickly became a statistic.

“Will you join this project to challenge teens in the community and communities around the country to be courageous in speaking out against drug usage among teens?” it continues. “This is bigger than just a film about Jack’s life; it’s about his voice being echoed throughout this film to save lives.”

In a nutshell, that’s what Kirk Jonah’s talks, the website, the foundation, and everything else are all about.

Inspiration that Lives on

Jonah told BusinessWest that he reaps many rewards from his ongoing work. The most important to him are the comments from those who approach him after one of his talks, at the fundraising walk, or just on the street.

Parents have told him that he has inspired them to become more open about a child’s problem and not be caught up in the stigma of drug abuse. Young people have told him that, because of his words, they have intervened in an effort to help a friend, or plan to.

In short, he believes he is creating some progress in an ongoing war against opioid addiction — progress that will hopefully translate into fewer people getting a death certificate like he did.

And he gives all or most of the credit for this progress to Jack, and the way his story continues to move others.

George O’Brien can be reached at [email protected]

Community Spotlight

Community Spotlight

The Baystate Health & Wellness Center, which opened last year, lies alongside significant improvements to the Dwight Road corridor at the East Longmeadow line.

When people think of economic development, they might think of a flood of new businesses into a community. Longmeadow will never have that, Town Manager Stephen Crane said, but it certainly has economic development — centered instead around residential property values and the quality of life that maintains them.

“What sustains property values are investments like middle schools, senior centers, things that make the community more desirable to live. That’s the number-one goal of Longmeadow,” he said of a town in which 95% of all property is residential.

“As I always say, our number-one economic activity is the sale of single-family homes,” he went on. “So keeping those homes a desirable place for people to live is job one, and new senior centers, new schools, new amenities — those are the things we can do as a municipal government to sustain that quality of life.”

While a new middle school has been talked about for years, a new senior center will soon become reality, after a groundbreaking ceremony was held on July 11. The Longmeadow Adult Center will move from its current location, a former elementary school at Greenwood Park, to a $14 million facility on Maple Road next year.

“It’s a fantastic project. It’s a very big deal,” Crane said, noting that the demographic trend commonly called ‘the aging of America’ is certainly underway in Western Mass.; in fact, 29% percent of Longmeadow’s population is age 60 or older, and that number grows every year. Because of that, he said, communities need to provide services that help seniors age in place.

“The senior center will fill a lot of gaps we have in terms of aging in place,” he told BusinessWest, noting amenities like its state-of-the-art gymnasium with a suspended walking track. “The programming space will be substantially better than what we have now. The current programs are great, but the new space will reflect the quality of those programs.”

Crane, who has been Longmeadow town manager for the past six years, will be departing his seat next month after inking a three-year contract as town manager in Concord. He’s witnessed plenty of changes in town during that time, but one of the intriguing ones has been Longmeadow’s shifting demographic reputation, spurred by growing amenities for seniors and a significant stock of ranch homes for single-floor living. In short, a town once known as a place where young parents raised their kids and moved out is becoming an all-ages destination.

Taxing Concerns

To maintain those amenities — and the quality of life so critical to keeping residential property values high — town officials support legislation on the state level that would allow it, and other towns, to override a key element of Proposition 2½, which went into effect in 1982.

That legislation sets a 2.5% ceiling on total property taxes — or $25 per $1,000 of assessed value — and a 2.5% annual limit on property-tax increases. (The ceiling does not include excludable debt for capital projects like the senior center.) Proponents of a change, at least in Longmeadow, would like towns to be able to override the first part of the law by moving the ceiling higher, first by a two-thirds vote at town meeting, then at the ballot box.

“It’s really quintessential self-determination, which is the essence of town-meeting government.”

“We are approaching that ceiling. And costs are going to continue to go up, unless property values stay the same or go up. If we have a 1% dip in our real-estate market, our tax rate jumps up even if we don’t spend another dime,” Crane said. “We are not proposing to touch the 2.5% increase, but we propose that the community can set the ceiling where it wants, and decide for themselves how much they want to invest in themselves. It’s really a local-control thing.”

While Longmeadow has the highest residential tax rate in the Commonwealth, it also has a high bond rating. “So our tax rate is not the result of profligate spending. We are an extremely well-managed town from a financial standpoint. We have to be very careful and make great decisions and pursue value in earnest, which we do.”

One way it does that is by pursuing regionalization when possible, as with the two-town (and perhaps others in the future) regional emergency communications center, or RCC, that Longmeadow is establishing with Chicopee, housed in that city’s Police Department and operated by an independent district called WESTCOMM. That system is expected to go live in October, and dispatchers have already been hired.

“The Baker administration is pushing municipalities to work together,” Crane said. “We certainly embrace that, whether it’s working with East Longmeadow on shared health services for public health, the regional dispatch with Chicopee, we are always reaching across town lines, trying to find ways to work more efficiently and relieve burdens on taxpayers.”

He understands how legislation to change Prop 2½ could be cast as merely an effort to raise taxes, and he understands how that goes over with some.

“Would it lead to increased taxes? Not any more than the current two-and-a-half-percent cap allows year after year. Would it lead to higher tax bills in the future? Potentially. But is it essential to maintain property values and maintain the community’s quality of life? Yes.

“To hit that ceiling,” he continued, “means reductions in services that may not be impactful right away, but would lead to a downhill momentum where services are reduced, quality of life goes down, property values then go down as well — and that’s even if the economy and real-estate market stay stable.”

Important, though, is the fact that, under the proposed change, each community would have a say in moving its tax ceiling — and Crane said Longmeadow residents have long been aware of its unique tax base and the need for community investment to keep property values high.

“It’s really quintessential self-determination, which is the essence of town-meeting government,” he added. “The state doesn’t really give a lot of local-control options to communities for generating revenue.”

Moving Right Along

Meanwhile, the town continues to pursue improvements and development on both the public and private fronts. Along the busy Dwight Road corridor that intersects Converse and Williams streets — where the Baystate Health & Wellness Center opened last year — a major infrastructure project included street and sewer upgrades, new sidewalks and bike lanes, and improved traffic-light coordination across the East Longmeadow town line.

“The corridor improvements on Dwight Road are complete, which is a regionally significant improvement,” Crane said. “Traffic is flowing exponentially better than it ever did. Those improvements were clearly needed.”

Longmeadow at a glance

Year Incorporated: 1783
Population: 15,784
Area: 9.7 square miles
County: Hampden
Residential Tax Rate: $24.09
Commercial Tax Rate: $24.09
Median Household Income: $109,586
Median Family Income: $115,578
Type of Government: Open Town Meeting; Town Manager; Board of Selectmen
Largest Employers: Bay Path University; JGS Lifecare; Glenmeadow
* Latest information available

On the private-investment front, in addition to the Baystate project and a 21,000-square-foot expansion of the Longmeadow Shops in 2017, a memory-care facility is planned on the site of a former synagogue on Williams Street, and the former Brewer-Young Mansion on Longmeadow Street has been converted to professional offices, with developers eying a mix of uses, including shared workspaces. On the municipal side, the development of a new Department of Public Works facility on the site of a former tennis club on Dwight Road continues despite unexpected costs from asbestos removal from the soil.

Overall, Crane said, “town meeting been generous with appropriations. To me, it’s a sign that they have faith in their local government and know that, if it wasn’t really needed, we wouldn’t be asking for it. The success we’ve had with approval of things shows we are able to articulate the community’s needs in a way that town meeting agrees with.”

For instance, voters recently authorized a $1.54 million debt exclusion to continue improvements to the Wolf Swamp Road athletic fields, which Crane called the town’s biggest and busiest recreational asset.

“The fields have fallen into disrepair for a variety of reasons — lack of irrigation, overprogramming, and just some disinvestment,” he told BusinessWest. “The DPW does the best it can to maintain those fields, but without irrigation and with the overprogramming, there’s a limit to how effective you can be with maintenance.”

The plan includes a new, central parking lot, converting current parking at one end of the complex to field space, and achieving a net gain in field space.

“The fields will be stripped, graded, planted, and irrigated,” he went on. “It’ll be a couple years out of service, but when it comes back online, it’ll be the envy of the region, I think. That’s not a great economic driver, but when we have tournaments, those do generate revenue for the town, but it also sustains quality of life, which does have economic value.”

‘A Good Place’

Crane said the various departments in Town Hall want to support its local bricks-and-mortar businesses with good infrastructure and cooperative permitting. “You can help people with what they need or you can make them climb through the regulatory systems on their own, and I know we really try to do what we can for our local businesses.”

But he also understands that housing — and the higher revenues that come from raising quality of life and keeping home values high — will always dictate much of what Longmeadow is able to achieve.

“I’m proud of the work I’ve had a small part in accomplishing,” he said as he prepared for his newest challenge in Concord. “We have a great team, great departments, and outstanding volunteers. I’m proud to have been a part of many positive changes that have happened in the community — things that have been quality-of-life improvements, but have not changed the character of the community. The next town manager will have challenges, but I think the town is in a good place.”

Joseph Bednar can be reached at [email protected]

Community Spotlight Features

Community Spotlight

Kate Phelon and Stefan Czaporowski

Kate Phelon and Stefan Czaporowski say the Westfield Education to Business Alliance benefits both current employers in the city and some of their future workforce.

Kate Phelon has long appreciated the spirit of collaboration between Westfield’s municipal, business, and educational leaders — and points to the Westfield Education to Business Alliance, which just wrapped up its third year, as a good example.

The alliance, WE2BA for short, connects the city’s schools, where students are beginning to contemplate their career paths, with companies that are eager to mine local talent. Last year, it launched an adopt-a-classroom program — Mestek, Forum House, and PeoplesBank were the initial adopters, and more are expected to come on board next year — while Westfield High School’s annual career fair drew a record 61 vendors.

“We want to get more people involved — more businesses adopting more classrooms,” said Phelon, executive director of the Greater Westfield Chamber of Commerce. “The principals are engaged in this.”

Stefan Czaporowski, the city’s Superintendent of Schools, said those efforts can have long-term economic-development impacts.

“Whether our students go on to college or work, we realize they might not be in Westfield as soon as they graduate,” he told BusinessWest. “But we want them to come back here, live here, work here, and help grow Westfield. I think the best way to do that is to show them what Westfield has to offer — and it offers a ton.”

It’s not just WE2BA (much more on that later) that’s showcasing the city’s strengths. Take, for example, Go Westfield, a collaboration among municipal officials, Westfield Gas + Electric, Whip City Fiber, the Greater Westfield Chamber of Commerce, and corporate sponsor Westfield Bank to encapsulate what makes this city a desirable landing spot, and, more importantly, tell people about it.

“The city had never really taken on the task of marketing itself until just recently,” Mayor Brian Sullivan said. “It’s a work in progress, but we’ve gotten much better at touting what we have. We’ve got a lot of things here. We have an airport, a college, a hospital. We’ve got an exit off the Mass Pike. We’ve got transportation potential, between I-91 and the Pike. We’re literally two hours away from six different state capitals; geographically, we’re situated nicely. And we have more developable land than most.”

But Go Westfield is about more than marketing; it’s also a means to continual self-improvement. Phelon cited three recent focus groups — targeting the retail, manufacturing, and nonprofit sectors — as a notable example.

“Whether our students go on to college or work, we realize they might not be in Westfield as soon as they graduate. But we want them to come back here, live here, work here, and help grow Westfield. I think the best way to do that is to show them what Westfield has to offer — and it offers a ton.”

“These are the businesses that are here, and we wanted to find out from them what’s working really well, and what keeps them up at night,” she told BusinessWest. “That helps us better market ourselves as we address concerns and find out if other businesses have the same concerns. We want to make our existing businesses happy and address their issues — and if we don’t know what those issues are, we can’t help them.”

Sullivan agreed. “We’ve gotten much better at listening to stakeholders. It used to be that the city would have an idea, and we would go after that idea. Now, it’s more reaching out to the companies in town and saying, ‘what’s working? What’s not working? What do you need?’ We’re making the companies already here a little better, and by listening to their needs, it’s helping out other companies who are saying, ‘yeah, we needed that too.’”

Sullivan hears those needs at the Mayor’s Coffee Hour, sponsored by the chamber and hosted by a different business each month.

“Those companies get to show off what they do, and we get to talk about things like construction projects, road projects, what’s coming down the pike for the City Council,” Sullivan said, adding that he often brings along other city department heads to enrich the discussions. “I don’t want to just stand in front of the room and talk; it’s got to be a two-way conversation. And an hour can fly by.”

That’s partly because there’s a lot to talk about these days in the Whip City — and the collaborations driving that progress are becoming more robust.

Welcoming Party

When someone contacts one of the Go Westfield member organizations, Sullivan explained, other members are quickly roped in, whether that’s a municipal department, Westfield Gas + Electric, or the chamber. “If some company is interested in coming here and calls the chamber, Kate’s been really good at giving me a heads-up that, ‘hey, these people are looking to come.’”

Companies like Wright-Pierce, a 72-year-old environmental/civil infrastructure engineering firm, which recently announced it will open an office in Westfield.

Or Myers Information Systems, which is relocating downtown from its previous location in Northampton, bringing 20 software-development professionals and renovating 110 Elm St., which used to be a restaurant with industrial space above it. The firm expects to hold a ribbon-cutting ceremony in the coming months.

Westfield at a glance

Year Incorporated: 1669
Population: 41,552
Area: 47.4 square miles
County: Hampden
Residential Tax Rate: $19.70
Commercial Tax Rate: $38.00
Median Household Income: $45,240
Median Family Income: $55,327
Type of Government: Mayor, City Council
Largest Employers: Westfield State University, Baystate Noble Hospital, Mestek Inc., Savage Arms Inc., Advance Manufacturing Co.
* Latest information available

“Some of the reasons Myers chose here were the chamber, a bike trail, access to downtown, and fiber coming from the Gas + Electric,” the mayor said. “We reached out, wooing them to come to us. They were pretty impressed with how solidified we were as a group.”

He was referring specifically to Whip City Fiber, a division of Westfield Gas + Electric that continues to expand gigabyte-speed internet to residences and businesses across the city.

“Having access to that is huge for an awful lot of companies that are looking for bandwidth and a central location for their employees,” he explained. “Companies aren’t 9 to 5 anymore, where people come in and do their work and leave. It’s all hours of the day, it’s weekends, and if you can have access to high-speed internet, you can thrive as a company.”

The Elm Street Urban Renewal Plan, approved in 2013, continues to focus on revitalizing a two-block area in the heart of downtown Westfield running along both sides of Elm Street, the city’s main commercial thoroughfare. One recent success story is the $6.6 million Olver Transit Pavilion, which opened in April 2017.

The same year, the Westfield Redevelopment Authority demolished a former bowling alley near the transit center, with plans to create a multi-story, mixed-use building with retail, restaurants, office space, and market-rate apartments. The WRA plans to issue a request for proposals for the site — much of which used to house J.J. Newberry’s five-and-dime store — within the next month.

The mixed-use concept, Sullivan said, is an important one for a wide swath of Millennial professionals who crave city living with walkable amenities.

“They want to live downtown and don’t want cars; they want to walk or bike anywhere they want to go — a total urban lifestyle,” he told BusinessWest. “With Millennials, it’s not ‘build your house somewhere and have your two cars and go to your job.’ They want to be downtown, walk to the coffee shop, bring their laptop, do some of their work there, and go for a bike ride.

“The trend is all about internet access, getting to and from places without using a car, and downtown visibility,” he went on. “That’s what drove Myers to Elm Street, access to all these things.”

Another economic trend in Massachusetts involves the cannabis industry, and Westfield has embraced such businesses, with four available licenses for retail, cultivation, or other uses; two are currently going through the permitting process. With Southwick and West Springfield currently not in the marijuana game, Sullivan noted that Westfield is in a good spot when it comes to cornering market share, particularly from across the Connecticut border.

Brian Sullivan says city officials have become more adept

Brian Sullivan says city officials have become more adept at “opening up our ears” and being responsive to the needs of the business community.

“The City Council is figuring out whether we want one in downtown core district or keep them on the outskirts,” Sullivan said. “It’s such a new industry that nobody really knows what’s going to shake down. Everything is on the table right now.”

Meanwhile, initiatives like Go Westfield continue to dig into what the business community wants and how to bring new companies into the fold, with the goal of boosting economic development not only downtown, but across this sprawling city of more than 47 square miles.

“You have to adapt, and we’re getting better at adapting and opening up our ears,” he added. “And that’s what these focus groups are doing. We’re sitting there and listening to what’s lacking or what’s not working, or maybe what is working, and doing more of that.”

Back to School

Phelon and Czaporowski are excited about the potential of expanding the reach of the Westfield Education to Business Alliance, enlisting graduate students from Westfield State University to help out with programs moving forward. At a focus group in the spring, about 20 professors from various degree programs expressed an interest in working with different organizations in town, getting students into the weeds of local businesses.

“We hope they go away to college — that’s great — but come back. We have a great community. It’s pretty cool what’s happening here.”

The existing connections work on multiple levels. For instance, the students who worked with Mestek in the adopt-a-classroom program improved their presentation skills and performed, on average, markedly better than their peers in the school’s science fair. Meanwhile, Westfield teachers went to Mestek to help employees with limited English proficiency boost those skills.

“We want to expand adopt-a-classroom because getting the business community in front of the kids and sharing their expertise and their work experiences is huge,” Czaporowski said. “And we want to keep promoting what some call soft skills and we call essential skills — speaking with eye contact, how to interview, résumés, but also how to be a productive employee — things like punctuality and attendance. We call them essential skills because these are skills you’re going to need throughout life.”

Meanwhile, businesses visited elementary schools for career-day events toward the end of the school year, getting kids thinking early about career pathways and even what high school to attend to best serve those interests.

“We’re exposing kids to relevant life learning,” the superintendent said. “And it’s beneficial to the businesses too. The experience is eye-opening for them.”

That’s partly because students learn differently today — in a more interactive, collaborative style, with different tools — than they used to, Sullivan said, and it’s helpful for employers to understand that.

“It’s all about workforce development,” he said. “A lot of these companies will need their talents someday. They need those kids to walk into their business and start working. That training is now happening in the schools. And it’s a two-way street. A lot of the best companies in town are sending a representative to some of these meetings with the students because they want the students to know their product when they get out.”

Whether it’s through the career fair, adopt-a-classroom, or other efforts, Phelon noted, there are many ways to engage with students and show them what career and lifestyle opportunities exist in their own backyard — just as Go Westfield broadcasts that message to a much wider audience.

“We hope they go away to college — that’s great — but come back,” she said. “We have a great community. It’s pretty cool what’s happening here.”

Joseph Bednar can be reached at [email protected]

Features

Grade Expectations

Trisha Canavan tells the story often, and for a reason — it resonates with everyone who hears it.

United Personnel, the staffing agency she serves as president and CEO, used to make candidates for jobs in warehousing and manufacturing, two of the company’s strongest niches, take and pass what she called a “basic math test” before they could be considered for placement with a client.

That’s ‘used to.’

United stopped the practice some time back, said Canavan, because no one — and she was only slightly exaggerating when she says ‘no one’ — passed the test.

“This was a very, very basic math-skills test, fourth- or fifth-grade level if I had to guess,” said Canavan, a former educator herself (she taught at Berkshire Community College and Cambridge Rindge & Latin School). “We’re talking about basic measurements with a ruler or tape measure, addition, subtraction, multiplication, and division, and pretty much everybody, I would say 95% of those who took it, was unable to get a passing grade.

“We had used it as a screening tool but stopped doing that — otherwise, we wouldn’t have any employees,” she went on. “This wasn’t just people from Springfield, but because our headquarters are in Springfield, we’re seeing a lot of Springfield residents who really don’t have the basic knowledge to be successful.”

With these experiences concerning the math test ringing in her head — and filling her with frustration — Canavan offered a resounding ‘yes’ when asked a few years ago if she would like to join a group called Springfield Business Leaders for Education, or SBLE, as it has come to be called, a name that certainly tells all or most of the story.

This is a group of Springfield-area business leaders focused on education in the community and, more specifically, strategies for improving it. John Davis, president of the Irene E. and George A. Davis Foundation, which helped lead efforts to create the SBLE and now co-chairs it with Canavan, called it “a critical friend of the Springfield public school system.” And by critical, he meant both important and judicious in its assessment of what’s happening — and not happening.

The group’s unofficial mission is to ensure that students not only receive a diploma signifying they have fulfilled the requirements needed to graduate from high school, but that they have the skills needed to succeed in the workplace. One is clearly not the same as the other, said those we spoke with, using one loud, resounding voice.

“This was a very, very basic math-skills test, fourth- or fifth-grade level if I had to guess. We’re taking about basic measurements with a ruler or tape measure, addition, subtraction, multiplication, and division, and pretty much everybody, I would say 95% of those who took it, was unable to get a passing grade.”

Put another way — not that Canavan actually said this — the group exists to perhaps create a day when United Personnel can dust off the basic math test it put on the shelf, once again give it to candidates, and see the vast majority of them pass.

That day, unfortunately, seems far off, she said, adding that SBLE is obviously working to bring it closer. It does this through advocacy, enlightenng its members about the issues in education — it recently hosted a well-attended talk by Gov. Charlie Baker on the subject of education reform at the Basketball Hall of Fame — and, most importantly, through partnerships with other advocacy groups.

These include Massachusetts Parents United (MPU), a statewide group comprised of concerned parents, and the Massachusetts Business Alliance for Education (MBAE), which has a mission similar to SBLE, but is also statewide.

Trisha Canavan

Trisha Canavan says too many students are graduating from high school without the basic skills needed to succeed in the workplace.

Keri Rodrigues, founder of Mass. Parents United, now headquartered on Maple Street in Springfield, said the group started as three women meeting in a public library. Today, it has more than 7,000 members and is the largest urban parent-advocacy organization in the Commonwealth.

The work of these groups, individually and collectively, comes at what many describe as a watershed moment for education reform in Massachusetts — when dueling education bills (more than $1 billion apart in overall funding) are being debated in the State House and when those in Gateway cities such as Springfield say students of color are disadvantaged by what they call systemic educational inequity.

Collectively, these groups intend to use this critical moment to press for real and lasting change, adequate funding, far greater accountability when it comes to how education dollars are spent, and, overall, an end to those inequities they cited.

For this issue, BusinessWest talked with those involved with SBLE and other advocacy groups about just what is at stake when it comes to education reform in the Commonwealth, but also the broad work of making students workforce-ready when their days in school are over.

School of Thought

It’s called “Defining Our Path: A Strategic Plan for Education in Worcester 2018-2023.”

It’s a 40-plus-page document that, as the name suggests, is a strategic plan for the school system for the next five years. Sections in the document have titles ranging from “Culture of Innovation” to “Investing in Educators” to “Academic Excellence.”

Davis presented BusinessWest with a copy for the sole purpose of pointing out that Springfield doesn’t have such a plan — and it desperately needs one.

“There are three things that have to happen in Springfield, three questions to be asked and answered, and it’s an open discussion among all the players — the parents, the educators, the political establishment, and others,” he said. “First, where are we? We need a real, open, and honest discussion about that, because it’s never really happened. Two, where are we going, and where do we want to go? What skills will our kids need?’ And, three, how do we get there? We have to come up with a plan.”

Work to create such a plan has become a priority for the SBLE, said Davis, adding that, as it goes about such work, it knows it needs to partner with other groups, and especially those that involve parents.

Which brings us to the MPU. Rodrigues said she started the organization out of frustration born from how the system was failing her three children, especially one with special needs.

Keri Rodrigues

Keri Rodrigues says Massachusetts Parents United was formed to give a voice to an important, and often overlooked, constituency.

“I saw that my child was already falling through the cracks in kindergarten,” she told BusinessWest, adding that she knew there were others and that it was time to advocate on their behalf. “I saw all these inequities with my kids and could actually fight a little bit. I decided to use my skills as an organizer to help those who were underserved. But I was also looking around and seeing how parents were being left out of the conversation completely.

“Parents are kind of pushed in when it’s convenient and we want to hear them and their little anecdotes, and then we push them along,” she continued. “But we’re prime stakeholders; we have to be advocates for our kids, who are supposed to be the center of the education conversation. So many of us are survivors of our public education system — I was a foster kid myself and got expelled from a public high school and was lucky to get to college — and then to watch my children, from kindergarten on, be underserved, is really frustrating.”

Not wanting to see that cycle perpetuated, she started MPU, which has steadily grown both its membership and its influence, said Rodrigues, and has been especially visible during the ongoing debate over education reform and school funding.

“A few weeks ago, we had more than 150 parents get on buses and go directly to Beacon Hill and advocate for education funding,” she said, “and making sure there’s some accountability with how this money is spent.”

But as large and powerful a constituency as parents may be, MPU knew early on it needed allies in this ongoing fight, said Rodrigues, adding that MBAE has become such an ally.

“Parents are an important constituency, and so is the business community,” she explained. “We’re both invested in these outcomes in our children because it’s not just about getting them to graduation day and handing them a diploma; we want our kids to have access to these wonderful jobs.”

Ed Lambert, executive director of the MBAE, which has been in existence for nearly 30 years, agreed, and noted that, while significant progress has been achieved since the Education Reform Act was passed in 1993, there are still significant achievement gaps — and opportunity gaps — that exist in this state.

“Our achievement gaps are among the largest in the country,” he told BusinessWest. “Students are passing MCAS and graduating, but many are inadequately prepared for college and a career.”

Thus, MBAE, working in partnership with other groups, has been examining and using data to question and “critically, but diplomatically” challenge the establishment.

“We think that, with this next iteration of education reform, with the new funding that is going to come, particularly to the Gateway cities like Springfield, there is an opportunity to close those achievement gaps,” he said. “But only if there’s continued emphasis on improvement and reform.

“Money alone is not is not going to move the needle for a lot of students,” he went on. “We have data and information showing that, statewide, some school systems, with the same or comparable demographics, are spending much more, sometimes twice as much, per student, and not getting the results.”

Subjects Matter

Returning to the state of public education in Springfield, Davis and others said the city needs a strategic plan — and the state needs to further reform education — because inequities persist, and there are serious ramifications stemming from these inequities.

“I was very, very struck by the inequities that exist,” said Canavan, again speaking from experience as an educator and screener of potential employees. “Kids who are living in the surrounding suburbs have different experiences, different opportunities, and different outcomes than their peers in Springfield and other Gateway cities, and we should all be outraged, frankly.

“There have been improvements in the school system,” she went on. “But they’re too incremental for our kids to get where they need to be fast enough. And this is an economic-development issue; employers will not locate here, and they will not stay here, if they do not have the workers they need.”

Rodrigues agreed, noting that her group was inspired by, and outraged by, recent comments she attributed to Springfield’s school superintendent to the effect that the main problem with the city’s schools wasn’t one of performance or results, but merely one of “public relations.”

“That presentation wasn’t based in reality,” she said. “When you take a look at the numbers, the outcomes we’re getting for children … they show something much different. They were talking about growth percentiles, not proficiency.”

John Davis

John Davis says Springfield lacks a strategic plan for its public school system and needs one moving forward.

Indeed, hard data suggests there are problems, and the numbers come to life in a document prepared for SBLE as it goes about its mission of education and advocacy.

Titled “A Call to Action: Building a 21st-century Education System,” the report uses numbers and words to paint a disturbing picture. Here are some examples:

• “Only 33% of third graders meet expectations for grade-level reading, which means that two-thirds of Springfield’s third-graders don’t read at grade level. Children who are not proficient readers are more likely to drop out, not attend college, and are more likely to be incarcerated.”

• “By eighth grade, only 22% are reading at grade level; only 19% are at grade level in math. That means nearly 80% of Springfield’s eighth-graders are not at grade level for math or reading.”

• “The graduation rate for Springfield’s Latino population is only 74%, and only 9% of Latinos have a bachelor’s degree.”

• “Springfield’s dropout rate is more than two times higher than the state average.”

• “While 72% of jobs will require a career certificate or college degree by 2020, only 17% of Springfield ninth-graders go on to earn a college degree or certificate within six years of leaving high school.”

The numbers are followed by that call to action, and for formation of a plan that will, among other things, improve the quality of education in Springfield by ensuring the attraction of talented, high-quality teachers; establish universal pre-K; introduce acceleration academies for immediate intervention in schools in critical condition; and lengthen school days for extended learning time with high-quality teachers.

And with that plan, those with SBLE and MPU want more transparency from school leaders and, overall, more accountability.

“We’re not getting the information, and we can’t even agree to the fact there’s a problem,” said Rodrigues. “If we’re lucky enough to get our kids to graduation day, we hand them a piece of paper that says, ‘you have a foundation, and you’re ready to access all of this opportunity in your future.’ And then we find out that the paper means nothing — they have to take two years of remedial courses before they can take a college-level course.”

Canavan agreed, and stressed, again, that lack of proficiency in school translates into both employment issues and economic-development issues.

“We continue to see a persistent skills gap, a persistent gap in work behaviors that would torpedo people’s efforts to be in the workforce,” she said in reference to what she’s observed in her business. “It’s creating more and more challenges for us as a company, but also for employers — we hear over and over again that they don’t have the qualified employees that they need to meet production needs and to meet operational needs.

“We need to look at not just whether people are qualified to get a job,” she went on, “but are they qualified, and do they have the persistence and problem-solving skills to keep a job?”

Doing the Math

Returning to the matter of that very basic math test that United Personnel once gave to candidates, Canavan said the exam had become, toward the end, what she called a “waste of paper.”

“If we used it as a screening tool, we literally would have been unable to run our business,” she said. “But what that means is that, when people go to work, they need much more training and support, and sometimes they can’t even be successful with that support and training.”

But if those tests can, indeed, become part of a movement that brings about real change and an end to the persistent inequities in education that still exist in this state, then they won’t be a waste at all.

That is Canavan’s hope, and the hope of all those in SBLE, MPU, and MBAE, who, as critical friends of the school system, have decided to take on a larger, more impactful role in trying to bring about change.

George O’Brien can be reached at [email protected]

Community Spotlight

Community Spotlight

Woodlawn Shopping Plaza

An architect’s rendering of the housing project planned for the Woodlawn Shopping Plaza.

Rocco Falcone acknowledged that, when he and fellow partners Andy Yee and Peter Picknelly acquired the Woodlawn Shopping Plaza on Newton Street in South Hadley in 2016, they were making that sizable investment at a time when the world of retail was changing — and shrinking.

And they knew then that the plaza, dominated by a closed Big Y supermarket, might not look like it did years down the road — not that they didn’t try to find a strong retail anchor to fill the role that Big Y played.

“We knew there was going to be an unlikelihood that we’d be able to get another supermarket, although we tried like heck to — we talked to a number of chains, local, national, and international,” said Falcone, manager of South Hadley Plaza LLC, the entity created to acquire the property, and perhaps better known as president and CEO of the Rocky’s Ace Hardware chain. “When we bought it, we kept it in our minds that it might not be a supermarket — or even retail.”

And the Woodlawn Shopping Plaza will, indeed, take on a new look — and role that goes beyond shopping — with the announcement of plans to build 72 mixed-income apartments on a three-acre portion of the plaza where the Big Y once stood; a public hearing is slated on the proposal for June 26 at the South Hadley library.

Town Administrator Mike Sullivan, former mayor of Holyoke, sees the proposed housing project as an opportunity for the community, one that could change the face of an underperforming property (the plaza), perhaps spur new business development at the site and elsewhere, and even boost enrollment at the town’s schools, which have seen their numbers declining in recent years.

“We knew there was going to be an unlikelihood that we’d be able to get another supermarket, although we tried like heck to — we talked to a number of chains, local, national, and international. When we bought it, we kept it in our minds that it might not be a supermarket — or even retail.”

The announced plans for the plaza comprise one of a number of intriguing developments in South Hadley, a community of nearly 18,000 people that has always been an attractive place to live and has been working for decades to balance its strong neighborhoods with new business opportunities.

Others include progress toward an update of the community’s master plan; introduction of a new option for ultra-high-speed internet service, called FiberSonic, to town residents; efforts to work with neighboring Granby to bring more order to a hodgepodge of zoning on the Route 202 corridor; apparent progress in bringing the town’s long-underperforming municipal golf course, the Ledges, to self-sustainability; and even a new dog park on the Ledges property.

“Dog parks have become somewhat of a recreational amenity in many communities, including Northampton, Granby, and many other cities and towns,” said Sullivan. “It’s surprising how many people are really into their dogs; this is a quality-of-life issue, and at least this will put another 100 to 200 South Hadley residents onto property that they’re paying for. They don’t golf, but they have a dog.”

For the latest installment of its Community Spotlight series, BusinessWest looks at these various developments in South Hadley and how they are part of ongoing efforts to make the community a better place to work, live, and start a business.

Getting out of the Rough

Golf courses, especially municipal golf courses, usually don’t generate many headlines.

The Ledges has been a notable exception to that rule. Since it opened at the start of this century, it has been in the news often — and for all the wrong reasons. Indeed, conceived and built as Tiger Woods was rocketing to stardom and golf was booming as a sport and a business, the picturesque Ledges, with breathtaking views of the Holyoke Range, was projected to a be a strong revenue generator for the community.

Suffice it to say things haven’t worked out that way. In fact, the course has been a financial drain, racking up deficits of more than $1 million some years, and into six figures most years.

Town Administrator Mike Sullivan

Town Administrator Mike Sullivan says new high-speed Internet service, called FiberSonic might spur more young professionals to move to South Hadley.

Sullivan, who inherited this problem, took the aggressive step of outsourcing not only maintenance of the course, but overall management of the facility, with the goal of turning things around and making the Ledges self-sustaining.

Mike Fontaine, the course’s general manager and an employee of Lakeland, Fla.-based International Golf Maintenance (IGM), which manages more than 30 courses across the country, is optimistic that some kind of corner has been turned at the Ledges. He noted that the shortfall was smaller last year (Sullivan pegged it at roughly $35,000) — despite unrelenting rains that made 2018 a difficult year for every golf course — and that, even with more rain early this year, the course is on track to improve on last year’s numbers and continue on an upward trajectory.

He said IGM’s efforts comprise work in progress, but added that a number of steps have been taken to improve the visitor experience and, thus, generate more revenue for the town. Work has been done to build a management team, place more emphasis on customer service, and give the 19th hole, an important revenue stream for all golf operations, a new look and feel. And even a new name.

“We gave the whole place a facelift, especially the restaurant,” he explained. “It was time for a fresh coat of paint, work behind the bar, new pictures of the golf course on the walls, moving the TVs, changing the name from Valley View restaurant to the Sunset Grille, and going with a whole new brand and marketing campaign.”

The new name highlights one of the course’s hallmarks — dramatic sunsets — and attempts to capitalize on that asset, said Fontaine, who said was inspired by what he saw in Key West, which is famous for its sunsets and people turning out to watch them.

He said the course has generally done well with visitation — 25,000 rounds last year — but needs a break from Mother Nature as well as a break from the negative publicity that hasn’t been good for business.

South Hadley at a Glance

Year Incorporated: 1775
Population: 17,791
Area: 18.4 square miles
County: Hampshire
Residential and commercial tax rate: $20.15 (Fire District 1); $20.55 (Fire District 2)
Median Household Income: $46,678
Median Family Income: $58,693
Type of government: Town meeting
Largest Employers: Mount Holyoke College; the Loomis Communities; Coveris Advanced Coatings; Big Y
* Latest information available

“We’re beating the numbers from last year, and we’re hitting our revenue goals despite losing three weekends in a row, including Mother’s Day weekend, due to rain — money we’ll never get back,” he said. “We’ll have a much better understanding of where we’re at when this year is over.”

While the picture seems to be improving at the Ledges, the picture is changing on Newton Street, especially at the Woodlawn Shopping Plaza.

While there is still significant retail there — the plaza is home to a Rocky’s, Dunkin’ Donuts, Dollar General, the Egg & I restaurant (a recent addition), the Parthenon restaurant, Mandarin Gourmet, and more — the former Big Y site was proving difficult to redevelop, said Falcone, noting that, after efforts to find a replacement supermarket were exhausted, the building was razed in 2018 with the goal of bringing more options to the fore, including residential.

The proposed 72-unit apartment complex will fill a need within the community for both affordable and market-rate housing, said Falcone, adding that this reuse is consistent with how many malls and shopping plazas are being repurposed at a time when stores are closing at an alarming rate and malls — and communities — are forced to be imaginative in a changing retail landscape.

“We looked at options to possibly subdivide the Big Y property, but we couldn’t get any junior anchors,” said Falcone, adding that the owners spent roughly the past year and half looking for smaller tenants, but to no avail.

“Retail is changing — people are getting away from retail and putting more focus on service and entertainment,” he said, adding that the town created an overlay district within the Newton Street area that allows for mixed-use development and residential space, which brings us to the plans currently on the table.

“We thought this would be a good option and a good opportunity,” said Falcone, adding that research revealed demand for such housing. “If you look at Village Commons, those apartments are always full, and my understanding is there’s a waiting list to get in there. So we think South Hadley is a great community for some additional housing.”

Sullivan agreed. “We’re a vibrant community for condominium development, and there’s considerable demand for them — we have condominiums on the riverfront selling for more than $400,000,” he noted. “But we think this proposed development balances things out; it provides another option for housing.”

The Gig-speed Economy

They’re called ‘fiberhoods.’

That’s the name the South Hadley Electric Light Department (SHELD) has given to areas, or neighborhoods, in the community that will be provided with FiberSonic, which will make gigabit-speed internet available to residential homes; the service is already available to South Hadley businesses.

SHELD is starting in the Ridge Road area — the service will be available there in July — and will proceed to the Old Lyman Road fiberhood in August, and the Hollywood Street area in September. By year’s end, 700 homes should be covered by the project, and the 32 identified fiberhoods will be added in phases over the next five years, said Sean Fitzgerald, SHELD’s general manager.

“Establishing fiber-optic internet service throughout the town will bring added convenience and, more importantly, will accommodate the ever-growing bandwidth need for South Hadley customers,” said Fitzgerald, who described FiberSonic as “home-grown, gig-speed Internet.”

This service should help make South Hadley a more attractive option for a growing number of professionals who essentially call the office home, even as they work for companies in Boston, New York, and Seattle, said Sullivan.

“When you can access a high-paying job in New York City, Boston, Montreal, or even Los Angeles, and you might have to only go to the home office once a month or once a week and the rest of the day work at home, your housing costs are lower and quality of life is higher in Western Mass.,” he explained. “We’re seeing more of this in South Hadley, and the new internet service will make this community even more attractive.”

As the overall pace of change accelerates, the town looks to anticipate what the future might bring — and be prepared for it — with an update to a master plan drafted roughly a decade ago.

That document, the town’s first master plan in more than three decades, included no less than 200 recommended actions, said Town Planner Richard Harris, noting that this represents an obviously unachievable number, although many have been implemented, especially in the realms of housing, recreation, and creation of growth districts.

He expects that the updated plan, to be completed by year’s end, will be more strategic in nature.

“While it will still be broad, because the nature of a master plan is broad, we’re expecting it to be more strategic in focus and more related to the current organizational structure and long-term needs of the community,” he told BusinessWest. “I wouldn’t expect as much focus on zoning and land use as the last plan, and instead more on how to capitalize on what we have done.”

There have been a number of community forums staged to solicit commentary and input about the plan and what it should include, as well as smaller, more informal sessions within neighborhoods called “meetings in a box,” said Harris, adding that a draft of a new plan should be ready for additional review by the fall and a final document in place by the end of the year.

Meanwhile, the town isn’t waiting for the new plan to address a long-term concern and probable hindrance to growth — the hodgepodge of zoning along the Route 202 corridor, roughly from Route 33 into Granby Town Commons.

“Both towns have the leftover remnants of a ’60s regional road,” he explained, noting that there are homes next to dinosaur-track stops next to other forms of business. “It’s not very well-organized; there’s a weird mix, and we think there is a real need for conformity.

“If we could get that conformity, there’s enough business traffic going into Belchertown, Ware, and, beyond that, Amherst — and we can harness that traffic,” he went on, adding there have been discussions with officials in Granby about zoning and also infrastructure and perhaps tying properties along that corridor into South Hadley’s sewer system, a development that would benefit both communities.

“We hope this will bring more investment to those commercial properties along 202 in South Hadley,” Harris explained. “That will result in more tax dollars — and it would be great to have more people to share the tax burden with.”

Bottom Line

Those last sentiments accurately reflect a goal, and an ongoing challenge, spanning decades: creating more opportunities to share the tax burden.

South Hadley has always been a great place to live — and now also play golf and walk your dog. Greater balance in the form of new businesses and better use of existing and potential commercial property has always been a goal and priority.

And between the proposed new housing project, faster internet service, and progress along the Route 202 corridor, the community is making more headway toward realizing that goal.

George O’Brien can be reached at [email protected]

Features

Rethinking Safety

Joe Hileman of Blue-U Defense addresses the audience gathered at the recent seminar on workplace violence.

Joe Hileman of Blue-U Defense addresses the audience gathered at the recent seminar on workplace violence.

Sarah Corrigan thought the new security systems being implemented at OMG Inc.’s several locations would be sufficient to keep employers safe from any sort of outside danger.

But a recent workplace-violence training session convinced her that keeping an office or building safe at a time when active-shooter incidents occur almost weekly in the U.S. is far more about educating and training people than it is about technology — although technology is certainly important.

Corrigan, vice president of Human Resources and Environmental Health and Safety for Agawam-based OMG, said she went into the session, hosted by the Employers Assoc. of the NorthEast (EANE) and presented by Blue-U Defense, expecting to receive some type of plan for how to deal with these types of tragic incidents.

Instead, she came out knowing it was up to her to talk with her employees about how they can each help themselves survive such a situation.

“I expected them to give us a process where there would be something set that we follow, so that was different to me, but it made a lot of sense,” she said, adding that she was surprised to hear the instructors actually warn against making a detailed plan.

Blue-U President and CEO Terry Choate Jr. told his audience of 150 business owners, managers, and rank-and-file employees that active-shooter training can oftentimes be too descriptive, putting the lives of those in the path of danger at even higher risk.

“As alarming as some of those videos are to watch, it is truly a reality. We’re really at a point where we need to take matters into our own hands; we have to be proactive at this point. It’s almost like, if we don’t do anything, we can’t expect any change.”

“Most of the active-shooter training across the country is ‘run, hide, and fight’ based. The problem with run, hide, fight is we already know that,” Choate said. “In the end, it means nothing. The key becomes how, when, and where do we run? How, when, and where do we hide? How, when, and where do we fight?”

This was the key takeaway from the three-hour session, hosted by EANE twice earlier this month — on June 12 at the Log Cabin in Springfield and on June 13 at at the Mandell Jewish Community Center in West Hartford.

The sessions were prompted by recent events — all too many of them, including the May 30 mass shooting at a municipal building in Virginia Beach, Va. — and alarming statistics. Indeed, according to the Gun Violence Archive, there were 340 mass shootings in 2018, compared to 269 in 2014. Meanwhile, during the presentation, Choate said the number-one cause of death for women in the workplace is workplace violence.

More than 140 area business owners, managers, and employees attended the event.

More than 140 area business owners, managers, and employees attended the event.

Those numbers help explain why the MassHire Springfield Career Center office, located in the Springfield Technology Park across from Springfield Technical Community College, was uninhabited on the afternoon of June 12, with all 28 employees attending the session at the Log Cabin.

Executive Director Kevin Lynn said his staff had been asking to do a training like the one put on by EANE, and he jumped at the opportunity.

“I think the issue really is that, every time we turn on the news and hear about one of these shootings, you think, ‘do you know what to do? What’s the right thing to do?’ he told BusinessWest. “You’re always sort of guessing.”

And guessing isn’t what he wants to be doing, or wants anyone else on his staff doing, he said, adding that this was a big motivator for sending his team to the training.

The audience at the Log Cabin was attentive and responsive as Choate and his colleague, Joe Hileman, went through their presentation, and the crowd fell silent when listening to the disturbing audio of the Columbine High School shooting in 1999.

Using that tape and videos of other mass shootings, the two explained that, although it may be a difficult thing to think and talk about such incidents and the steps needed to prevent one, such discussions are necessary in this day and age.

Pam Thornton, director of Strategic HR services at EANE, agreed, and said part of the agency’s role as an employer partner has become keeping the employees it serves safe, prompting such programs as the recent training sessions.

“As alarming as some of those videos are to watch, it is truly a reality,” she said. “We’re really at a point where we need to take matters into our own hands; we have to be proactive at this point. It’s almost like, if we don’t do anything, we can’t expect any change.”

Lynn added that the training session forced him to think about things differently, noting that being a company that regularly interacts with the public, serving 12,000 people annually, heightens the need for security.

“There’s really not a lot of room to operate; a building from the 1800s is not really built for this kind of reality,” he said, referring to the Tech Park, part of the Springfield Armory complex and later home to Digital Equipment Corp.

Like OMG, Lynn said he is looking into renovations that could potentially make the building safer, but for now, he said his employees were thankful for the training.

Whether working with organizations as large as OMG or nonprofits as small as MassHire, Blue-U focuses on giving people the tools to mentally deal with a life-threatening situation.

Choate told the audience at the Log Cabin that one of the biggest problems with active-shooter training in these times is that the mental aspect of the problem is not dealt with. Another huge problem comes with overpreparing for a workplace-violence situation.

“We cannot assume what a bad guy or threat is going to do when they come into the building,” he said.

OMG Inc. is in the process of upgrading its security systems, including the installation of cameras and using badges for all 300-plus employees in its Agawam facility, but the company’s leaders now know that a conversation needs to be started with its workers as well.

“There are a lot of doors, a lot of ways to get in,” said Corrigan. “You can’t protect all of those means of access, so you have to teach employees to think for themselves so that they have a plan.”

Kristen Pospolita, HR manager at OMG, said the training session aligned with what the company is currently focusing on.

“I thought that it goes in line with what we are trying to do at OMG, which is to empower our employees to take accountability and responsibility for their own safety in every aspect of the job,” she said, adding that being careful while operating machines and picking up spills on the floor are other ways to be self-aware. “This is just one more step in keeping us all safe. ‘See something, say something’ can be very helpful in lots of different types of situations.”

While a mass shooting or violent crime in the workplace is still not exactly a common occurrence, Choate said such matters are, unfortunately, something people are forced to think about in today’s world. Taking the necessary precautions and thinking about how one would respond in an active-shooter situation can be the difference between living and dying.

“No matter what we do, we will never be able to stop acts of mass violence entirely; it will not happen,” said Choate. “That doesn’t mean we can’t try.”

Kayla Ebner can be reached at [email protected]

Features

Striking a Chord

Donald Harrison and Zaccai Curtis perform on the Charles Neville Main Stage in 2017.  Photo by Ed Cohen

Donald Harrison and Zaccai Curtis perform on the Charles Neville Main Stage in 2017.
Photo by Ed Cohen

Evan Plotkin has always been a firm believer in the arts as an economic-development strategy and vehicle for “changing the conversation about Springfield,” as he likes to say.

And this belief has manifested itself in a number of ways, from the manner in which he has turned 1350 Main St. (the downtown Springfield office building he co-owns) into a type of art gallery to the sculptures he has helped bring to the central business district, to his long-time support of the Springfield Museums and other institutions.

But perhaps the most visible, and impactful, example of his work to use the arts to bring people — and energy — to the city and its downtown is the annual Springfield Jazz & Roots Festival, the sixth edition of which is slated for Aug. 10.

“We’re putting a light on Springfield that is very positive,” said Plotkin, one of the founders of the festival. “The reputation of the jazz festival has been very positively received throughout the music world, regionally and beyond. That has a lot of benefits to changing the conversation about Springfield; you can talk about a lot of things about Springfield, but now you can add the festival to those things.”

The festival strives to connect people of all ages, races, and backgrounds through music and the arts, said Plotkin, and also connect people to Springfield, a city clearly on the rise.

The festival is known for bringing both established and up-and-coming artists together to perform on the same stage — actually, several stages. The 2019 festival headliner is Elan Trotman, who will perform on a stage in the plaza at MGM Springfield at 10 p.m., kicking off the festival’s after-party.

Other performers of the day are split between two stages of equal importance in or near Court Square; the Charles Neville Main Stage and the Urban Roots Stage will offer performances simultaneously.

Artists for the 2019 lineup include Cory Henry and the Funk Apostles, Elio Villafranca & the Jass Syncopators, Tia Fuller, Samite, Firey String Sistas!, Kotoko Brass, Molly Tigre, Convergence Project Trio, Tap Roots, and the Holyoke Community Jazz Ensemble. Local artists from the Springfield area include the Billy Arnold Trio, Bomba De Aqui, and Ryan Hollander.

Evan Plotkin believes the jazz festival helps bring people to Springfield and present the city in a positive light.  Leah Martin Photography

Evan Plotkin believes the jazz festival helps bring people to Springfield and present the city in a positive light.
Leah Martin Photography

This year marks the festival’s second without Charles Neville, member of the Neville Brothers and beloved performer at the event, who died in April 2018. Neville’s wife, Kristin, co-founded the event with Plotkin and Blues to Green, a nonprofit organization that uses music to bring people together through performances, and hopes to unite people from many different communities in Springfield that share a common love for art and music.

The organization also works to create a more positive image for Springfield and help erase negative perceptions about the City of Homes. Plotkin told BusinessWest that Charles Neville’s impact on the festival lives on through the performances at the annual event.

“I think he really believed in the healing power of music and its ability to bring people together as one people,” said Plotkin, adding that Neville acted as a guiding light for the festival. “His presence spoke more than almost anything.”

The free outdoor festival has drawn thousands of people to Court Square, giving people the opportunity to meet other music lovers. The $200,000 budget for the event comes completely from sponsors and volunteers.

Plotkin said support for the event has been tremendously helpful, and the positive reactions from attendees are what drive the producers to make it bigger and better each year.

“I love the fact that people are so animated and excited about the music,” said Plotkin, adding that the music ranges from Latino bands to blues artists to gospel singers. “The audience embraces the variety of different genres and feels like this is something that belongs to them.”

Hollander, one of the local artists set to perform at the 2019 festival, agreed that jazz music has the ability to bring people together. “I think jazz music is intended to be the music of the people,” he said.

City on the Rise

The Springfield Jazz & Roots Festival comes at a time where the arts are playing a significant, and growing, role in the revitalization of Springfield and also in creating a better vibe in the city. Examples abound, including everything from high-profile, MGM-organized concerts at the MassMutual Center (Stevie Wonder and Cher have performed, and Aerosmith is booked for this summer) to Fresh Paint, a mural project downtown that has changed the face of many buildings and structures .

“I think this festival coming off of the mural festival is going to push us forward in terms of really positive impressions that people will have about the city,” Plotkin said.

Hollander agreed, noting that the opening of MGM and other initiatives have created more vibrancy and more nightlife, complemented by a greater police presence and, overall, fewer concerns about crime and safety.

“I think that Springfield is definitely on the rise,” he told BusinessWest. “The general downtown just feels safer in most parts. I think any time we find other things to occupy ourselves with, we’re less likely to resort to crime or violence. The festival is an opportunity to do something non-violent and be entertained.”

In 2016, Jazz Times magazine named the Springfield Jazz & Roots Festival one of the best jazz festivals to attend, and Plotkin hopes the event can continue to grow in both size and stature.

“The jazz festival helps to define the downtown from its walkability,” he said, adding that his goal would be to model the festival after other famous ones in the region, like the Newport Jazz Festival, and set up several different stages and venues around the downtown area.

“Ultimately, a really cool concept to grasp is how walkable the city is, because that implies that it’s safe,” he said. “A walkable city is a safe city. The more people who are walking the streets, the less worries you have about crime and safety.”

As an example of this phenomenon, he cited the underpass that connects the downtown with Riverfront Park, which has been painted into a Dr. Seuss mural by John Simpson. This connector, Plotkin said, used to be a place where people did not want to go because they were afraid to cross the highway to go to the riverfront.

“Now, by painting that underpass and creating activities on that side of the river as well as downtown, you’re creating this connector,” he explained, adding that the jazz festival acts similarly, showing how possible it is to bring all communities in Springfield together as one. “We haven’t reached that ultimate goal of having this festival throughout the downtown, but by doing the jazz festival, you can see the potential of what can happen if we carry this throughout downtown.”

Plotkin remembers a time in his early 20s where he was able to walk to bars and restaurants downtown and feel completely safe, and feels that Springfield is making its way there once again.

“I think, today, it’s the safest the city has ever been downtown,” he said. “And it can only get better as we finish construction on several parks and as we start to program them with music.

“That,” he added, “is where a wall becomes a bridge.”

Kayla Ebner can be reached at [email protected]

Features

Fabulous Five

With a whopping 480 past 40 Under Forty winners, it’s no easy task to choose the one who has accomplished the most since his or her selection. But, for the fifth straight year, our judges are giving it a try.

“So many 40 Under Forty honorees have refused to rest on their laurels,” said Kate Campiti, associate publisher of BusinessWest. “Once again, we want to honor those who continue to build upon their strong records of service in business, within the community, and as regional leaders. And, like previous years’ finalists, these five individuals have certainly done that.”

This year’s crop of finalists were chosen from a field of 60 nominations by three independent judges: Elizabeth Cardona, executive director of Multicultural Affairs and International Student Life at Bay Path University; Scott Foster, partner with Bulkley, Richardson and Gelinas; and Susan O’Connor, vice president and general counsel at Health New England.

Four years ago, BusinessWest inaugurated the award to recognize past 40 Under Forty honorees who had significantly built on their achievements since they were honored.

The first two winners were Delcie Bean, president of Paragus Strategic IT, and Dr. Jonathan Bayuk, president of Allergy and Immunology Associates of Western Mass. and chief of Allergy and Immunology at Baystate Medical Center. Both were originally named to the 40 Under Forty class of 2008. The judges chose two winners in 2017: Foster (class of 2011); and Nicole Griffin, owner of Griffin Staffing Network (class of 2014). Last year, Samalid Hogan, regional director of the Massachusetts Small Business Development Center (class of 2013), took home the honor.

The winner of the fifth annual Continued Excellence Award will be announced at this year’s 40 Under Forty Gala, slated for Thursday, June 20 at the Log Cabin Banquet & Meeting House in Holyoke. The nominees are:

Michael Fenton

Michael Fenton

Michael Fenton

When Fenton was named to the 40 Under Forty in 2012, he was serving his second term on Springfield’s City Council and preparing to graduate from law school. He was also a trustee at his alma mater, Cathedral High School, where he dedicated countless hours to help rebuild the school following the 2011 tornado.

Since then, Fenton continues to serve on the City Council — including as its president from 2014 to 2016 — and is a shareholder at Shatz, Schwartz & Fentin, P.C., practicing in the areas of business planning, commercial real estate, commercial finance, and estate planning. He received an Excellence in the Law honor from Massachusetts Lawyers Weekly and was named a Super Lawyers Rising Star from 2014 through 2017.

Meanwhile, in the community, he is a founding member of Suit Up Springfield; a corporator with Mason Wright Foundation; a volunteer teacher at Junior Achievement; a member of the Hungry Hill, Atwater Park, and East Springfield civic associations; and an advisory board member at Roca Inc., which helps high-risk young people transform their lives.

Anthony Gleason II

Anthony Gleason II

Anthony Gleason II

Gleason was just 24 when he earned the 40 Under Forty designation in 2010. At the time, he was commercial sales manager at Roger Sitterly and Son, overseeing about 20 people, while also managing the operations of his own company, Gleason Landscaping, which at the time was bringing in $500,000 in annual revenues.

Today, he’s no longer affiliated with Sitterly, as his landscaping and snow-removal outfit now services all of New England, employing more than 100 people during the landscaping season and 300 during the winter. The firm grosses more than $10 million annually and is the 32nd-largest snow-removal company in the country. He also co-owns Gleason Johndrow Rentals, which has a portfolio of properties valued at $10 million. He’s also a co-owner of MAPAM-1, LLC and a director of Gleason Brothers Inc.

Meanwhile, Gleason is active with Spirit of Springfield, leading the largest cadre of volunteers for the annual World’s Largest Pancake Breakfast, serving on the organization’s golf committee, and sponsoring Bright Nights and the Bright Nights Ball. He has also donated landscaping services to a number of municipal and nonprofit projects.

Cinda Jones

Cinda Jones

Cinda Jones

Jones was a member of the inaugural 40 Under Forty class of 2007, chosen not just for her role as president of the Amherst Area Chamber of Commerce board of directors, but for her ninth-generation leadership of WD Cowls Inc., which managed timberland in 31 communities. At the time, she managed the company’s real-estate division and oversaw its sawmill and planing mill.

Since then, Jones has grown Cowls’ timberland base by more than 1,000 acres, closed the unprofitable sawmill, and built nothing short of a new town center, called North Square, in its place. She also hosts two major solar farms and is planning more, and sold the largest conservation restriction in state history; the 3,486-acre Paul C. Jones Working Forest raised $8.8 million and was named for her father. This year, she will add 2,000 more across to her conservation legacy.

Jones also stays active in the community with the Amherst Survival Center, donating her contractors’ time to mow and plow for this food bank and sponsoring community food-collection programs.

Eric Lesser

Lesser was chosen for the 40 Under Forty class of 2015 following his election to the state Senate in November 2014. Elected at just 29 years old, he represents nine communities in the First Hampden & Hampshire District. His legislative agenda focuses on the fight for greater economic opportunity and quality of life for Western Mass., with initiatives around high-speed rail, a high-tech economy, job training, and innovation in government. He also spearheads the Senate’s agenda on millennial issues, including technology policy, student debt, and greater youth engagement in public affairs.

Since 2015, in addition to securing several leadership positions in the Legislature, Lesser has been overwhelmingly re-elected senator twice, and has authored several pieces of successful legislation, including lowering the cost of Narcan for first responders, which has contributed to a decrease in the Commonwealth’s overall opioid deaths for two straight years.

Lesser has also supported economic programs that bridge the gap between Boston and Springfield and has secured hundreds of thousands of dollars for area organizations, including Valley Venture Mentors, the Women’s Fund of Western Massachusetts, Greentown Labs, and more.

Meghan Rothschild

Rothschild, then development and marketing manager for the Food Bank of Western Mass., was named to the 40 Under Forty class of 2011 mainly for her tireless work in melanoma awareness. A survivor herself, she began organizing local events to raise funds for the fight against this common killer, and launched a website, SurvivingSkin.org, and TV show, Skin Talk, that brought wider attention to her work.

Since then, Rothschild has stayed busy, increasing her profile with the Melanoma Foundation of New England and IMPACT Melanoma, and hosting a community talk show on 94.3 FM. Most notably, however, she has grown Chikmedia, a woman-focused marketing firm, into a true regional force. The firm recently marked its fifth anniversary and continues to expand its roster of clients, community workshops, branded events, and social-media impact.

Rothschild also teaches at Springfield College and is a board member at the Zoo at Forest Park, donating her time to its marketing and PR initiatives. She has also participated in events benefiting the Holyoke Children’s Museum, Junior Achievement, and a host of other groups.

Features

This Isn’t Your Grandparents’ HR Department

By Michael Klein

Michael Klein

Michael Klein

When Showtime network’s Wall Street drama Billions launched its fourth season this year, most viewers did not realize one of its main characters is modeled after a job that exists in the real world — a role that is quite familiar to business coaches and HR directors who have specialized training in mental health.

In fact, in companies similar to the fictitious Axe Capital on Billions, the role of the in-house performance coach and psychiatrist Wendy Rhoades is not new. Wall Street traders have used psychologists and psychiatrists for years to make sure that they maximize their confidence, optimism, performance, and earning potential in stressful and highly demanding situations.

It’s impossible to work effectively in any job without running into roadblocks periodically. The character of Wendy Rhoades has had an important educational impact. We know that one of the biggest differentiators regarding success at work is managing internal roadblocks and reacting thoughtfully to external ones. While a few industries understand the benefit to the bottom line in having highly trained, in-house advisors and coaches for employees and managers, most haven’t caught on yet.

This is not personal therapy or counseling at work like employee-assistance programs (EAPs). It is helping employees perform at peak capacity in their jobs based on their own drive to do well and manage barriers at work.

On Wall Street, the work of Ari Kiev is often referenced as the first clear example of this unique in-house role in businesses. Kiev, a psychiatrist, focused early in his career on depression and suicide, leading ultimately to a career helping athletes and Wall Street traders achieve peak performance.

By studying their behavior patterns and subconscious fears, he helped traders gain insight into their tendencies toward denial and rationalization that could subvert their investment goals. He helped traders develop visualization and relaxation techniques to escape their fear of failure and achieve their performance goals.

It is critical that companies and their employees know these are not medical or psychiatric interventions. Referrals to local therapists can be made when the conversations steer toward personal issues and history.

Many people confuse this with therapy because it does involve conversations about personality, behavioral habits, and self-awareness. But this work at small companies with managers and employees is not about mental health; we don’t discuss parenting, family, substance-abuse, or any other personal issues. It is exclusively about work performance and professional development.

Chicago-based management psychologist Gail Golden believes the psychologist’s toolkit is relevant and tremendously useful in this role.

“Reframing, confrontation, changing perspectives — all of these can rapidly accelerate performance when used by a professional,” she said. “A large part of performance coaching is about managing energy — teaching leaders to utilize their physical, emotional, mental, and spiritual energy for maximum stamina and effectiveness.”

Unlike the Billions coach’s focus on maximizing performance in service of profitable stock trades and income potential, in-house psychologist-advisors work with a much broader variety of issues, including:

• Staff supervision;

• Interpersonal communication;

• Career development;

• Organizational change;

• Team effectiveness;

• Employee conflict;

• Role clarity;

• Transition management;

• Working with new leaders; and

• Other topics related to work roles, responsibilites, and performance.

While these types of ‘soft skills’ are often addressed via training workshops and seminars, data shows that, without one-on-one coaching, these skills typically do not transfer from the classroom to the job. And even when they do, they are quickly lost without ongoing attention and energy.

While these topics often overlap with the responsibilities and tasks of human-resource professionals, a key difference lies in the (part-time) on-site coach’s objectivity, ‘outsider’ status, and not being part of the organization’s HR department or management processes.

When managers and employees consult with an in-house psychologist or performance coach, they know the insight, advice, and challenges they are confronting are designed to help them be more productive, advance their career, or minimize some difficulty they are having at work. They share information and concerns they would never share with HR, or any other employee, for fear of it hurting their career, getting back to their manager, or, often, just causing painful embarrassment.

What many companies haven’t realized is that having a highly trained and experienced professional in this role can benefit the organization, whether it results in a better manager, higher-performing employees, less workplace conflict and drama, or simply greater employee-driven professional development.

Michael A. Klein, Psy.D. is a Northampton-based performance advisor and business coach. Klein, who holds a doctorate in clinical psychology, has worked with small and mid-size businesses in the Pioneer Valley in an on-site capacity since 2008, including Paragus Strategic IT, American Benefits Group, and Westside Finishing, among others; (413) 320-4664; [email protected]

Features

Striking a Chord

By Kayla Ebner

Evan Plotkin has always been a firm believer in the arts as an economic-development strategy and vehicle for “changing the conversation about Springfield,” as he likes to say.

And this belief has manifested itself in a number of ways, from the manner in which he has turned 1350 Main St. (the downtown Springfield office building he co-owns) into a type of art gallery to the sculptures he has helped bring to the central business district, to his long-time support of the Springfield Museums and other institutions.

But perhaps the most visible, and impactful, example of his work to use the arts to bring people — and energy — to the city and its downtown is the annual Springfield Jazz & Roots Festival, the sixth edition of which is slated for Aug. 10.

“We’re putting a light on Springfield that is very positive,” said Plotkin, one of the founders of the festival. “The reputation of the jazz festival has been very positively received throughout the music world, regionally and beyond. That has a lot of benefits to changing the conversation about Springfield; you can talk about a lot of things about Springfield, but now you can add the festival to those things.”

The festival strives to connect people of all ages, races, and backgrounds through music and the arts, said Plotkin, and also connect people to Springfield, a city clearly on the rise.

The festival is known for bringing both established and up-and-coming artists together to perform on the same stage — actually, several stages. The 2019 festival headliner is Elan Trotman, who will perform on a stage in the plaza at MGM Springfield at 10 p.m., kicking off the festival’s after-party.

Other performers of the day are split between two stages of equal importance in or near Court Square; the Charles Neville Main Stage and the Urban Roots Stage will offer performances simultaneously.

Artists for the 2019 lineup include Cory Henry and the Funk Apostles, Elio Villafranca & the Jass Syncopators, Tia Fuller, Samite, Firey String Sistas!, Kotoko Brass, Molly Tigre, Convergence Project Trio, Tap Roots, and the Holyoke Community Jazz Ensemble. Local artists from the Springfield area include the Billy Arnold Trio, Bomba De Aqui, and Ryan Hollander.

This year marks the festival’s second without Charles Neville, member of the Neville Brothers and beloved performer at the event, who died in April 2018. Neville’s wife, Kristin, co-founded the event with Plotkin and Blues to Green, a nonprofit organization that uses music to bring people together through performances, and hopes to unite people from many different communities in Springfield that share a common love for art and music.

The organization also works to create a more positive image for Springfield and help erase negative perceptions about the City of Homes. Plotkin told BusinessWest that Charles Neville’s impact on the festival lives on through the performances at the annual event.

“I think he really believed in the healing power of music and its ability to bring people together as one people,” said Plotkin, adding that Neville acted as a guiding light for the festival. “His presence spoke more than almost anything.”

The free outdoor festival has drawn thousands of people to Court Square, giving people the opportunity to meet other music lovers. The $200,000 budget for the event comes completely from sponsors and volunteers.

Plotkin said support for the event has been tremendously helpful, and the positive reactions from attendees are what drive the producers to make it bigger and better each year.

“I love the fact that people are so animated and excited about the music,” said Plotkin, adding that the music ranges from Latino bands to blues artists to gospel singers. “The audience embraces the variety of different genres and feels like this is something that belongs to them.”

Hollander, one of the local artists set to perform at the 2019 festival, agreed that jazz music has the ability to bring people together. “I think jazz music is intended to be the music of the people,” he said.

City on the Rise

The Springfield Jazz & Roots Festival comes at a time where the arts are playing a significant, and growing, role in the revitalization of Springfield and also in creating a better vibe in the city. Examples abound, including everything from high-profile, MGM-organized concerts at the MassMutual Center (Stevie Wonder and Cher have performed, and Aerosmith is booked for this summer) to Fresh Paint Springfield, a mural project downtown that has changed the face of many buildings and structures.

“I think this festival coming off of the mural festival is going to push us forward in terms of really positive impressions that people will have about the city,” Plotkin said.

Hollander agreed, noting that the opening of MGM and other initiatives have created more vibrancy and more nightlife, complemented by a greater police presence and, overall, fewer concerns about crime and safety.

“I think that Springfield is definitely on the rise,” he told BusinessWest. “The general downtown just feels safer in most parts. I think any time we find other things to occupy ourselves with, we’re less likely to resort to crime or violence. The festival is an opportunity to do something non-violent and be entertained.”

In 2016, Jazz Times magazine named the Springfield Jazz & Roots Festival one of the best jazz festivals to attend, and Plotkin hopes the event can continue to grow in both size and stature.

“The jazz festival helps to define the downtown from its walkability,” he said, adding that his goal would be to model the festival after other famous ones in the region, like the Newport Jazz Festival, and set up several different stages and venues around the downtown area.

“Ultimately, a really cool concept to grasp is how walkable the city is, because that implies that it’s safe,” he said. “A walkable city is a safe city. The more people who are walking the streets, the less worries you have about crime and safety.”

As an example of this phenomenon, he cited the underpass that connects the downtown with Riverfront Park, which has been painted into a Dr. Seuss mural by John Simpson. This connector, Plotkin said, used to be a place where people did not want to go because they were afraid to cross the highway to go to the riverfront.

“Now, by painting that underpass and creating activities on that side of the river as well as downtown, you’re creating this connector,” he explained, adding that the jazz festival acts similarly, showing how possible it is to bring all communities in Springfield together as one. “We haven’t reached that ultimate goal of having this festival throughout the downtown, but by doing the jazz festival, you can see the potential of what can happen if we carry this throughout downtown.”

Plotkin remembers a time in his early 20s where he was able to walk to bars and restaurants downtown and feel completely safe, and feels that Springfield is making its way there once again.

“I think, today, it’s the safest the city has ever been downtown,” he said. “And it can only get better as we finish construction on several parks and as we start to program them with music. That’s where a wall becomes a bridge.”

Features

A Different Time

Jessica Roncariti-Howe, here displaying one of her own paintings

Jessica Roncariti-Howe, here displaying one of her own paintings, says efforts to shine a spotlight on the arts and culture is just one of the ways the Greater Chicopee Chamber is working to build a stronger community.

Years ago, joining the local chamber of commerce was a knee-jerk reaction for a new business or a venture moving to a new community. Today, it’s far less a given, especially with the budgetary and time constraints facing all business members. To attract and properly serve members — and their communities — chambers must focus on creativity and collaboration, as we learned from several chamber leaders relatively new to their roles.

They call it ‘Run the Runway.’

Because that’s what you do.

Indeed, participants in this reincarnated version of the Greater Chicopee Chamber’s fundraising 5K road race actually run down the runway at Westover Air Reserve Base on part of the course. They traverse roughly three-quarters of the main runway’s length, turn off along one of the aprons, pass under the wing of one of the giant C-5s, and then back again.

The second edition of the event will be staged June 8, and while the inaugural run was hugely successful, this year’s version will raise the bar much higher — and probably raise considerably more money. That’s because organizers have added a large ampersand to the event logo, as well as the words ‘Festival’ and ‘Car Show.’

“This used to be a minor fundraiser, but now it’s probably our biggest,” said Jessica Roncariti-Howe, president of the Greater Chicopee Chamber of Commerce. “And having our major fundraiser be an event that is signature to Chicopee and highlights some things are very unique to our city is really heartening to us; it’s very exciting.”

“We try very hard to stay away from the ‘mingle around the bar with a glass of wine’ model; our goal is to bring some fun to everything we do.”

Thus, Run the Runway is in many ways a solid example of changing times for area chambers of commerce and the need to adapt to these changes. In this climate, chambers are being more creative, finding ways to bring more value to members and the communities they serve, and doing far more partnering and collaborating — with other chambers, different business- and economic-development-related agencies, and civic groups.

In the case of Run the Runway, these partnerships are with Westover itself, Westover Metropolitan Airport, and the Galaxy Community Council, said Roncariti-Howe, who is one of several area chamber leaders relatively new to their assignment — she’s been at the helm for roughly two years.

For this issue, BusinessWest talked to several of the region’s new chamber leaders about their work, how it is changing in many ways, and what chambers must do to remain relevant and maintain strong membership at a time when joining such an organization is far from the given it was a generation ago.

Claudia Pazmany is another of these new chamber leaders. She took the helm at the Amherst Area Chamber of Commerce roughly a year ago, at a critical time in the history of the agency.

Indeed, the Amherst chamber had gone through several directors over the previous decade and had become a volunteer organization for a short time before the board handed the reins to Pazmany, a veteran development strategist and consultant — she’s worked for agencies ranging from Providence Ministries for the Needy to CHD’s Big Brothers Big Sisters of Hampshire County — with the goal of putting the chamber on far more solid footing.

She told BusinessWest her basic strategy has been to raise the chamber’s profile, inject some energy, and establish the chamber as a valuable resource for members, and she believes she’s achieving results. Those efforts are summed up nicely in the name she chose for the newsletter she distributes weekly: “In Your Corner.”

Claudia Pazmany

Claudia Pazmany says signing on with a chamber is the easy part for a business. Leveraging membership and getting the most of it takes some work.

“I’ve been reintroducing the chamber to people and sending a consistent message — we’ve really upped our game with our e-contacts and e-newsletter,” she said, describing these efforts as ‘Marketing 101,’ but something that wasn’t being done at the chamber.

She added quickly that there are many challenges facing chambers today, and, more than ever, these agencies must be focused on those three letters so well-known to everyone who sells a product or service: ROI.

Diana Szynal, executive director of the Franklin County Chamber of Commerce (FCCC) since late last fall, agreed.

Szynal was looking for a challenge — and a job, really — after coming up short in her bid to succeed the late Peter Kocut, the state representative she served for many years as district representative.

She said the chamber job is in many ways a natural for her because she can easily find a number of similarities between serving constituents and serving business owners — and the communities of Franklin County.

“This was a natural progression, to trade constituents for businesses. In both cases, there’s a lot of listening and responding to what you hear,” said Szynal, adding that the FCCC will be celebrating its centennial this year, a milestone that will be marked in a number of ways.

As it looks toward the next hundred years — or even the next few years — the goal will be to continuously find new and different ways to make membership not a cost, but an investment — a challenge shared by all the area chambers.

Mission Statements

As Roncariti-Howe talked with BusinessWest in the Greater Chicopee Chamber’s conference room, the office was noticeably quiet.

She was the only one in that moment — and in a few weeks, she noted, that would be the situation for some time to come.

Her two staff members are both leaving the agency (one is going to work in the mayor’s office), leaving Roncariti-Howe alone — and also with a chance to take a hard look at the organization and perhaps do some restructuring and reorganizing.

Again.

Indeed, she went through this same scenario roughly a year ago, she noted, adding quickly that finding, retaining, and ultimately replacing talent is just one of the challenges she’s taken on since coming to the chamber after several years spent in nonprofit management, most recently with the AIDS Foundation. And she acknowledged that she’s certainly not alone.

“I tell people I’m in their corner. I want people to know that we’re reliable, we’re consistent, and our marketing is here to support them; we’re here to highlight our members.”

Other challenges include membership — numbers are way down from years ago, when chambers were able to include health insurance to members as part of their package, and maintaining current levels is always a struggle — as well as finding new and creative ways to engage members and bring value to their participation.

Roncariti-Howe explained her work this way: “Working for a nonprofit, I always served one mission. This job gave me the opportunity to serve 300 — to figure out what helped the local business community, what made all these individual organizations tick, and how to build relationships among them and bring them together.”

To explain how she goes about all that, she summoned two words that provide some alliteration — ‘creativity’ and ‘collaboration’ — and offered a quick explanation.

“Creativity manifests in the form of creating events that are either in unique or attractive venues or have some sort of draw that’s different than what other people would typically get,” she said. “We try very hard to stay away from the ‘mingle around the bar with a glass of wine’ model; our goal is to bring some fun to everything we do.”

Diana Szynal

Diana Szynal, who recently took the helm at the Franklin County Chamber of Commerce, says collaboration is the key to getting things done in that rural region.

A few decades ago, chamber leaders didn’t have to worry much about providing fun — or about membership in general. Pazmany, like the others we spoke with, noted that, in the past, chamber membership was in many ways a knee-jerk reaction for new business ventures or those moving into a community. Today, it is anything but, especially with the time and budget constraints facing small-business owners today.

So the chamber has to make membership worth the time and expense, said those we spoke with, adding that this is being done in a number of ways, from offering resources to providing valuable content in newsletters, and creating networking opportunities that, as Roncariti-Howe noted, go well beyond a glass of wine at the bar.

“I tell people I’m in their corner,” said Pazmany, adding that her chamber lives up to the name on its publication. “I want people to know that we’re reliable, we’re consistent, and our marketing is here to support them; we’re here to highlight our members.”

Working with graduate research students at UMass Amherst, the Amherst Area Chamber, which also represents Hadley, Pelham, and other communities, has worked to fill holes on its website and update Google Analytics to provide optimal exposure for members on that website.

“Some people’s member listings are coming up higher than their own,” said Pazmany, with a large dose of pride in her voice, adding that this is one of the ways the chamber is providing value and ROI. “We want to remind people that a chamber membership can be part of their marketing plan, and if they do it well — meaning they’re networking, they’re showing up at events, they’re sponsoring an event or speaking at an event — they can really benefit.

“But they need to take full advantage of it — it’s a partnership,” she said of chamber membership. “Signing on is the easy part; it’s how you show up. You get out what you put in.”

Concepts That Are Taking Off

That’s especially true with the FCCC, which, as that acronym denotes, represents not a city or a few communities but an entire county, one populated by small and very small communities, some with fewer than 100 residents.

“We try to focus on things that can help county-wide,” said Szynal. “We focus on supporting businesses and social-service agencies — we have many of them in this region — but we also focus on tourism and especially outdoor recreation, and in doing that, we’re able to help communities across the entire county. We’re unique — most chambers are much more focused in terms of the number of communities they serve — and we have our hands full, but we’re doing it.”

And doing it largely through a focus on collaborative efforts with other agencies — because that’s how things get done in such a rural setting, she went on.

“I’ve learned there’s a huge amount of collaboration up here, more so than I’ve ever witnessed anywhere,” she explained. “Businesses and organizations really want to work together to grow the economy in Franklin County and make this a place that’s great to live and work in, and it’s very encouraging to see that; by working together, we can do so much more than we could by ourselves.”

Those sentiments bring us back to Run the Runway.

Only a few years ago, the chamber was hosting a 5K run as one of many annual fundraisers, said Roncariti-Howe, adding that, by collaborating with the Galaxy Council and other entities, it has become a much larger community event.

As noted earlier, the run is a particularly poignant example of what all chambers must do today to effectively carry out their missions — collaborate, be creative, and focus on ways to not only serve members, but strengthen the communities they serve.

The Greater Chicopee Chamber is doing that in a number of ways, said Roncariti-Howe, who had only to gesture around the conference room to get that point across.

“They need to take full advantage of it — it’s a partnership. Signing on is the easy part; it’s how you show up. You get out what you put in.”

Indeed, that room — and the outside rooms as well — were crowded with works of art as part of the Lights on Art and Culture program, which, as the name suggests, puts a spotlight on the arts by engaging local businesses, and the chamber, in displaying the works of local artists, a constituency that now includes Roncariti-Howe, who showed off one of her paintings.

“We do this quarterly, and we do something different each time,” she said, adding that the most recent offering featured live music, tours of new living units in redeveloped mills, food trucks, and more. “It’s a collaboration among the chamber, Cultural Council, city, and downtown businesses, and it’s one of the ways we support our local businesses and our community, which is an important part of our mission.”

Szynal agreed, noting again that, with the FCCC, ‘community’ means one city (Greenfield) and 25 small towns with a total population of roughly 70,000 people.

“There are differences among the communities and what their focus points are,” she said. “But they’re all unique, and they all contribute to the rich fabric here in Franklin County in their own special way, and we work to support each one of them.”

Bottom Line

Pazmany told BusinessWest that some of her members had remarked that there weren’t enough pictures of her in “In Your Corner.”

“I told them that it’s not about me, it’s about them,” she said with a laugh. “It’s all about our members.”

It always has been, but today, that mantra is even more important than at any time in the past. And as these chamber leaders noted, it’s not about getting members, it’s about providing value to them, retaining them, and working with them to improve their community.

That’s why you can now run the runway — and many people are.

George O’Brien can be reached at [email protected]

Features

Getting Creative

Kristin Leutz

Kristin Leutz says the inaugural Innovation Fest will provide a solid foundation on which to build.

HUBweek in Boston. Denver Startup Week. The Tom Tom Summit & Festival in Charlottesville, Va. South by Southwest in Austin, Texas.

These are just a few of the many highly successful and very well-attended entrepreneurship and innovation events now taking place across the country.

Some of them go on for a few days, others for a whole week, as their names make clear, said Kristen Leutz, executive director of Springfield-based Valley Venture Mentors (VVM), who has been to Startup Week and will likely attend some of those other gatherings in the months and years to come as she seeks to learn more about entrepreneurship ecosystems, how they work, and how they can be developed and expanded.

For right now, though, she’s busy putting together the latest addition to that list of summits. It will be called the Springfield Innovation Fest, or SIF for short, although its probably too early for an acronym to take hold.

Indeed, Leutz and her team at VVM are essentially starting from scratch and scrambling to pull things together for the June 12 event, to be staged at the Innovation Center on Bridge Street in Springfield. As she tells the story, those at VVM had been thinking about and talking about a summit — an event that would showcase this region’s burgeoning entrepreneurship ecosystem (and the many other things that are happening in and around Springfield) and take VVM’s Accelerator Awards banquet to a new and much higher plane. But they were initially focused on 2020, a round-number year with all kinds of meaning — until they decided not to wait that long to get the ball rolling.

“We decided to do this on a very short time frame,” she said. “Once we came up with the vision, we were all excited; we didn’t want to wait a another year. We said, ‘let’s lean into it and see what we can pull off.’”

Leutz told BusinessWest that the Springfield Innovation Fest certainly has a long way to go before it can be mentioned in the same sentence as those events in Boston, Denver, Central Texas, and Northern Virginia, but one has to start somewhere, create some buzz, and continually build on the foundation that’s been laid, and that is the very informal business plan for the festival.

“We decided to do this on a very short time frame. Once we came up with the vision, we were all excited; we didn’t want to wait a another year. We said, ‘let’s lean into it and see what we can pull off.’”

“Startup Week certainly wasn’t built in a day — or a week,” she said. “We want to see if we can gain some excitement and momentum for next year.”

The inaugural event, still very much in the planning stages, as noted, will feature a number of speakers, ample amounts of networking, and opportunities to get a taste of Springfield — figuratively and quite literally, with tours of the Springfield Museums and Fresh Paint mural art, as well as a visit to What’s on Tap Wednesday.

There are many goals for this year, said Leutz, listing everything from celebrating this region’s history of innovation and ‘firsts’ to recognizing the winners (and all the companies) in this year’s VVM Accelerator class, to moving the needle when it comes to putting Springfield and this region on the map as a startup and innovation hub.

“In the vein of these other festivals that showcase the startup and innovation economies, I thought that, given all that’s happening in Springfield, it was time for our own startup event,” she explained. “I want visibility for the work of entrepreneurship and innovation and how it affects our economy and how it affects traditional businesses as well as startups.

“The idea of being innovative goes beyond a startup company — it infiltrates everything that we do,” she went on. “Springfield is a city of firsts, and we really believe in that heritage and history, and we want people to see that it still is a city of innovation.”

For this issue and focus on business innovation, BusinessWest talked with Leutz about the launch of the SIF, what to expect this year, and where this summit can go in the years to come.

Summit Meeting

“How to Bootstrap the Bejeezus out of Your Startup.” “Think Like a Placemaker Transforming Neighborhoods.” “Future Forward: Live Better with Innovation in Healthcare.” “How to Help Female Founders Succeed (and Every Other Founder, Too).”

These are titles for just some of the presentations scheduled for the SIF, said Leutz, noting that they will cover two tracks — a startup track and an innovator track — and feature speakers that include both young entrepreneurs and leaders of several of the groups within that aforementioned entrepreneurship ecosystem.

And these presentations represent just one aspect of the festival, she went on, adding that there will be, as mentioned, several breaks for networking and collision-making, a showcase and lunch at which attendees can meet the VVM Accelerator and Summer Collegiate Accelerator startups as they showcase their businesses and compete for ‘VVM bucks,’ and also a pitch competition featuring the top five in the Accelerator and the awarding of prizes.

The full lineup is still very much a work in progress, even at this late date (remember, they started late), and the general ideas are to both call attention to the growing startup community and innovative energy in the region, and also give attendees something to take back home — whether that’s across the state or maybe cross-country (although that’s more likely to happen down the road).

This is the formula that those festivals mentioned at the top have followed, said Leutz, noting that many of them are works in progress as well.

That’s certainly the case with HUBweek, which was launched just three years ago, but now brings together attendees from 59 countries, 46 states, and 38 industries, according to the event’s website. Marketed as a gathering “where art, science, and technology collide,” HUBweek was founded by the Boston Globe, Harvard, MIT, and Massachusetts General Hospital, and its website describes it as “a giant petri dish welcoming impact-oriented artists, entrepreneurs, researchers, executives, makers, and up-and-comers. HUBweek brings together the curious, those building our future.”

Startup Week in Denver is in many ways similar, said Leutz, adding that she attended last fall’s festival and came away inspired to bring something with the same vibe, and energy, to the City of Homes.

“It was incredible,” she said, using that adjective to describe the scope of the show, the depth of the speakers, and the amount of planning and marketing that went into the event. “They had 1,000 applications for talks.”

While something to aspire to, these shows more importantly represent a model that can be replicated on a considerably smaller scale, she said, adding that, like the Boston show, she wants an event where worlds can collide, and, like Denver, she wants a “community-created event,” where people submit ideas for talks.

For this first show, organizers have put together a schedule of talks targeted toward entrepreneurs and would-be entrepreneurs, and ‘innovators,’ a broad constituency to be sure, said Leutz. Speakers, many of them still to be confirmed, include Christian Lagier, executive director of TechSpring; Mo Reed-McNally of the MassMutual Foundation, and Laura Masulis, transformative development fellow with MassDevelopment (they’re handling the talk on transforming neighborhoods); Bill Cole, leader of Living Local, and Tessa Murphy-Romboletti, director of SPARK EforAll Holyoke, who will lead a discussion titled “How to Revive Main Street”; and Daquan Oliver, president of WeThrive, the first-prize winner in last year’s VVM Accelerator Awards.

As for this year’s Accelerator class, it is smaller — by design (16 companies) — in order to provide more in-depth, customized support to the startups, said Leutz, adding that a smaller group enabled VVM to have a higher ratio of entrepreneurs in residence to startups.

Meanwhile, some of the cash traditionally handed out at the annual banquet as prizes has been awarded already in order to help the startups advance their ventures, said Leutz, adding that there is still plenty at stake at the June 12 showcase and final pitch.

All-day passes to the SIF are $50 each ($45 each for blocks of three or more), and potential attendees can buy an extra ticket so an entrepreneur can attend for free, said Leutz, adding that the admission charge is essentially to cover the cost of the event. Sponsorship opportunities are available, starting at $1,000. For more information, visit www.valleyventurementors.org.

Getting Started

Like the companies taking part in the VVM Accelerator, the SIF is essentially a startup venture, Leutz acknowledged, and one with considerable promise to grow well beyond its current size and scope.

It will likely never be on the same level as HUBweek or Denver Startup Week, but like those other events, it provides an opportunity to bring several worlds together and spark more innovation.

SIF is not part of the local lexicon yet, but Leutz and her team believe it soon will be.

George O’Brien can be reached at [email protected]

Features

Driving Forces

Peter Picknelly says Peter Pan is taking steps

Peter Picknelly says Peter Pan is taking steps that make the company more agile, a necessary trait in a changing bus business.

Peter Picknelly says the higher prices that consumers are experiencing at the gas pump are a fairly recent phenomenon, with the surge coming over the past few months or so.

But in the bus business, such changes to the landscape can, and usually do, have a quick and profound impact. And Easter weekend provided ample evidence of this.

“Business was up 18% over the same period a year ago — we were really busy over Easter weekend,” said Picknelly. “When gas prices go up, we see an increase in ridership, and they’ve been going up.

“It’s almost instantaneous — when fuel prices go up, it hurts our customers, and they look for alternatives,” he went on. “Meanwhile, holidays are generally a pretty good barometer of how business is going overall, and we saw that Easter weekend.”

Elaborating, he said that fluctuating gas prices — they come down as often as they go up — are just one of the reasons why agility is perhaps the best quality a bus company can possess these days, and also why Springfield-based Peter Pan is currently taking a number of steps to become even more agile.

“It’s almost instantaneous — when fuel prices go up, it hurts our customers, and they look for alternatives.”

Indeed, the company is expanding its fleet — five new buses were recently delivered, and 10 more are on order, far more than the number replaced in what would be considered a typical year — and also adding new routes, hiring more drivers, and utilizing technology (a revamped website and a new app) to make it easier to know where all those buses are going and to buy seats on them.

Meanwhile, Peter Pan will soon have its own ticket counter at the Port Authority Bus Terminal in Manhattan, a long-awaited, very expensive, and logistically complicated undertaking that Picknelly said will give the company invaluable visibility in the city where it does its highest volume of business.

All these steps, as noted, are designed to make the company more agile and better able to thrive in an always-changing marketplace, but one where bus travel is seemingly as popular as ever, and perhaps even more so as younger generations eschew the automobile and look to other — generally simple and inexpensive — ways to get from here to there.

Peter Pan is currently in an expansion mode, adding new buses, drivers, and routes.

Peter Pan is currently in an expansion mode, adding new buses, drivers, and routes.

“What the buses specialize in is high-frequency service at very reasonable fares — and that’s what people are looking for,” said Picknelly, who described Peter Pan as “once again the fastest-growing bus line in America,” meaning it has held that distinction once, if not a few times, and he believes it does again, especially as he watches many competitors scale back.

For this issue, BusinessWest talked at length with Picknelly about why he feels he can make that claim and the specific steps that back up that boast.

Route Causes

Picknelly told BusinessWest that as part of the process of ordering those new coaches he mentioned — each with a price tag of roughly $550,000 — he a few other team members (his wife, Melissa Picknelly, vice president, and Marketing Director Danielle Veronesi, to be specific) spent a considerable amount of time recently trying out some options for the seats in those vehicles.

Decades ago, there probably wouldn’t have been a need for such an exercise — a seat was a seat. But that was then. These days, as with seemingly everything else you can buy, there are options, and lots of them.

“The average ride on our buses is three and a half hours, and we’re looking to make it as comfortable as possible,” he explained. “There’s a lot to look at with these seats — how the seatbelt clicks, how they adjust, how comfortable they are … the one I think we’re going to go with is actually an inch and a half lower than others, which we think will provide for a better ride.”

That attention to detail with seats speaks volumes about the overall mindset driving the company — pun intended. It’s a customer-based approach that is spawning a number of new initiatives, starting with the new buses and why they’ve been ordered.

Picknelly said the coaches the company buys, like workhorse planes bought by the airlines, can be in service for decades. But eventually they need to be replaced, and in a typical year the company will cycle out a least a few.
But this year’s order placed with Motor Coach Industries (MCI) is especially large and includes not only replacement buses, but ones needed to cover new routes and expected heavier traffic on some existing routes.

In that first category are new routes on Cape Cod and between New York, Philadelphia, and Washington, D.C.

On the Cape, the company, which in the past only brought riders as far as Hyannis, now services just about every community between there and Provincetown, said Picknelly, an aggressive expansion effort that began at the start of this year.

“We’re expecting that to be huge,” he said, adding that bus service can and should be viewed as an alternative to trying to drive to those communities, especially in the summer. “We’re running express service and we’re connecting in from Logan Airport, downtown Boston, and New York City — those are our biggest destinations to Cape Cod.”

Elaborating, he said the company currently runs eight buses a day between Boston and Hyannis, and will expand that number to 12 in the summer. Meanwhile, it currently runs two a day between Hyannis and Provincetown, and will at least double that with the summer schedule.

Further down the coast, the company recently (meaning just last week) expanded service between three of the biggest cities it serves — New York, Baltimore, and Washington — to essentially provide more options for customers.

“We currently serve Philly to New York, Baltimore to New York, and D.C. to New York,” he said, prior to the expansion of the schedule. “We’re now going be serving Philadelphia to Baltimore and Philadelphia to D.C.; we’re expanding our route to connect those cities together.”

The reason for such expansion is obvious — demand, he went on, adding that the company will start with seven buses a day to each city, but those numbers could rise.

And there could be still more additions to the schedule after the Encore Boston Harbor casino opens its doors next month, said Picknelly, adding that the company is in discussions with ownership about running buses from the casino to South Station and other connecting points, shuttles, and other work.

As he talked about all this growth and the potential for more to come, Picknelly said technology has played a big part in it. As one example, he cited a revamped website that went live just before Easter, one that not only heightens awareness of routes and schedules, but greatly simplifies the process of buying a ticket online.

And the buying public is moving increasingly in that direction, he said, noting that today, 80% of tickets are purchased online, a number that moves higher with each passing year, although there are still many who still walk up and buy at the counter — especially in New York, which explains the company’s huge investment at the Port Authority.

This heavy volume of online sales brings benefits for the customers, obviously, but also for Peter Pan, said Picknelly, adding that they take a lot of the guesswork out of scheduling and staffing buses.

“In the olden days, for lack of a better term, we would have a consistent schedule, seven days a week the same schedule,” he explained. “Now, because people buy tickets in advance — it’s a reservation and it’s a guaranteed seat — we know exactly how many people are going to be on the bus, and we modify our schedules accordingly.

“In many cases, our schedules are different on Tuesdays and Wednesdays than they are on Thursdays, and very different from what they are on Fridays, Saturdays, or Mondays,” he went on. “We adjust our schedule product based on consumer demand on a daily basis; before it was guesswork and ‘set it and kind of forget it.’ Now, we have staff looking at the numbers and the trends, and we adjust every day.”

Elaborating, he said that, if the 2 o’clock bus to Philadelphia is filling up, the company may well add a 2:30 run. And with a new app the company is rolling out in a few days, a customer can, among other things, change his or reservation from the 2 to the 2:30, if they know well in advance that they’re going to be running a little late.

The app will also make buying tickets even easier, because it will log previous purchases, recognize trends, and enable the consumer to rebook a schedule with one click, said Picknelly, adding that many of these developments are unique within the industry.

Also unique will be the ability to buy what Picknelly called ‘commuter tickets,’ 10 tickets at once, for example, at a discount price that consumers can load onto their phone and use whenever they want.

“No one else is doing that in our industry,” he said, using that phrase to refer to many of the recent innovations. “And these are things that we think are game changers.”

The Ride Stuff

Returning to the subject of online buying and the benefits it brings, Picknelly said the company can make adjustments for weather, holidays, special events, and, yes, soaring gas prices.

“If we know there’s a snowstorm coming, we can cut schedules and combine them,” he explained. “We’re able to forecast much better and adjust our product based on consumer demand. We’re much more agile than we used to be, and the consumer benefits from that.”

There’s that word again, and it’s a word you didn’t hear much when it came to transportation in general and bus companies in particular. But you do now, and Peter Pan keeps finding new ways to be agile and benefit from that important quality.

That’s a big reason why Picknelly believes that, once again, this is the fastest-growing bus company in the country.

George O’Brien can be reached at [email protected]

Community Spotlight

Community Spotlight

A rendering of the rail station expansion and renovation, scheduled to be completed this summer.

A Knowledge Corridor study before the Amtrak Vermonter line opened four years ago projected 28 riders per day at the Northampton station. In fact, the average is 59 for the two trains per day — a southbound run that arrives at 2 p.m. and a northbound train at 4 p.m., noted Masterson, the city’s Economic Development director.

“And that’s inconvenient service, in the middle of the afternoon,” added Mayor David Narkewicz. “If they made it convenient — get on in the morning, go to Manhattan, and come back the same day — it would be interesting to see the numbers. Even now, on the weekend, there’s a line around the parking lot, with students and other folks trying to use the service.”

The proposed broadening of the Vermonter service, which would bring two morning trains to Northampton and two more late in the day, will be supported by the expansion of the rail platform at the station. The project to lengthen it and bring it up to ADA code is expected to be completed this summer.

That’s been complemented by a series of major projects on the Pleasant Street corridor, from a $2.9 million infrastructure upgrade, making the street safer and more navigable for motorists, bicyclists, and pedestrians, to the completion of the roundabout at Pleasant and Conz streets and a number of residential and mixed-use developments along the thoroughfare.

Currently, Valley Community Development Corp. is building a $20 million, mixed-use project called the Lumberyard, which will feature 55 residential units, 3,100 square feet of retail space, and 2,200 square feet of office space.

Mayor David Narkewicz cuts the ribbon

Mayor David Narkewicz cuts the ribbon at the opening of Conway School of Landscape Design last fall.

“We’ve seen lots of development on Pleasant around the rail,” Narkewicz said, and with good reason. “Millennials and younger people want to live in a place where they don’t have to own a car — they want Uber, car share, bike share, access to rail, access to good bus service. And businesses and housing developers see that and are interested in locating here.

“The whole entrance to the city has been upgraded and improved,” he went on, “and in a way, it helps grow the downtown and creates another corridor for Northampton.”

It’s just one example, Masterson added, of the ways public and private investment spur each other, pumping new life into a city already known for its vibrant economic and cultural life.

It Takes a Village

Take, for instance, the impressive volume of work that continues in the Village Hill neighborhood, including a new, $4.1 million headquarters for ServiceNet and the $1 million renovation of a long-vacant Northampton State Hospital building that now houses the Conway School of Landscape Design.

“They used to be in Conway,” the mayor noted, “but they basically decided that students that want to go to a landscape school want to be in a more urban environment, so it’s a perfect fit, and we’re excited they’ve moved to Northampton.”

Meanwhile, the $6.5 million Columns at Rockwell Place transformed another long-dormant hospital structure into a 25-unit residence, with 12 units currently sold, five leased, and eight available. Behind that is Christopher Heights, an assisted-living facility that opened in 2016, and Village Hill Cohousing broke ground last fall.

“So you have this whole diversity of senior living, independent living, and you’ve got some commercial redevelopments, which is very exciting,” Narkewicz said. “And the campus itself has walking trails, open space, community gardens, and it’s only a 10-minute walk from downtown. So, from a sustainability standpoint, it fits the model of not wanting people building subdivisions way out on the edge of town that require roads, services, and more car trips. There’s even a bike-share station there, so you can hop on a bike and go downtown.”

In addition to the usual ebb and flow of small businesses, the Atwood Drive Business Park is fully open just off 1-91 exit 18, boasting a 60,000-square-foot building for the Family Probate Court and other judicial tenants, and two 40,000-square-foot buildings with a host of healthcare tenants, including Cooley Dickinson Health Care and Clinical & Support Options.

The $6.5 million Columns at Rockwell Place

The $6.5 million Columns at Rockwell Place transformed a long-dormant building into a 25-unit residence, one of many recent developments at Village Hill.

Meanwhile, the venerable Autumn Inn on Elm Street was sold last year for $2.25 million to Saltaire Properties, which specializes in breathing new life into outdated hotels. At 60% occupancy, the 32-room inn — which has been renamed the Ellery — would generate annual guest spending of $500,000 and room revenues of $1.1 million, in addition to $34,000 in property taxes and $66,000 in hotel taxes to the city.

And, of course, the cannabis trade continues to be an economic driver. Masterson noted that the city’s 0.75% meals tax brought in $171,000 from November 2017 through January 2018, representing taxes on $22 million revenue. Over the same three months a year later, following the launch of adult-use cannabis sales at New England Treatment Access (NETA), the figure was $187,000, a 9.3% increase that reflected $24 million in revenue.

“One can fairly assume that people who came to NETA also spent some money in the city, and a number of store owners recently said they had seen an uptick in business, so we’ll see if that continues.”

The mayor has been quick to temper people’s long-term expectations because, for most of that recent three-month period, NETA was one of only two recreational marijuana retailers in the state. Since then, INSA in Northampton began selling, and other communities, like Amherst and Chicopee, are expecting businesses to open soon.

“It’ll be interesting to see how the market shakes out once there are more available — and Connecticut and New York are moving quickly to legalize, too,” he said. “We definitely see a lot of Connecticut and New York plates.”

What he hasn’t seen is an uptick in crime or other negative impacts. NETA has been diligent in paying police officers to help manage traffic and renting parking from surrounding businesses and property owners to manage the rush, which was especially significant early on.

That bodes well for other cannabis businesses that have approached Northampton, not only on the retail side, but also manufacturers making food products, a testing lab, and a major cultivation facility to be located at a former gravel pit in Florence.

“For whatever reason, Northampton is viewed as a good place for the cannabis industry,” Narkewicz said. “We’ve been very open and welcoming, our zoning is straightforward and not discriminatory toward cannabis, and we did not put any caps on the number of retailers we would allow here, like many communities have.

“I think people feel Northampton has a kind of built-in visitorship and vibrancy and is a regional destination,” he went on, “so I think they feel like cannabis will incorporate well into the rest of the retail and cultural market here in Northampton.”

Show Time

Speaking of culture, Northampton continues to thrive on that front, thanks to successful developments like CLICK Workspace, which has melded co-working with a robust arts calendar at its Market Street location since 2016, and the purchase of 33 Hawley St. by the Northampton Arts Trust, which is spending $6.8 million to convert it into a multi-dimensional arts, cultural, and education center.

“That’s one reason tech entrepreneurs want to be downtown,” the mayor said. “They want to be in a place that has culture.”

Meanwhile, annual visitorship to the Academy of Music, Three County Fairgrounds, the Paradise City Arts Festival, Smith College Museum of Art, WEBS, Thornes Marketplace, the city’s hotels, and its major one-day downtown events totals nearly 1.24 million annually.

Northampton at a glance

Year Incorporated: 1883
Population: 28,483
Area: 35.8 square miles
County: Hampshire
Residential tax rate: $17.29
Commercial tax rate: $17.29
Median Household Income: $56,999
Median Family Income: $80,179
Type of government: Mayor, City Council
Largest Employers: Cooley Dickinson Hospital; ServiceNet Inc.; Smith College; L-3 KEO
* Latest information available

Northampton has seen a number of generational business transactions in recent years, as entrepreneurs who were part of the city’s original renaissance 30 to 40 years ago are retiring and passing their enterprises to family. The downtown also sees continual lateral moves, and vacancies fill quickly.

“We are still viewed as a very vibrant destination downtown where people want to locate their business,” Narkewicz said. “And they’re local businesses. We do have a few national chains, but mostly locally owned businesses.”

They’re drawn by the city’s low single tax rate — $17.29, which falls well below the commercial rate in nearby communities — but also by a culture of local loyalty, he added.

“People here support local businesses. Our neighbors are running these businesses, and the people who work in them are our neighbors, too, and when you spend money in these stores, it has a multiplier effect in the community.”

He said editorial writers have occasionally written the city’s obituary over the years, or at least wondered when the decline will occur, but when he attends conferences with other mayors and municipal officials, the feeling he gets is that everyone wants to be like Northampton.

“We’re proud of what we have here, but we don’t take it for granted, and we don’t rest on our laurels,” he told BusinessWest. “We continue to do what we can to promote local businesses and make strategic investments that will help our local economy grow and thrive, and provide jobs and revenues the city needs to provide the services we want to provide.”

It’s a cycle that keeps chugging along, like the morning trains that could start pulling into Northampton’s station later this summer.

Joseph Bednar can be reached at [email protected]

Features

The Stars Were Aligned

A high-resolution image of the black hole at the center of the galaxy known as M87.

A high-resolution image of the black hole at the center of the galaxy known as M87.

The image of the black hole in the center of the galaxy known as M87 that was released earlier this month was a groundbreaking development in many respects. It was the first direct visual evidence of a black hole, and it validated Einstein’s century-old theories of relativity. But it also put the spotlight on astronomers at UMass Amherst and a telescope, known as the LMT, that the university operates in partnership with the Mexican government.

Gopal Narayanan wasn’t totally sure, but he recalls that his gut told him “that we had … something.”

‘We’ is the collective that Narayanan, a research Astronomy professor at UMass Amherst, used to describe both his team stationed in April 2017 at the LMT (Large Millimeter Telescope) erected atop a 15,000-foot-high volcano in southern Mexico, and teams at seven other telescopes around the world. And the ‘something,’ as the world now knows, was what would become the first direct visual evidence of a supermassive black hole and its shadow.

Indeed, after a series of new conferences staged around the world announced the breakthrough on April 10, media outlets published what many would call a ‘photograph’ (see above) of the black hole at the center of Messier 87, or M87, as it’s called, a massive galaxy in the Virgo galaxy cluster, some 55 million light years from Earth.

It’s not a photograph in the traditional sense of the word, said Narayanan, but rather, as he’ll explain later, what amounts to a mathematical interpretation of data retrieved from those eight radio telescopes, known collectively as the Event Horizon Telescope, or EHT, a name that denotes the point at which light, matter, and other energy fall into a black hole.

From left: Aleks Popsefanija, Gopal Narayanan, and Peter Schloerb, members of the team at UMass Amherst that helped capture that first image of a black hole.

From left: Aleks Popsefanija, Gopal Narayanan, and Peter Schloerb, members of the team at UMass Amherst that helped capture that first image of a black hole.

While most of the world’s focus has been on that image, what it shows, and what it means — essentially validation of Einstein’s theories of relatively forged nearly a century ago — the collaborative effort that produced that image is an equally compelling and far-less-known story.

As is the large contribution made by UMass Amherst astronomers and the LMT, a facility the university operates jointly with Mexico’s Instituto Nacional de Astrofisica, Óptica y Electrónica (INAOE).

The LMT, at 50 meters in diameter, more than half a football field, is the world’s largest single-dish, steerable, millimeter-wavelength telescope in the world, said Peter Schloerb, UMass Amherst’s LMT principal investigator professor, and early on, those working to create the EHT recognized that it could play a vital role in those efforts.

Specifically, an initiative to create what would be become, in effect, a telescope the size of the planet, Schloerb went on, adding that, by combining results from large telescopes scattered across the globe, those searching for a black hole could create a virtual telescope some 9,000 kilometers in diameter.

“It’s quite rare to get eight telescopes scattered around the world in completely different geographic locations — northern and southern hemispheres, east and west — to all have good weather for a stretch of several days, which we did. And you also need to have all the telescopes working technically well, which we did. It took a lot of doing, and there was a lot of preparatory work that had to be done for this campaign.”

“Such a telescope would have the resolution power to detect an orange on the surface of the moon or read the words on a quarter held up in Los Angeles — from Washington, D.C.,” said Schloerb, adding that getting this global telescope network in sync is a huge feat.

Narayanan agreed, noting that, to eventually create that image broadcast to the world earlier this month — nearly two years after the data was actually collected — all eight telescopes had to be operating in perfect weather and with all instrumentation functioning properly, a difficult assignment, especially for the four-day window that was needed.

“It’s quite rare to get eight telescopes scattered around the world in completely different geographic locations — northern and southern hemispheres, east and west — to all have good weather for a stretch of several days, which we did,” he explained. “And you also need to have all the telescopes working technically well, which we did. It took a lot of doing, and there was a lot of preparatory work that had to be done for this campaign.”

In many ways, the image of the M87 black hole justifies decades of hard work at the LMT, a facility located in a challenging environment that has seen its share of struggles over the years, noted Narayanan, adding that the project puts the full potential of the facility on display.

“This is a fantastic validation of all the effort we have put in on the LMT,” he said. “It shows that the telescope works and that it can do ground-breaking science.”

The LMT (Large Millimeter Telescope) in Mexico

The LMT (Large Millimeter Telescope) in Mexico is operated jointly by UMass Amherst and Mexico’s Instituto Nacional de Astrofisica, Óptica y Electrónica.

And the LMT will certainly play a large role in what will hopefully happen next when it comes to capturing images of black holes, said Narayanan. This includes attaining similar images of the black hole at the center of the galaxy known as Sagittarius A* — data is still being collected on it — and it might also include what he called a movie of a black hole — again, not one in the traditional sense (more on that later).

For this issue, BusinessWest talked at length with Narayanan, Schloerb, and astronomy graduate student Aleks Popsefanija about the black-hole project and what will likely come next.

It’s All Relative

Returning to the subject of those observations captured by the EHT, Narayanan said they reveal the image of a black hole and the event horizon surrounding it.

The bright yellow and gold colors seen in the bright ring, which results from the incredible pull the black hole exerts on nearby matter, are not real, he told BusinessWest. They were chosen to convey the intensity of the emissions.

“Typically, astronomers use orangish-red hues to show when things are hot,” he explained. “These are super-hot objects around the black hole.”

This image has been literally decades in the making, he went on, adding that, while scientists have long coveted visual proof of a black hole to validate long-held theories on these mysterious and massively powerful objects, until recently, attaining one was merely a pipe dream.

The key to making it reality is the EHT and an earth-sized telescope it creates, said Popsefanija, an Amherst native who told BusinessWest that, after earning a degree in physics at Carnegie Mellon University in 2014, he was looking for a job, and his search took him the Astronomy department at UMass Amherst. Just a few years later, he would be part of the team at the LMT that made history.

And part of a larger team that would work in sync to gather and coordinate the data from those eight telescopes, which was, as noted, as almost herculean feat.

At the heart of it all is a 1-millimeter-length receiver built for the LMT that would be used to collect the EHT data. Essentially, this receiver, what Narayanan called a “super-conducting mixer” not built specifically for this purpose, takes signals from the black hole, brings them to lower frequencies, digitizes the signals, and sends them on to data recorders.

This same work was being done at the other seven telescopes simultaneously, he went on, adding that synchronizing the telescope network was an exercise in extreme precision, to say the least.

The engineering team responsible for building the 1-millimeter receiver that was installed on the LMT and used for the EHT campaign

The engineering team responsible for building the 1-millimeter receiver that was installed on the LMT and used for the EHT campaign. From left to right, Joe Crowley (MIT Haystack), Gopal Narayanan (UMass), and Ron Grosslein (UMass).

“We had to have very accurate timing in the collection of data,” he explained. “We had to know when the signals arrived at each telescope to a precision of a nanosecond, which is one-billionth of a second.”

So, to get the image that was eventually shared with the world earlier this month, the stars have to be aligned, in every sense of that phrase, said Narayanan, from the weather to the instrumentation. And those weren’t the only challenges to be faced.

Indeed, at 15,000 feet, the view from the LMT is spectacular — for telescopes, as well as the people working at one — but it’s difficult working at that altitude, said Narayanan, adding that one can remain at that elevation for maybe a dozen hours because there is far less oxygen than there is at sea level.

“Every step you take is hard, and thinking is hard, because your brain lacks oxygen,” he explained, adding that these conditions necessitated the need for two teams that would work in shifts at the telescope. “You always question any action you take, and it’s very strenuous work. At the same time, driving up the mountain and seeing the entire world beneath you, seeing the clouds beneath you, is a wonderful and emotional experience as well.”

Through all of that, Narayanan had that gut feeling that the teams working at those telescopes around the globe had ‘something.’

“I had a great deal of confidence that we had collected great data,” he explained, adding that this data then had to be analyzed and vetted, a lengthy, nearly two-year-long process during which astronomers had to keep quiet about their groundbreaking discovery.

Coming into Focus

With that, Narayanan explained how the image was attained. As for what it shows — that asymmetric ring-like structure around a central dark region — this is equally groundbreaking.

Indeed, the findings, as laid out in six papers published in a special issue of the Astrophysical Journal Letters, essentially support Einstein’s theories of relativity and confirm what scientists have long theorized about black holes without actually ever seeing one.

“Professor Einstein’s work has stood the test of time,” he said. “It’s been nearly 100 years since he came up with the two relativity theories — a special theory of relativity dealing with traveling near the speed of light and a general theory of relativity to do with gravitation. Black holes are direct predictions from his GR, general relativity theory, and multiple experiments show the theory works, and works in extreme regimes.

“But this particular regime, a 6-million-solar-mass black hole, was thought to be a place that would really test the limits of that theory,” he went on. “Our big hope was that we would obtain an image that would conclusively prove there is a black hole, and that was without a doubt the case, and that’s the sweet part of this.”

Part of the team in front of the LMT. From left, Gopal Narayanan, Aleks Popstefanija, Sandra Bustamante, Antonio Hernandez (Crya, Morelia, Mexico), David Sanchez, and Lindy Blackburn.

Part of the team in front of the LMT. From left, Gopal Narayanan, Aleks Popstefanija, Sandra Bustamante, Antonio Hernandez (Crya, Morelia, Mexico), David Sanchez, and Lindy Blackburn.

This is uplifting in many respects, said Narayanan, before adding quickly that he would likely have been equally excited, if not more so, if the evidence didn’t support those long-held theories.

“Perhaps if we had found something that violated the predictions of Einstein’s theories of relativity, we would come up in new, uncharted territory that makes us rethink the theories,” he told BusinessWest. “And that’s the way we basically make progress.

“You make a model of the universe and go out and observe to see if that model can be validated by actual observations, which is reality,” he went on. “And then you find out that the theory is not quite right because the observations belie the earlier predictions; that’s how you make progress. That’s not to say we didn’t make any progress — we made a lot of progress.”

And in a many different ways, he said, adding that the M87 project has certainly laid the groundwork for further developments in the search for — and study of — black holes.

And also in the emergence of the LMT. UMass has been involved with that facility for 20 years now, said Narayanan, who offered a quick history lesson.

He said UMass was one of the birthplaces of the pioneering field known as millimeter-wave astronomy back in the 1970s. As part of that effort, the university’s Astronomy department built a 14-millimeter radio telescope just north of the Quabbin Reservoir called the Five College Radioastronomy Observatory, which it operated until roughly 10 years ago, providing training for a few generations of students.

Years ago, it became apparent that the department had achieved about all it could with a facility of that size and commenced a search for a larger telescope. That search led to a partnership with the Mexican government and specifically the INAOE, and eventually the construction of the LMT, which saw what the industry calls ‘first light’ in 2010.

The first receiver built onto it was designed not to look at black holes, but rather the first galaxies to be created after the Big Bang.

The chosen site, the Sierra Negra volcano in the Mexican state of Puebla, brings many benefits, including location (close to the equator), that made it a pivotal piece of the EMT puzzle, said Narayanan, adding that its performance in that project bodes well for the future.

And that includes more work on black holes, including the one in Sagittarius A*, a much smaller black hole than that at M87, with a 4 million solar mass. Astronomers are still collecting data on that object, said Narayanan, adding that there many additional challenges (on top of those already mentioned) when it comes to observing and studying a black hole in the center of our galaxy.

“It’s a smaller black hole, so things move around faster,” he explained. “Also, looking through our galaxy itself produces some scattering of the light coming from the center of our galaxy. But we’re working through the data, and we should produce some results soon.”

As for that movie he mentioned, that may also become a reality through efforts to expand and enhance the EHT process through additional telescopes and other additions.

“We can make multiple images and stack them together to make a movie, as it were, of how things vary around a black hole,” he explained. “And that has fantastic scientific implications that will tell us a lot of things about black holes and the structure of our universe.”

Bottom Line

The image of the black hole at M87 that sped across the globe soon became the star of the show when it came to the groundbreaking discovery — pun intended.

But, in reality, there were many stars, including the teams of astronomers who collaborated on the project, and the LMT itself, a facility that, as Narayanan noted, has put its full talents on display.

Moving forward, the challenge — and the opportunity — lies in building on this breakthrough.

And the stars seem aligned for that to happen as well.

George O’Brien can be reached at [email protected]

Community Spotlight

Community Spotlight

Mayor Will Reichelt

While the city will miss out on opportunities from its full ban on cannabis-related ventures, Mayor Will Reichelt says, there are new businesses of many kinds coming to the community.

West Springfield Mayor Will Reichelt recalls that, after his community’s City Council voted in the spring of 2018 to place a ban on any and all cannabis-related businesses, he received some texts from his counterparts in Holyoke and Westfield.

He doesn’t remember the exact wording of either one, but he told BusinessWest that they amounted to thank-you notes, as in — and he’s paraphrasing here, obviously — ‘thank you for the tax revenue that might be coming to our cities because it won’t be coming to yours.’

More than a year after that vote and those texts, Reichelt feels confident in saying that the full ban, while obviously well-intentioned, amounts to some missed opportunities for this community, for both the short and long term.

Indeed, West Springfield exists at the intersection of the Massachusetts Turnpike and I-91 (quite literally), and therefore, in many respects, it is the retail center of this region — complete with dozens of big-box stores, car dealerships, restaurants, and more — and draws people from across the region. But this retail hub will not include any cannabis dispensaries, despite a number of ideal sites for such facilities, resulting in, as those mayors pointed out in their texts, tax revenue that will go elsewhere.

But in Reichelt’s view, the ban has potentially deeper ramifications.

“A lot of our tax revenue comes from retail, most of it on Riverdale Street and Memorial Avenue; it’s car sales, it’s big-box stores — that’s a large portion of our commercial tax revenue,” he said. “And to not be open to new discussions, new ideas, and new businesses is going to hurt us in the long run because retail is changing; Amazon is coming, and not everyone is going to want to shop in Riverdale Plaza.

“If things change, we’re really going to struggle,” he went on, quickly adding that things certainly won’t change overnight or even over the next few years. “If we’re looking out 25 to 50 years, and West Springfield gets a name for itself that it’s not into these somewhat controversial but new and innovative business ideas, and the communities around us are, it will be easy to pass West Springfield by.”

Fortunately, at present, most traditional retailers, and consumers, have no intention of passing this community by. In fact, many retailers want in — and in a big way, for those reasons (and because of those roads) listed earlier. As an example, the mayor related the story of how Starbucks is very interested in landing a spot on Riverdale Street — specifically that very popular stretch south of I-91 — and how it will certainly be challenged to find one.

So while West Side won’t be entering the high-stakes competition for cannabis-related businesses any time soon, Reichelt and his administration will be focused on doing what this community has long been able to do — take advantage of its ideal location, already-deep portfolio of retail outlets, and heavy volume of traffic to attract more new businesses.

The team at 1105 Main: from left, Joe Stevens, Eric Waldman, Alex Waldman, and Liz Stevens.

The team at 1105 Main: from left, Joe Stevens, Eric Waldman, Alex Waldman, and Liz Stevens.

And it is enjoying success in this realm, as we’ll see later, with developments ranging from a new hotel on Riverdale Street to a new life for an old landmark just off Memorial Avenue, to the community’s first brewery just down that street.

Meanwhile, beyond those two main retail corridors, there are other intriguing prospects for development. One involves the property known to most as the United Bank building on Elm Street. That’s not its official name, but the bank has long occupied it and is therefore associated with it.

But United has all but moved out, and there us now a huge ‘for sale’ sign on the side of the property.

As the mayor gestured toward it while walking downtown with BusinessWest, he noted that, years ago, there were a number of a small storefronts within that footprint along the street. Turning back the clock and creating a new generation of destinations along that block would help build on growing momentum in that area of the city, he said.

Meanwhile, a former mill property along the Westfield River just over the line from Agawam is being gifted to the city by Neenah Paper, the manufacturer soon to vacate the property, said the mayor, adding that a number of new uses, including some residential options, are being explored.

These are just a few of the intriguing developments unfolding in West Side, a city that won’t be entering the intense competition for cannabis-related ventures anytime soon, but still has a host of other emerging business and economic-development stories.

Ale’s Well

Reichelt laughed heartily as he recalled the e-mail that is at the heart of a story he’s now told more times than he can count.

It was from his city planner, and typed onto the subject line was the phrase ‘Two Weeks Notice.’ Upon further reading, the alarmed mayor learned that this was not a reference to another job opportunity seized, but rather an update on the plans for an intriguing new business coming to the community.

“After that, I said, ‘can we just put ‘brewery’ in the subject line?’” said Reichelt, noting that the Two Weeks Notice Brewing Co., located in the former Angie’s Tortellinis facility since late last year, makes some nice IPAs, and has become a solid addition to the business landscape in West Side.

And it is just one of several of those over the past several months, including a new name over a familiar door.

That would be 1105 Main, an address, but also the name of a new eatery at the site of what would have to be considered a West Side landmark — the old Hofbrahaus restaurant.

Joe Stevens, who owned and operated that German restaurant with his wife, Liz, for decades, closed it roughly a year ago. The couple thought they had the building sold, but the deal fell through, prompting a reassessment of their plans.

“We starting talking about a theme restaurant,” said Joe, adding that what eventually emerged is a true family affair, involving sons Eric Waldman, who had been sous chef at a restaurant in Westchester County, N.Y. and was looking for a new and different challenge, and Alex Waldman.

Joe told BusinessWest they are calling this “an American eatery,” offering “familiar food with a twist.” As an example, he cited the lasagna, which is pan fried after it’s baked and includes a wild boar and bison bolognese.

The property at 1105 Main St. was substantially renovated for this makeover. The bar area, popular with regulars then and now, has a fresh look, as does the dining room, which has a brighter atmosphere and a hardwood floor, found underneath an inch of carpet glue after the old flooring had been ripped out.

The new eatery is drawing a mix of families and business people, said Joe, and it even complements another new business just across the street — Hot Brass, a firearm and bow range that shares space with Guns Inc., a seller of firearms.

“We like to say, ‘after you’re done shooting, come in for a shot and a beer,’” said Stevens, adding that a number of people have done just that, thus bringing still more vibrancy to the Memorial Avenue area that has changed dramatically over the past several years.

Indeed, the face of the street — home, of course, to the Big E — has been altered by the addition of Fathers & Sons’ new Audi and Volkswagen dealerships, as well a new retail plaza featuring a Florence Savings Bank branch and new stores in the Century Plaza.

West Springfield at a glance

Year Incorporated: 1774
Population: 28,529
Area: 17.5 square miles
County: Hampden
residential tax rate: $16.96
commercial tax rate: $32.55
Median Household Income: $40,266
Median Family Income: $50,282
Type of government: Mayor, City Council
Largest Employers: Eversource Energy, Harris Corp., Home Depot, Interim Health Care, Mercy Home Care
* Latest information available

Memorial Avenue, like the city’s other main retail corridor, is in a seemingly constant state of change, said Reichelt, adding that still more change is likely as new tenants are sought for two locations across from the Big E — the former Monte Carlo restaurant and the former Debbie Wong eatery.

Still further down the road is more property in flux, the former Medallion Motel and the vacant lot next to it, formerly the site of an auto-repair shop. Redevelopment of those parcels will likely have to wait for another day, said Reichelt, because they sit in the shadow of the Morgan-Sullivan Bridge, which crosses the Westfield River and connects West Side with Agawam and is still in the early stages of what is expected to a four-year reconstruction and widening project.

Traffic is often backed up at the site, which is why developers are unlikely to do anything in that area for some time, said the mayor, adding, as his counterpart in Agawam did a few months ago in this space, that the goal is to minimize the disruptions from the bridge project, especially during the 17 days of the Big E, and try to incentivize construction crews to reduce that four-year timetable for this initiative.

Forward Progress

Back on Riverdale Street, a new Marriott Courtyard is set to open later this spring, one of several new developments on or around that busy retail corridor, which, like Memorial Avenue, is in a seemingly constant state of the change.

Others include a gas station at the Costco in the Riverdale Shops, a project expected to commence later this year; the opening of a 1.5-mile bike path behind those shops, due to open in May; and a $21 expansion of the Agri-Mark facility on Riverdale Street, completed last fall.

Looking down the road, Reichelt said the site of now-closed Bertucci’s, located along that stretch south of I-91, is still awaiting new development, and he’s optimistic one will come because properties don’t generally remain vacant for long on that stretch of road.

Meanwhile, as noted, there are developments unfolding outside of those two main retail corridors that could have important ramifications for the community. This is especially true of the United Bank property on Elm Street.

“That used to be a collection of small stores,” he said of the facility, adding that it was renovated to house a bank branch and several of the institution’s departments. “There was a nice bookstore and coffee shop, a restaurant … it was a real destination.”

It can be that again, he went on, adding that his vision includes the community petitioning the state for additional liquor licenses and perhaps transforming the property into a home for a number of hospitality-related businesses that would complement those already thriving in that area, such as the Majestic Theater (located on that same block) and bNapoli restaurant.

Mayor Will Reichelt says redevelopment of the former United Bank building on Elm Street could be a catalyst for growth in the city’s downtown.

Mayor Will Reichelt says redevelopment of the former United Bank building on Elm Street could be a catalyst for growth in the city’s downtown.

“I’d like to section that property back off again,” he said. “If we can get two more restaurants down there, a coffee shop or bagel place, and businesses like that, we could get a lot more life in the downtown, creating a real destination.

“Everyone always talks about how they’d like to have a mini-Northampton,” he went on. “That’s never going to happen if you don’t have stuff for people to do. This [property] represents a huge opportunity for us to create more things to do.”

And while hopefully generating more things to do with that downtown project, another initiative may well create more places to live.

The Neehah Paper Co. has donated the 100,000-square-foot mill property (formerly Strathmore Paper and then Fibermark) to the city, said the mayor, adding that residential is perhaps the best reuse option, be it elderly housing, affordable housing, or perhaps some combination, although other opportunities for development exist.

“We’ve run some breweries through it, and there’s been some interest,” he explained. “But we can’t really do much until we own it. This represents a great opportunity because we’re going to an actual section of riverfront property, which we don’t have in town.”

Location, Location, Location

Returning to the matter of cannabis-related ventures and the ban that covers the full spectrum of such businesses, Reichelt reiterated his concern that this goes well beyond lost commercial tax revenue.

“Councilors like to say that we’re business-friendly,” he told BusinessWest. “I say, ‘well, no, you’re not; you just completely wiped out an entire industry from coming to town.’”

This makes West Side an island of sorts when it comes to the cannabis trade, he went on, adding that there is still a lot of business activity happening on that island, with the promise of more to come in the months and years ahead.

The great location and easy access to major highways that would make West Side a perfect host for marijuana-related businesses also make it ideal for most any type of retail and hospitality-related venture.

And, as it has for decades, the city will continue to make of the most of all that it has to offer.

George O’Brien can be reached at [email protected]

Features

Hopes Are High

After recreational marijuana use became legal in Massachusetts in 2016, the expectation was that retail stores would pop up quickly within a couple of years. That hasn’t happened, as the state — and host communities — have taken a deliberately measured approach to permitting. But with early returns strong from a few shops, and towns reporting solid tax benefits and no real community disruption, the pace of openings should begin to increase — and so will the economic benefits of this new industry.

If Western Mass. was full of people who thought the sky was falling when recreational marijuana was legalized, well, Mark Zatyrka thinks fewer of them are saying the same thing now.

“I knew it would change. But I feel like it’s changed at a more rapid pace than I would have expected,” he said of public perceptions about the new access to cannabis products in the Bay State. “When we held our public meetings, we had a few folks who thought we were going to destroy the world and everything would come crashing down once we opened. But the opposite has been true.”

Take the location of INSA, the cannabis dispensary he owns in Easthampton, which has sold marijuana for medical purposes since February 2018, but began selling for recreational, or adult, use in December. Tucked beside Eastworks at the rear of the Keystone Mills building on Pleasant Street, he said some may have worried about INSA’s proximity to a nearby park where people hike.

“But, really, we bring more people to the area, we have cameras all over the place, it’s well-lit, so it’s actually a safer place to be,” Zatyrka said. “If the perception was that customers are hoodlums who come in, go out back, and get high and do crime, well, look around — we serve almost every demographic you can imagine, from seniors to millennials, rich and poor, and they’re not violent criminals. They’re not here to cause trouble. Yeah, the perception has changed pretty rapidly.”

Perceptions — pro and con — of this new industry have undoubtedly shaped a permitting process, on both the state and local levels, that has moved more slowly than first expected when recreational use became legal in 2016. The state’s first adult-use retail shops were expected to be open last July, but instead, the first two opened in November, and the pace of new shops since then has been leisurely at best.

But they’re coming. And the ones that are open are changing those worst-case perceptions.

Mark  Zatyrka says INSA has attracted a diverse array of customers

Mark Zatyrka says INSA has attracted a diverse array of customers since starting recreational sales in December.

Take New England Treatment Access (NETA) in Northampton, the Bay State’s first retailer of cannabis products for recreational use.

“For us, it’s been a positive experience,” Northampton Mayor David Narcewicz told BusinessWest. “We’re starting to see some of the economic benefits in terms of taxes, and I know our local businesses have been creative in embracing the new industry. Businesses back in November were offering specials to people who came into town and showed a receipt for shopping at NETA. If anything, I think the business community has been receptive.”

He noted that Northampton’s voters were among the most enthusiastic in their support of legal cannabis, both during the 2012 statewide vote to legalize medicinal marijuana, then for adult use in 2016. As mayor, he said, his approach has been to respect the community’s voice.

“So we’ve been very open and proactive; we created zoning regulations that essentially treat this new industry like any other business, and we did not impose caps on the number of retailers like many communities did.

“We also had the experience of having one of the first medical dispensaries in the state,” he added, speaking of NETA’s original business plan. “We had a track record of seeing how they had operated and had the chance to see what the potential impacts were. They’ve been a good member of our business community; they worked with us to make sure their opening went smoothly, and have been working with surrounding businesses to make sure there’s no disruption.”

Stories like this are why, despite the slow rollout of pot shops so far — and state tax revenue well under early projections — proponents are confident that the trends toward greater public acceptance of this industry, and tax revenues to match, will soon accelerate.

“As an industry, we’ve done a good job to ensure that things are done correctly, and the state’s done a good job putting measures in place to help ensure it is a safe industry and people are getting a safe product and it’s dispensed in a safe way,” Zatyrka said. “The state did a lot of things right, which is why we’re seeing a successful rollout. I know some people wish it moved quicker, but I understand why it didn’t. There are thousands of applications, a lot of inspections, a lot to oversee. It takes time. It’s a new industry for everybody.”

Green Growth

As part of its new marijuana laws, Massachusetts imposes a 17% tax — a 6.25% sales tax plus a 10.75% excise tax — on cannabis businesses, while cites and towns take another 3%, plus whatever else they may choose to impose as part of their host-community agreements.

In Northampton’s case, that’s an additional 3%, called a ‘community-impact fee.’ The city received two checks recently: $449,825 from the Department of Revenue representing the 3% tax rate for recreational marijuana sales in November, December, and January, and $287,506 from NETA itself, reflecting the 3% community-impact fee on recreational sales for December and January.

“When we held our public meetings, we had a few folks who thought we were going to destroy the world and everything would come crashing down once we opened. But the opposite has been true.”

Other towns are seeing their coffers benefit as well. Theory Wellness opened in Great Barrington in December, paying $90,000 in taxes to the town in its first month.

“They opened to long lines, which should level off as they get more competition,” Ed Abrahams, vice chair of the town’s Select Board, told BusinessWest last month. “This is new for all of us, but so far, there have been logistically few problems.”

Southern Berkshire County communities that embrace the cannabis trade are sure to benefit from the continued illegality of the drug in both Connecticut and New York, though leaders in both states have been talking about whether that should remain the case. Brandon Pollock, CEO of Theory Wellness, told the New York Post last week that about 15,000 New Yorkers have made purchases there since its Jan. 11 opening.

“I’d say we get dozens, if not hundreds, a day from the greater New York City area,” he noted. “We get people coming up in Zipcars, people carpooling, people who say they hardly ever drive at all — but will drive to purchase cannabis.”

That sort of consumer response is intriguing to towns that see this industry as a new economic driver.

“Some cities have been great to work with, some a little more difficult to work with,” Zatyrka said. “Easthampton is very progressive city, and early on it was very obvious they wanted us here.”

That’s important from a competition perspective, he said, because the application process is already time-consuming, and communities that want to make it even more difficult to move through permitting and craft a host-community agreement can tie up a project for years, while other shops in more amenable towns are opening and picking up crucial market share and customer loyalty.

“Easthampton was great,” he went on. “Everyone wants to find a solution instead of putting up roadblocks. They want us to be successful, to get their name on the map, and they saw the benefits early on.”

He’s seeing a gradual shift, too, in where proposed projects will be located, noting that, when INSA started cultivating marijuana for medical use, most such outfits were setting up in old mill buildings or industrial parks. “Now it’s not so restrictive — people can open up on Main Street, and wind up in locations that are made for retail use, for people to come visit.”

That’s certainly the goal in Northampton, which is looking at myriad applications from cannabis manufacturers, cultivators, testing labs, and retail establishments, Narcewicz noted. It welcomes them because it sees value in how NETA, which isn’t even located downtown, has impacted business.

“NETA has created good-paying jobs in the community, and it’s an important way to expand our tax base and grow our local economy,” he said. “We have a local economy focused on retail, dining, entertainment, and a very vibrant cultural economy. And I think this complements it.”

There have been traffic and parking challenges, he added, “but if you talk to most retailers, downtowns having too many visitors is never a bad thing. We’re kind of equipped to handle a lot of visitors. And NETA has been very responsive in terms of renting additional parking from neighboring businesses, which helps them as well by providing an income stream. So far, it’s been a very positive experience, and there’s no reason to believe that’s going to change.”

Making a Name

BRIGADE has certainly benefited from this new industry. The Hadley-based brand-services company has worked with INSA extensively, including the creation of the designs for all its products and marketing.

“Everyone calls cannabis the wild west, and it is from a branding and design perspective, too,” said Kirsten Modestow, BRIGADE’s owner and executive creative director. “The rules for a whole category are being written overnight. That’s challenging, but it’s also some of the most exciting stuff we’ve ever worked on.”

With some cannabis businesses coming out with 100 or more products, it presents a unique branding challenge, she added, because the goal is not only to create a memorable look, but to help customers, many of whom have little experience with marijuana, navigate the products.

“One of the upsides of this industry is the impact it’s having on our communities, and it’s providing a lot of new opportunities and jobs,” she said. “It’s providing a lot of work for people, even tapping into farmers and other people who have services to offer and know what they’re doing.”

The education aspect Modestow touched on is one that continues in the store, Zatyrka said. The sales associates — he prefers that title to the flip industry term ‘budtenders’ — are the same ones who have worked with medical patients for a long time, and they have the training to dig deep into the science behind the products, so they can effectively explain them.

“We understand it’s a product that needs to be consumed safely, and we take that seriously,” he said. “We don’t want to be liable for someone who doesn’t know what they’re doing and eats an entire chocolate bar and has to go to the ER. We do all in our power to prevent that from happening.”

The coming months and years will see more education (and more tax revenues) as pot-shop openings pick up the pace — including Evergreen Strategies, LLC, which recently inked a host-community agreement with Belchertown to bring a facility to that town as early as this fall.

The Boston Globe recently cited industry analysts who say Massachusetts has a much slower local approval process and a more complex system to navigate than other states, and the state Cannabis Control Commission has placed a premium on an adult-use regulatory structure that supports public health and public safety. The measured pace ensures that stores pass inspections, sell lab-tested products, hire vetted workers, and track their products.

“It’s a growing industry, and will continue to grow,” said Zatyrka, who plans to open an adult-use dispensary in Springfield and has a cultivating and manufacturing license in Pennsylvania as well. Meanwhile, INSA is doubling its cultivation — located directly above the Easthampton store — and is looking to triple it in the future. “We’re still a few years out before we can meet the demands of the state. So it’s going to be hard work until then to keep up our supply with demand.”

The work is rewarding, though, especially for someone who treated his chronic pain for more than 15 years with oxycontin, oxycodone, morphine, and methadone, and suffered side effects that drastically outweighed the benefits.

“Thanks to cannabis, I was able to stop taking them,” Zatyrka said. “Cannabis helped with the withdrawals, and now I only use cannabis to treat my chronic pain, and it works 100 times better than all the opioids. I know firsthand the power of cannabis versus painkillers.”

He tells that story not because it’s unique, but because it’s representative of many people he comes across, with stories about how cannabis has helped them with seizures, Crohn’s disease, arthritis, and multiple sclerosis. And if legal adult use is helping to tear down the last bits of stigma around cannabis, he’s all for it.

“It’s incredibly gratifying to hear the stories and how grateful people are,” he said. “They’re able to get benefits from cannabis, and don’t have to hide it like they once did.”

Joseph Bednar can be reached at [email protected]m

Community Spotlight

Community Spotlight

Charlie Blanchard says Palmer continues to make progress

Charlie Blanchard says Palmer continues to make progress in its commerce centers and with green-energy projects.

Palmer’s leaders see the town as a destination — and hope the myriad players investigating east-west passenger rail service in Massachusetts view it the same way.

That’s why the Palmer Town Council recently established a citizens’ advisory committee and contracted with the UMass Center for Economic Development to study — and prepare a report on — the merits of an east-west passenger rail stop in Palmer, to be submitted to the state advisory committee currently looking into the feasibility of expanded east-west passenger service.

Those efforts included a recent meeting with community members to brainstorm about the pros and cons of the entire concept of east-west rail and Palmer’s place on any proposed line.

“Originally, the discussion was to have a relatively high-speed east-west route between, say, Boston and Springfield, or Boston, Worcester, Springfield,” said Charlie Blanchard, Palmer’s town manager. “If you add a stop in Palmer, what does it do to the timing? In fact, the timing doesn’t change that much. But the big benefit would be more ridership coming in or getting off the train, which would be a big deal.”

In a recent letter to state Sen. Anne Gobi, who attended the community meeting, Blanchard pointed out that Palmer is roughly central to Springfield and Worcester, and also at the center of a market that extends north to Amherst — and to institutions like UMass Amherst and Amherst College — and south to Storrs and the University of Connecticut. In short, it’s a point of connection in many directions that would benefit from expanded rail service.

Palmer at a glance

Year Incorporated: 1775
Population: 13,050 (2015)
Area: 32 square miles
County: Hampden
Tax Rate, residential and commercial: Palmer, $22.14; Three Rivers, $22.90; Bondsville, $22.97; Thorndike, $23.78
Median Household Income: $41,443
Median Family Income: $49,358
Type of government: Town Manager; Town Council
Largest Employers: Baystate Wing Hospital; Sanderson MacLeod Inc., Camp Ramah of New England; Big Y
* Latest information available

Furthermore, the absence of a stop in what’s nicknamed the Town of Seven Railroads would mean commuters from the Quaboag region who want to travel by train to Boston would have to drive roughly 40 minutes per day to use Springfield’s Union Station or slightly more to access Worcester. Participants at the meeting believed Palmer-area residents would be loath to do either, limiting total ridership at a time when the state would be clamoring to maximize it.

In addition, “a train stop in Palmer would be a major stimulus in helping to provide quality housing for commuters at an affordable price. With the ability to commute by train, this would open up a very affordable housing market,” Blanchard wrote in his letter, adding that a stop would also stimulate the economy of a set of communities that have yet to capture the growth found to the east, while boosting Palmer’s own downtown revitalization and encouraging hospitality companies to build more lodging there.

In short, it would inject energy into a town that, while it has plenty to tout in recent years, could always use more.

Projects and Progress

Baystate Wing Hospital’s $17.2 million project to expand its Emergency Department was perhaps the town’s biggest development last year. Aimed at better supporting the current annual patient volume of 24,000 visits, the 17,800-square-foot space includes separate ambulance and public entryways and features 20 patient rooms, including trauma, behavioral health, and other dedicated specialty-care areas.

“That opened in September, and was quite a big expansion,” Blanchard said.

Meanwhile, Palmer joined the ranks of the many Western Mass. communities to welcome the burgeoning cannabis industry in Massachusetts (see story, page 6), approving its first medical-marijuana facility on Chamber Road, including a 25,000-square-foot greenhouse and 3,200 square feet of retail space. Altitude Organic Corp. will move its headquarters from Colorado to a property on Thorndike Street in Palmer as part of the development, and expects to have plants growing in an indoor facility by October.

“It really is interesting to see the public acceptance of this new type of business,” Blanchard added, noting that the town’s laws allow for three retail cannabis locations in its commercial business district. “We’re looking forward to having them and seeing how successful they can be.”

In the Three Rivers section of town, progress continues at 2032 Main St., where the South Middlesex Opportunity Council is renovating the top floor to apartments and the bottom to retail — a mixed-use plan expected to infuse new residents into the neighborhood while attracting more shoppers.

“They ran into some structural issues — it was a bigger project than they thought — but activity continues,” Blanchard said. “It was completely gutted, and they had to do some reinforcing, but now it’s back on track.”

Property and business owners in Three Rivers have been engaging in a grass-roots revitalization effort for years, which includes changing the perception of the area and filling vacant storefronts. At the same time, the consortium known as On the Right TRACK (Three Rivers Arts Community Knowledge) has been working for some time to build a cultural and creative economy in the village.

On the culinary front in town, Stables Restaurant of Hadley recently opened a new restaurant at Burgundy Brook, on Route 181 on the north side of town. “When you go by there, you see a lot of cars and a lot of activity,” Blanchard noted.

Finally, the new rail spur installed at Sherwood Lumber Yard, in the town’s industrial park — a project that has been in the works since 2013, and funded through an Industrial Rail Access Program grant — allows the business to bring in materials by train, spurring significant expansion of the operation and helping the entire industrial park by unloading without clogging up other traffic.

“Now that the rail spur is completed, there’s more activity up there,” Blanchard said. “It also helped increase the rail capacity for the rest of the businesses there.”

Powering an Economy

Palmer also continues to embrace green-energy projects. In addition to 10 large-scale solar projects — producing 29.3 megawatts of electricity every year — and the installationin early 2018 of car-charging stations at Town Hall and the public library, the town has been working with Thorndike Energy and the Microgrid Institute to explore the benefits of a microgrid system that would access the hydropower and solar power generated at Thorndike Mills for emergency power.

“Thorndike Energy has hyropower over there, and generates electricity through hydropower,” Blanchard said. “They’re going to be adding some solar to it as well. You take those two renewable sources of electricity, and you add battery or other types of standby storage, so that you can store some of this power generated through a renewable source, and have it available in the event of an emergency.”

Project objectives include improved resiliency of electrical services for critical community facilities, expanded storage capacity to better integrate local renewable energy, and supporting National Grid goals in terms of modernization, storage, and renewables. Then, of course, there’s the benefit of job growth and retention.

“Obviously, anything located at Thorndike Mills would benefit from it,” Blanchard said. “The benefit to overall economic growth would be to attract new businesses to Thorndike Mills, which right now is pretty underutilized. It would enhance their marketability to show they have this renewable stored energy there.”

It’s just one way in which Palmer is generating energy from an economic-development standpoint, and raising its profile as a destination and a connecting point to the rest of Central Mass. — a role it will continue to embrace regardless of the eventual fate of any east-west rail line.

Joseph Bednar can be reached at [email protected]

Community Spotlight

Community Spotlight

Jennifer Tabakin

Jennifer Tabakin says initiatives like high-speed broadband, environmental sustainability, and the arts all contribute to quality of life and help attract young people to town.

Jennifer Tabakin is a believer in using public investment to spur private investment. After six years as Great Barrington’s town manager — she’s stepping down in June — she has seen plenty of evidence to back up that philosophy.

“We’ve talked a lot about the investments we’ve made in Bridge Street, which is one of our side streets off Main Street,” she told BusinessWest. “Over the years, the public money put into it has been significant, and we’ve been able to see private development come along in response to it.”

Projects like Powerhouse Square, a mixed-use development on Bridge Street. “It’s literally steps from Main Street — exactly where new development should be,” said Town Planner Chris Rembold.

On the ground floor is Berkshire Co-op Market, a grocery store that’s moving from a different location and doubling its size. The development also includes space for smaller retail outlets and 20 new residential apartments on the second and third levels. In fact, that’s just a sample of a recent housing boom in town; in the past year alone, 228 new housing units were either built or permitted.

“We’ve been able to get far more downtown than I ever expected, ranging from affordable units to downtown condos. That meets the needs people have for a more walkable lifestyle” — one where residences are in close proximity to shopping, restaurants, and cultural amenities, Tabakin said.

One example of the latter is Saint James Place, which opened in 2017 as a home to small and mid-sized Berkshire County arts groups in need of performance, rehearsal, and office space. Created out of the historic St. James Episcopal Church on Main Street, several of its office spaces for lease have been filled by arts-related groups such the Berkshire Playwrights Lab, Flying Cloud, and the Berkshire Opera.

“It’s kind of a hub of supporting businesses and people. Not only are there traditional performing arts, but a dance studio, literary arts, and visual arts — and new media like computer design and software design.”

Saint James Place is now a thriving cultural venue, and we’re thrilled to have them here,” Tabakin said.

In October, in recognition of its vibrant arts life, the downtown was designated one of the state’s cultural districts by the Massachusetts Cultural Council.

“It’s a geographic area with not only plenty of cultural venues and things to do — like the Mahaiwe Performing Arts Center and Saint James Place as performing-arts venues — but it’s kind of a hub of supporting businesses and people,” Rembold said. “Not only are there traditional performing arts, but a dance studio, literary arts, and visual arts — and new media like computer design and software design.”

The cultural-district designation, he added, is a recognition of the vitality of the arts and culture in downtown Great Barrington, but it also serves a practical purpose. Cultural districts can access a stream of services including tax credits, economic incentives, planning assistance, grants, historic-preservation help, signs, and tourism promotion. Among the town’s plans is a shared cultural events calendar, which will help the various venues better coordinate their booking schedules, making it easier for visitors to know what’s happening when they spend a weekend or more here.

“It’s kind of an organizational effort, a marketing effort for the downtown,” Rembold said, adding that there’s much to market: the Mahaiwe and Saint James Place alone offer some 200 nights of entertainment a year. “And if something’s not going on there, you can go see a movie or a poetry reading or a Friday night film at the library. If you’re bored in Great Barrington, that’s your own fault.”

Getting with the Times

Another recent boon for downtown is the installation of fiber service. “It’s a strategy to make sure our downtown has the highest-speed broadband and can be competitive with our neighbors in the area, so people can locate here and take advantage of that higher speed,” Tabakin said.

“We have a private company covering all the development cost and infrastructure cost to bring fiber to downtown, and we’ll eventually start moving out to the rest of the community,” said Ed Abrahams, vice chair of the Select Board.

Great Barrington at a Glance

Year Incorporated: 1761
Population: 7,104
Area: 45.8 square miles
County: Berkshire
Residential Tax Rate: $14.98
Commercial Tax Rate: $14.98
Median Household Income: $95,490
Median Family Income: $103,135
Type of Government: Open Town Meeting
Largest Employers: Fairview Hospital; Kutscher’s Sports Academy; Prairie Whale
* Latest information available

Meanwhile, the town continues to make environmental sustainability common practice, moving all municipal, school, and community buildings to green energy sources and reducing use of single-use plastic products.

“For the past four years, we’ve supported eight large solar projects with a combined value of $16 million,” Tabakin added, while many town residents have gone solar as well.

All these factors — culture, high-speed broadband, sustainability — aim to position Great Barrington as a thoroughly modern community, even as it retains much of its quintessential old New England character, thus attracting more young families. Like other towns in rural Berkshire and Franklin counties, Great Barrington has seen the average age of its residents rise in recent years; the community has always been a popular spot for retirees, and there are a number of New Yorkers with summer homes in town.

But by bolstering ingredients like attractive (and affordable) housing, a vibrant downtown, a burgeoning cultural community, and outdoor activities (Ski Butternut is a prominent attraction), Great Barrington’s leaders are looking clearly at the future, which means attracting young people and especially young families.

Of course, those families will need to find find jobs here, and Great Barrington boasts strengths in a number of sectors, including education (Simons Rock of Bard College is located in town), healthcare (Fairview Hospital), technology (perhaps a dozen IT companies call the town home), the arts and tourism, the nonprofit community, and restaurants (the town is home to around 80 of them).

“We have challenges like other places, and we have to deal with the limited resources of a small town, but we have a very committed group here, and I have no doubt that will continue.”

“The challenge for the Select Board, and all of us, for that matter, is to maintain the vibrancy we have and support for our local retailers and existing businesses, and also be open to new businesses — to keep that appropriate balance and make sure we have diversity in the local economy,” Tabakin said. “That’s something we speak about a lot.”

One area of the economy that’s growing — literally — is the cannabis sector, which is something BusinessWest has mentioned in almost every Community Spotlight over the past six months. Great Barrington is no exception, with Theory Wellness opening the first retail marijuana store in Berkshire County in January, with others to follow. In the first month, the shop netted $2 million in sales and $90,000 in taxes paid to the town.

“They opened to long lines, which should level off as they get more competition,” said Abrahams, who quickly added that any cannabis business in Great Barrington should do well, due to the town’s proximity to Connecticut and New York, states where the drug is not legal. “This is new for all of us, but so far, there have been logistically few problems, and police report no increase in people driving under the influence.”

Continuing Commitment

As Tabakin looks back on her six years in office, she’s especially gratified at a Town Hall full of energetic and committed people, and a lot of new faces — during her tenure, 26 people were either promoted or started a career there.

“Several years ago, we were warned we had a number of people approaching retirement age,” Abrahams added, “and it’s been a really smooth transition replacing them with newer people.”

Having a well-run town, Tabakin said, speaks to a commitment to quality of life, one that’s evident in Great Barrington’s vibrant retail district, cultural attractions, quality schools, and more, she said.

“Many times, government gets a bad rap, but I don’t feel that’s the case in Great Barrington,” she told BusinessWest. “We have challenges like other places, and we have to deal with the limited resources of a small town, but we have a very committed group here, and I have no doubt that will continue.”

Joseph Bednar can be reached at [email protected]

Features

Using Brand Journalism

By John Garvey

Do you want to know what strikes fear in every marketing manager? It’s when someone from C-level walks in their office and asks, “hey, can you get this into the newspaper? Better yet, call the TV stations and have them come by for an interview.”

Sure, if you have a crisis (e.g., your CEO is being led out of the building in handcuffs or one of your employees stole money from a customer), you will have the media at your door. But this column is not going to be dedicated to crisis management. Instead, let’s focus on when you have good news. How do you get the good word out when the mainstream media these days is pretty much focused on dumpster fires?

Let’s look at the problem first. You are part of it. You and a lot of other people are not buying the newspaper anymore. Don’t even get me started on how much time you’re spending on Facebook rather than watching your local news. Here’s a shocker: media is a business, and because they have shed an incredible numbers of eyeballs, not to mention subscribers, a lot of them are having a tough time making a go at it. The first thing that gets cut under this immense pressure is reporters. The second thing is your good news story.

Where do you go with your good news story? Take heart; the answer is right in front of you. Here is a hint: the first word in PR is ‘public.’ Second word is ‘relations,’ of course. That’s it. Nobody put the word ‘media’ in there. Back in the day, media was the way you connected with the public. But, being back in the day, you had access to probably two papers (a morning paper and an evening paper) and three television stations. That black-and-white existence was a long time ago, so it is time to throw out most of the promotional tools we used back then as well.

“What is good brand journalism? You need to tell a story about something you are proud of and why, and do it without using the words ‘proud,’ ‘proudly,’ or ‘check it out.’”

The good news? Connecting with the public, your public, has never been easier. That is where brand journalism comes in.

Brand journalism, in today’s digital world, is very powerful. However, with great power comes great responsibility. Your good news has to be relevant to your audience. That relevance is not judged by you, it is judged by your target audience. If you were the king or queen of relevance, then you could post all day about how proud you are to support this or that. You would use #proud and probably an image of you giving some organization a big check. Or, you would simply start your lead sentence with “check it out,” and your audience, of course, would gobble up your good news. But, alas, you are not the king or queen, and “proudly proud/check it out” is not brand journalism.

Here is another news flash. Machines run the digital world. If your audience doesn’t like your content, chances are the machines won’t either. Quite simply, if you are relevant in your audience’s eyes, they will click, read, spend time on your page, and maybe share, and all that will be observed by the machines. They will then help your content to travel to even more eyeballs. Sure, I know, you can boost (pay to promote) “proudly proud/check it out” news, but that just means you’re shoving that content into your audience’s face. Ever try to get a toddler to eat creamed corn? It’s a mess.

What is good brand journalism? You need to tell a story about something you are proud of and why, and do it without using the words ‘proud,’ ‘proudly,’ or ‘check it out.’ If you’re supporting a cause, tell the story of that cause and why it is important to the community. That is a story that gets read and shared. You can also have employees tell stories about how and why they feel they make a difference in the community and or in the lives of their customers. If these stories are authentic, they also will pass the relevance smell test.

It doesn’t end with just causes and good deeds. You can tell stories about products and services. ‘Check out our products’ is not a story. On the other hand, digital audiences relish how-to’s, so how to use your product or service to do something they want to do is a subject that is meaningful. If you are in business, you are an expert at something, so try to think of how your product or service improves your customers’ lives. That style of content, sometimes referred to as content marketing and a cousin of brand journalism, can be very effective.

Here is where the fun starts: you don’t have to write all this stuff. You can use video. I know, video is so scary, and cameras have been proven to make people sound stupid. Find someone who can talk on a subject and ask them to do the video. The internet loves video. Google loves video. Search-engine optimization (SEO) loves video. You need video. I’m not kidding … run out and start videotaping right this second. Then throw it away and get a pro to help you.

This content in its full form should live on your website. You do want to pay for dissemination of both your brand journalism and content marketing. Using social-media marketing or Google Ads gives you tremendous reach and targeting power and it is very affordable. Your plan should be to promote this content to your target audience and lead them back to your website for consumption. That, of course, is where the sales funnel starts, and should you have Google Analytics on your site, you can observe their behavior once they get there (traffic, unique visitors, time on page, migration to other pages, etc.).

Oh, one last thought. Those of you who are smartypants already know that this article is an example of what I was talking about: brand journalism and content marketing.

John Garvey is president of GCAi — Digital Marketing Innovation; (413) 736-2245; [email protected]