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Banks, Credit Unions Moving On from a Tough Grind in 2024

By George O'Brien November 21, 2024

Banking and Financial Services Special Coverage

Turning the Corner

Jeff Sullivan says the ‘drill’ is now part of doing business — an important part, and an expensive part.

He was referring to a recent exercise at Springfield-based New Valley Bank, in which a cyber attack was carried out and the staff’s response was chronicled, scored, and evaluated.

“You come in the morning and your screen is black — what do you do now?” said Sullivan, president and CEO of the institution. “Then someone gets an email, and it’s says, ‘pay X amount of ransom by the end of the day.’ What do you do? They test your preparedness for things that can happen.”

This simulated cyber attack is one of many aspects of disaster planning at the bank — there’s another drill where there’s a tripledemic and no employees can come to work — and at all banks, large and small. It represents aspects of a “brave new world,” as Sullivan called it, and one of many ongoing challenges and expenses for financial-services institutions.

And there are many others. They include:

• Continually growing competition, both from non-bank financial institutions (NBFIs) and players within the industry, including regional and national powers such as JPMorganChase, which has opened 75 branches in Massachusetts, including several in the 413 in an aggressive bid for market share;

Jeff Sullivan

“You come in the morning and your screen is black — what do you do now? Then someone gets an email, and it’s says, ‘pay X amount of ransom by the end of the day.’ What do you do? They test your preparedness for things that can happen.”

• The many aspects of technology, including the need to keep up with the larger players with deeper pockets while also correctly gauging what customers want and not investing for the sake of investing;

• Artificial intelligence, specifically the need to understand this emerging technology and then deploy it in ways that improve the customer experience and overall efficiency while maximizing the time of human talent;

• Margin compression, a function of rapidly rising interest rates and corresponding huge increases in the cost of deposits in 2023 and early 2024. Interest rates are coming down, and the situation is easing, but there will be a lag;

• A still-sluggish housing market marked by fewer sales because people don’t want to trade a lower-rate mortgage for a much higher one, and a virtually nonexistent refi market; and

• The ongoing need to grow, and the question of how to accomplish this given all of the above.

These issues and others were addressed by several area banking leaders as BusinessWest asked them to put 2024 in perspective and speculate on what they expect to happen over the next several quarters.

“The rate increases by the Fed really hammered bank margins and, therefore, bank profitability; it was a tough grind in 2024,” said Matt Sosik, president and CEO of bankESB, who described this year as one in which the price was paid for 500 basis points worth of interest-rate increases that started early in 2023. “Most banks are just now starting to turn the corner.”

Most area banks were fortunate to have their balance sheets structured in a way that allowed them to be resilient and absorb the blows, and even record decent, if less-profitable, years in 2024, but the rate hikes still took a toll, Sosik went on, adding that, as rates come down (the Fed approved another drop earlier this month), margins will start to improve. But there will be a lag, just as there was when rates started climbing.

Matt Sosik

“The rate increases by the Fed really hammered bank margins and, therefore, bank profitability; it was a tough grind in 2024. Most banks are just now starting to turn the corner.”

As for technology, it remains the quintessential combination of challenge and opportunity for banks. The opportunity comes in the form of improved service to customers and thus the ability to retain and perhaps grow market share. The challenge comes with keeping up, the cost of keeping up, not paying for something customers don’t want, and keeping customer information safe.

“You don’t want to be chasing shiny objects or next greatest thing,” said Matt Garrity, president and CEO of Florence Bank. “You really want to be rooted in understanding what it is your client wants from you and that you’re delivering the best possible product, the best possible service, to address what they’re after.”

By All Accounts

As he told BusinessWest that “banks have hit bottom,” Sosik acknowledged this might not be the best way to describe the current state of the industry.

But it works.

“We’ve seen the bottom, and we’re on the upswing,” he said, adding that, as interest rates come down and pressure on margins eases, banks should see some improvement on the bottom line. “There will be positive earnings impacts in the fourth quarter and into 2025, and slow movement back toward more normal margins.”

Matt Garrity

“You don’t want to be chasing shiny objects or next greatest thing. You really want to be rooted in understanding what it is your client wants from you and that you’re delivering the best possible product, the best possible service, to address what they’re after.”

Overall, while 2024 was, indeed, a grind, most area institutions fared comparatively well because they took a conservative approach, although performance, meaning profitability, was off from previous years due to the margin squeeze resulting from a slow, persistent, 550-basis-point increase in interest rates over roughly a year, which was largely unprecedented, by most accounts.

As a result, most institutions in this region were simply less profitable than usual, said Sosik, noting that 2025 should see the pendulum continue its swing back to where bottom lines were a few years ago.

Sullivan agreed, and projected improvement on everything from margins to the yield curve, although it may come at a slower pace than the industry would want.

“The bond market has sensed inflation being persistent, and it shows by the long-term rates running back up over the past two months,” he noted. “That is actually normalizing the yield curve; an investor should get paid more for locking her money up for a longer time period.

“The inverted yield curve that we’ve had the past two years [short-term rates higher than long-term] is really bad for community banks, so this change back to a normal yield curve is welcomed,” he added. “We’ll see about whether the Fed cuts interest rates a lot next year; there is now talk that the short-term rate reductions will be slower, but Trump will want them to be faster to juice the economy.”

But there are several caveats that make it difficult to project how pronounced a bounceback will be seen over the next few quarters. Indeed, while there is general agreement on perhaps another 100 basis points worth of rate cuts in the year to come, there is less consensus on the prospects for a recession or what will happen with inflation.

Dave Glidden

“As rates decline and the pressure relieves a little on margins, banks, if they’re smart, will stay laser-focused on the cost of funding and their deposit mix.”

Indeed, Glenn Welch, president and CEO of Freedom Credit Union, said the kinds of tariffs on foreign products trumpeted by President-elect Trump could cause inflation to spike — and have other repercussions.

“If those tariffs are put in place, we’re going to see higher inflation, and then the Fed won’t be able to drop interest rates as quickly as many are projecting,” he noted.

Meanwhile, although interest rates are expected to continue their downward trend, there will be a lag when it comes to the overall impact on deposit rates, especially with banks hard-focused on protecting their deposit bases.

“The competition for deposits will continue through the balance of this year and into 2025,” said Dave Glidden, president and CEO of Middletown, Conn.-based Liberty Bank, which has expanded its footprint into Western Mass. “Each bank will have to make their own decisions based on their deposit composition and cost of funding overall, but I expect that the rates on deposits won’t come down as fast as the Fed drops interest rates because deposits are the lifeblood of banks. As rates decline and the pressure relieves a little on margins, banks, if they’re smart, will stay laser-focused on the cost of funding and their deposit mix.”

Points of Interest

Glidden didn’t really want to speculate too much on Chase Bank’s strategy of adding new branches; like others, he preferred to talk about his own institution.

But he said the Jamie Dimon-led institution’s aggressive push is yet another indication that competition continues to increase — and come from seemingly everywhere.

That includes NBFIs, also known as NBFCs (non-bank financial companies), such as investment banks, hedge funds, private equity funds, private mortgage lenders, and other players. And it includes area banks and credit unions that are continually expanding their footprints — in this region, this state, and into neighboring Connecticut. It even includes the federal government. “People can get better rates on T-bills than they can get in the banks,” Sullivan said.

Dan Moriarty

“Organic growth is becoming tougher and tougher. But as the bigger banks get bigger, we feel we can provide services and faster response times for small to mid-size companies. That’s our niche, and that’s what we’ll continue to focus on, but it’s getting tougher.”

As for Chase’s move, Glidden said there is lot of science and analytics behind it, and the bank, which he called the “900-pound gorilla,” is already making a dent when it comes to market share. “Branches are very expensive, and they’re always going to be a critical part of a bank’s distribution network, but you don’t build branches today haphazardly. Jamie Dimon hasn’t called me to let me know what he’s doing, but he puts a lot of science behind it.”

And this heightened competition from Chase and elsewhere comes as banks face the many challenges detailed above — at a time when they need to continuing growing in the wake of the many rising costs they’re facing and the need for economies of scale.

In this environment, the community banks that dominate this region need to focus on blocking and tackling, said those we spoke with, meaning an emphasis on what they do right, specifically a generally higher brand of personalized service.

“Organic growth is becoming tougher and tougher,” said Dan Moriarty, president and CEO of Monson Savings Bank. “But as the bigger banks get bigger, we feel we can provide services and faster response times for small to mid-size companies. That’s our niche, and that’s what we’ll continue to focus on, but it’s getting tougher.

“We’re trying to go against the super bigs and sell our services and our reputation,” he went on, adding that Monson Savings picked up some market share when a Citizens Bank branch closed.

Garrity concurred. He noted that, while mergers and acquisitions will continue — and perhaps pick up as the skies clear — the cleaner path is organic growth, and that comes through customer service, new branches when and where they are appropriate, and keeping pace with the larger institutions on technology.

Sullivan agreed, noting the sizable investments New Valley is making both in cybersecurity and new online banking products.

“We have to stay relevant with the big players, we’ve got to have the same sort of offerings that they have, and, in some cases, we have to be even better,” he said, adding that keeping up is a big part of doing business in this environment.

Technically Speaking

As he talked about technology, Sosik spoke for all those we interviewed when he said customer expectations are high — as in sky-high.

“When customers use technology, they want it to work. When you turned on your laptop this morning and the wheels spun a little bit or it took longer to load your email, you said, ‘what’s going on here?’” he told BusinessWest. “So the expectations are really high, and the margin for error is really thin; you have to have near-perfect execution.”

Couple high expectations with the equally high cost of technology, security, and compliance, and banks and credit unions are under enormous pressure to get it right.

“Twenty years ago, it was basically bad loans that could kill a bank,” Glidden said. They would kill a bank over time, and you could kind of see it coming. Today, with technology, a privacy breach, a cyberattack, ransomware … those things can change the fate or status of a bank in seconds.

“That’s why I call that side of technology ‘table stakes,’” he went on. “You have to invest, and invest heavily.”

By that he meant investments in new technology aimed at improving customer service, in training and drills like simulated cyberattacks, and in AI, which amounts to a new frontier for financial-services institutions, and another area where they need to get it right.

Welch said Freedom has recently deployed AI in its call center, a strategy with many goals.

“We’re rolling it out slowly, and we rolled out the first part over the past few weeks; it’s answering the phone and transferring people to where they want to go,” he explained. “Shortly, customers will be able to get balances and do transactions like transferring money between accounts.

“The whole idea is to free up the call-center people to deal with more complicated financial issues that customers have when they call in, rather than ‘what’s my balance?’ and ‘transfer $1,000 to this account,’” he went on, adding that maybe 25% to 40% of the calls to the center can be handled by AI.

Other area institutions are in similar early-stage rollout phases, but most are still doing research and deciding how to best implement the emerging technology.

Moriarty, like others we spoke with, said his bank is looking at AI not to replace face-to-face interactions and decision making, but instead to help make decisions faster.

And like other institutions we spoke with, Monson will measure twice and cut once when it comes to all aspects of AI, especially when it comes to security.

“Confidentiality is a critical component of a bank’s reputation,” he told BusinessWest. “If banks start using this too quickly, they could run into a situation where information might be out in the open or in the cloud somewhere. So we’re going to be very prudent about when and how we use AI to give information.”

Garrity agreed. “We want to integrate AI in our business, but it’s going to be a longer process overall to make sure that we understand what the risk components are,” he said. “We want to look at how we can use those tools to make our team members more efficient in serving our customer. It’s a tool to use, and a not a replacement of that team member.”

And it’s just one more challenge — and opportunity — banks face as they turn the corner from a tough 2024 into an uncertain 2025.

The World of Digital Marketing Continues to Evolve

By Joseph Bednar November 21, 2024

Business Innovation Special Coverage

Delivering a Message

Alfonso Santaniello says a marketing strategy begins with figuring out who the customers are and then taking the message to where they are.

When Alfonso Santaniello launched the Creative Strategy Agency 15 years ago — into the teeth of the Great Recession, no less — digital marketing was a simpler world, though not always a more effective one.

By that, he means it was easier to navigate the fewer available online channels back then, but the myriad options for getting a message out today pose more opportunities to finely target a message.

“When I started consulting, I wanted to focus on digital, and at the time, it was really websites and emails, and Facebook had just become public to everyday users,” he said. “And Facebook didn’t have business pages at the time. There was no advertising. Their algorithm was pretty great because you would see the feed in chronological order, before the algorithm came in, before advertising came in.”

When the recession began to fade and company advertising budgets grew, the digital marketing landscape changed as well, Santaniello said, with Instagram, LinkedIn, and Twitter growing in scope alongside other options.

“People were starting to realize it wasn’t going anywhere, and it wasn’t just Facebook — more were popping up,” he said. At the same time, “that’s when Facebook started pivoting to business pages, creating advertising platforms for businesses to target. But then other things changed, where a post would reach only 10% of your audience.”

“Companies think they’re doing good. And it’s important that their consumers know what they’re doing. That can be product-oriented to some extent, and it can be community-oriented to some extent. But whatever it is, it’s got to be interesting to their audience.”

John Garvey, president of Garvey Communication Associates Inc. (GCAi), said the digital world has opened up countless opportunities for marketers.

“What we’re about, I think, is success and education. Companies think they’re doing good. And it’s important that their consumers know what they’re doing. That can be product-oriented to some extent, and it can be community-oriented to some extent. But whatever it is, it’s got to be interesting to their audience.”

A better word, he added, might be ‘relevant.’ “If it’s not important to me, I’ll move on,” he said. So, from a marketing perspective, the question becomes, “what’s important to the audience, and where is this audience? How am I going to reach this audience on various platforms? You have to chase audience to some degree.”

Dylan Pilon, who started Cloud 9 Marketing Group a decade ago, said Facebook and Instagram remain key channels for content creation and targeted advertising, but a number of clients also leverage LinkedIn, Google Business Profile, and YouTube channels, as well as email marketing and other tools.

“People would probably say that 2010 to 2012 was the heyday for Facebook; organic reach was really good back then. A message could go a lot farther without the need to put paid, targeted advertising behind it,” he explained.

“Since then, Facebook has sort of throttled down the organic reach because they realized that they were giving the milk away for free. Nobody was buying the advertising cow, right? So since then, it’s been more difficult to break through because there’s also a lot more content being created. There’s a lot of noise.

“So the goal is to create a piece of content that will stop somebody from scrolling and capture their attention with a nice hook and then keep their attention engaged so you can deliver your message,” Pilon added. “Now, the focus is more on finding a way to craft creative that can stop someone’s thumb from moving.

While the tools may evolve, John Garvey says marketing always comes back to what’s important to the audience.

“It’s not a cookie-cutter approach,” he went on. “We don’t have packages; we don’t have tiers. Our entire service is a la carte. You come in, and we present you a menu: ‘here are the things that you could do. What are you interested in?’ We’ll give you feedback on what we think would be the most beneficial and the most impactful. And then we build you a customized plan tailored just for you.”

Again, there are more opportunities in digital marketing today, but also, as Pilon noted, more noise — meaning more challenges.

“I feel like it was easier then, where now it’s highlighting the brand in a way that will reach the right people, but in a way that they will engage, or they will consume,” Santaniello said. “And every demographic consumes different content in different ways. Some people like to read, some people want videos.

“So now, it’s multiple targets. You’re not just targeting Western Mass.; now, we’re targeting this specific age group in Western Mass., with this interest, and we can do all that now within Facebook or Instagram or any platform,” he explained. “So the targeting and the way we want to reach people now is much more accessible, where before, we were just throwing things out there and hoping that we reach our audience.”

Medium and Message

All three company owners BusinessWest spoke with said they work with clients in traditional media as well — print, radio, TV, etc. — but digital marketing offers a new way to take a message directly to the public. And sometimes, one campaign can encompass both traditional and new media.

For example, Garvey’s firm specializes in a unique style of video storytelling in its campaigns.

“The goal is to create a piece of content that will stop somebody from scrolling and capture their attention with a nice hook and then keep their attention engaged so you can deliver your message.”

“It starts with shooting a video,” he said. “We then take narrative from the video. In this case, that narrative has to be approved. So there’s a third party that has to say, ‘yeah, that all works.’ And we can take the narrative from the video and turn part of it into a printout. Or we can take that narrative from the video and turn it into audio and create a promoted radio campaign with that. And that video can be a digital campaign on LinkedIn or various platforms. We have a multiple array of channels that we can go through to get this information out.”

Pilon said Cloud 9 has strong in-house capability for graphic design and copywriting, while working with strategic partners on photography and videography. “So we are able to act in the capacity of a full-service agency, but you don’t have to pay full-service agency pricing.”

When working with clients — its main industry focuses are real estate, building trades, and food and beverage — Cloud 9 offers a robust digital toolbox but also works in traditional media.

“Sometimes we have clients that are interested in print or radio, direct mail, those types of things. We don’t discriminate. Everything might not work for everyone,” Pilon said. “So depending on who the client is and who they’re trying to get their message out to, traditional methods could very well be a fit for sure.”

Dylan Pilon says it’s critical to make sure the messaging being created is providing value to the audience.

Santaniello added that “I usually spend a lot of time building out a strategy — first, really figuring out who the customers are, and then going to where they are. We’re not in a day where you build it and they will come. It’s kind of build it, find out where are they are, and then get it in front of them.”

In other words, “you don’t need to be on Facebook if that’s not where your audience is,” he said. “It’s really focusing on who the audience is and going where they are. That’s where you engage. You can’t wait for people to come to you. You have to go to them.”

For many clients, he added, “we do a lot of content and story. So it ties into the website, then we connect it to social. It’s a more multi-channel approach, compared to, ‘let’s just create a post and throw it on social.’ For me, it’s more, ‘OK, with that post, what is the call to action? What do we want them to do? Do we want them just to engage with the post? Do we want them to click a link to go somewhere, and if so, where are they going? What’s on that page? What do we want them to do?’ It’s a much more thought-out, strategic process than just throwing this out on social media and seeing what happens.”

Santaniello said traditional media is important to some clients, especially in pockets of this region that don’t have high-speed internet, and while he thinks in terms of digital first, the goal is always the same: “how do you connect with people offline and bring them online? And when they’re online, how do you bring them to your storefront offline? It’s full-circle. It’s not just that you’re doing only traditional, or only digital — you should be doing both.”

Checking the Numbers

Whatever the medium, it’s critical to assess the analytics to determine who is engaging with a campaign, and in what ways.

“If you’re not evaluating at least on an annual basis — if not biannually or even quarterly — what you’re doing and where you’re doing it and how you’re doing it, you’re at a disadvantage,” Pilon said. “So it’s not only having a strategy, having a plan, having a budget, but being able to say, ‘here is the measurable impact; here’s what we’ve been able to accomplish in three months, six months, a year, what have you.’”

Garvey said he offers detailed tools to measure not only impressions, but engagement actions, and for good reason: “video views and link clicks are two different results.”

Elaborating, he added, “I like to talk about what’s important to that audience, what’s helpful to them, what’s relevant. And the outcome that’s going to measure whether or not it’s relevant is engagement. The tools and measurement aspects are all available to the client, so we can say, ‘here’s what’s working.’”

Pilon agreed. “One thing that’s very important is making sure that the messaging that you’re creating is going to provide value with the audience. A lot of people talk at their customers on the internet instead of talking to their customers on the internet. And digital marketing and social media has such a customer-service aspect to it.”

Santaniello agreed that businesses need to examine the data.

“For marketing be more successful than the way it used to be done, they have to look at the numbers — they have to know why people are coming to the website, where are they coming from, what posts are doing well. Going in and regularly looking at the data will tell you what you’re doing right and what you’re doing wrong.”

As for the next big thing in digital marketing? Santaniello had an easy answer.

“If you want to know what the next platform is, ask a high-school student. They’re going to know,” he said. “Then give it five years, and they’ll find a way to add advertising revenue to it and introduce it to businesses.”

Westmass Area Redevelopment Corp. Seeks Ways to Broaden Its Impact

By Joseph Bednar November 21, 2024

Commercial Real Estate Special Coverage

Developing a Strategy

Community Development & Planning Coordinator Sean O’Donnell (left) and President and CEO Jeff Daley.

Since its inception in 1960, the role of Westmass Area Development Corp. has remained remarkably consistent in many ways.

Created by the Commonwealth of Massachusetts as a not-for-profit economic and real-estate development firm, its mission has long been to develop and manage properties and enhance and strengthen communities through investments that create jobs, housing, and sustainability. But the way Westmass is accomplishing those goals is evolving.

“Traditionally, we would build infrastructure, sell off individual lots, have the town adopt those as public ways, and then we would go on and do the next projects. We are the economic-development agency for Western Mass. to really advance job creation and increase the economic tax base for communities in the region,” said Sean O’Donnell, Community Development & Planning coordinator, noting that the firm’s work has helped facilitate more than 10,000 jobs in the region.

While Westmass has done some consulting work in the past, it has mostly focused on its own real-estate projects, he noted, from its business parks to Ludlow Mills, which has been its flagship project since 2012.

“But over time,” O’Donnell went on, “and with my background and with the team we have here, we increasingly see opportunity in Western Mass. where we can play a facilitator role and a consulting role.”

Specifically, he explained, Westmass can take on this role for brownfield developers and municipalities that are trying to come up with creative ways to publicly finance their infrastructure. “We can put together different financing tools to make some of these more challenging real-estate projects in Western Mass. pencil out, and build these public-private partnerships.”

“We see a lot of opportunity in underserved areas in Western Mass. that could be thinking about economic development — not necessarily in the traditional sense, but how that embeds within a community that might want to stay rural.”

One example is the Ferry Street Mills project in Easthampton, where Westmass is assisting on the pre-development side and seeking cleanup funding to facilitate some of the planned housing work there. Others include a current business-park feasibility study for the town of Northfield and work with the town of East Longmeadow on the former Carlin Combustion Technology site at 70 Maple St., coordinating with the Massachusetts Department of Environmental Protection and looking into funding resources.

“My interest and background is in planning, particularly rural economic development, and we see a lot of opportunity in underserved areas in Western Mass. that could be thinking about economic development — not necessarily in the traditional sense, but how that embeds within a community that might want to stay rural,” O’Donnell said. “In the case of Northfield, that’s a business park that aligns with a recreation-based economy, rural tourism, agritourism, that type of thing. We’re trying to find all these different niches in Western Massachusetts.

Sean O’Donnell presents at the Western Massachusetts Brownfields Roundtable hosted by the Pioneer Valley Planning Commission on Sept. 17.

“We have a lot of experience as a nonprofit developer and are very much a community-based developer,” he went on, “but I think we can play, and we have been playing, a really strong intermediary role and facilitating role with private projects and communities, while also looking out to Boston to see what new programs and financing and funding sources might be available to pull into Western Mass.”

Jeff Daley, president and CEO of Westmass, told BusinessWest that another growth area for the company is helping with or taking on projects that most developers can’t handle on their own.

“A lot of projects don’t pencil out anyways, and if you throw in the mix of outdated, dilapidated buildings that have potential contamination, brownfields, whatever, they can’t pencil financially for any developer,” Daley said. “So not only do we take on projects ourselves, but we also partner with projects to get through.”

One example is the most recent housing units to open up at Ludlow Mills, in Mill 8, a joint venture with Winn Development that allowed Westmass to retain 48,000 square feet on the first floor for commercial use.

“We invested our own money, we invested our own time, and we invested other monies that we received through grants and/or other mechanisms of financing to offset some of the cost explosion during COVID. We’re technically a joint-venture partner with Winn in that project,” Daley explained.

“By partnering with others, we certainly can bring added value to the team to make sure these things actually do pencil out at the end of the day.”

“So we can do projects like that to help make projects pencil, because it’s very, very hard today. In the economy we’re in, plus the cost of doing business, it’s really hard to make a lot of projects work. So by partnering with others, we certainly can bring added value to the team to make sure these things actually do pencil out at the end of the day.”

Opportunity Knocks

O’Donnell said Westmass’s expanding work in development services can benefit all types of projects, from housing to recreation to downtown revitalization.

“We’re increasingly looking on the housing side, keeping a close eye on the housing bond bill that passed in Boston a couple months back, seeing what new programs might be coming down the pipeline, and maybe finding a project that was thinking more commercial — maybe there’s an opportunity for mixed use, to have a residential component, because that can tie in new funding sources that can make the overall project more feasible.”

O’Donnell sees the client roster continuing to include both municipalities and private developers.

“It’s sometimes municipalities that maybe have a private development that’s proposed in town, but they know they need to get public infrastructure to the site. So they’re thinking about things like district improvement financing or grant writing to make that more plausible or more affordable for the community,” he explained. “But on the developer side, with us as a nonprofit partner, we might be able to help tap into some grant-funding resources that a private, for-profit developer might not otherwise be able to.”

Westmass also took over leadership of Develop Springfield late last year; one current project on that front is McCaffery Interests’ work on the Clocktower Building in Springfield’s South End, which will include market-rate housing. “We’re working with them as consultants, helping them with their capital stack, figuring out where financing can come from,” Daley said.

The Ferry Street Mills project in Easthampton is an example of the brownfield and mill properties Westmass works on.

And housing — specifically the need for more of it in most area cities and towns right now — poses significant opportunities for Westmass, O’Donnell added.

“Communities are trying to be proactive, but many communities might not have a full-time planner on staff or have the capacity to re-examine where they might want to expand public infrastructure to make a certain site or area of town viable for housing. They’re also looking at maybe recalibrating their zoning so they can allow for more mixed-use or multi-family in certain areas of the town. I think that’s where we can help, in partnership with other planning firms and the planning commissions as well.”

He noted that Westmass is uniquely situated to be a resource to municipalities and developers, especially in the case of brownfields sites, of which there are hundreds in Western Mass.

For example, in the case of the Ferry Street Mills project in Easthampton, “as a nonprofit, we’re doing a land lease of the property to have site control in order to go after cleanup dollars from the federal Environmental Protection Agency. Even though the development following the cleanup will be led by the for-profit developer and the partners there, as a nonprofit, if we have site control during the EPA grant, we can receive those grant funds, clean up the site, and get it ready for projects.

“That’s a huge role that I think is increasingly needed in Western Mass.,” he added. “There’s more funding right now at the federal level, particularly for cleanup and brownfield mill redevelopment work. And I think that we can play a really great, active role with those types of projects around here.”

Community Support

O’Donnell took his current role at Westmass in 2020, the year after Daley took the reins at the company.

“I was Facilities manager over at Ludlow Mills, so I cut my teeth over there. And I was Leasing manager over there for a while,” said O’Donnell, who earned a master’s degree in regional planning from UMass Amherst and has worked at planning commissions at the municipal level. “But my interest is really in economic development and mill redevelopment.”

As for Ludlow Mills, progress continues apace at that complex, where the residential units at Mill 8 were recently completed and Westmass is finishing about $3 million worth of roads and sewer and water service to all the buildings on campus.

“All the electrical’s going in; instead of overhead wires, we put conduit underground, and every single building there will have their own meter, and it will all be underground,” Daley said, adding that Westmass is also partnering with the town through a MassWorks grant to have a $3.5 million road built. “Once that’s built and the town accepts it, then we’ll probably have about 40 acres to develop. So it’s moving; there’s a lot of stuff going on.”

Pre-development work continues on Mill 11, the largest building with about 400,000 square feet, which is awaiting some cooperative work with the National Park Service to remove a historical building on site. “But once we do that, we think it will probably generate about 220 apartments and probably 15 or 20 condominiums, and 60,000 to 100,000 square feet of commercial space,” Daley said. “That’s the big gorilla that we need to get done over there. It’s projected to be a quarter-billion-dollar project.”

Ludlow Mills is a project that clearly impacts an entire neighborhood and town, and O’Donnell sees further opportunities to make similar impacts around Western Mass. in the future.

“Ludlow is a unique case, but I don’t think it would be possible without the community support that started before even we bought it. Westmass started those conversations early, started to lay out what a plan might look like for the entire campus, and the town has been such an incredible partner all the way through,” he told BusinessWest. “And we’re seeing the same thing at Easthampton with the mill projects over there. You need that community buy-in and to have those conversations early to make these large-scale redevelopment projects successful. We want everybody paddling in the same direction, for sure.”

Among its other recent projects, Westmass has worked in a number of ways on the proposed data center in Westfield — from helping the developer through tax-financing programs to securing energy costs with Westfield Gas & Electric to working on state legislation for a personal property-tax exemption — and played a construction-management role for Baystate Health on its Mary Lane Hospital decommissioning, to name just a couple. Westmass was also recently selected also as a house doctor for MassDevelopment projects.

And it’s just getting started.

“We just want to continue expanding our impact,” O’Donnell said. “I think we’ve played a really strong role in these discrete projects, but I think we have an incredible team and the bandwidth to start thinking about potentially larger partnerships and projects throughout Western Mass.

“It’s going to be an evolutionary process on our part, and hopefully we keep bringing in enough work that we can hire some more staff and a team to keep growing this thing,” he added. “It’s incremental at this point, but we’re really trying to build those relationships and get those projects moving.”

BusinessTalk with Emily Leonczyk, executive vice president and chief operating officer at the Markens Group

By BusinessWest Staff November 11, 2024

Business Talk Podcast Special Coverage

We are excited to announce that BusinessWest has launched a new podcast series, BusinessTalk. Each episode will feature in-depth interviews and discussions with local industry leaders, providing thoughtful perspectives on the Western Massachuetts economy and the many business ventures that keep it running during these challenging times.

Go HERE to view all episodes

Episode 221: November 11, 2024

Joe Bednar talks to Emily Leonczyk, executive vice president and chief operating officer at the Markens Group

Association management — and, by extension, what the Markens Group does — can be a bit of a mystery, until Emily Leonczyk explains the many ways her company helps business associations and chambers of commerce navigate everything from strategic planning and event support to accounting, marketing, and communications — and much more. On the next episode of BusinessTalk, Leonczyk, executive vice president and chief operating officer at the Markens Group, talks to BusinessWest Editor Joe Bednar about why this work is important and why associations and boards are being challenged these days by changing expectations from those who might volunteer on them — and why that volunteerism is still very rewarding. It’s must listening, so tune into BusinessTalk, a podcast presented by BusinessWest.

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KeyBank Foundation Grant Boosts Innovative Job Program at Springfield Rescue Mission

By Joseph Bednar November 7, 2024

Employment Special Coverage

A Hand Up, Not a Handout

Springfield Rescue Mission CEO Kevin Ramsdell

Springfield Rescue Mission has long helped its homeless clients find jobs. Sabra Ramsdell was concerned about how often those jobs didn’t stick.

“What is the value in work? A lot of people don’t understand that the value in work is that it teaches you a discipline,” she told BusinessWest. “It’s not just a paycheck. It teaches you how to build self-esteem in yourself.”

And for whatever reason, motivation or otherwise, “we would find that guys would just hit a brick wall and quit. And we were scratching our heads going, ‘why? What’s going on?’ But we had no mechanism to call an employer and say, ‘well, what happened?’ And if you talk to the residents, you get one side. So I finally just said, ‘this isn’t going to work this way.’”

So Ramsdell, chief of staff at Springfield Rescue Mission (and the wife of CEO Kevin Ramsdell), started thinking about different models.

“The one entity that I’ve seen that does this over the long haul is the DDS,” she said, referring to the state Department of Developmental Services. “They have a mechanism that works between HR departments, companies, and employees. Many of these guys who are housed in group homes come to, say, Big Y through an agency. Well, we’re an agency, so how come we can’t develop a program that would ensure to companies that they would have a fallback to contact us if they were running into an issue? It’s really that simple.”

That’s how the mission’s Workforce Development Outreach program was born. And on Oct. 30, the program got a major boost of funding — and a vote of confidence, really — from KeyBank Foundation in the form of a two-year, $150,000 grant to create a liaison position that will work with employers to help the mission’s transitional residents secure jobs best suited for them, and then keep them and grow in their careers.

“This grant reflects our ongoing dedication to investing in local communities and helping individuals build brighter futures.”

“One of KeyBank’s philanthropic focus areas is workforce development and helping individuals achieve the skills, education, and capabilities they need to succeed in current and future employment opportunities,” said Matthew Hummel, KeyBank’s market president for Connecticut and Massachusetts. “This grant reflects our ongoing dedication to investing in local communities and helping individuals build brighter futures.”

Essentially, the Workforce Development Outreach program matches mission residents with potential employers, while providing training and support to the residents to become effective, retainable employees. The grant is a way to build and expand partnerships with local companies and, through the new liaison, coordinate efforts between employers, employees, and the mission’s case-management team.

the $150,000 grant to Springfield Rescue Mission

KeyBank’s Matthew Hummel, flanked by Sabra and Kevin Ramsdell and joined by local and state leaders, presents the $150,000 grant to Springfield Rescue Mission.

“We are incredibly grateful to KeyBank for the generous funding, which will greatly enhance our Workforce Development Outreach program,” Kevin Ramsdell said during the check-presentation ceremony. “This support will empower us to help more individuals in need gain valuable skills and opportunities to secure sustainable employment and self-sufficiency.”

Shared Mission

Hummel told the crowd gathered at the check presentation that KeyBank Foundation’s focus on helping people attain the skills and education needed to succeed in careers fits squarely with the mission’s work.

“The Workforce Development Outreach program is not just about job training, it’s about equipping people with the skills, the confidence, and the support they need to rebuild their lives. It’s about giving people hope, dignity, and the opportunity for a better future. That’s also a mission that we can stand behind,” he said. “With this grant, we’re helping them create a pathway to success, offering tools to allow individuals to secure meaningful employment, achieve financial independence, and ultimately contribute to the privacy of this community.

“Employers are going to have that support, too. They’ve got somebody else that they can talk to about what’s really going on. And we genuinely want these guys to realize their dream and become effective employees.”

“By partnering with not-for-profits and nonprofits like Springfield Rescue Mission,” Hummel added, “we can help individuals rise above their challenges and build a foundation for long-term success.”

It’s a message that also resonated with state Rep. Carlos Gonzalez, who touted Springfield Rescue Mission’s status as the first shelter of its kind in the state of Massachusetts, and the fifth-oldest in the U.S.

“This is about our community. This is not about helping with a handout, it’s helping with a hand up. That’s what this program is about,” he said. “These opportunities are about not only sheltering, but about rehabilitation.”

City Councilman Melvin Edwards spoke to the Christian values that undergird the mission’s work.

“I know that the mission is biblical, and we’re supposed to feed those in need and house them,” he said. “I believe this program is about the fact that some of us are in a better position than others, but … our collective success is dependent on the people around us and whether they’re willing to reach out and give us a helping hand. So for those of you who are providing the services, thank you.

“For those who are receiving services, look in the mirror and recognize you do have value, you are loved, and people in the community do respect you,” Edwards added. “Sometimes we can’t control how people speak about us and look at us. But you should look at yourselves and realize you do have value.”

Sabra Ramsdell emphasized during her short address that the underserved population needs more than just simply a job. “Most of us could go get a job,” she noted. “The trick is to get a job doing something you love because, as my husband likes to say, you’ll never really work a day in your life if you love what you’re doing.

Matthew Hummel says workforce development is one of KeyBank’s philanthropic focus areas.

“Secondly, you need real support from employers who understand that the population we’re dealing with … may not completely have all the skills necessary to perform the way we would like. So this program was born to bring about a relationship between employer, case management, and resident in an effective way that we hope solves problems and produces more active, robust employees.”

More Than a Job

Springfield Rescue Mission’s Taylor Street site hosts an emergency shelter accommodating 45 men nightly, offering meals, showers, and clothing, while its Rehabilitation Program supports transitions with healthcare, addiction services, and mental-health support. At the mission’s Mill Street location, the New Life Rehabilitation Program aids up to 60 men over six to 12 months through a holistic wellness track, including medical care, academic support, workforce development, and life-skills training. The mission also distributes 3.1 million pounds of food annually, benefiting hundreds through meals and community outreach.

After the check presentation, Sabra Ramsdell told BusinessWest that she wants to help people succeed in life by creating more of a mentoring partnership between employers and underserved populations.
“Employers are going to have that support, too. They’ve got somebody else that they can talk to about what’s really going on. And we genuinely want these guys to realize their dream and become effective employees.”

If the liaison to be hired with KeyBank Foundation’s grant funding is as effective as hoped, Ramsdell said she could see this program becoming a model that could be incorporated into other social services.

“I don’t have a social-service background. I was a banker for 20 years. I did mortgage work. So I know what I know — the pathway to becoming independent financially as a first-time homebuyer. But I don’t know this other piece, which is getting somebody from where these guys are to that point.”

To aid in that process of economic advancement, the mission also provides digital-literacy training to help residents gain the basic skills they need to work in many settings.

As for long-term goals, she noted, “you have to look at that whole person and say, ‘how old are you? What is your dream? What did you dream? What did you like doing when you were a kid? Tell me about your life, your family.’ You’ve got to analyze where they really are and then figure out where they need to go.”

The Workforce Development Outreach program is open to all the mission’s transitional-living clients, more than 100 at a time. So the impact could be significant, boosting local businesses in need of workers while providing not just jobs, but potentially career pathways beyond minimum wage.

“If it’s a difference between $15 an hour and $25 an hour or more,” Ramsdell said, “that gets them out of that cycle of poverty.”

End-of-year Tax Planning

By Contributor November 7, 2024

Accounting and Tax Planning Special Coverage

Despite Uncertainty in Washington, Solid Advice Abounds

By Kristina Drzal Houghton, CPA

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

Kristina Drzal Houghton

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

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

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

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

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

YEAR-END TAX PLANNING FOR BUSINESSES

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

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

What’s New for Businesses in 2024?

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

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

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

Depreciation and Expensing

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

Bonus Depreciation

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

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

Proposed Changes

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

Net Operating Losses

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

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

Losses and Shareholder or Partnership Basis

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

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

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

YEAR-END TAX PLANNING FOR INDIVIDUALS

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

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

What’s New for Individuals in 2024?

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

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

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

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

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

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

Filing Status and Dependents

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

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

Who Should Increase Income?

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

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

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

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

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

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

Who Should Decrease Income?

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

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

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

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

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

Capital Gains and Losses

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

Installment Sales

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

Passive-activity Limitations

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

Pass-through Income

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

Itemized Deductions and Charitable Contributions

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

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

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

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

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

Tuition Credits

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

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

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

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

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

Conclusion

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

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

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

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

MiraVista Finds Success with Substance-use Treatment by Reaching into the Community

By Joseph Bednar November 7, 2024

Healthcare News Special Coverage

Meeting Them Where They Are

Charles DiRosa and Lauren Temple say MiraVista has found success going out and meeting addicts where they are, instead of waiting for them to walk through the doors.

Charles DiRosa knows all about the challenges of substance-use recovery. And looking back on 11 years of sobriety, he also knows how the treatment landscape has changed for the better.

“Being in recovery myself, I’m so proud to be a part of the resources we have here,” said DiRosa, a recovery support navigator at MiraVista Behavioral Health Center in Holyoke. “Looking back on it, 11 years ago, it wasn’t like this. It was a lot harder to get sober and to work a recovery.”

One example is same-day methadone dosing.

“In the past, you would have to make an appointment, maybe wait a couple of days to see the doctor, even a week, and then come in. For addicts, when they make that decision to get clean, usually we have to follow up with them pretty quickly because their mind is constantly changing.”

By accepting walk-ins, he noted, “our goal is, hopefully within an hour, we’ll get them in our system, get them an ID card, and get them dosed, all in the same day. We also offer transportation.”

But another key change at MiraVista has been an emphasis on reaching out into the community, rather than wait for people struggling with addiction to walk through the doors.

“By going to the individual instead of waiting for them to come to us, we’ve noticed a big increase in our numbers, and also our success rate,” DiRosa said. “It’s just providing our resources, letting them know that what we have to offer. If they’re already seeking our services, then we ask them to bring the word of mouth back to their loved ones or people they might know in the community.”

Kimberley Lee, MiraVista’s chief of Creative Strategy and Development, agreed that proactive outreach is making a difference.

DR. ROBBIE GOLDSTEIN

“It is heartening to see this significant decrease in fatal overdoses — a direct result of the ongoing hard work in our communities to reach those struggling with substance-use disorder.”

“We’ve gone into parks, we’ve gone and hung out at McDonald’s on Appleton Street, in front of other well-known high-traffic areas. We’re just setting up a table, having a little snack, bottles of water, and using that as an opportunity to engage individuals,” she explained.

“What’s really heartwarming and really supports our work is that, when you’re in a park, and you make a connection with an individual, and you give them your card and the flyer, they may not be ready in that moment. But the next day, we see them in the front lobby. It’s very reassuring to know that type of connection has worked for that individual, and then to see them progress from when they first arrived to later on in their treatment — to see the change, the metamorphosis that takes place for these individuals.”

DiRosa called it “planting seeds.” And in his role, he can help people grow those seeds from a place of empathy and compassion.

He’s currently involved in a program called State Opioid Response, which provides extra funding to MiraVista’s outpatient methadone clinic to help those who need extra resouces to be successful throughout their recovery.

“What that might look like is, they would come to me and let me know they’re in need of — let’s say housing, or they lost their insurance, or maybe they need a new cell phone because theirs broke, or whatever the case may be. My role is to look out in the community, find those resources, bring it back to them, and bridge the gap. That way, they can continue to be successful in their recovery.

“Especially in early recovery, it’s very easy for them to get overwhelmed with all these steps or goals that they have in mind. A lot of times, they don’t have the guidance; they don’t have the support,” he added. “So we’re making sure that we’re supporting our clients, making sure we’re finding those resources out in the community for them.”

By reaching out and bridging these gaps, DiRosa said he’s helping to provide hope at a critical time.

“A lot of times, we meet individuals on the streets that might not have an ID, might not have insurance, and we tell them, ‘hey, we can still get you in and get you enrolled.’ So I’m not only providing resources in-house, but also bringing resources out to the streets, which has been pretty successful, in my opinion.”

Mixed Bag of Data

This outreach and support work is especially critical in MiraVista’s environs. While opioid-related overdose deaths in Massachusetts decreased by 10% in 2023 — the largest single-year decline since 2009-10 — according to Massachusetts Department of Public Health (DPH) data, Holyoke actually saw an increase.

Statewide, there were 2,125 confirmed and estimated opioid-related overdose deaths in 2023 — 232 fewer than in 2022, when Massachusetts had a record 2,357 fatal opioid-related overdoses. As noted, the opioid-related overdose death rate decreased by 10% to 30.2 per 100,000 people compared to 33.5 in 2022.

Kimberley Lee

“They’re approaching our clients and our patients with either their own personal experience or their own personal knowledge of the disease of addiction and how important it is for people who are starting their pathway to recovery to know that they’re not alone.”

“While we are encouraged by the overall decrease in overdose deaths, this report also is a reminder of the work that we still need to do to bring deaths down for all people and all areas of the state,” Gov. Maura Healey said when the report was released late in the spring. “Our administration remains committed to prioritizing prevention, treatment, and recovery efforts to address the overdose crisis that continues to claim too many lives and devastate too many families in Massachusetts.”

Preliminary data from the first three months of 2024 indicated a continued decline in opioid-related overdose deaths in Massachusetts, showing 507 confirmed and estimated deaths, a 9% drop compared to estimates from the same time last year.

“It is heartening to see this significant decrease in fatal overdoses — a direct result of the ongoing hard work in our communities to reach those struggling with substance-use disorder,” said Dr. Robbie Goldstein, Department of Public Health commissioner. “To sustain these hard-won gains, we must focus even more deeply on the populations that have not yet seen such dramatic improvements. This means doubling outreach efforts in communities of color, particularly for Black residents, and people living in our most rural communities, who, as the data show, are most disproportionately impacted by overdose deaths.”

DiRosa posed one reason why overdose death rates are still high in Holyoke, while cities like Brockton, Lawrence, and Pittsfield saw declines, and it has to do with accessibility and cost.

“In a lot of the outreach that we do in the community, we’ve noticed the drop in the cost of the drugs. Back maybe five, seven years ago, where one bag of heroin would cost $10 or $15, it’s now going for $3 to $5. So it’s keeping people actively using these substances longer and not seeking treatment.”

When they do seek help, addicts have treatment options. MiraVista’s Intensive Outpatient Program is an enhanced level of care for individuals who need more intensive support for their recovery from addiction and want to remain in the community, while the Opioid Treatment Program (which includes the methadone dosing) offers a continuum of outpatient services, including individualized medication management, comprehensive addiction assessments, individual and group counseling, case management, referral support, harm-reduction education, and more.

“We’re bringing education into the community that we’re here, and we’re going to be able to care for the patients when they’re ready to come through our doors,” said Lauren Temple, director of Clinical Services, adding that prompt appointments are a big part of that. “We’re going to get you a same-day appointment as quick as we can. We don’t want you to wait.”

One Step at a Time

“Every overdose death is tragic, preventable, and unacceptable,” Secretary of Health and Human Services Kate Walsh said when the state’s report was issued earlier this year. “While we are proud and encouraged that fewer Massachusetts residents were lost to overdose last year, we know that inequities persist, and our work is not done. Our understanding of where gaps in treatment and services occur, and the people who we are not yet reaching, drives our work and helps focus our efforts.”

Those thoughts dovetail well with MiraVista’s efforts in Greater Holyoke.

“We try to stay with our clients moving forward. We check up on them on a regular basis,” DiRosa said. “Sometimes our clients might need that extra phone call; they might need extra support. We want them to take pride in their recovery, but also help them see that we do care.”

Like DiRosa, much of Miravista’s outpatient-services team have lived experience with these challenges, Lee added.

“So they’re approaching our clients and our patients with either their own personal experience or their own personal knowledge of the disease of addiction and how important it is for people who are starting their pathway to recovery to know that they’re not alone,” she added. “We are here to walk with them, whether it’s the first step they’re taking or the 100th step. There are people here who understand and who can appreciate the journey. They’re not alone.”

Corporate Holiday Parties Are Back on the Menu These Days

By Joseph Bednar November 7, 2024

Holiday Party Planner Special Coverage

’Tis the Season

Mick Corduff has been in the restaurant business long enough to know what brings customers in.

In many cases, it’s a simple change in the weather.

“It kind of clicks into gear right now. I think most people’s grills are being put away, and the patio furniture has been brought in, so people are starting to go out a little bit more,” he said. “And now we’re gearing up for the holiday season.”

Ah, yes, holiday parties. As owner of two venerable Holyoke dining spots — the Log Cabin, with plenty of space for large company events, and the Delaney House, suitable for smaller gatherings — Corduff understands the draw of corporate get-togethers, and he’s hoping other strong signs from 2024 carry over into November and December.

“We’re coming off a really busy wedding season, and foliage season has been going really well. We just finished some Thanksgiving menus, finished up the Christmas to-go packages, and the reservations for holiday gatherings are starting to trickle in now.”

Corduff said companies who like their experience with the Log Cabin or Delaney House have learned to rebook early.

“There’s always a last-minute Sally, but then there’s the customer base that has the same Friday every year — the Friday before Christmas, or two weeks before, or the first Saturday in December. We’re actually seeing some holiday Christmas parties in November, a little earlier than usual, especially with the bigger ones. They really want to have it on a Friday night or a Saturday night, and the Saturday nights tend to be grabbed up really quick. So we have a few customers that are doing it in late November, mid-November, in and around Thanksgiving.

“We just finished some Thanksgiving menus, finished up the Christmas to-go packages, and the reservations for holiday gatherings are starting to trickle in now.”

“You can work with them on pricing when there isn’t such a high demand, so that’s always a good thing for them,” he added. “Or they might get the whole facility, rather than having to do smaller rooms because it fits what we have. Like I said, we’re really starting to pick up on Fridays and Saturdays right now.”

Holiday bookings seem comparable to where they were in 2023, he added, partly due to the loyalty factor.

Mick Corduff says many repeat customers for holiday parties like to book the same dates year after year.

“We have a loyal customer base that comes to us year over year. Some of the larger companies have come to us on the same dates,” he told BusinessWest. “It also really depends on how the holidays fall. Christmas falls in the middle of the week this year, so it’s a little different.”

Edison Yee, principal managing partner of the Bean Restaurant Group, which boasts more than a dozen establishments, ranging from quick service to fast casual to more upscale, said the holiday season is an exciting time of the year for the company.

“We began planning months ago; for most restaurants, it’s the busiest time of the year,” he said, noting that the Student Prince, on Fort Street in Springfield, and the Boathouse, on the Connecticut River in South Hadley, do most of the function-type business, and holiday bookings start coming in during the summer.

“Christmastime on Fort Street is very, very festive. It’s decorated — we have great new decorations this year — and we have the Fort carolers, which are always a smash hit. People come back, families come back, businesses come back year after year for the festivities. With the traditions of Fort Street, it’s a great time to be there.

“At the Boathouse, it’s usually the same — that’s a function house as well, with ample room,” Yee explained. “They both do great business over the holidays, and we have Christmas with Santa at both locations.”

In short, it’s a busy time, he said. “The other restaurants are busy as well, but they don’t do so much the big functions of 300, 400, or 500 people because they don’t have the room. They do have a lot of smaller functions throughout the holidays, though. Right after Black Friday, everything kicks off.”

Slow Climb Back

The pandemic four years ago crushed the holiday-party season, and 2021 started a slow climb back, but a national survey conducted toward the end of 2023 suggested that companies are clamoring once again to celebrate the holidays with their teams in-person.

According to survey results from global outplacement and business and executive coaching firm Challenger, Gray & Christmas Inc., 64.4% of companies reported having in-person holiday parties in 2023, up from 57% who reported the same in 2022 and 27% who held in-person parties in 2021. It marked the highest percentage of companies holding in-person holiday parties since 75% of companies reported they held parties in 2019.

Local restaurant leaders like Corduff and Yee hope that trend continues, though only time will tell.

“We have quite a few that are post-holiday,” Corduff said. “It brightens up the winter. We see them probably until the end of January, even.”

Such a choice makes sense for businesses with a heavy end-of-year load, but it makes life easier on many fronts regardless of the company, he pointed out.

“If you do it early or you do it late, you have a little bit more flexibility. Sometimes the space can be more grandiose, and usually other vendors are more available — a DJ is not as busy in late January. So it’s not just us as a venue, but the availability of any vendor. A company can probably get a better deal and maybe do more for their customers or staff or whoever they’re trying to entertain.”

Edison Yee

“Times are challenging now for restaurants. Food inflation and wage inflation and insurance costs have escalated. So it’s important to be on top of it.”

Yee said restaurant workers are among the groups who might want to get past the holidays to celebrate, adding that November and December are certainly much busier for parties across the Bean Group than January.

Corduff said the Log Cabin has found much success with large holiday parties that many small businesses attend, with a variety of price points.

“At the public holiday parties, you can have a hairdressing salon with a table of lawyers and a mechanic shop down the street, all intermingling and having a great time. It’s an economic way for businesses to take people out to a big Christmas party.

“You might have a small, more intimate event at the Delaney House, whether it’s 8, 10, 16, 20 people,” he went on. “Usually in that environment, it tends to be more about the dining experience, whereas, at some of the group holiday parties, we have the entertainment built in. Whether it’s comedy or a DJ and dancing, food and wine pairings, you have a wide variety of options there. We’re always trying to think outside the box to keep it fresh and stay creative and have a good time with it.”

One trend Corduff has noticed is that people are going out to eat, and planning events, a little earlier in the evening than before.

“I think it’s not just a Western Mass. thing, but a lot of restaurants are seeing 9 o’clock at night and the restaurant’s empty. Some of the restaurateurs that I talk to in Springfield say, ‘we used to have 9 o’clock reservations; we don’t anymore. You know, 8:30 is our last reservation these days.’ So either people are going to bed earlier, or who knows what it is, but the trend has shifted to an earlier dining slot.”

Back to Normal

As for the restaurant business is general, Yee said the gradual fade of the pandemic saw a rush of people tired of staying indoors.

“They wanted to go celebrate, and finally, they could do that. And now things have kind of leveled off for a more normal holiday.”

Corduff agreed. “COVID has still been around, unfortunately. But I think people are just getting on with their lives. If you’re sick, you stay in bed. Don’t go out. If you have the flu, you do the same exact thing.

“But I do think people are going out, having a good time; people aren’t as fearful as they were, and it’s showing in the numbers of people going out,” he added. “The group holiday parties were non-existent post-COVID. If a hairdressing salon was having a party, they probably had it at their shop. And we saw a lot of catering business post-COVID; we survived off those catering parties. So we still do it.”

Yee said he’s happy to see things returning to normalcy.

“We have restaurants throughout Western Mass. and Northern Connecticut, and overall, we’re up a small percentage, about 4%. I’m hearing mixed signals from different restaurateurs; some are up, some are down. For us, we like to say we have pockets or different regions that are stronger than others.”

For example, the Connecticut eateries have been fairly strong. “The quick service has been a little bit weaker overall. Our casual dining has been strong. Elevated dining is a little flat.”

That said, “times are challenging now for restaurants,” Yee said. “Food inflation and wage inflation and insurance costs have escalated. So it’s important to be on top of it. We think we’re in a good place.”

With a busy holiday season ahead to bring the cheer — and the business.

Western Mass. Offers a Bounty of Options for Local Gifts

By BusinessWest Staff November 7, 2024

Holiday Gift Guide Shop Local Special Coverage

Beyond the Big Box

Paw Street Barkery

The gift-giving season is quickly approaching, and the business of everyday life can make it difficult to find the perfectly thoughtful gift. Fortunately, the 413 is full of good ideas. For our annual Shop Local Gift Guide, BusinessWest offers up 18 such options, whether you’re looking for a physical gift to wrap up, a service, or an always-welcome gift card.

Arts Unlimited Gift Gallery

25 College St., South Hadley

(413) 532-7047

www.facebook.com/artsunlimitedgifts

Arts Unlimited was founded with one goal in mind: to provide customers with a high-quality, smart, and reliable gift shop. Offerings include a wide variety of art, accessories, and decorations, and gifts for birthdays, retirements, weddings, holidays, and more.

The Baker’s Pin

34 Bridge St., Northampton

(413) 586-7978

www.thebakerspin.com

This extensive kitchen store carries a wide range of cookware, cutlery, electric devices, bakeware, kitchen tools, home goods, cookbooks, and food products as well. But it also offers an array of cooking classes, both online and in person, exploring different foods and techniques appropriate for the season.

The Blue Marble

150 Main St., Northampton

(413) 253-0328

www.thebluemarble.biz

The Blue Marble, located in Thornes Marketplace, describes itself as “displayers and purveyors of American-made and fairly traded, handcrafted work,” with gifts including jewelry, scarves, pottery, wall art, and more. Its Little Blue line offers gift and clothing options for babies and preschoolers, also focusing on sustainable, organic, and ethically sourced options.

The Bookstore and Get Lit Wine Bar

11 Housatonic St., Lenox

(413) 637-3390

www.bookstoreinlenox.com

The Bookstore, a fixture in Lenox for more than 40 years, was actually born in the neighboring town of Stockbridge, in the living room of a small rented house behind an alley that housed a then little-known café that later came to be known as Alice’s Restaurant. The bar is open whenever the bookstore is, and the bookstore stays open later some nights when the bar is open as well.

Greenfield Games

238 Main St., Greenfield

(413) 774-5225

www.greenfieldgames.com

Touting itself as the largest game store in the region, Greenfield Games carries a huge selection of collectible card games, board games, family games, classic games, role-playing books, RPG miniatures, party games, gaming supplies, puzzles, and poker supplies. Tables are available for in-store gaming.

Paw Street Barkery

1519 Memorial Dr., Chicopee

(413) 437-8014

www.pawstreetbarkery.com

For more than 10 years, Paw Street Barkery has been making tasty, healthy dog treats, including seven signature and five gourmet treats, with many seasonal flavors throughout the year. The shop also sells a selection of toys, bandanas, and other items for your furry friend.

Pioneer Valley Food Tours

(413) 320-7700

www.pioneervalleyfoodtours.com

This enterprise creates walking food tours that explore local flavors from Northampton and around the region. It also creates gift boxes sourced from the region’s fields and farms, as well as Pioneer Valley picnic baskets of selections ready to bring on an outdoor adventure. Choose a pre-set tour itinerary, or create a custom tour to suit your tastes.

Positively Africana

150 Main St., Northampton

(413) 297-8010

www.positivelyafricana.com

Located in Thornes Marketplace, this authentic gift shop focuses on handmade crafts and accessories made in Africa or inspired by the continent’s strength and beauty. It offers a wide range of handmade products, including jewelry, accessories, home decor, and clothing, as well as group exercise classes, and 25% of all profits support women entrepreneurs and artists in the Congo.

Razzmatazz Kids

803 Williams St., Longmeadow

(413) 754-3654

www.facebook.com/razzmatazzkidsstore

Formerly Zen’s Toyland, Razzmatazz Kids sells a variety of items ranging from baby teethers to adult puzzles, including high-quality, unique items that aren’t available elsewhere. All the toys are handpicked, and the shop also has a playroom for children to ‘test drive’ items.

Richardson’s Candy Kitchen

500 Greenfield Road, Deerfield

(413) 772-0443

www.richardsonscandy.com

In 1954, Henry & Viola Richards opened a roadside candy kitchen in a schoolhouse-red clapboard storefront in the historic town of Deerfield. Seventy years later, current owner Kathie Woodward Williams still uses the original recipes and celebrates the sweet traditions of the seasons, crafting scrumptious confections like hand-twisted candy canes and signature chocolates.

Springfield Museums

21 Edwards St.

(413) 263-6800

www.springfieldmuseums.org

Located in the heart of downtown Springfield, the Springfield Museums offer access to five world-class museums, including the Amazing World of Dr. Seuss Museum and the Dr. Seuss National Memorial Sculpture Garden, all under a single admission. Gift certificates are available to share the fun, culture, and learning.

Springfield Thunderbirds

45 Bruce Landon Way, Springfield

(413) 739-4625

www.springfieldthunderbirds.com

A great deal for big-time hockey fans and folks who simply enjoy a fun night out with the family, Thunderbirds games are reasonably priced entertainment in Springfield’s vibrant downtown. The AHL franchise plays home games through April at the MassMutual Center, with a constant stream of promotions.

Springfield Wine Exchange

1500 Main St., Springfield

(413) 237-6187

www.swewines.com

Located on the ground floor of downtown Tower Square, the Springfield Wine Exchange offers customers local select craft beers and wines from around the world. The shop has assembled a collection of wines sourced and hand-selected from growers around the world, from everyday, affordable bottles to fine and rare collectibles.

Springfield Wine Exchange

Summit Center for Vibrant Living

25 Franklin Street, Lenox

(518) 441-6336

www.summitcenterforvibrantliving.com

Dolores Mannix, an intuitive body worker, spiritual mentor, and yoga teacher, brings together close to three decades of initiations and study in the Path of Light in Ecuador with her training in bodywork and yoga for somatic, spiritual, and emotional release in a safe, nurturing environment, fostering transformational experiences.

Sweet Lucy’s Bakeshop

7 South St., Bernardston

(413) 648-3160

www.sweetlucysbakeshop.com

Sweet Lucy’s Bakeshop is a new-American bakery in the heart of New England, passionately committed to providing the most craveable, high-quality pastries and cakes. Meanwhile, owner Lucy Damkoehler offers a wide array of cooking classes and sells gift certificates that can be applied to any class.

The Toy Box

201 North Amherst St.

(413) 256-8697

www.thetoyboxamherst.com

The Toy Box was born in late 2003. A few years later, the store expanded to twice its original size, expanding its product selection to include lots of gift and hard-to-find items as well as toys and games for older kids and adults. The website features a robust online sales platform with items in dozens of categories.

World Eye Bookshop

134 Main St., Greenfield

(413) 772-2186

www.facebook.com/profile.php?id=100057448487826

World Eye Bookshop opened more than 50 years ago, and even though it has several locations, it is still Greenfield’s only independent bookshop for new books, as well as greeting cards, toys, games, journals, stuffed animals, art supplies, tarot, and more.

Zanna

187 North Pleasant St., Amherst

(413) 253-2563

www.zanna.com

Zanna describes itself as “a city style store in a little downtown,” and adds, “we toss clothes over dressing room doors, fit shoes, give honest advice, and lots of TLC. We’ve created lasting friendships for over 50 years.”

BusinessTalk with Bill Gagnon, executive vice president and COO, Excel Dryer

By BusinessWest Staff October 28, 2024

Business Talk Podcast Special Coverage

We are excited to announce that BusinessWest has launched a new podcast series, BusinessTalk. Each episode will feature in-depth interviews and discussions with local industry leaders, providing thoughtful perspectives on the Western Massachuetts economy and the many business ventures that keep it running during these challenging times.

Go HERE to view all episodes

Episode 220: October 28, 2024

Joe Bednar talks with Bill Gagnon, executive vice president and COO, Excel Dryer

It’s hard to imagine anyone not having seen or used an Excel Dryer product, but there’s still plenty of opportunity for growth, says Bill Gagnon, executive vice president and COO at the East Longmeadow-based manufacturer and maker of the powerful, high-efficiency XLERATOR. On the next episode of BusinessTalk, Gagnon talks to BusinessWest Editor Joe Bednar about Excel’s latest product advancements, its cutting-edge work with advanced air filtration, its sustainably built headquarters expansion, its intriguing contributions to worldwide relief efforts (including in Turkey following a major earthquake), and much more. It’s must listening, so tune into BusinessTalk, a podcast presented by BusinessWest.

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Struggling Baystate Health Puts Transformation Plan in Place

By George O'Brien October 24, 2024

Features Special Coverage

Digging Out

Baystate Health

Peter Banko says he wasn’t necessarily looking for a turn-around job when he was exploring options for his next career opportunity, but he found one as the new president and CEO at Baystate Health.

Still, he was quick to note that, these days, there are very few CEO opportunities at large hospitals and health systems that do not involve turn-around efforts.

The one at Baystate certainly does, as was made clear in a press release of sorts — it was more of a statement, actually — issued by the institution early this month. It detailed everything from $300 million in operating losses over the past few years to a Leapfrog Safety Grade of ‘D’; from erosion on the balance sheet (particularly days of cash on hand, which declined from 180 days in FY 2020 to 109 by early October) to the launch of a 24-month ‘focused transformation’ to improve core operations (acute care, ambulatory, and physician enterprise) by more than $225 million.

The statement was issued in an effort to be transparent about the system’s current fiscal situation and the plan in place to return it to sound financial health, and also prepare the ground for steps that may come next, including workforce reductions, said Banko, who arrived in Springfield in June, fully aware of exactly what he was getting himself into.

He elaborated on its various points in a recent round of interviews with media outlets from across the state, including one with BusinessWest, during which he noted that Baystate is suffering from the same affliction as most all other healthcare providers in these post-pandemic years — a situation where revenues are simply not keeping pace with expenses — and will have to make some hard decisions, and many of them, to get back on track.

“We have a clear path, and we’re working on implementing it; it’s a two-year plan to improve our core operations by more than $225 million.”

“We have a clear path, and we’re working on implementing it; it’s a two-year plan to improve our core operations by more than $225 million,” said Banko, noting that the basic playbook in this case, as it does with any struggling business in any sector, calls for growing revenues and reducing expenses, efforts carried out simultaneously.

“We’re leaving no stone unturned,” he went on, noting that the system has already taken several steps, including the termination of its defined-benefit pension plan, sale of its laboratory to Labcorp, and the pending sale of Health New England to Point32Health, a move that will “remove a distraction we don’t need right now” more than it will help the bottom line, he noted.

In the growing-revenues category, he said the system is engaging in a strategic-planning process, one involving the entire organization and community, and one that will define where the system wants to grow. Elaborating, he explained that the system is working on revenue-cycle management, especially billing-and-collection operation, “to make sure we’re collecting every dollar, no more, no less.”

Meanwhile, the system is also working on improving access to physicians as well as the larger issue of throughput — in the operating room, endoscopy, heart and vascular, and more.

On the expense side, the system is looking to reduce corporate overhead, “things that don’t touch the bedside,” he said. “We’re looking at external spends — supplies, pharmacy, the must-haves versus nice-to-haves, what pens and paper we’re using.”

But obviously, the largest item on the expense side is workforce, Banko went on, adding that reductions are all but inevitable, although he could not say where they will come or how many.

Peter Banko says he arrived at Baystate fully understanding the challenges facing the health system.

“We’re still working on the plans and execution, and we will be transparent as we make those changes, both externally and internally,” he said, adding that the system will start with reducing corporate overhead and improving billing and collections.

As he goes about leading this ‘transformation,’ a word he used instead of ‘turnaround’ to describe what’s taking place, Banko said he will call on his considerable experience with such efforts (more on that later).

Ultimately, he is confident that Baystate can and will pull out of this dive and return to something approaching profitability.

“I have complete confidence in where we’re headed,” he said. “Everyone knows where we need to go; we’re aligned about where we want to go. Everything here is fixable, and there’s a great path forward to be able to invest $1.2 billion over the next six years and get into the fun stuff.”

For this issue, BusinessWest talked at length with Banko about how Baystate Health arrived at this moment, but mostly about what happens now — especially those hard decisions, the turning over of all those stones, and everything else needed to move the system into recovery.

“The light at the end of the tunnel can’t be another train coming — it has to be something better.”

While doing so, he provided some insight into the challenges facing virtually every healthcare system in the region — and the country, for that matter.

Numbers Game

As noted earlier, Banko knew exactly what he was facing when he agreed to succeed Dr. Mark Keroack as president and CEO at Baystate Health.

“The board was very transparent, and there have been no surprises,” he said, joking that, while there was a very short honeymoon period as he transitioned into the job, it is long over, and the hard work of returning the system, which includes four area hospitals — Baystate Medical Center, Baystate Noble Hospital, Baystate Wing Hospital, and Baystate Franklin Medical Center — to sound financial health is well underway.

Similar work is taking place almost everywhere in healthcare, especially across the Commonwealth, he said, noting that a recent Massachusetts Hospital Assoc. report noted that, in 2023, 75% of the hospitals in the state lost money, with some losing at a more dramatic rate than Baystate, while most others lost less.

“The American Hospital Association reported that, over the past few years, inflation grew by 12.5%, so let’s say it’s 6.25% per year,” he said, while explaining how Baystate arrived at this moment. “Our revenue at Baystate over the past 10 years has grown 5.3%, and there’s the issue: our expenses have been growing faster than our revenue.

“We have an aging population, so more than 70% of our patient base is Medicare and Medicaid, and we know neither of those cover their costs,” Banko went on. “So we rely on the other 30% to cover the cost of Medicare and Medicaid. We’ve lost commercial market share and key services to Boston and Hartford, including cancer, heart and vascular, and to a lesser extent orthopedics, neurosurgery, and gastroenterology. So all the key procedural areas that are profitable for us … we’ve lost some business to elsewhere, and for a variety of reasons.”

Listing some of them, he mentioned access to physicians — “if you call us and it’s a month and you call someone in Boston and it’s ‘we’ll see you next week,’ you’re going to go to the place that will see you next week, if you have the ability to get there” — as well as a lack of awareness within this region of the talent and services available at Baystate.

This loss of revenue, compounded by rising expenses, has had far-reaching ramifications, he said, adding that it limited the system’s ability to reinvest back into itself and the community, while also stunting its ability to grow and impacting the balance sheet.

The plan to stem this tide is fundamental, Banko said, adding that it involves both growing revenue and reducing expenses, and, ultimately, growing revenues faster than expenses.

“That means we have to start growing revenue 6% to 8% a year, and we’ve got to transform our cost structure to get below that,” he said. “We’re still early on, so the more we get on the revenue side, it takes some of the pressure off on the cost side, but we’re still early in the process.”

He said Baystate is not interested in cutting back on operations or discontinuing services, in large part because it is a safety-net hospital, and many of those services are not available elsewhere.

Bottom Line

As the system goes about putting a plan in place and then implementing it, it will use some consultants, while also drawing on some of the lessons generated by providers who have managed to recover financially from the pandemic quicker than most others.

There are only a handful of those, Banko said, stressing, again, that most systems — in this region, across New England, and across the country — are fighting the same battle, although Baystate has a deeper hole from which to dig out.

“We got hit harder — our fall, post-pandemic, was further than most systems, and our recovery has been slower,” he noted, adding that those that recovered faster made the hard decisions earlier.

As noted earlier, Banko has considerable experience with turn-around projects. He’s confronted them at several of his earlier career stops, including Centura Health in Colorado, and others as a turn-around specialist in New Jersey, Tennessee, Texas, Pennsylvania, and elsewhere.

As he looked around his office at the system’s corporate headquarters on Chestnut Street, Banko said that, somewhere, there’s a book on turn-arounds he read earlier in his career.

He doesn’t have to reread it because he’s lived through many of them now, and also because it isn’t exactly rocket science. It’s about fundamentals, execution, and “not relying on luck,” he noted. “For me, what’s more important than what you do is how you do it.”

Elaborating, he said one key is maintaining morale and getting buy-in on the strategic plan that is developed. This comes through transparency and focusing on the endgame. He noted that the poor Leapfrog score was a “gut punch” for the system, one that doesn’t reflect the work being done and the quality of talent within the Baystate family of hospitals.

“Still, it’s a grade, and it’s how we’re being graded; I said we’re going to be an ‘A’ organization — everyone wants to work for an ‘A,’ said Banko, who said he also serves as ‘chief culture officer’ for Baystate Health, and in that role it’s his job to set a tone and generate optimism for the system moving forward.

“The light at the end of the tunnel can’t be another train coming — it has to be something better,” he noted. “We’ve got a really nice picture of being able to grow the organization and invest a significant amount of money over the next six years if and when we do the plan.

“We don’t have to sell to someone, we don’t have to turn over the keys, we’re not in the same situation as Steward,” he said, referencing the Texas-based health system that filed for bankruptcy in May and has closed several hospitals, including two facilities in the Bay State. “We have a clear path, and if we execute on the path, we’re going to be healthy and growing and thriving for the next 140 years.”

UMass Amherst’s $600 Million Campaign Seeks to Harness Momentum, Generate More

By George O'Brien October 24, 2024

Education Special Coverage

Accelerating the Process

While UMass Amherst Chancellor Javier Reyes is thoroughly engrossed in the university’s ongoing $600 million fundraising campaign, the most ambitious in the school’s history, he admits to allowing himself to occasionally think about the next campaign and the bold, round-number goal that might be attached to it.

“I’m not sure, but most of the flagships, after having a $600 million or so campaign … they’ll go after $1 billion, and I see no reason why we shouldn’t set that goal given where we are and the stature we have,” Reyes told BusinessWest. “We’re developing a stronger foundation, a stronger philanthropic arm of the university, and I have no doubt that we’re building such a strong foundation that the next one will get us to those levels.”

But enough about the next campaign and that statement goal.

The current initiative, called “Accelerate: The Campaign for UMass Amherst,” is still in its middle stages, with much work still to be done. To date, more than $452 million has been raised from nearly 100,000 donors, with several “transformative” gifts that are helping the school make major strides with the campaign’s three major commitments: revolutionizing access to higher education; growing investment in cutting-edge research, teaching, and creative endeavors; and magnifying the university’s impact on the common good” (more on these later).

Overall, the campaign is aptly named, said Reyes, adding that, through the campaign and the funds it will raise, the institution will work toward accelerating a wave of momentum that has seen the university and individual schools and programs, such as the Isenberg School of Management, rise in the U.S. News & World Report rankings and increasingly become a school of choice.

“I’m not sure, but most of the flagships, after having a $600 million or so campaign … they’ll go after $1 billion, and I see no reason why we shouldn’t set that goal given where we are and the stature we have.”

Its $600 million goal makes a statement in its own right, he said, noting that this number speaks to not only how high the state’s flagship public university has risen, but also to its plans to continue on that trajectory at a time when many institutions are struggling.

And while the goal of the campaign is to raise money — for individual schools, programs, capital projects, and initiatives, as well as an endowment currently at roughly $600 million, well below other major state universities — in the course of doing so, many other goals are met, said Reyes and UMass Amherst Foundation President Arwen Duffy. At the top of this list is the opportunity to tell the university’s story to those who might not know all the recent chapters, and connecting — or reconnecting — with members of many different constituencies, including alumni, parents, foundations, the business community, and others.

Javier Reyes says the campaign is an opportunity to achieve a new level of fundraising — and a new way of connecting with alumni.

“It’s not a one-time buildup; it’s getting to a new level of philanthropy, a new level of fundraising efforts, a new level of connecting with your alumni,” Reyes said. “If you can continue gathering and really nurturing those relationships for the future, it sets the stage for future contributions.

“You also try to make sure that this is a way to bring to light great things happening at the university that many may not have noticed yet,” he went on. “When you look at your extensive alumni network, you’re able to show programs that have had tremendous success in the past years and leverage that for the future.”

Duffy agreed. “We’re trying to stay close to alumni and present opportunities for them to engage,” she noted. “And often, that engagement sparks a desire to give back in other ways. When people know what we’re up to, when they see the work that we’re doing, that often inspires investment.

“The goals set forth for this campaign are ambitious,” she went on. “But the collective power of our community makes them achievable. Alumni cherish their ties to the university, carry that pride with them, and bring inspiring energy to serving as ambassadors for UMass Amherst.”

On-the-Money Analysis

As she talked about the “Accelerate” campaign, its goals, the money raised to date, and the work still to be done to reach its lofty goal, Duffy drew an autumn analogy.

“It’s apple season right now,” she said. “And after you pick all the apples you can reach from the ground, you’ve got to figure out how to climb higher into the tree. It’s the same with a campaign like this one. The people that we already know and have relationships with, we’re talking to — we know where they are. As you work through all those known friends, you’ve got to figure out what’s higher up in the tree.”

And in the process of getting higher into the tree, the university will do more of that connecting and reconnecting mentioned earlier, and “inviting people in,” said Duffy, adding that this is one of the more intriguing, and beneficial, aspects of a campaign like this one — as is the ability to tell the university’s story to a wide range of audiences.

“When you look at this campaign, it gives you that kind of notoriety and the ability to project to the nation and the world where you are. Some of your alumni that may not already be connected will be found, will be connected, through these efforts, so with the next campaign, you will have a stronger network, a stronger base from which you can continue to nurture and build relationships.”

Reyes agreed. “When you look at this campaign, it gives you that kind of notoriety and the ability to project to the nation and the world where you are,” he said. “Some of your alumni that may not already be connected will be found, will be connected, through these efforts, so with the next campaign, you will have a stronger network, a stronger base from which you can continue to nurture and build relationships.”

“Accelerate,” as noted, is the most ambitious fundraising campaign in the school’s 161-year history. The previous campaign, called “UMass Rising,” ran from 2010 to 2016 and raised $379 million from more than 103,000 donors.

“Accelerate” officially began in 2018, said Duffy, and was really just getting started when the pandemic hit, slowing things somewhat, especially when it comes to the face-to-face discussions that are critical when it comes to securing larger, transformational gifts.

But the campaign has certainly gained some momentum, she noted, adding that it has been helped by the generational transfer of wealth to the Baby Boom generation, a larger and seemingly more energetic alumni base, and the university’s rise in stature and the rankings.

Arwen Duffy says large, transformative gifts create opportunities to connect the university’s philanthropic priorities with the specific interests of donors.

Duffy noted that, while there are several constituencies being approached for support, the alumni base is the largest and, in many ways, the most important.

There are now more than 300,000 alums, she said, and they are scattered across the country and around the world. But there are several dense pockets — Massachusetts, obviously, but also the New York City area, Washington, D.C., the West Coast, and, increasingly “warmer climates.”

Among the foundation’s challenges is finding them, keeping them informed, and engaging them in the university and its future.

Gifts That Keep Giving

As noted earlier, the campaign has three main focal points: improving access to higher education; investments in research, teaching, and creative endeavors; and magnifying impact on the “common good.” And all of these are reflected in transformative gifts from donors. These include:

• A $21.5 million naming gift from the Elaine Nicpon Marieb Charitable Foundation to the College of Nursing, which is supporting student scholarships, an endowed professorship, the work of the Elaine Marieb Center for Nursing and Engineering Innovation, and mentoring and research initiatives that create access and equity for nursing students from a variety of backgrounds;

• A $20 million pledge by Douglas (’71) and Diana Berthiaume to the Isenberg School of Management to create endowed faculty positions, endowed doctoral fellowships, a new behavioral research laboratory, and expanded faculty research at the Berthiaume Center for Entrepreneurship; and

• A $10 million gift from Jerome (’60) and Linda Paros to endow the Paros Center for Atmospheric Research at UMass Amherst, a center of excellence where students and faculty conduct high-impact research projects in atmospheric sciences, distributed geophysical sensing, and hazard warning and mitigation to revolutionize the nation’s ability to forecast, plan for, and respond to climate and weather events.

The Paros Center is an example, said Duffy, of how philanthropy often provides seed money or next-stage funding — situations where donors’ interests and philanthropic priorities converge with the university’s, “and you start to get some really interesting things happening.”

Reyes agreed. “With a campaign like this, you want to elevate the institution to continue to be of national prominence, find the areas in which you already have a certain level of excellence, and strengthen them,” he explained. “When you look at what we’re doing in the College of Engineering, Computer Science, Nursing, Food Science … you find the pillars where you’re already strong and say, ‘we’re going to double down on those.’ And we need resources to bring more students into those programs, retain faculty through endowed chairs, or providing support for facilities.”

As for access, that is a huge focal point of this campaign, said Reyes, adding that, at a time when the cost of higher education continues to rise and challenge students and their families, improving access is critically important.

“One of the most important things is finding ways to make higher education affordable,” he noted, adding that, with funds raised from the campaign, the university will focus on all aspects of affordability — not simply tuition, but also the “cost of living,” as he put it, and the costs associated with undertaking an internship, such as travel and, in some cases, living in a different city of country.

Meanwhile, this campaign will place additional emphasis on reinforcing the university as a force in economic development across the state.

“When you think of community engagement, community-engaged research, reaching out to the community and being not only a partner, but a collaborator … it really is a different era for the university,” Reyes said. “And we’re going to start showcasing that as part of this campaign, since some of the resources that we’ll be able to gather from this campaign can help with that community engagement, with that outreach.”

Bottom Line

Overall, “Accelerate” comes at a pivotal moment — for the university, higher education, this region, the country, and the world. It is a critical initiative for an institution that has generated large amounts of momentum and wants to create more.

It was launched with the goal of raising $600 million, but also the larger, even more important goal of taking philanthropy at the state’s flagship university to a new level, one where the goal for the next campaign may, indeed, be $1 billion.

“Campaigns are not just about the dollars today,” Reyes said. “Campaigns are also about building the stature and the connectivity of the university such that, in the future, this support and this engagement with your alumni network and those that have a stake in the university continue to be strengthened, grown, and maintained.”

That’s what “Accelerate” is all about, and thus far, it is certainly living up to that name.

Super 60 Honorees Reflect Success, Growth, Civic Commitment

By BusinessWest Staff October 24, 2024

Special Coverage Super 60

A Regional Economic Snapshot

The Springfield Regional Chamber (SRC) recently announced the 2024 winners of its annual Super 60 awards program, honoring 60 businesses and nonprofits across five distinct categories. They will be honored at a luncheon on Friday, Nov. 8 at the MassMutual Center in Springfield.
For more than 30 years, the Super 60 awards have honored the accomplishments of successful and growing businesses that call the Greater Springfield area home. Last year, the Super 60 program was reimagined and expanded. In addition to the traditional categories of Revenue and Growth, the Springfield Regional Chamber added three new categories to celebrate additional measures of success.
The Start-Up category recognizes businesses that have achieved remarkable success during their early years of operation, the Give Back category recognizes businesses that made significant contributions to local communities and organizations, and the Non-Profit category recognizes organizations that have displayed selfless dedication to serving the community through exceptional programming and support.
This year’s winners represent numerous communities across myriad industries, including dining, automotive, manufacturing, finance, sports, and many more.
“We are thrilled to celebrate the incredible diversity and innovation within our business community through this year’s Super 60 program,” said Diana Szynal, president of the Springfield Regional Chamber. “Small businesses are the heart and soul of our region, and we’re excited to celebrate so many nonprofits that make a difference in our community. It’s more important than ever to shine a light on the accomplishments and unwavering resilience of our local businesses and nonprofits. I look forward to honoring these incredibly deserving organizations at our Super 60 luncheon on November 8.”
The keynote speaker at the luncheon will be Tania Barber, president and CEO of Caring Health Center, which, under her guidance, operates five primary-care sites across the region, employing 266 professionals who provide healthcare services to about 28,000 patients.
Super 60 sponsors include Health New England, WWLP-22 News, Stand Out Truck, Florence Bank, Keiter Corp., the Republican, and Paylocity. Visit springfieldregionalchamber.com to reserve a seat at the luncheon.

Revenue:

Fontaine Brothers Inc.
Whalley Computer Associates Inc.
Tighe & Bond Inc.
Marcotte Ford Sales Inc.
Baltazar Contractors Massachusetts
Keiter Corp.
Maybury Associates Inc.
Freedom Credit Union
L&C Prescription
The Dowd Agencies LLC
Paragus Strategic IT Inc.
Knight Machine Tool Co.
Baystate Crushing & Recycling Inc.
Springfield Hockey LLC
Pioneer Valley Financial Group Inc.

Growth:

Roberts Energy
Keiter Corp.
Marcotte Ford Sales Inc.
Baltazar Contractors Massachusetts
Tighe & Bond Inc.
Springfield Hockey LLC
L&C Prescription
Paragus Strategic IT Inc.
Court Square Group Inc.
Giggle Gardens Inc.
Bart Truck Equipment LLC
Campora Construction
Connections Real Estate Corp.
Maaco Collision Repair & Auto Painting
Pioneer Valley Financial Group Inc.

Start-Up:

DDS Acoustical Specialties LLC
Exotic Scentsations
MorningBird Media
Rewarding Insurance Agency LLC
Hoppy Mustard
L’Amour Restaurant

Give Back:

Allied Flooring and Paint/
Budget Cabinet Sales
Bulkley Richardson
Keiter Corp.
Marcotte Ford Sales Inc.
MGM Springfield
Monarch Fore Charities
Pioneer Valley Financial Group Inc.
Springfield Hockey LLC
The Horace Smith Fund

Non-Profit:

Way Finders
Valley Opportunity Council Inc.
Springfield Partners for
Community Action Inc.
Rachel’s Table of Western Massachusetts
The Horace Smith Fund
WestMass Eldercare Inc.
MassHire Holyoke Career Center
Springfield Rescue Mission
Second Chance Animal Services Community Veterinary Hospital
MassHire Springfield Career Center
The Food Bank of
Western Massachusetts Inc.
Boys & Girls Club of Greater Westfield Inc.
Clinical & Support Options
Gandara Mental Health Center Inc.
Work Opportunity Center Inc.

REVENUE

Fontaine Bros. Inc.
510 Cottage Street, Springfield, Massachusetts 01104
(413) 781-2020
www.fontainebros.com
David Fontaine Jr., CEO
Family-owned and operated for 91 years, Fontaine Bros. offers services such as general contracting, with a focus on K-12 schools, higher education, commercial properties, historical renovations, and municipal work, as well as construction management. As one of New England’s original green builders, it has expertise in building sustainably and responsibly for all kinds of projects.

Whalley Computer Associates Inc.
One Whalley Way, Southwick, MA 01077
(413) 596-4200
www.wca.com
Michael Sheil, President
Whalley Computer Associates offers data-center services, cloud backup, managed services, training, desktop services, network services, and staff-augmentation services. The company focuses its work in the corporate, finance, healthcare, K-12, higher education, retail, and SMB industries.

Tighe & Bond Inc.
53 Southampton Road, Westfield, MA 01085
(413) 562-1600
www.tighebond.com
Robert Belitz, President and CEO
Tighe & Bond offers engineering, design, planning, and environmental-consulting services, with focuses in building, transportation, water and wastewater engineering, coastal and waterfront solutions, environmental consulting, GIS and asset management, landscape architecture and urban design, civil engineering, and site planning.

Marcotte Ford Sales Inc.
1025 Main St., Holyoke
(413) 536-1900
www.marcotteford.com
Bryan Marcotte, President
The dealership sells new Ford vehicles as well as pre-owned cars, trucks, and SUVs, and features a full service department, including a mobile service operation that comes to customers for basic maintenance and recall servicing. Marcotte has achieved Ford’s President’s Award multiple occasions over the past decade. It also operates the Marcotte Commercial Truck Center.

Baltazar Contractors Massachusetts
83 Carmelinas Circle, Ludlow, MA 01056
(413) 583-6160
www.baltazarcontractors.com
Paulo Baltazar, President
Baltazar Contractors is a heavy civil construction company with services in utility construction, roadway construction, site work and development, culvert and bridge construction, earth support and shoring, and trenchless technology. The company has remained family-owned over three decades in business.

Keiter Corp.
35 Main St., Florence, MA 01062
(413) 586-8600
www.keiter.com
Scott Keiter, President
Keiter Corp. is a construction-services company working with clients on residential, commercial, industrial, and institutional projects of all sizes. The firm is divided into four divisions: Keiter Builders (commercial and institutional construction), Keiter Homes (residential construction), Hatfield Construction (excavation, site work, and structural concrete), and Keiter Properties (real estate and rental).

Maybury Associates Inc.
90 Denslow Road, East Longmeadow
(888) 629-2879
www.maybury.com
William Maybury, President
A one-source provider of quality industrial products and services to manufacturing, distribution, and warehousing customers, Maybury Associates designs, supplies, and services a wide variety of handling equipment throughout New England and provides customers in a wide range of industries with solutions to move, lift, and store their parts and products.

Freedom Credit Union
1976 Main St., Springfield, MA 01103
(413) 739-6961
www.freedom.coop
Glenn Welch, President and CEO
Freedom Credit Union is a credit union that offers banking and loan services to businesses and individuals. It also offers insurance plans for individuals and an investment-services division. The institution celebrated its centennial in 2022 and regularly involves customers and the community in philanthropic outreach.

L&C Prescriptions Inc.
155 Brookdale Dr., Springfield, MA 01104
(413) 781-2996
www.medibubble.com
Dr. Kara James, President
L&C Prescription, the parent company for Louis & Clark Pharmacy, provides medication solutions to individuals, healthcare providers, and assisted-living, independent-living, and memory-care communities, and offers online prescription refills, MediBubble pre-packaged pills, blister packs to manage daily medications, vial synchronization, consultations with registered pharmacists, and a delivery service.

The Dowd Agencies LLC
14 Bobala Road, Holyoke, MA 01040
(413) 538-7444
www.dowd.com
John Dowd Jr., President
Founded in 1898, the Dowd Agencies is the oldest insurance agency under continuous family ownership, and one of the most long-standing, experienced insurance agencies in Massachusetts. Its staff includes fully licensed and certified insurance and financial services agents and brokers in Holyoke, Hadley, Southampton, Indian Orchard, and Ludlow.

Paragus Strategic IT
112 Russell St., Hadley
(413) 587-2666
www.paragusit.com
Delcie Bean, President
Paragus has grown dramatically as an outsourced IT solution, providing business computer service, consulting, information-technology support, and other services to businesses of all sizes from its headquarters in Hadley and a second location in Worcester. The company is 100% employee-owned.

Knight Machine Tool Co.
11 Industrial Dr., South Hadley
(413) 532-2507
www.knightmachine.net
Gary O’Brien, Owner
Knight Machine & Tool Co. is a metalworking and welding company that offers blacksmithing, metal roofing, and other services from its 11,000-square-foot facility. The company is ISO 9001:2015 certified and registered with International Traffic in Arms Regulations.

Baystate Blasting Inc.
36 Carmelinas Circle, Ludlow, MA 01056
(413) 583-4440
www.baystateblasting.com
Dinis Baltazar, President and CEO
Baystate Blasting offers services in ledge and rock removal, rock blasting, and rock crushing. It performs large and small construction-site preparation, road and highway work, line drilling and trench work, quarry shots, and residential work such as foundations and in-ground pools. It is federally licensed as both a dealer and user of explosive materials.

Springfield Hockey LLC
1 Monarch Place, Springfield, MA 02110
(413) 746-4100
www.springfieldthunderbirds.com
Nathan Costa, President
Springfield Hockey LLC, better known as the Springfield Thunderbirds, is the local affiliate of the St. Louis Blues and and the American Hockey League’s 2021-22 Eastern Conference champion. Playing its home games at the MassMutual Center since its inception in 2016, the team gives back to the community in multiple ways, like the Thunderbirds Foundation, Stick to Reading school programs, Hometown Salute, Frontline Fridays, and more.

Pioneer Valley Financial Group Inc.
535 East St., Ludlow, MA 01056
(413) 589-1500
www.pvfinancial.com
Edward Sokolowski, Kelly Haber, and Karen Nogueira, Partners
Pioneer Valley Financial Group is a financial-planning service, offering services in retirement planning, business planning, asset growth, college funding, estate planning, tax planning, and risk management. It serves retirees, professionals, service members, young adults, and small and medium-sized businesses.

GROWTH

Roberts Energy
237 Albany St., Springfield, MA 01105
(413) 736-9611
www.robertsnrg.com
Frank Roberts, President
Roberts Energy is a supplier of motor fuels, heating fuels, and lubricants to commercial end-users, wholesale customers, and branded retailers. The company specializes in helping customers manage their fuel costs through risk-management products, inventory management, and innovative equipment and technology solutions.

Keiter Corp.
35 Main St., Florence, MA 01062
(413) 586-8600
www.keiter.com
Scott Keiter, President
Keiter Corp. is a construction-services company working with clients on residential, commercial, industrial, and institutional projects of all sizes. The firm is divided into four divisions: Keiter Builders (commercial and institutional construction), Keiter Homes (residential construction), Hatfield Construction (excavation, site work, and structural concrete), and Keiter Properties (real estate and rental).

Marcotte Ford Sales Inc.
1025 Main St., Holyoke
(413) 536-1900
www.marcotteford.com
Bryan Marcotte, President
The dealership sells new Ford vehicles as well as pre-owned cars, trucks, and SUVs, and features a full service department, including a mobile service operation that comes to customers for basic maintenance and recall servicing. Marcotte has achieved Ford’s President’s Award multiple occasions over the past decade. It also operates the Marcotte Commercial Truck Center.

Baltazar Contractors Massachusetts
83 Carmelinas Circle, Ludlow, MA 01056
(413) 583-6160
www.baltazarcontractors.com
Paulo Baltazar, President
Baltazar Contractors is a heavy civil construction company with services in utility construction, roadway construction, site work and development, culvert and bridge construction, earth support and shoring, and trenchless technology. The company has remained family-owned over three decades in business.

Tighe & Bond Inc.
53 Southampton Road, Westfield, MA 01085
(413) 562-1600
www.tighebond.com
Robert Belitz, President and CEO
Tighe & Bond offers engineering, design, planning, and environmental-consulting services, with focuses in building, transportation, water and wastewater engineering, coastal and waterfront solutions, environmental consulting, GIS and asset management, landscape architecture and urban design, civil engineering, and site planning.

Springfield Hockey LLC
1 Monarch Place, Springfield, MA 02110
(413) 746-4100
www.springfieldthunderbirds.com
Nathan Costa, President
Springfield Hockey LLC, better known as the Springfield Thunderbirds, is the local affiliate of the St. Louis Blues and and the American Hockey League’s 2021-22 Eastern Conference champion. Playing its home games at the MassMutual Center since its inception in 2016, the team gives back to the community in multiple ways, like the Thunderbirds Foundation, Stick to Reading school programs, Hometown Salute, Frontline Fridays, and more.

L&C Prescriptions Inc.
155 Brookdale Dr., Springfield, MA 01104
(413) 781-2996
www.medibubble.com
Dr. Kara James, President
L&C Prescriptions, the parent company for Louis & Clark Pharmacy, provides medication solutions to individuals, healthcare providers, and assisted-living, independent-living, and memory-care communities, and offers online prescription refills, MediBubble pre-packaged pills, blister packs to manage daily medications, vial synchronization, consultations with registered pharmacists, and a delivery service.

Paragus Strategic IT
112 Russell St., Hadley
(413) 587-2666
www.paragusit.com
Delcie Bean, President
Paragus has grown dramatically as an outsourced IT solution, providing business computer service, consulting, information-technology support, and other services to businesses of all sizes from its headquarters in Hadley and a second location in Worcester. The company is 100% employee-owned.

Court Square Group Inc.
1350 Main St., Springfield, MA 01103
(413) 746-0054
www.courtsquaregroup.com
Keith Parent, CEO
Court Square Group is a leading managed-service technology company with a focus exclusively on life science. Its business-focused approach has supported many life-science startups as well as some of the largest life-science companies. The team’s expertise provides technical, compliance, and audit-readiness support.

Giggle Gardens Inc.
627 State St., Springfield, MA 01109
(413) 439-0391
www.gigglegardens.com
Roxanne Turowsky, Owner
Giggle Gardens Learning Center is committed to quality care and the education of young children. Its team provides a safe, structured, environment for children to learn, socialize, and have fun. Early-learning programs are offered year-round for ages 3 weeks to 5 years, and school-age programs are offered year-round to ages 5-12.

Bart Truck Equipment LLC
358 River St., West Springfield, MA 01089
(413) 737-2766
www.barttruckllc.com
James DiClementi, President
Bart Truck Equipment is a heavy-duty parts and trucking service company, offering different bodies (dump, platform, utility/service), snow plows and other winter removal equipment, truck-mounted generators, hook lifts and roll-offs, and more. It also custom-builds and fabricates parts for clients. It serves contractors, landscapers, fleets, municipalities, utility companies, and homeowners.

Campora Construction
43 Owens Way, Ludlow, MA 01056
(413) 610-1660
www.camporacc.com
Mario Campora, President
Campora Construction specializes in full-scale building construction and sidewalk, patio, and driveway installation for residential, commercial, and governmental projects. Services include custom home design and construction, complete home rebuilds from fire damage, home additions and sunroom installation, concrete demolition and infills, and commercial office fit-outs.

Connections Real Estate Corp.
85 Post Office Park, Wilbraham, MA 01095
(800) 755-7595
www.remax.com/real-estate-offices/remax-connections-wilbraham-ma/100428112
Peter Ruffini and Dawn Ruffini, Brokers/Owners
RE/MAX Connections is a full-service real-estate brokerage servicing Massachusetts and Connecticut, with referral partners worldwide. Its services encompass buying, selling, and renting properties.

Maaco Collision Repair & Auto Painting
78 Sylvan St., West Springfield, MA 01089
(413) 351-3554
www.maaco.com/locations/ma/west-springfield-11269
Joe Houghton, Owner
Maaco Collision Repair & Auto Painting is America’s number-one body shop. Its locally owned and operated facility specializes in repairing routine dents, dings, and structural damages. In addition, Maaco offers premium painting solutions to rejuvenate a vehicle’s appearance. It also offers fleet and industrial services.

Pioneer Valley Financial Group Inc.
535 East St., Ludlow, MA 01056
(413) 589-1500
www.pvfinancial.com
Edward Sokolowski, Kelly Haber, and Karen Nogueira, Partners
Pioneer Valley Financial Group is a financial-planning service, offering services in retirement planning, business planning, asset growth, college funding, estate planning, tax planning, and risk management. It serves retirees, professionals, service members, young adults, and small and medium-sized businesses.

START-UP

DDS Acoustical Specialties LLC
54 Mainline Dr., Unit C, Westfield, MA 01085
(413) 248-8118
www.ddsacoustical.com
Dave Gilbert, Senior Managing Partner
Established in 2019, DDS Acoustical Specialties brings more than 45 years of combined experience in designing, managing, and installing acoustical products nationwide. DDS strives to solve noise problems across any business sector and industry, and customers receive engineered, turnkey solutions, customized for their specific area or issue.

Exotic Scentsations
50 Holyoke St., Holyoke, MA 01040
(413) 783-1640
www.exoticscentsations.com
Abigail Pena Hunt, Owner
A first-generation, Black-owned small business, Exotic Scentsations produces and sells high-end aromatherapy products at affordable prices, both at its store at the Holyoke Mall and online. True to its name, Exotic Scentsations aspires to offer uncommon scents, and a range of products that can offer everyone a sense of comfort and nostalgia.

MorningBird Media
1350 Main St., Springfield, MA 01103
(413) 271-7288
www.morningbird.media
Robyn Miller, Founder
MorningBird Media was founded in 2018 with the vision of helping to bring existing businesses into the digital age. While this remains a focus, MorningBird has evolved with the marketing landscape to encompass all methods of reaching potential customers. Clients who work with MorningBird get a personalized strategy that fits their business’ needs.

Rewarding Insurance Agency LLC
284 Maple St., Suite 1, Holyoke, MA 01040
(413) 359-2771
www.rewardingagency.com
Lidia Rodríguez and Miguel Rivera, CEOs
Since 2016, Rewarding Insurance Agency has been serving customers in Massachusetts, Connecticut, and Rhode Island, with services including life insurance, health insurance, retirement solutions, property and casualty insurance, tax-preparation services, and notary services. In 2024, the agency was named Business of the Year by the Greater Holyoke Chamber, and its CEOs were named Business People of the Year.

Hoppy Mustard
www.hoppymustard.com
Justin Peritore, Founder
Born from the culinary dreams of its founder, Hoppy Sauce is a testament to the fusion of innovation and flavor. Trained in advanced culinary arts, Peritore embarked on a quest to redefine condiments, uniting the robust essence of beer with the smoky allure of barbecue. Months of taste tests, meticulous crafting, and a commitment to inclusivity resulted in his bold, spicy, sweet, and tangy masterpiece.

L’amour Restaurant
111 Chestnut St., Springfield, MA 01103
(413) 301-5333
www.lamourspringfield.com
Asif Khan and Sunny Rana, Owners
L’amour aims to create a dining experience that celebrates the rich culinary traditions of Nepal, India, Pakistan, and Mediterranean, while providing exceptional hospitality and service. It is dedicated to serving authentic dishes prepared with fresh, locally sourced ingredients and authentic spices. In addition to the restaurant, L’amour offers a spacious and versatile banquet hall for all occasions.

GIVE BACK

Allied Flooring, Paint & Design/Budget
Cabinet Sales
350 Main St., Agawam, MA 01001
(413) 224-8260
www.alliedflooringandpaint.com
Mario Tedeschi, Partner and President
As a leading destination for flooring, paint, carpet and floor cleaning, interior design, and window treatments, Allied has an extensive track record working alongside homeowners to help turn houses into homes. Launched in 1987, the company now boasts three locations in Agawam, East Longmeadow, and Leominster, and purchased Budget Cabinet Sales in Agawam in 2022.

Bulkley Richardson
1500 Main St., Suite 2700, Springfield, MA 01115
(413) 272-6200
www.bulkley.com
Elizabeth Quick, Executive Director
Bulkley Richardson, with locations in Springfield and Hadley, has provided high-quality legal services to local and national clients for a century. Launched in 1924, the firm now boasts 23 practice areas (14 of them ranked by Best Lawyers in 2024) and 15 attorneys honored in peer-recognition programs in 2024. Active in the community, the firm supported 42 local organizations in 2023.

Keiter Corp.
35 Main St., Florence, MA 01062
(413) 586-8600
www.keiter.com
Scott Keiter, President
Keiter Corp. is a construction-services company working with clients on residential, commercial, industrial, and institutional projects of all sizes. The firm is divided into four divisions: Keiter Builders (commercial and institutional construction), Keiter Homes (residential construction), Hatfield Construction (excavation, site work, and structural concrete), and Keiter Properties (real estate and rental).

Marcotte Ford Sales Inc.
1025 Main St., Holyoke
(413) 536-1900
www.marcotteford.com
Bryan Marcotte, President
The dealership sells new Ford vehicles as well as pre-owned cars, trucks, and SUVs, and features a full service department, including a mobile service operation that comes to customers for basic maintenance and recall servicing. Marcotte has achieved Ford’s President’s Award multiple occasions over the past decade. It also operates the Marcotte Commercial Truck Center.

MGM Springfield
One MGM Way, Springfield, MA 01103
(413) 273-5000
www.mgmspringfield.mgmresorts.com
Chris Kelley, President and COO
MGM Springfield recently celebrated five years of operation in downtown Springfield, offering a host of slot machines and table games, numerous restaurants, a hotel, and entertainment at Symphony Hall, Roar! Comedy Club, ARIA Ballroom, the MassMutual Center, and an outdoor plaza.

Monarch Fore Charities
One Monarch Place, 25th Floor, Springfield, MA 01144
(413) 746-4100
www.monarch-place.com
Paul Picknelly, President
Monarch Fore Charities is the philanthropic and charity-supporting arm of Monarch Enterprises, a leading commercial real-estate developer and hotel operator.

Pioneer Valley Financial Group Inc.
535 East St., Ludlow, MA 01056
(413) 589-1500
www.pvfinancial.com
Charles Meyers, Edward Sokolowski, and Joseph Leonczyk, Founding Partners
Pioneer Valley Financial Group is a financial-planning service, offering services in retirement planning, business planning, asset growth, college funding, estate planning, tax planning, and risk management. It serves retirees, professionals, service members, young adults, and small and medium-sized businesses.

Springfield Hockey LLC
1 Monarch Place, Springfield, MA 02110
(413) 746-4100
www.springfieldthunderbirds.com
Nathan Costa, President
Springfield Hockey LLC, better known as the Springfield Thunderbirds, is the local affiliate of the St. Louis Blues and and the American Hockey League’s 2021-22 Eastern Conference champion. Playing its home games at the MassMutual Center since its inception in 2016, the team gives back to the community in multiple ways, like the Thunderbirds Foundation, Stick to Reading school programs, Hometown Salute, Frontline Fridays, and more.

The Horace Smith Fund
16 Union Ave., Suite 2K, Westfield, MA 01085
(413) 739-4222
www.horacesmithfund.org
Josephine Sarnilli, Executive Director
For more than a century, the Horace Smith Fund has helped Hampden County students finance their dreams of higher education. Award opportunities are available to residents of Hampden County who have graduated from eligible local secondary or private schools. This year, the fund awarded a total of $316,000 to local students in scholarships and fellowships.

NON-PROFIT

Way Finders
1780 Main St., Springfield, MA 01103
(413) 233-1500
www.wayfinders.org
Keith Fairey, President and CEO
Way Finders is an organization dedicated to bringing home stability to people across Western Mass. since 1972. It builds and manages affordable housing in urban, rural, and suburban settings; helps families access emergency assistance and housing subsidies; helps people become first-time homebuyers; supports families experiencing homelessness or domestic abuse; and fosters housing stability through financial education and employment services.

Valley Opportunity Council Inc.
35 Mount Carmel Ave., Chicopee, MA 01013
(413) 552-1554
www.valleyopp.com
Stephen Huntley, Executive Director
The Valley Opportunity Council is the largest and most diverse community-action agency in the region. It offers a network of support and collaborative services that include energy assistance, nutrition, early education and childcare, adult education, senior services, housing, money management, and transporation.

Springfield Partners for Community Action Inc.
721 State St., Springfield, MA 01109
(413) 263-6500
www.springfieldpartnersinc.com
Paul Bailey, Executive Director
Springfield Partners for Community Action’s mission is to utilize and provide resources that assist people in need to obtain economic stability, ultimately creating a better way of life. It does so through home and energy services, income-tax assistance services, money-management services, transportation services, veterans’ services, and youth and family services.

Rachel’s Table of Western Massachusetts
1600 Dickinson St., Springfield, MA 01108
(413) 733-0084
www.feedwma.org
Jodi Falk, Executive Director
The mission of Rachel’s Table of Western Massachusetts is to alleviate hunger and reduce the waste of food resources in Western Mass. The organization takes a holistic and collaborative approach toward food security by supporting an inter-generational volunteer effort to feed and nourish local communities.

The Horace Smith Fund
16 Union Ave., Suite 2K, Westfield, MA 01085
(413) 739-4222
www.horacesmithfund.org
Josephine Sarnilli, Executive Director
For more than a century, the Horace Smith Fund has helped Hampden County students finance their dreams of higher education. Award opportunities are available to residents of Hampden County who have graduated from eligible local secondary or private schools. This year, the fund awarded a total of $316,000 to local students in scholarships and fellowships.

WestMass ElderCare Inc.
4 Valley Mill Road, Holyoke, MA 01040
(413) 538-9020
www.wmeldercare.org
Roseann Martoccia, Executive Director
This agency’s mission is to preserve the dignity, independence, and quality of life of elders and disabled persons desiring to remain within their own community. It offers services for elders, their families and caregivers, and people with disabilities. Programs and services include supportive housing, home care, options counseling, adult family care, nutrition programs, elder mental health, family caregiver support, and health-insurance counseling.

MassHire Holyoke Career Center
850 High St., Holyoke, MA 01040
(413) 532-4900
www.masshireholyoke.org
David Gadaire, President and CEO
Since 1996, the MassHire Holyoke Career Center has been serving the workforce and economic-development needs of individual job seekers, business partners, and community and faith-based organizations throughout Hampden County and beyond. It aims to develop a strong workforce system by enhancing the competitive strength of companies, improving the skills of employees and job seekers, and expanding career opportunities through economic development.

Springfield Rescue Mission
10 Mill St., Springfield, MA 01108
(413) 732-0808
www.springfieldrescuemission.org
Kevin Ramsdell, Executive Director and CEO
The Springfield Rescue Mission is a leader in meeting the needs of the poor and homeless in Greater Springfield. As an emergency shelter, mobile feeding program, rehabilitation and transformation center, and transitional living facility, it provides food, shelter, clothing, medical attention, Christian counseling, literacy training, and advocacy, free of charge.

Second Chance Animal Services
Community Veterinary Hospital
67 Mulberry St., Springfield, MA 01105
(413) 739-2343
www.secondchanceanimalservices.org
Sheryl Blancato, CEO
Second Chance Animal Services is a nonprofit animal welfare organization that operates community veterinary hospitals in Springfield, North Brookfield, Southbridge, and Worcester; subsidized rates are provided to underserved communities. Every year, Second Chance helps tens of thousands of pets through full-service veterinary care, spay/neuter services, adoption services, community and educational outreach programs, training, and a pet-food pantry.

MassHire Springfield Career Center
95 Liberty St., Springfield, MA 01103
(413) 858-2800
www.masshirespringfield.org
Kevin Lynn, Executive Director
Since 1996, MassHire Springfield has assisted people in building their skill sets through workshops and career training options to meet the needs of businesses, while offering companies a variety of recruitment options ranging from large job expos to on-site programs for individual companies. The organization’s goal is to match the needs of people looking for work to those of its business partners.

The Food Bank of Western Massachusetts Inc.
25 Carew St., Chicopee, MA 01020
(413) 247-9738
www.foodbankwma.org
Andrew Morehouse, Executive Director
The Food Bank works to end hunger in Western Mass. by providing nutritious food, strengthening the region’s food-assistance network, and developing solutions to the causes of hunger. The Food Bank receives food from a number of different sources, including state and federal government, local farms, food businesses, and community organizations, and distributes it to member food pantries, shelters, and meal sites, as well as directly to families.

Boys & Girls Club of Greater Westfield Inc.
28 West Silver St., Westfield, MA 01085
(413) 562-2301
www.bgcwestfield.org
Bo Sullivan, CEO
The Boys & Girls Club aims to inspire and enable young people to reach their full potential as productive, caring, and responsible citizens. Its programs for ages 2 to 18 are designed to support youth in achieving three priority outcomes: academic success, good character and citizenship, and healthy lifestyles.

Clinical & Support Options
8 Atwood Dr., Suite 301, Northampton, MA 01060
(413) 773-1314
www.csoinc.org
Karin Jeffers, President and CEO
CSO’s mission is to provide responsive and effective interventions and services to support individual adults, children, and families in their quest for stability, growth, and a positive quality of life. Services include crisis and emergency services; outpatient mental health; family-support programs; community-based programs; and shelter, housing, and homelessness efforts.

Gándara Mental Health Center Inc.
933 East Columbus Ave., Springfield, MA
(413) 732-2120
www.gandaracenter.org
Lois Nesci, CEO
Founded in 1977 to advocate and provide for equal services in the Hispanic community, Gándara Center delivers quality bilingual behavioral-health, substance-use, and preventive services for a diverse clientele of nearly 15,000 children, adults, and families each year in 100 locations across Massachusetts.

Work Opportunity Center Inc.
94 North Elm St., Suite 104, Westfield, MA 01085
(413) 786-8830
www.wocinc.org
Mary Akers, Executive Director
Established in 1969, Work Opportunity Center is a private, nonprofit organization headquartered in Westfield, with various sites throughout Western Mass. WOC provides training, employment opportunities, and community-based day services to individuals with physical and/or developmental disabilities.

What’s Changing in Ludlow … and What Isn’t

By Joseph Bednar October 24, 2024

Community Spotlight Special Coverage

Community Spotlight

Marc Strange considers it “disappointing” that the majority of the town wasn’t ready for a charter change.

When Marc Strange came to Ludlow as town administrator in the spring of 2022, he saw an opportunity to take a leadership position in a bustling community and use his experience and skills — he was formerly director of Planning and Development for Agawam and selectman in Longmeadow — to effect change in this community.

One big proposed change is not happening, but there’s still plenty on his plate.

“When I applied for the job, the number-one priority was the change of government,” he said of a push to change the town’s charter and system of government — now a board of selectmen and representative town meeting — to one many felt was more befitting a community of roughly 21,000 residents, either a town manager and town council, a mayor and city council, or perhaps a hybrid model.

“That’s been a focus of mine, although I wasn’t involved in the creation of the charter,” he told BusinessWest of the effort by a charter-review committee that eventually settled on a town council/town manager model, which included the hiring of the Edward J. Collins Center for Public Management to guide the process and a series of public forums. “I took it upon myself to make sure we were pushing toward on that, putting in the request to fund a consultant and just keep that ball moving.”

But the ball stopped rolling at a town meeting earlier this month, when the charter and the government change was voted down, 41-29.

“That just means that we’re going to continue status quo, the way we’ve been operating,” Strange said. “It’s disappointing because the charter committee put together a good charter, but the town just wasn’t ready for the change. The town manager would have replaced the board of selectmen, and then a town council would have replaced town meeting as a legislative body. You’re just able to get things done quicker.

“All the surrounding towns have grown, and that has contributed to our growth. And the town of Ludlow has grown tremendously since we started.”

“We have about 21,000 people, and a $84 million budget. We’re really a small city. It certainly has a town feel to it, but in terms of the form of the government, the structure of the government, I personally think it would have been more efficient to make the change. But the town meeting didn’t see it that way.”

For many town-meeting participants, Strange said, it came down to a question of representation.

“There are a little more than 100 members, technically, but there there were 70 at this town meeting. You’re going from that many people and that many voices down to a seven-member town council. I think the overriding sentiment was, the more voices you have, the more democratic a process.”

Still, he added, “Easthampton is a city, Palmer is a city, Southbridge is a city. These are smaller towns, smaller than us, that have city forms of government.”

Strange had other goals when he was hired in 2022, including efforts to make the government more efficient, which has included balancing out staffing and combining the treasurer’s and collector’s offices, and development efforts downtown.

Karen Randall says location is her business’s number-one asset.

“I grew up in the economic-development world, in municipal government, and that’s one of the reasons why I was so excited to join Ludlow,” he said. “There’s so much potential here.”

Location, Location, Location

Karen Randall has certainly seen plenty of change in Ludlow, most of it positive. In 1962, her father built the first store at Randall’s Farm, and in 1997, the building underwent a significant expansion, including a greenhouse and big produce department.

The business also added “a postage stamp of a kitchen,” she added, which would turn out to be entirely inadequate as the bakery, deli, and prepared-food operations took off as people’s lifestyles changed.

“Center Street, where the pike exit is, is pretty built out and super busy. There are a lot of businesses there. But the downtown area, I feel like we need to really focus on that, because residents’ quality of life will rise if we can create a more exciting downtown area.”

“The kind of customers we have are mostly local customers. They’re on their way home or on their way to work, and it’s very convenient for them to have home-cooked food — not cooked in their home, but cooked in our home. We prepare everything from scratch, for the most part. And that department just went way beyond our expectations. It’s almost 40% of everything we do now, which we never saw coming. The garden center is still a big part, and produce is still a huge part, but prepared food was a surprise.”

Guests also come for the homemade hard ice cream, as well as family activities that peak in the fall with pumpkin decorating, scarecrow making, and seasonal games. Randall said the farm draws regulars from a roughly 20-mile range, from communities like Longmeadow, Westfield, and Enfield, Conn. “Sometimes people make a weekend trip just for their groceries. We have a lot of specialty grocery; we do a lot of gluten-free and allergy-friendly food. We have a big following for that.”

The Ludlow Mills project, with its mix of housing, businesses, and the restored, iconic clocktower, continues to progress each year.

But after talking about what Randall’s Farm offers, she was quick to explain what Ludlow itself offers — notably its location off Mass Pike exit 54 and near a number of growing residential communities. It also benefits from its own growth, with new residential developments in recent years (more on that later).

“We’re in a great location. Location, I would say, is our number-one asset,” Randall told BusinessWest. “Having the turnpike less than a mile away, people in the surrounding towns who are using the turnpike drive by us very often. Belchertown has grown, all the surrounding towns have grown, and that has contributed to our growth. And the town of Ludlow has grown tremendously since we started.

“It’s a great community to have a business in, with great people. The town gives us excellent young employees; we have a lot of people that start in high school, and hopefully they stay while they go to college and come back and work holidays or weekends or summers,” she went on. “Some of our young employees stay with us for six years or so until they graduate from college, and then we hate to lose them. They become nurses and engineers and go on to their careers, and they leave a big hole for us because they were excellent employees.”

Ludlow at a glance

Year Incorporated: 1774
Population: 21,002
Area: 28.2 square miles
County: Hampden
Residential Tax Rate: $18.09
Commercial Tax Rate: $18.09
Median Household Income: $53,244
Median Family Income: $67,797
Type of Government: Board of Selectmen, Representative Town Meeting
Largest Employers: Hampden County House of Correction; Encompass Rehabilitation Hospital; Massachusetts Air National Guard; Kleeberg Sheet Metal Inc.
*Latest information available

All that said, “the business is doing well,” Randall noted. “We continue to grow and change with the trends and what customers want and what other stores like us are doing. We try to stay in tune with what’s happening so we can deliver the best to our customers.”

Downtown Developments

The town has been focusing on its downtown area in recent years as well, not just at Ludlow Mills, but in the East Street corridor, where it has planned extensive infrastructure improvements to make the street more safe, pedestrian-friendly, and aesthetically pleasing, as well as expanding its District Improvement Financing (DIF) area, which had previously covered just the footprint of the mills, to East Street.

“Our East Street corridor is sort of our Main Street, and there are a lot of small businesses there that have a loyal following and are very popular,” Strange said. “So we created a DIF last year so, with any developments made in that district, instead of that additional tax revenue going into the general fund, we can keep it in the district for infrastructure improvements.

“I’m really looking forward to being able to improve the look and the feel, but also the infrastructure of East Street. We’re also going to be repaving the roads around down State Street, which is where the mills are, then around to East Street,” he added. “Center Street, where the pike exit is, is pretty built out and super busy. There are a lot of businesses there. But the downtown area, I feel like we need to really focus on that, because residents’ quality of life will rise if we can create a more exciting downtown area.”

One of the most recent business openings on East Street is BarBurrito, a new restaurant venture from Bill Collins, owner of Center Square Grill in East Longmeadow. “We were thrilled to see BarBurrito come in,” Strange said. “Bill Collins has established businesses that are popular, so to have him come invest his money into East Street, I was really excited to see that.

“There are a lot of small businesses on East Street that have a loyal following, but we do have some storefronts that tend to turn over,” Strange added. “So we’re really hoping to, again, raise the excitement level of the downtown area, beautify it, and have more businesses like BarBurrito come in and build out those storefronts.”

As for Ludlow Mills, that remains an ongoing process, one that began two decades ago and ramped up when Westmass Area Development Corp. acquired the property 13 years ago. The 95 residential units at Mill 8 should be complete next month, complimenting the 75 units in Mill 10 and a series of commercial developments across the complex’s footprint. Meanwhile, the clock tower in Mill 8 completed its renovation this year.

“Every single year there’s something. There’s always cranes and activity down there. It’s exciting, and I think it gets people excited about the future,” Strange said, noting that the new residential units are for age 55 and up, and there is a great need for that kind of housing locally.

“I can see a vibrant downtown in Ludlow,” he added. “We have a lot of beautiful residential areas, particularly in the mountains and certainly closer to downtown as well. The clocktower so iconic. I remember, before I started here, coming over the bridge to go to Randall’s and looking to the right and seeing the clock tower. It just made you feel like you had arrived someplace. Now we have corporate resources that are putting money into the area.

“I’m really excited about what the downtown could be,” Strange went on. “I feel like, if we can complete the downtown and update it, revitalize it, and make it exciting, it’s really going to make a difference for Ludlow. That’s my focus.”

BusinessTalk with Sadiq Elias, Plant Manager, Ace Precision Inc: Success by Design

By BusinessWest Staff October 15, 2024

Business Talk Podcast Special Coverage

We are excited to announce that BusinessWest has launched a new podcast series, BusinessTalk. Each episode will feature in-depth interviews and discussions with local industry leaders, providing thoughtful perspectives on the Western Massachuetts economy and the many business ventures that keep it running during these challenging times.

Go HERE to view all episodes

Episode 219: October 14, 2024

Joe Bednar Interviews Sadiq Elias, Plant Manager, Ace Precision Inc: Success by Design

Forty-five years ago, Ace Precision Inc. was born in a small building in Agawam. Today, in a much larger facility, it meets the precision machining needs of clients across the aerospace, defense, and commercial spectrum. On the next episode of BusinessTalk, Plant Manager Sadiq Elias talks to BusinessWest Editor Joe Bednar about that evolution, career opportunities in manufacturing, and much more. It’s must listening, so tune into BusinessTalk, a podcast presented by BusinessWest.

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Construction Sector Remains Busy, but Some Clients Are Hitting Pause Button

By George O'Brien October 10, 2024

Construction Special Coverage

Cooling Trend

Dave Fontaine at the site of the new Peck Middle School in Holyoke.

Bill Jodice has lived through several economic cycles since he and a few partners bought the engineering and construction firm started by his father in 1964.

And he was quick to note that this current downturn, if it can even be called that, pales in comparison to the Great Recession of 2008, the post-9/11 slump, and even the prolonged recession of the early to mid-’90s, times when the phone seemingly stopped ringing.

Still, it’s been ringing a little less often (in a figurative sense) over the past several months, said Jodice, president of Bloomfield, Conn.-based PDS Engineering & Construction, noting that, while his firm is still quite busy, things are slowing down somewhat, a result of some clients hitting the pause button starting a little over a year ago, waiting for interest rates to come down, the presidential race to be decided, or both.

“We’ve heard some people say it all depends on what happens with the election and who’s managing the finances of the country when it comes to whether they move forward with a project,” he said. “If Trump gets in, they’re going to absolutely move ahead; if Kamala gets in, they’re maybe not going to do it, or at least give it some second thoughts. Some people get nervous around elections, and we hear about it.”

Scott Keiter, president of West Springfield-based Keiter Corp., reports a slowing of many segments within this sector, especially new residential construction, one of his firm’s specialties.

“We’ve seen a lot of deals and projects that were planned with lower interest rates — those in the 2021, 2022 range — in mind that have hit some roadblocks as the interest rates have been rising, borrowing costs have been going up, and the math starts to get difficult.”

He noted that his firm has been averaging five to 10 new homes a year over the past several years, and is certainly on the low end of that range this year, primarily because of higher interest rates and comparatively attractive prices for homes on the market.

“The combination of higher interest rates and well-priced options for people to move to has definitely hit home,” said Keiter, adding that his firm is still busy with work in several areas, from projects for colleges and nonprofits to home renovations, and enjoying the benefits of a diverse portfolio.

The interior of the new Welcome Center at Western New England University, one of the many institutional projects in the Keiter Corp. portfolio.

John and Josh Raymaaker, co-owners, with their parents, of Westfield-based J.L. Raymaakers and Sons Inc., agreed. John noted that the number of invitations to bid on projects (especially on the private side) started trending downward several months ago and remains well below the pace of a few years ago.

“They’ve slowed from maybe 10 to 15 a month to eight to 10 a month — it’s not drastic, but it’s definitely noticeable,” he said, adding that the public side of the ledger, which comprises 75% of the firm’s portfolio, remains solid and seemingly unfazed by recent events.

Bill Jodice

“We’ve heard some people say it all depends on what happens with the election and who’s managing the finances of the country when it comes to whether they move forward with a project.”

Dave Fontaine, CEO of Springfield-based Fontaine Bros., noted that, generally speaking, the broad construction sector is somewhat of a lagging indicator, meaning decisions to pause or discontinue projects often don’t impact contractors until months later, meaning most firms still have projects on the books.

“We’ve seen a lot of deals and projects that were planned with lower interest rates — those in the 2021, 2022 range — in mind that have hit some roadblocks as the interest rates have been rising, borrowing costs have been going up, and the math starts to get difficult,” he said, noting that most of the hesitancy has been on the private-sector side. “We’ve seen some projects that have been put on hold and others that have been canceled.”

Meanwhile, this slowdown has manifested itself in several different ways, said Fontaine, noting everything from a general cooling of construction material costs from their peak highs (although labor costs continue climbing) to subcontractors, which were booked solid during COVID and the following years, being “hungrier” and more available (more on that later).

But, as noted, this sector remains quite busy, and most players, meaning general contractors, architects, and engineers, have plenty of work on the books now — and, for the most part, for the start of next year as well.

Michael (left) and Brian Sweitzer at the site of the new Embr cannabis retail facility on Boston Road in Springfield.

“The money is still flowing, and we anticipate that it will continue to flow,” said Curtis Edgin, a principal with the Chicopee-based architecture firm Caolo & Bieniek Associates, which counts both public and private projects on the books, everything from an elementary school in Westfield to a new Rocky’s hardware store in South Hadley.

“It seems that people are somewhat apprehensive right now, but we’re still busy and hope to still be busy a year from now,” said Edgin, who was one of many to use the phrase ‘cautiously optimistic’ to describe the outlook for the foreseeable future.

Busy Signals

Jodice calls it a “wave.”

He was referring to the explosion of new car-wash centers in Connecticut, a development that has certainly benefited his firm.

“It’s moving across the state,” he said of this wave, mostly involving facilities that offer monthly wash passes that provide benefits to consumers (if they use them) and guaranteed income to those building these facilities.

Curtis Edgin

“It seems that people are somewhat apprehensive right now, but we’re still busy and hope to still be busy a year from now.”

Beyond the car-wash wave, PDS is also benefiting from what Jodice called an ongoing “arms race” in the auto business whereby makers — Ford and Chevrolet are among the latest — are continuously refreshing dealerships to lure customers to showrooms and service bays, as well as an ongoing self-storage boom and Connecticut’s dire need to rehabilitate some aging prisons.

All of the above have brought new projects to the PDS portfolio in recent months, he said, noting that it includes several car washes for a chain called Russell Speeder’s; new dealerships or renovations for Executive Kia in Wallingford, New Country Porsche in Greenwich, and Curran Volkswagen in Stratford; and work at a prison in Cheshire.

But there has been a discernable slowing across the board, particularly in some sectors, including the defense industry (PDS has done work for several of the smaller companies that supply large defense contractors like GE and Pratt & Whitney), which he finds puzzling given the wars in Ukraine and the Middle East.

A new self-storage facility in East Longmeadow is one of many recent projects in the PDS Engineering & Construction portfolio.

Overall, rising interest rates have prompted some commercial and residential clients to hit pause, or at least think about whether to pause, said those we spoke with. They noted that, while interest rates are still historically low, they are certainly much higher than they’ve been over the past five or six years.

And with the Fed’s move to finally lower rates by half a percentage point last month, there is the possibility, if not the expectation, that they will go lower in either the fourth quarter of this year or the first quarter of next year.

Pat and Craig Sweitzer, the husband-and-wife owners of Monson-based Sweitzer Construction, said they’ve already seen one client benefit from waiting until this fall to build rather than early this year, as originally scheduled, and they believe there is a lot of that going on.

“That’s the first time I’ve ever heard someone say they were happy there were delays,” said Craig, noting that many clients did their original pro formas based on 3% interest rates, and with rates at or around 7%, profit margins are smaller, breeding hesitancy.

Still, like the others we spoke with, the Sweitzers, who share management responsibilities with sons Brian and Michael, are busy, having just wrapped up a new cannabis retail facility called Embr on the large, long-vacant site of the former Russell’s restaurant on Boston Road in Springfield.

The firm specializes in medical facilities, especially dental offices, but has taken on several projects in the cannabis realm over the past several years, said Pat, adding that, at this time, or any time, for that matter, diversity is an important asset.

Josh Raymaaker agreed, noting that his family’s firm remains busy with both private and especially public projects. The list for the former includes a new Dunkin’ Donuts in Easthampton, a new hangar at Barnes Airport, and construction of a new headquarters for the Raymaakers firm on Falcon Drive in Westfield.

On the public side, the firm has several projects in progress, including new sewer lines in Suffield, Conn., pump-station rehabs in Great Barrington, bridge projects in Braintree and Alford, and a new hangar for C5s at Westover Air Reserve Base in Chicopee.

“The combination of interest rates and the costs of construction have definitely affected which version of the project our clients are able to proceed with; in order for them to make their numbers work, they are having to make some concessions.”

Keiter said that, while things are slower, his firm is busy on several fronts, from a move to a new headquarters building in West Springfield to projects across several realms.

Indeed, he said residential renovation work remains vibrant, despite the higher interest rates, while the firm is also handling projects for several colleges and universities, as well as nonprofits, including Girls Inc. of the Valley, which is moving onto the latest phase of renovations to its new home in the former Daniel O’Connell’s Sons headquarters in Holyoke.

“We continue to work with our nonprofit partners — we’re still seeing a good pipeline there — and with the private sector as well,” he said. “But the combination of interest rates and the costs of construction have definitely affected which version of the project our clients are able to proceed with; in order for them to make their numbers work, they are having to make some concessions.”

Elaborating, Keiter said that, while prices for materials and labor are still comparatively high, they are lower than what has been seen since the pandemic. The same is true for availability.

“Our benchmark is … screwy,” he told BusinessWest. “When you say materials availability is better, it’s in reference to a time when it was abnormally askew.”

Moving Forward

Fontaine noted that, while he can certainly understand why some businesses institutions — and homeowners — would put projects on hold until interest rates come down, there are definitely advantages to going forward now as opposed to waiting.

At the top of that list is a cooling of construction prices and better availability of materials, which are already impacting some of the projects the firm is handling, including the new East Longmeadow High School, the new Peck Middle School in Holyoke, and work at Deerfield Academy and the College of the Holy Cross.

“Just the fact that the costs have steadied and that there is increased predictability of costs is starting to be a good thing again for the market; we’re even starting to see some isolated decreases in costs,” he said, adding that these developments could and should incentivize action now, rather than waiting.

“If you can get a lower construction cost, that’s a finite figure for a project,” Fontaine noted. “People always have the option to refinance later if rates come down, but you only have one chance at lower construction costs, and that’s why this might be a good time to build.”

Keiter wouldn’t go that far, noting that no one really knows what tomorrow will bring.

“It’s always a good time to build — it just has to work for you,” he said, adding that, for some clients across different segments of this sector, it’s more difficult to make things work.

And that’s why there is anxiety and some hesitancy among those considering residential and commercial building projects.

Still, as Jodice noted at the top, while this is a slowdown, it doesn’t compare with the far more serious cycles that have visited this sector. And that’s certainly something to build on.

Three Decades Later, Rays of Hope Continues to Broaden Its Impact

By George O'Brien October 10, 2024

Healthcare News Special Coverage

Pink Power

From left, Kathy Tobin, Lucy Giuggio-Carvalho, Dr. Grace Makari-Judson, and Michelle Graci.

Kathy Tobin calls it a “big pink hug.”

That’s one of the many colorful ways she and others referred to Rays of Hope, the comprehensive program to support those with breast cancer and raise money for research, services, and grants, culminating in the annual walk and run that will take place on Sunday, Oct. 27.

To Tobin, director of Annual Events and Giving for the Baystate Health Foundation, that hug conveys that Rays of Hope (ROH) is more than a series of fundraisers, more than a gathering, more than the Walk & Run Toward the Cure of Breast Cancer, which has, to date, raised more than $17.2 million and become a time when a community of survivors, family, and friends gathers, reunites, walks, and inspires others in this fight.

It’s a support network, if you will, for those fighting breast cancer and who have survived it.

“The walk is an event, but what has happened is that this has become a year-round organization of support,” she explained. “It’s about executing support services and being there for people who call us on our phone lines; they’ve just been diagnosed, and they don’t know what to do. Or it’s someone who doesn’t have the money for a breast prosthetic; can we help them? We support, through our grant program, other organizations that are in the trenches with survivors.

“We’re like a network that works year-round. We want to surround people with a diagnosis with what they need.”

“We’re like a network that works year-round,” she went on, adding that this what she and others mean when they say ‘big pink hug.’ “We want to surround people with a diagnosis with what they need.”

Dr. Grace Makari-Judson, co-director of the Rays of Hope Center for Breast Cancer Research, agreed, noting that there have been significant advancements in breast-cancer diagnosis, treatment, and delivery of services over the past 30 years, with Rays of Hope’s fundraising efforts helping to make many of them possible, especially a far more integrated delivery of care.

Lucy Giuggio-Carvalho (left) and Kathy Tobin at the first Rays of Hope walk in 1994.

“Before 1994, care was very much linear,” she explained. “A patient would have her mammogram and biopsy, and the mammogram was often in a hospital, beside people getting imaging for other illnesses, not for health management. Meanwhile, the biopsies were often done as surgical biopsies in the operating room, as opposed to outpatient biopsies that we do today. And if there was a new diagnosis of breast cancer, the surgeon would do their breast surgery in a complete vacuum, a complete void — just doing their thing.

“And after the surgery, they would send the patient to the medical oncologist, who would do their thing if they needed chemotherapy or hormone treatments,” Makari-Judson went on. “And when they were done with that, they would go next to the radiation oncologist, who would do their thing. It was very linear — and that was not optimal.”

Since its inception 30 years ago, Rays of Hope has been supporting individuals in their breast-cancer fights by walking with them on their cancer journey, literally, but also figuratively. Through the Baystate Health Breast Network, ROH supports research at the Rays of Hope Center for Breast Cancer Research; provides funding for state-of-the-art equipment, breast-health programs, and outreach and education throughout Baystate Health; supports patients and survivors; and provides grants for complementary therapies and cancer programs to community partners across the region.

All this is what Lucy Giuggio-Carvalho, a breast-cancer survivor, had in mind when she conceived the Rays of Hope walk back in 1994. Well, sort of.

Back then, she just wanted to do something to help those facing what she faced, and provide the kind of love and support she felt when faced with her own diagnosis.

She told BusinessWest she was thinking big back then, but couldn’t have imagined just how broad and impactful her concept would become.

“I wanted it to be an event from day one, but I never thought it would just go on and on, get bigger and bigger, and survive,” she told BusinessWest, noting, like Tobin, that it has become more than an event; it has become a powerful force for those battling the disease and looking for many different forms of support.

“There was no breast center at that time. You had to figure out who to see and what to do next. I already had a medical background, but I found it extremely difficult because you’re dealing with all the emotional aspects of having breast cancer.”

Three decades later, there is now also a Rays of Hope Endowment within the Baystate Health Foundation, through which the community can designate gifts that will perpetually support the mission.

For this issue and its focus on cancer care, we take an in-depth look at this big pink hug; how it has grown, evolved, and widened its impact; and where it can go from here.

Walking the Walk

“In 1993, I was 38 years old and diagnosed with stage-1 breast cancer. I felt overwhelmed, alone, and lost about how to proceed with treatment and life during and after breast cancer. I was on an emotional rollercoaster with many ups and downs. My family and friends came together to support me, and I realized the incredible power of love and support when facing breast cancer.”

That’s one of the many powerful passages in a message Giuggio-Carvalho wrote for the fall 2023 issue of Supporting Hope, a newsletter of the Baystate Health Foundation on the 30th anniversary of the walk and run.

Looking back — and ahead — she and others we spoke with said ROH continues to meet its mission and help ensure that no one facing breast cancer has to feel alone, overwhelmed, or lost. There will always be an emotional roller-coaster ride with ups and downs, but ROH can make that ride more manageable.

Looking back, Giuggio-Carvalho, who was named a Difference Maker by BusinessWest in 2011 for her efforts to launch Rays of Hope, said she started the program to help provide the region with all that was missing when she (an oncology nurse at the time) was diagnosed with breast cancer.

Walkers gather at Temple Beth-El before one of the past Rays of Hope events.

“There was no breast center at that time,” she noted. “You had to figure out who to see and what to do next. I already had a medical background, but I found it extremely difficult because you’re dealing with all the emotional aspects of having breast cancer.

“That, in itself, is one of the more remarkable things that Rays of Hope has brought,” she went on. “We have a team; we have a breast center where people can go. That was lacking at the time, and that’s what precipitated my idea to start a walk and raise money — I was in Boston and went to a breast center, where all the people met together and I was able to hear everyone’s opinion at the same time. I said, ‘this is what we need,’ and now we have it.”

Tobin agreed. “The way we took care of breast cancer was on the cusp of changing — Rays of Hope made it happen faster.”

Makari-Judson concurred, noting that perhaps the biggest, most-needed change was a shift toward a more team-based, integrated model for delivery of care.

“Today, we have a multi-disciplinary team; people communicate, and it’s very integrated, so that people get not only the best care, but the best care in the right sequence,” she explained, adding that the Baystate Health Breast Network was created to look at guidelines and ensure that people were being treated in a guideline-based, consensus-based approach.

There have been many other advances over the past 30 years, she said, adding that, prior to 1994, there were limited support services, limited educational materials, and no survivorship clinics or programs. ROH has helped make them all available, as well as other products and technology needed to provide comprehensive care.

“When we hear that budgets are tight and there isn’t money for something, that’s when we step in,” Tobin said. “Or if there’s something we can’t afford that capital year, we can sometimes provide the funding so we get it a little faster and we keep this region ahead of the curve.”

Steps in the Right Direction

Rays of Hope has been able to support services, research, and developments such as a tissue registry, as well as providing grants through fundraising that has also evolved over the years, adding events and programs such as Pink in the Rink, established by the Springfield Thunderbirds and staged each March.

As for the walk and run itself, it has continued to grow and evolve, said Michelle Graci, manager of Events for the Baystate Health Foundation, noting that COVID forced the actual event (but not the fundraising) to pause for two years, with turnout slowly building back to what it was pre-pandemic.

Last year, more than 20,000 people turned out, with the event raising more than $500,000, she said, noting, as others did, that the walk owes its success to the manner in which organizers listen to participants, adjust, and keep the event fresh and different, while also maintaining elements that have become synonymous with its mission.

These include a survivors’ photo, one that gets bigger each year, as well as a moment to reflect on those who have lost their battles to breast cancer. Overall, said all those we spoke with, the walk is intended to be a celebration — of survivors, the progress made in diagnosing and treating the disease, and the fighting spirit of those battling the disease and their many supporters.

“We celebrate life — this is not a downer,” said Tobin, noting that the gathering of walkers and runners in the parking lot of Temple Beth El in Springfield has become a tradition, an opportunity to renew acquaintances, swap stories, and show that there is strength in numbers.

Graci agreed. “Everyone just crowds into that parking lot, and there’s a lot of love, a lot of laughter, hugging, tears — happy tears, sad tears. It’s just a lot of giving, as Kathy said, a giant pink hug.”

And while the event continues to grow in size and impact each year, organizers have long understood the need to make sure the work of Rays of Hope continues for decades to come — and ensure that it will through the creation of an endowment, through the Baystate Health Foundation, to coincide with ROH’s 30th anniversary.

“This is now a place where people can put their money, and those who understand the importance of long-term planning will get that, and this endowment will only continue to grow,” Tobin said. “Based on the support we’ve received over the past 30 years, I’m confident that this fund will grow proportionately now that it’s in place.”

Overall, Rays of Hope has provided ample proof that a small group of people can accomplish big things and make a huge impact when they work together, Giuggio-Carvalho said.

And this, as much as anything else, is what is being celebrated each October as thousands of people gather to walk and run.

A Changing Landscape in Workplace Discrimination

By Contributor October 10, 2024

Law Special Coverage

Beyond the Job Title

By Michael Roundy, Esq.

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

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

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

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

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

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

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

Michael Roundy

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

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

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

The Takeaway for Employers

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

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

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

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

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

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

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

State Awards More Than $3.5 Million to Manufacturers

By Contributor October 10, 2024

Special Coverage Technology

Designs on Innovation

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

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

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

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

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

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

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

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

Yvonne Hao

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

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

Local Impact

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

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

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

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

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

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

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

Discovery High Students Get Taste of Working World

By George O'Brien September 27, 2024

Modern Office Special Coverage

View to the Future?

From left, Declan O’Connor, Kelley Gangi, and Evan Plotkin in a classroom in the new Discovery High School.

Bob Bolduc remembers getting the call from Bill Low, a commercial real-estate broker based in Springfield.

Low was working with Bolduc on finding a new home for Discovery Polytech Early College High School, then located in cramped quarters within Chestnut Middle School, and he had an intriguing suggestion.

When Low explained that the space in question was the top two floors of 1350 Main St. in the heart of downtown Springfield, former home to BankBoston’s regional headquarters, Bolduc, former owner of the Pride chain of stores and gas stations who created the Hope for Youth and Families Foundation with proceeds from the sale of that chain, thought that concept had promise, but it was outside the box. As in way outside the box.

He recalls phoning Matt Brunell, co-executive director of the Springfield Empowerment Zone, which Discovery High is part of, and saying, “this is crazy … but we should at least give it a look.”

“Our school is a STEM high school — we’re an early-college high school, but we’re also a STEM school. Most of our kids are going to work in companies that look like our school. I had the amazing opportunity to work with a team and an architect to design a space that looks like a tech company.”

They did, and that was the official start to a journey that ended on Aug. 28, when the 250 students at Discovery High turned out around 7 a.m. for a different kind of first day at a different kind of school.

One with lots of windows and penthouse (literally) views of the city, the Connecticut River, neighboring communities, and much more. One where students take an elevator to get to class, and might share one with a lawyer, accountant, or nonprofit manager — or maybe one of each. One where they take a PVTA bus, not a yellow school bus, to school. One where the cafeteria looks like your typical school cafeteria … except it’s 17 floors up and has seats that face windows that provide those views.

That aforementioned journey came complete with a whole host of challenges, a super-tight deadline (the first day of school can’t be moved), and the chance to do something really special, said Evan Plotkin, president of NAI Plotkin and co-owner of 1350 Main. He told BusinessWest that bringing a high school, especially this one, where students start taking college courses as freshmen, to downtown Springfield, presents intriguing opportunities for the students, faculty, the businesses in the building — and other buildings downtown — and the city itself.

These opportunities include student internships at downtown businesses, being next door (again, literally) to the Springfield Symphony Orchestra and a block or two from the Quadrangle and its many learning opportunities, and just being part of the dynamic in the city’s central business district.

Add them all up, said Declan O’Connor, principal of the school, and what emerges is an opportunity for students to attend school at a place that looks and feels like the world of work — where they will hopefully be in a half-dozen years or so.

The classrooms at the new Discovery High have glass at the front and back and were designed to resemble workspaces at tech companies.

“This was about identity building,” he explained. “Our school is a STEM high school — we’re an early-college high school, but we’re also a STEM school. Most of our kids are going to work in companies that look like our school. I had the amazing opportunity to work with a team and an architect to design a space that looks like a tech company.”

Meanwhile, the relocation of Discovery High to a downtown office tower might become a model for what other cities can do with office space that isn’t needed anymore and is too difficult (and too expensive) to convert into housing, said Plotkin, adding that, for cities and towns, it might prove cheaper to lease space in buildings like his than build and maintain schools.

“The more we looked at the program, and the more we looked at what we think students are really going to need to succeed in life — not only these early-college credits they’re earning, but also work-based learning — we realized that the best place for a school was going to one where students were going to get ease of access to work-based learning opportunities and see themselves as part of the industry and commerce of the city of Springfield.”

“It’s cheaper to buy milk than own cows, as my father used to say,” he noted, adding that this project should generate discussion on the subject.

For this issue and its focus on commercial real estate, we take an in-depth look at how this project came together and what it means for the many stakeholders involved.

School Daze

Ninety days.

That’s roughly how long Plotkin and the architects and general contractors he assigned to the project had to convert the office space on the 16th and 17th floors after all the involved parties — and there were many of them — had given their respective green lights to Discovery High’s relocation to 1350 Main.

Plotkin recalls being nervous as the days seemingly flew by in August. But those involved got it all done.

And what they created is, as O’Connor said, a high school that not only helps prepare people for the world of work, but looks like the world of work.

Specifically, the classrooms look more like very large private offices, complete with glass at the front and back. There’s a grand staircase that connects the two floors and looks like it belongs in an elaborate corporate headquarters — and it did.

Then there’s the cafeteria, created in a space that was once home to rows of cubicles. As noted earlier, it looks like a traditional school cafeteria — but not really.

All this is what Low, Plotkin, Bolduc, Brunell, O’Connor, and others were able to picture back in the spring. Sort of.

Indeed, it would take a while for the picture to start to come together. Meanwhile, there were questions to be answered, said O’Connor, involving everything from security to how to get 250 students to school in elevators over a short time span.

The staircase linking the two floors at Discovery High looks like it belongs in a corporate headquarters — and it did.

One by one, these challenges were worked out, said those we spoke with, and now that the proverbial dust has settled — although this is still all very new — they can stop and reflect on what they and the students have here: an ideal setting for a still-young (this is only its fourth year) institution described by Brunell as a “wall-to-wall early-college” model, one where students can graduate from high school with enough credits for an associate degree.

The school had been located in Chestnut Middle School from the beginning, and, almost from the start, it had been looking for its next home, because that one wasn’t working, for many reasons. Cramped quarters was one of them, but high-school students being on a middle-school campus was the bigger one.

“The real innovation here was the city as a campus. The location here, more than any other, provided students with this very unique opportunity to have access to all the assets in the city.”

As the search commenced two and a half years ago, and especially over the past year or so as Bolduc and his foundation became involved in the project, the goal was always to think outside the box, said Brunell, meaning the consideration non-traditional spaces.

“The more we looked at the program, and the more we looked at what we think students are really going to need to succeed in life — not only these early-college credits they’re earning, but also work-based learning — we realized that the best place for a school was going to one where students were going to get ease of access to work-based learning opportunities and see themselves as part of the industry and commerce of the city of Springfield,” he explained.

Matt Brunell in the cafeteria in the new Discovery High School.

A few different sites were looked at — within the downtown but also in commercial spaces near some of the college campuses where students attend classes. But after the initial visit, 1350 Main St. emerged as a “dream location,” one that married easy access to the school’s college partners with a space that could be tailored to Discovery’s programs and provide proximity to, and connections with, downtown businesses and cultural institutions.

“The real innovation here was the city as a campus,” said Kelly Gangi, chief of School Innovation for Discovery High. “The location here, more than any other, provided students with this very unique opportunity to have access to all the assets in the city.”

Setting the Stage

BusinessWest visited Discovery High mid-morning on a Thursday, which meant it was relatively quiet.

The sophomores, juniors, and the first batch of seniors — as well as some freshmen — were attending early-college classes at several different schools, including Springfield Technical Community College, Western New England University, and Quinsigamond Community College in Worcester. Most of the students who weren’t on the road were in class.

But it was still easy to see the many opportunities this site affords those attending the school. The accommodations, as noted, are both modern and different in that they look and feel more like class-A office space (which, again, this was) than a traditional school.

There’s also the opportunity to be more independent than in a traditional school setting — from taking a PVTA bus to being out in the downtown.

“The other day, Kelly and I were coming back from Starbucks and encountered some students walking in the other direction,” O’Connor recalled. “I said ‘where are you going?’ They said, ‘we’re going to Big Y … we have 12 minutes before school starts.’”

Such episodes help explain why the site offers much more than views out its many windows, said those we spoke with, noting that being downtown provides students with a chance to see and be part of their city in a way that simply wasn’t possible in their corner of Chestnut Middle School. And also a chance to maybe … well, gain some maturity in the process.

“One might think that students can’t handle a school that’s all glass — that they might be goofy with each other and be distracted by one another,” O’Connor said. “They’ve just settled into it because this whole experience is trusting them, as young adults, to exist in a space that they absolutely belong in.

“They’re learning how to move through the building, get on elevators and interact with adult professionals, ride the elevator up and enter a space and move through that space in ways that they are trusted to handle,” he went on. “It’s very much like working in a company, and I think that’s going to translate.”

And while this new downtown location is pioneering from an education perspective, the same is true when it comes to adoptive reuse of class-A office space, said Plotkin, noting that he hasn’t seen or heard of many — or even any — conversions like this one.

As he said, Discovery High might in time become a model for other cities with large portfolios of vacant office space in the wake of the remote-work surge — and there are many of them.

Plotkin said he’s thinking about writing an article for the New England Real Estate Journal on Discovery High landing in 1350 Main. In the meantime, a different kind of story is being written at the new Discovery High.

A story of innovation, outside-the-box thinking, teamwork, partnerships, and reaching higher. That’s what it took to get this done, and those are some of the things students are learning about in their unique new home.

Easthampton Chamber’s ignite Conference Aims to Help Businesses Succeed

By Joseph Bednar September 26, 2024

Entrepreneurship Special Coverage

Fired Up

Chamber of Greater Easthampton Executive Director Moe Belliveau

Technology, marketing, and talent.

Those are three elements virtually all businesses must take into account if they want to grow and thrive in 2024. They’re also the main themes of this year’s ignite conference, a “professional learning opportunity” being hosted by the Chamber of Greater Easthampton on Tuesday, Oct. 22 at Abandoned Building Brewery in Easthampton.

This year’s program, dubbed ignite:SPEED, aims to be a fun, fast-paced learning opportunity designed to empower leaders, business owners, professionals, entrepreneurs, employers, and employees with the knowledge and skills required to thrive in the ever-evolving landscape of work.

“In today’s business world, change is the only constant,” chamber Executive Director Moe Belliveau said. “To ensure success, all levels of employees must not only keep pace but anticipate and adapt, turning the momentum and speed of change into a catalyst for growth.”

Sean Hogan certainly sees value in such a conference. The president of Hogan Technology is one of the presenters in the technology category, kicking off the first cluster of presentations with an overview of safety in the dark web. Participants will learn how businesses can be protected from attacks such as webite hacking, security breaches, cyberattacks, ransomware, and phishing schemes.

“I’ll talk about what the dark web is, why it was created, what it’s used for, how to avoid it, and, once your information ends up on the dark web, what to do next,” Hogan told BusinessWest — a relevant concern, especially after the National Public Data breach, reported this summer, exposed some 2.9 billion personal records.

“In today’s business world, change is the only constant. To ensure success, all levels of employees must not only keep pace but anticipate and adapt, turning the momentum and speed of change into a catalyst for growth.”

A credit freeze with the three major credit bureaus should be the first step for anyone exposed, he said. “If you’re not buying something like a house or a car, nobody’s running credit on you, so just freeze them and then unfreeze them if you have to apply for credit somewhere, and then freeze it again.”

This year’s ignite conference is a one-day event following last November’s two-day affair at Abandoned Building, which focused on the latest trends and best practices in artificial intelligence and explored the intersection of AI and the human workforce.

More recently, the Chamber of Greater Easthampton and the Blackstone Valley Chamber of Commerce partnered to bring an ignite conference to the latter’s backyard in North Grafton. That two-day conference took place in April and was aimed at professionals who want to improve their emotional intelligence and learn how to interact with co-workers, customers, or donors more effectively.

Clearly, there’s no shortage of key topics affecting businesses and entrepreneurs, which bodes well for the prospect of keeping future conferences … well, ignited.

Robust Roster

As noted, Hogan will give attendees a crash course in the dangers of the dark web and how to use monitoring tools and other resources to respond to breaches and stay safe.

“If there’s a breach out there, assume that somebody is working to get into more accounts, trying to open credit cards,” he said. “When it becomes identity theft, it’s serious. You can paralyze somebody. You can lock up their bank accounts and ruin their credit for a long time.”

Sean Hogan

“If there’s a breach out there, assume that somebody is working to get into more accounts, trying to open credit cards. When it becomes identity theft, it’s serious. You can paralyze somebody. You can lock up their bank accounts and ruin their credit for a long time.”

Following Hogan’s presentation, the technology cluster will continue with Michael Lareau, vice president of Solution Engineering for SourcePass, who will discuss AI governance in the workplace. A recent blog post by Marsh McLennan noted that, while the explosion in AI usage by businesses has driven innovation, efficiency, and profitability, it can also expose businesses to organizational, reputational, and regulatory risks. Lareau will explore how businesses can appropriately govern the use of AI oversight to address risks such as bias, privacy infringement, and misuse while fostering innovation and trust among customers and employees.

Pat Brough, head of Sales and Marketing for Finck & Perras Insurance Agency, will review cyber insurance. According to Cybercrime magazine, 60% of small businesses go out of business within six months of falling victim to a data breach or cyberattack. Cyber insurance covers a business’ liability for a data breach involving sensitive customer information, such as Social Security numbers, credit card numbers, health records, and more.

The second cluster of presentations will focus on the changing landscape of marketing. Jeff Uzzel of Uzzel Design Co. will focus on telling a ‘brand story,’ which entails communicating a mission, values, and purpose in a way that that creates an emotional connection between an organization and its customers. Uzzel will discuss how to successfully tell a brand story and how it can build an organization’s reputation, customer base, and bottom line.

“Building Networks for the Long Game” will be the focus of Bob Burch, owner of Bright Cloud Studio. He will explore how to understand and process what is changing with networking and relationship building, how people can nurture customer relationships, and how to curate marketing to keep pace with it all to build lasting, trusted relationships resulting in repeat, long-term customers.

Blair Winans, president of Rhyme Digital, will end the cluster with a focus on the ever-changing social media algorithms. Social-media platforms utilize algorithms to keep users engaged and ensure users are seeing relevant content. Winans will talk about the various platforms and their algorithms and how businesses can adapt their social-media content to maximize each algorithm to reach a wider audience, increase consumer engagement, and boost their brand.

The final cluster of the program will highlight change in the workplace. With a tight labor market, top talent is in high demand, and talent recruitment, assessment, and retention are critical success factors that can yield a competitive advantage. Allison Ebner, president of the Employers Assoc. of the NorthEast, will discuss how businesses can adapt to the future of work, embrace generational diversity, better engage employees, and reskill and upskill to support retention.

Creating stability in the age of uncertainty and change will be the theme of Tricia Canavan, who will share insights gained as a former business owner, and now as CEO of Tech Foundry. She says technology has always been an industry in constant flux, but newer advances are creating a constantly changing work landscape and environment, causing employers to continuously adapt and upskill, and employees must learn to self-educate to keep pace.

“The fact that we could bring together dozens of partners at both the state and local levels, raising nearly $500,000 to bring this project to fruition, is a clear indication of the value WorkHub on Union will bring to our community and the local economy.”

Shannon Mumblo of Shannon Mumblo Consulting will close the cluster focusing on cultivating robust agility around change. She will help participants discover how to stay confident and resilient in times of uncertainty by embracing discomfort and cultivating a supportive network, and how to expand potential beyond a job description by thinking creatively and continuously adding new skills to one’s personal toolbox.

Registrations for ignite:SPEED cost $75 for chamber members ($110 for non-members) and include a casual dinner provided by Vegan Pizza Land. To register, visit easthamptonchamber.chambermaster.com/eventregistration/register/1690.

And That’s Not All

The ignite conference is just one development that has the Chamber of Greater Easthampton excited; another is last week’s ribbon cutting of the WorkHub on Union project, an ambitious co-workspace project providing resources for entrepreneurs and businesses in the Greater Easthampton region.

In addition to offering flexible workspaces, WorkHub on Union will provide access to mentorship programs, networking events, educational programming, and other support services from the chamber designed to accelerate the growth of startups and small business.

In 2020, the chamber partnered with the city of Easthampton to undertake an extensive analysis of the city’s economic climate relative to entrepreneurialism and innovation. This analysis revealed that businesses would choose to relocate or locate in Easthampton if a supportive entrepreneurial community could be better enhanced and marketed. The analysis also revealed there are more than 13,000 companies in the region that are less than one year old, many of which have no employees and operate from a kitchen table, and could benefit from a resource like WorkHub on Union.

“The fact that we could bring together dozens of partners at both the state and local levels, raising nearly $500,000 to bring this project to fruition, is a clear indication of the value WorkHub on Union will bring to our community and the local economy,” Belliveau said.

Property Owners Should Take Steps to Protect Assets from Weather Events

By Joseph Bednar September 26, 2024

Insurance Special Coverage

Ready for the Storm

From water backups, ice dams, and snow runoffs in the basement to windstorms, fires, and floods that can cause much more damage, Beth Pearson has seen it all.

“We have a tremendous amount of experience with these events and have helped educate clients on snow and water-related coverages,” said Pearson, president of Pearson Wallace Insurance in Amherst and Pittsfield. “Then we get involved in the claim remediation and act as a liaison between the company, the carrier, and the client, and make sure it’s an easy process to expedite the claims payouts.”

That process may be a more common one in the coming years, while premium costs creep ever-higher, due to a combination of climate change and more severe weather events, inflation impacting labor and supply costs in the construction world, and insurance carriers basing their rates on what they expect to happen next.

“No area of the U.S. is immune to the impacts of climate risk,” Mark Friedlander, director of Corporate Communications at the Insurance Information Institute, told Bankrate recently. “Whether it’s hurricanes, wildfires, severe convective storms, tornadoes, floods, hailstorms, straight-line winds, or damage from heavy snow or ice accumulation, every county in every state is vulnerable to a multitude of risks.”

“The cost of a loss to a business or a home far outweigh the premium. So it’s important to understand what the replacement cost is. You might want a more expensive premium, but one that will respond to what you need if there’s a loss of business or personal assets.”

That said, the cost of prevention is much preferable to the cost of rebuilding, Friedlander added. “It’s essential that policyholders own their risk. This means they need to assess the risks they face where they live and determine what insurance coverage is essential to be financially protected from losses.”

Pearson agreed. “The premiums are becoming a more expensive budget item for both businesses and personal finances,” she told BusinessWest. “That’s unfortunate, but still, the cost of a loss to a business or a home far outweigh the premium. So it’s important to understand what the replacement cost is. You might want a more expensive premium, but one that will respond to what you need if there’s a loss of business or personal assets.”

That said, Pearson’s agency works with a large number of carriers. “One customer’s policy went from $3,000 to $12,000, and she wanted an alternative option. We found one that lowered it to the original $3,000 cost she was paying. There are options out there.”

Alex Bennett

“We come at this from an educational standpoint. It’s complicated, so we sit with every client, and we try to relate the information so they understand what a standard deductible is and how it applies in different claim scenarios.”

Alex Bennett, vice president of Business Development at Pearson Wallace, agreed. “Every carrier has different rates, and they set rates depending on a lot of different factors.”

One recent change due to climate trends has been a remapping of flood zones in Massachusetts and elsewhere, Bennett noted.

“That has changed a lot of the landscape of flood insurance, with the determination that water tables are rising and more floods are popping up,” he explained. “From an agency level, we try to let clients know that certain flood zones are changing, and floods are becoming more and more drastic in terms of actual water flow.”

They also explain that home-insurance policies don’t typically cover flood loss from groundwater, and that clients should consider that additional coverage, just as they would consider additional coverage from, say, earthquakes — which some policyholders do, even though such events aren’t common in the Northeast.

“They might come from the West Coast, where they experienced an earthquake, or a relative did,” Pearson said. “It’s not a standard coverage; it has to be endorsed in the policy. You don’t see a lot of East Coast activity, but it is available coverage if you want to add it.”

Wind damage is far more common, Bennett added, and wind deductibles can be different from other deductibles. In the case of named storms and other factors, the deductible is typically a percentage of the property’s value, which can catch policyholders off guard.

“We come at this from an educational standpoint,” he said. “It’s complicated, so we sit with every client, and we try to relate the information so they understand what a standard deductible is and how it applies in different claim scenarios.”

Ounce of Prevention

The other side of protecting property from weather damage — or at least mitigating the impact of that damage — is the broad realm of storm preparedness.

Lisa Eugin, manager of Marketing and Administration at Encharter Insurance in Amherst, recently prepared a checklist of considerations for businesses to protect their assets from severe weather. They include:

Develop a storm-preparedness plan. Identify the types of severe weather most likely to affect one’s area and evaluate how these weather events could impact business operations; compile a list of emergency contacts, including local emergency services, utilities, insurance companies, and key employees; designate evacuation routes and ensure all employees are familiar with them; and establish a reliable communication system to keep in touch with employees, suppliers, and customers during a storm.

“Do you have a proper replacement cost on your home or business? Five years ago, if you bought a home for $500,000, it might cost $400,000 to $500,000 to replace it. Today, it might be $1 million.”

Secure your physical assets. Regularly inspect buildings for vulnerabilities and repair any damage to roofs, windows, and doors to withstand severe weather; install protective measures like storm shutters, reinforced doors, and impact-resistant windows, as well as sandbags and flood barriers to prevent water intrusion; invest in a backup generator to keep critical systems running during power outages, and move valuable equipment and inventory to safer locations, while elevating sensitive items off the ground to protect them from flooding.

Safeguard your data. Perform regular backups of all essential data and storing copies in multiple locations, including off-site and cloud storage; and implement robust cybersecurity measures to protect against data breaches, which can become more common during chaotic situations.

Prepare your employees. Conduct regular training sessions and emergency drills so employees know what to do in the event of a storm; provide emergency kits for employees that include first-aid supplies, flashlights, batteries, water, and non-perishable food; and develop a remote work plan that allows employees to work from home if the business premises are unsafe or inaccessible.

Review your insurance coverage. Verify that the business insurance includes coverage for natural disasters relevant to the area, such as floods, hurricanes, and tornadoes; purchase business-interruption insurance to cover lost income if the business is forced to close temporarily due to storm damage; and make sure any policy covers damage to or loss of inventory and equipment.

Stay informed. This may include subscribing to weather alerts from reliable sources such as the National Weather Service (NWS) and local news channels, and utilizing resources from government agencies such as FEMA for the latest information and preparedness tips.

Conduct post-storm recovery. Conduct a thorough assessment of any damage to the property and assets, documenting the damage with photos and notes for insurance claims; implement a business-continuity plan to resume operations as quickly as possible; and provide support and resources to employees affected by the storm to help them recover and return to work.

“Even if you haven’t been in contact with the agent or carrier, first mitigate the losses,” Pearson added. “For instance, if a window is blown out, cover it up with plywood to prevent further damage.”

Bennett also emphasized basic preventive measures like winterizing one’s home, checking the roof and gutters, making sure the pipes are insulated, sealing doors and windows, checking the heating system, having a generator on hand, and preparing an emergency kit that includes essential food, medications, blankets, flashlights, and batteries.

“Something I talk about almost every single day is taking photos of your home — inside, outside, the garage, your possessions — maybe once a year,” he added. “If there was a total loss, if you were asked if you know everything you have in your home, most people would say no.”

Pearson also stressed the importance of business-interruption coverage, in case the business needs to be relocated or business income needs to be replicated during a shutdown.

“It’s really important for the clients to sit down with us to make sure there is coverage available and that it’s adequate enough,” she said, adding that both home and business owners need to understand the value of totally replacing a structure. “Do you have a proper replacement cost on your home or business? Five years ago, if you bought a home for $500,000, it might cost $400,000 to $500,000 to replace it. Today, it might be $1 million.”

Weather or Not

When a storm is on the horizon, Pearson Wallace often issues notifications to clients about the timing and expected severity, and the agency encourages property owners to carefully document damage after the event to ease claims processing.

“We work through the mitigation of claims and losses. We have conference calls with the carrier and advocate on the client’s behalf,” Pearson said. “A lot of agencies don’t offer that advocacy opportunity. But working with claims representatives is a tough go, particularly when you’ve had a loss and you’re focused on the loss. Having a claims-process advocate is important.”

And will continue to be important, Bennett added.

“Most carriers at this point are preparing their rates for the future based on continued extreme weather events. Whether it’s the West Coast, East Coast, Florida, regardless where you’re located, most carriers and most reinsurance companies are preparing for more extreme weather,” he told BusinessWest. “That’s a direct correlation to the change in weather patterns we’re seeing.”

State Launches New Stipend Program for Eligible Job Seekers in Training

By BusinessWest Staff September 26, 2024

Manufacturing Special Coverage

Reducing Barriers to Employment

Earlier this month, the Healey-Driscoll administration launched the Massachusetts Workforce Skills Fund, a pilot stipend program to provide financial support for eligible unemployed and underemployed Massachusetts residents enrolled in job training, including the Career Technical Initiative and Workforce Competitiveness Trust Fund programs.

Administered by the Executive Office of Labor and Workforce Development in partnership with Commonwealth Corp., the Workforce Skills Fund is designed to reduce barriers to job training and employment by providing financial support for eligible trainees and also attract and retain untapped talent pursuing skills and credentials for in-demand occupations in manufacturing, construction, healthcare and human services, and more.

The Massachusetts Workforce Skills Fund builds on strategies outlined in the administration’s Massachusetts Workforce Agenda, titled “Meeting the Moment to Attract, Retain, and Develop a Future Workforce,” released earlier this year. The document outlines the administration’s vision, goals, and strategies to support workforce development statewide, and recognizes a stipend program as a resource to attract and retain talent by providing greater means to pursue and persist in job-training programs that ultimately lead to employment outcomes.

Stipends are awarded to participants based on training duration and issued upon completion of three milestones. Participants in training programs that are fewer than three months will receive $3,000, and participants in training programs longer than three months will receive $5,000. Stipends are issued following the first two weeks of training, at the completion of the training program, and upon post-training employment.

“This new program through the Massachusetts Workforce Skills Fund is a meaningful step toward eliminating barriers to employment and building a strong and inclusive workforce,” Gov. Maura Healey said. “By addressing financial obstacles, this initiative will increase access for more individuals to succeed, compete, and contribute to our growing workforce.”

Gov. Maura Healey

“This new program through the Massachusetts Workforce Skills Fund is a meaningful step toward eliminating barriers to employment and building a strong and inclusive workforce. By addressing financial obstacles, this initiative will increase access for more individuals to succeed, compete, and contribute to our growing workforce.”

Added Lt. Gov. Kim Driscoll, “as we support economic opportunity and mobility for Massachusetts residents, this new stipend program is an actionable approach to empower unemployed and underemployed individuals who we need active in our workforce. By offering this resource, our administration will maximize the labor potential of untapped talent, supporting both labor productivity and addressing larger social inequities within our workforce.”

Targeted Impact

The Workforce Skills Fund is being implemented for two specific, pre-existing programs that focus on unemployed and underemployed workers: the Career Technical Initiative (CTI) and the Workforce Competitiveness Trust Fund (WCTF). The stipends are a fixed amount of flexible dollars provided directly to individuals who will enroll in either of the two eligible approved training programs.

WCTF and CTI programs are designed to attract unemployed and underemployed workers. Yet, an array of barriers may hinder participants and prospective participants from enrolling, completing training, and entering the labor market, such as costs for childcare, transportation, and digital equipment. The stipend program through the Massachusetts Workforce Skills Fund aims to address these and other challenges, facilitating greater access to workforce opportunities.

“As Massachusetts strengthens its world-class workforce, we must provide a world-class support system with greater intentionality to reduce barriers to employment and support persistence and success in job-training programs,” Secretary of Labor and Workforce Development Lauren Jones said. “By launching he Massachusetts Workforce Skills Fund and initiating this stipend program, the Healey-Driscoll administration is teaming up with training providers and proven workforce programs to further attract and retain untapped talent and provide added resources aimed at improving outcomes and opportunities for more job seekers in Massachusetts.”

Lauren Jones

“As Massachusetts strengthens its world-class workforce, we must provide a world-class support system with greater intentionality to reduce barriers to employment and support persistence and success in job-training programs.”

Molly Jacobson, president and CEO of Commonwealth Corp., said her organization is excited to see the tangible impact the Massachusetts Workforce Skills Fund will have on job seekers’ lives across the Commonwealth. “This initiative not only provides essential support for people who need it, but also encourages participants to seize new opportunities for their future.”

Meanwhile, Department of Transitional Assistance (DTA) Commissioner Jeff McCue said the Workforce Skills Fund will be an instrumental resource for clients to utilize as they strive to reach their career goals and full employment potential, by providing flexible dollars that will help individuals and families overcome barriers to participating in the workforce.

“The Department of Transitional Assistance currently serves one in six Massachusetts residents with food and cash assistance,” he noted. “In addition to providing essential resources to the most vulnerable people in the Commonwealth, DTA also aims to connect clients with meaningful employment to improve economic mobility for families and ensure their long-term success.”

Statements of Support

Aisha Francis, president and CEO of Franklin Cummings Tech in Boston, called the Massachusetts Workforce Skills Fund a crucial resource for the Commonwealth’s technical and trade workforce.

“Stipends make it possible for individuals to complete high-quality training and secure jobs,” she added. “In partnership with the Workforce Competitive Trust Fund and JVS, Franklin Cummings Tech sees the positive impact of financial support on program outcomes. I applaud the Commonwealth’s leadership for recognizing this opportunity and acting quickly to innovate.”

Paul Bello, director of Career and Community Development at South Shore Vocational Technical High School in Hanover, noted that the school will train hundreds of veterans and unemployed or underemployed residents on the South Shore to prepare them for fulfilling jobs in carpentry, manufacturing, landscaping, welding, hospitality, automotive, and HVAC, and looks forward to assisting residents as they embark on new careers with new skills.

“There is great confidence that this program will make an immediate positive impact in people’s lives and will help produce vital members of the workforce in the South Shore area and around the Commonwealth of Massachusetts, he added.

Meanwhile, Susan Almono, director of Grants and Workforce Development at Greater Lawrence Technical School in Andover, noted that the school has provided adult workforce-development training to hundreds of area residents through the Career Technical Initiative.

“We are proud to facilitate entry into lucrative technical careers. However, often candidates can’t take advantage of this opportunity because they need to work rather than increase their skills, in order to pay the bills. We’re thrilled with the new Mass Workforce Skills Fund stipend program and the impact it will have on the lives of area residents. Trainees will be sustained through training and have access to career ladders to stability.”

Doctors Can Take Steps to Improve Efficiencies, Manage Time

By Contributor September 26, 2024

Modern Office Special Coverage

Patient Approach

By James T. Krupienski, CPA

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

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

Office Workflow

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

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

James T. Krupienski

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

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

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

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

Best Practices

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

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

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

Managing Patients

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

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

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

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

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

Peter Farkas Takes Reins at MassHire Hampden County Workforce Board

By George O'Brien September 12, 2024

Features Special Coverage

Hire Purpose

Peter Farkas

Peter Farkas can give you the textbook definition of workforce development, at least as he understands it.

“Workforce development is economic development,” said Farkas, who was named president and CEO of the MassHire Hampden County Workforce Board in March, succeeding long-time president David Cruise. “Workforce development is addressing the needs of employers by reskilling and upskilling the labor force to meet industry needs. It’s ongoing, and it’s very fluid.”

To him, though, workforce development is defined by, made possible by, and is a function of … partnerships.

In fact, forging and strengthening partnerships is the unofficial job description for his position with the workforce board, the latest stop in a career that, as we’ll see, has been entirely in the broad realm of workforce development in different regions of the Bay State, from the Berkshires to Middlesex County to Boston, and in different capacities, including executive director of the MassHire Greater Lowell Workforce Board.

His latest assignment brings him to Hampden County, a region that includes several gateway cities — Chicopee, Holyoke, Westfield, and, of course, Springfield. These former manufacturing hubs have been reinventing themselves over the past several decades, and, like other Gateway Cities across the state, have their challenges when it comes to workforce.

Specifically, companies across virtually every sector are struggling to find enough qualified help. At the same time, there are significant numbers of unemployed and underemployed individuals who need the skills — often, basic skills — to succeed in the workplace.

With these challenges in mind, MassHire focuses on current needs, while anticipating future needs and taking steps to create a solid pipeline of workers.

“From the workforce-board perspective, we’re demand-driven and industry-led,” Farkas explained. “What are the needs from our industries? What are our employers’ needs? Currently, what jobs are they having trouble filling, but also short- and long-term, where are the areas they need to be invested in?”

Farkas comes to MassHire at an intriguing time. The workplace is changing, thanks largely to COVID and the seismic shifts it brought about in how people work and where. There is still a workforce crisis, if you will, with many sectors struggling mightily to find enough qualified talent. Baby Boomers continue to retire in huge numbers, impacting all sectors, but some, including healthcare and manufacturing, more than others.

“From the workforce-board perspective, we’re demand-driven and industry-led.”

In this environment, the workforce board is working on several fronts involving recruitment, retention, and enabling employees to advance within a business or sector, he said, adding that one of these initiatives involves internships, which not only introduce people to jobs and individual businesses, but start them down the path toward a potential career.

He said the Hampden County Workforce Board is one of the leading participants in the state’s Registered Apprenticeship program, an employer-driven model that combines on-the-job mentoring with job-related instruction.

“This an area I would like to see us continuing growing in,” he told BusinessWest. “We’re doing a lot of registered apprenticeships, which are helping employers address a few areas of need — filling their current job openings, but also investing in current employees and upskilling them for retention purposes.”

Internships are just one piece of a much larger puzzle, he went on, adding that he made this work his career because of the many kinds of rewards it brings. “A lot of what we do can be life-changing. Taking someone who’s unemployed and putting them in a career where they have room to grow and they can support their families … that’s rewarding.”

Peter Farkas says workforce development essentially comes down to one word: partnerships.

For this issue, we talked at length with Farkas about his latest career challenge, workforce development and what defines it, and his goals and objectives for fulfilling this agency’s important mission.

Forging a Career

As noted earlier, Farkas has spent pretty much his entire career in workforce development.

A graduate of UMass Amherst who later earned an MBA at Suffolk University’s Sawyer Business School, he started his career at Middlesex Community College, serving as Youth Services director, as well as overseeing programs at one-stop career centers serving 20 communities and also managing and coordinating several state- and federally funded grants and initiatives.

In 2014, he became associate director of the Metro North Regional Employment Board. During his tenure there, he chaired the youth committee of the Massachusetts Workforce Professional Assoc. and also secured a three-year, $500,000 grant with the U.S. Department of Commerce by partnering with the city of Somerville and Greentown Labs to connect hardware startups and advanced manufacturers in Northeast Mass.

In 2017, he took the helm at the MassHire Greater Lowell Workforce Board. Lowell is another of those gateway cities, and during his tenure there, punctuated by the pandemic, he secured a three-year, $2.4 million National Health Dislocated Worker grant from the U.S. Department of Labor to address workforce-development issues impacted by the opioid crisis. He also developed strategic relationships with several community stakeholders, including adult basic education providers, Middlesex Community College, UMass Lowell, and various state agencies.

In 2022, Farkas returned to higher education (and where he grew up), but remained focused on workforce development, serving as associate director of Workforce Development & Community Education at Berkshire Community College. There, among things, he oversaw a $735,000 grant to train a diverse talent population for in-demand occupations in the Berkshires.

When Cruise announced his plans to retire late last year, Farkas, who said he “missed the workforce-board/MassHire world,” saw an opportunity to take his career in a different direction, and in a different corner of the state.

“We’re disappointed we didn’t get the grant, but I think — correct that, I know — the region is better-situated now to proceed with applications for larger grants.”

“I wasn’t really looking for a change, but I knew here in Hampden County that the board itself was very strong in terms of the team staff-wise, but also the board of directors,” he explained. “And there were a lot of solid partnerships in place. I was looking forward to joining a great board that is well-regarded across the Commonwealth.”

At MassHire, he manages a budget of between $12 million and $15 million; oversees the region’s two one-stop career centers, in Holyoke and Springfield; and administers publicly funded worker-training and job-placement programs in the county’s 23 cities and towns.

But mostly, this job comes down to developing and nurturing strategic alliances and partnerships with internal and external stakeholders, he said, noting that these include educational institutions; community-based organizations; and federal, state, and municipal government agencies — everything from the U.S. Department of Labor to the state Department of Higher Education.

The career centers are the public-facing entities within the state’s 16 MassHire workforce boards, most of them covering regions rather than counties, Farkas noted, adding that they stage job fairs, stage résumé-writing workshops, and conduct training programs. His work, and that of most team members, is more behind-the-scenes in nature, involving everything from writing grant applications to meeting with other stakeholders to forge strategies for dealing with the region’s workforce issues.

Work in Progress

Since arriving in March, Farkas has been spending some of his time meeting with stakeholders, such as employers and the region’s colleges and universities, and coming to understand the wants, needs, challenges, and opportunities that exist.

He said the unemployment rate in the county remains comparatively low, and employers are still struggling to fill positions. Those remaining on the sidelines when it comes to the workforce are those who lack necessary skills and/or face other challenges, such as transportation, he went on, adding that many employers are just looking to get people in the door and then provide them with the skills they need.

“They’re saying, ‘give me someone who will show up on time, knows how to talk to their co-workers, is a team player, and dresses appropriately, and we’ll help build up their technical skills,’” he said, adding that some struggle simply to find people who can clear this low bar.

Overall, as he surveys the scene in Hampden County, Farkas sees several sectors being impacted by the changes and trends dominating the workplace.

Manufacturing, specifically precision manufacturing, is one of them, he said, noting that this sector is being especially impacted by the so-called silver tsunami, the retirement of the Baby Boom generation, and is thus one of the areas of focus when it comes to educating people, especially young people, about this industry and then putting them on a course to enter it.

“How do we get more people interested in manufacturing, whether it’s young people, current job seekers, or career changers?” he asked, adding that one of the assignments for his team is to create answers to that question.

Meanwhile, healthcare, the region’s largest employer, is another sector facing challenges, and one where the focus must be on both today and tomorrow.

“We have to build awareness of the various career paths in healthcare and let young people know that there are a lot of occupations within this industry,” he said, adding that such work is ongoing and being undertaken by the Healthcare Workforce Partnership of Western Massachusetts, led by one of BusinessWest’s Healthcare Heroes for 2024, Peta-Gaye Johnson (see story on page H20).

Internships are an important part of the equation, but so are efforts to introduce people to careers in these sectors at a young age — middle school and even earlier.

Funding is the key to these and other programs, he said, adding that the workforce board collaborates with its many types of partners in applications for both state and federal grants, many of them focused on young people, unemployed and underemployed individuals, but also incumbent workers needing more skills to advance within a company.

The workforce board was the lead applicant for a $20 million grant from the U.S. Economic Development Administration, Farkas noted, adding that there were several partners in the bid — from Baystate Health to Way Finders — known as the Springfield-Holyoke Recompete Plan.

The alliance became a finalist but did not ultimately receive the grant, which would have gone to “connect historically marginalized communities in Springfield and Holyoke to good jobs,” Farkas said, but the experience gained through that process, which brought several different parties together behind the initiative, will benefit the region moving forward.

“That process of bringing together all those various stakeholders has been beneficial to continue growing partnerships and relationships, which is very important for my role,” he added. “We’re disappointed we didn’t get the grant, but I think — correct that, I know — the region is better-situated now to proceed with applications for larger grants.”

As he said earlier, workforce development is all about partnerships — and workforce development is economic development, and that’s why it’s so important, and so rewarding.

Downtown Pittsfield Inc. Generates Positive Momentum

By Joseph Bednar September 12, 2024

Berkshire County Special Coverage

Progress and Promise

Rebecca Brien was born and raised in Berkshire County and has lived in Pittsfield for the past 30 years, so she knows something about the ebbs and flows of the economy and how that impacts a city and its downtown.

“When an organization like General Electric or a major employer leaves, it does create this gap,” she said, which is why she’s thrilled that 20 new businesses have set up shop downtown over the past two years.

And why she’s equally excited to be managing director of Downtown Pittsfield Inc. (DPI), which has been advocating, convening, and promoting downtown businesses since its launch in 1983.

“We act as a chamber of commerce for downtown. It’s a membership-driven organization; members consist of the usual retailers, restaurants, and cultural and entertainment venues. Nonprofit organizations are welcome, and we work very closely with key property owners downtown as well,” Brien explained.

“We have a vision for as many businesses to join our membership as possible. We have really great diversity downtown, and we want to make sure we welcome as many people as possible and create more foot traffic and a bustling district. Our mission is to strengthen and promote membership through advocacy, collaboration, and celebration.”

The advocacy element means DPI acts as a representative for its members to the city of Pittsfield, speaking to what members want to see downtown. One example has been the parking situation.

“We’ll be announcing, in the next few weeks, meetings to talk about what other changes will best represent what we want the downtown to be — lanes for parking; sidewalks for events and dining; individuals who need more protection, such as bikers or people with motorized scooters — we’ll find what works best for what we want.”

“We worked very closely with membership and City Hall in terms of changing parking along the downtown to be a three-hour limit, which allows for more turnover in parking spaces right on the street,” Brien said. “That’s something that was brought to us by our members. We conducted a survey and brought it to City Hall, and changes have been made. It makes a great difference for retailers when there are open spaces available along North Street.”

DPI also brought a proposal to the city to look at angled parking downtown, but further discussions will be more comprehensive and encompass a fuller plan.

“It prompted the city to go a step further and work with a consultant and talk about many different types of configurations downtown, rather than making a quick decision and a quick paint job,” Brien noted. “We’ll be announcing, in the next few weeks, meetings to talk about what other changes will best represent what we want the downtown to be — lanes for parking; sidewalks for events and dining; individuals who need more protection, such as bikers or people with motorized scooters — we’ll find what works best for what we want.”

Meanwhile, DPI worked with the city on a collaboration called Downtown Blooms, which develops and improves gardens throughout the district. “This program is converting many gardens downtown from annual plantings to perennial beds, and actually saves money for the city.”

First Fridays at Five have featured live music, art, dance, family fun, shopping, food, and entertainment throughout downtown Pittsfield.

But perhaps the most visible aspect of DPI’s work is downtown events, from First Fridays at Five — which spreads art, music, food, family fun, and more across the downtown every month — to First Friday Artwalks, which engage the public with artists and galleries, and Let It Shine!, which is a public art project that has installed almost 20 new murals downtown over the past two years, with funding from MassDevelopment and a host of other local entities. “Last year brought international artists, and we also work with local artists,” Brien said.

In short, DPI seeks to raise the profile of downtown Pittsfield in myriad ways, while supporting businesses both old and new in what she calls “the urban epicenter of Berkshire County.”

Raising All Boats

Downtown Pittsfield Inc. is a lean operation; Brien is the only full-time staffer, and she’s assisted by two part-timers, Marketing Coordinator Kimberly Gritman and Executive Administrator Arri Better.

“So we’re very lucky to have 25 board members and our downtown stakeholders that can help us in terms of programming activities and making connections,” Brien noted. “In terms of hands-on staff, we’re very small.”

The organization has worked with the Pittsfield Cultural Assoc., municipal departments, and other entities on events and programming, and, as noted, there’s quite a lot of both.

Brien came on board DPI two and a half years ago — an exciting time, in some ways.

Rebecca Brien

“There’s a lot of work going on and a lot of partners to work with.”

“Coming out of the pandemic, there was a lot of funding,” she said, noting initiatives like the American Rescue Plan Act and a program of DPI and the Pittsfield Economic Revitalization Corp. (PERC) called Glow Up! whereby businesses and property owners are awarded grants up to $10,000 for signs, painting, lighting, and improvements to their entryways.

This past spring, the second round of grant recipients was announced, including Angelina’s Submarine Shop, Berkshire Pipe & Tabacco, Clark Vintage Lighting, Independent Mobility, Phoenix Theatres, Hotel on North, Otto’s Kitchen & Comfort, Pittsfield Health Food Store, Soda Chef, Thistle and Mirth, and the owners of the Brothership Building and the Dunham Block.

Recipients are selected using a grading system that ranks their responses on how COVID-19 impacted their business, the details of the projects to be funded by the grant, and on the impact the projects would make on their space.

Meanwhile, the Berkshire Black Economic Council introduced VIBE grants for new businesses last summer — the first four recipients were Guelce Collaborative Marketing, BB’s Hot Spot LLC, Dolce Rose Beauty Supply, and Brazzucas — while PERC and MassDevelopment funded Boost! North Street, which supports local businesses through competitive grants and professional consulting. The initial cohort includes ASTScuba/Aquatic Roots, Berkshire International Market, Clark Vintage Lighting, Dottie’s Coffee Lounge/Dorothy’s Estaminet, Empire Pizza, Espetinho Carioca, Methuselah Bar and Lounge, Otto’s Kitchen and Comfort, Placita Latina Restaurant and Market, Steven Valenti Clothing, Tito’s Mexican Bar and Grill, and Witch Slapped.

“It’s made for a wonderful period to come in. There’s a lot of work going on and a lot of partners to work with,” Brien said, adding that Chuck Leach, president of Lee Bank and the newest DPI board president, sees the potential as well. “He’s not a resident of Pittsfield, but he recognizes the importance of Pittsfield to the community, and Lee Bank has made major investments in building downtown and really bringing it to the next level.”

Berkshire Museum is a key cultural driver downtown, with activities and exhibits for the whole family.

But Downtown Pittsfield Inc. also has its eye on issues like public safety and social services. “The thing about Pittsfield is, although we’re a tourist area, we’re also a major epicenter in terms of urban services,” she noted, which is why a healthy city isn’t just about arts, events and recreation, but good jobs and easily accessed supports for those who struggle with housing insecurity, food insecurity, and health and mental issues.

“The biggest thing now is how to maintain the momentum,” she went on. “It has to do with our community partners realizing where we are economically and where people are at, and make sure places like food pantries are well-staffed and well-supported.”

Creating a Framework

While helping the city move ahead in many ways, DPI also recently relocated its office to the heart of downtown, at 431 North St., former home of Jan Perry Realty, hosting a ribbon cutting and open house on Sept. 15. DPI is also managing the Framework co-working space at 437 North St., offering rentals of semi-private offices, a classroom, and a boardroom to DPI members and the public.

“We’re also able to offer classes on things like how to better market your own business and how to do collaborative marketing with other members. We have such great offerings, and we want to make sure people know about it,” Brien said, adding that Downtown Pittsfield Inc. also hosts quarterly meetings with Mayor Peter Marchetti.

All these collaborations and connections have generated positive vibes, which Brien appreciates, even though she knows there’s always work to do.

“I’ve had people stop me on the street regularly and tell me things are wonderful. We’ve had letters to the editor about how great things are looking. For our July 4th parade this year, our downtown had never looked better,” she said. “But we recognize there are things that every small town or large city are struggling with right now, and we recognize that changes are needed, even small increments at a time.

“But I really believe this upcoming year will be our best year ever,” she added, encouraging residents to not only check out the the improvements and events, but to talk them up, as a way to change the narrative around downtown and keep the momentum going. “That’s what I would recommend for every community at this time.”

Grappling with the Residential Real-estate Conundrum

By Contributor September 12, 2024

Special Coverage Wealth Management

Opportunity or Crisis?

By Jeff Liguori

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

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

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

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

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

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

What’s Next?

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

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

Jeff Liguori

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

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

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

Election Impact

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

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

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

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

Great Barrington is ‘Busking’ at the Seams

By George O'Brien September 12, 2024

Community Spotlight Special Coverage

Community Spotlight

Betsy Andrus says Great Barrington attracts many types of visitors, including those seeking a respite as they hike the Appalachian Trail.

“Small-town living with an extra dose of culture and sophistication.”

That’s how Brook Redpath chose to describe the Southern Berkshires community of Great Barrington, and she’s well-qualified for that assignment.

Indeed, she grew up in town and moved back after living in the D.C. area for some time to raise her family there (and be near her own family) because of that rare blend of small-town feel with culture — and much more. And, for the past 17 years, she’s owned Matruska Toys and Gifts, a downtown staple in the process of relocating from Main Street to Railroad Street.

“This community has something that appeals to just about everyone,” said Redpath, listing stores and restaurants, theater and art, craft beer, hiking, skiing, biking, and more, adding that this blend makes it a great place to live, but also visit. And many do, from across this state and New England, but especially New York, which is just a few miles away.

Indeed, while the community is home to just over 7,000, it is a destination for exponentially more, who come here for everything from leaf peeping to a brief respite while hiking the Appalachian Trail — there’s an access point to the trail off Monterey Road — to something relatively new and completely different. It’s called Berkshire Busk!

“We live in a world where people are on the screens all day long, and there’s a lack of social cohesion; there’s a real need in this world for people to come together.”

Call it organized street entertainment — everything from singers and flamenco dancers to poets and aerialists — which runs on Railroad Street and other parts of the downtown on Friday and Saturday nights from early July to Labor Day weekend.

Gene Carr, the cellist and arts executive (he was director of the American Symphony Orchestra) turned tech entrepreneur who conceived the program, said it brings people, vibrancy, and “community” to Great Barrington.

“We’re creating economic impact, and we’re also creating community, and that’s something that’s hard to quantify,” he told BusinessWest. “We live in a world where people are on the screens all day long, and there’s a lack of social cohesion; there’s a real need in this world for people to come together. And when you come downtown and you experience what we’re putting together, you’ll see people having an experience together in a community, and it’s rare.”

Betsy Andrus, executive director of the Southern Berkshires Chamber of Commerce, said Berkshire Busk! is one of the many positive notes being hit in Great Barrington these days. Others include its bustling, ever-changing downtown, a farmers market combining with an arts market that is drawing diverse audiences, and its many outdoor activities.

Gene Carr says Berkshire Busk! Is creating economic impact — and also cultivating community.

While enjoying this vibrancy and progress, the town is experiencing what Gary Happ, co-owner of Barrington Brewery and Restaurant, nearing its 30th anniversary in business, called “growing pains.”

Specifically, he talked about a shortage of workers for the many hospitality-related businesses in town, a shortage of affordable housing, and how the two trends are certainly related.

To make his point, he flashed back nearly a half-century to when he first came to town and worked at a local school. He recalls making $7,000 a year back then, but he could still easily afford to live in the community. That is not the case with the current generation of workers in entry-level jobs and even those a few rungs higher on the ladder.

“People who work here can’t afford to live here,” Happ said, adding that, while this problem is not unique to Great Barrington, it is certainly acute here, where home prices have skyrocketed since the pandemic as rural living has become more popular, and rents have risen accordingly, pricing many people out.

Meanwhile, there are some serious infrastructure issues — the Brookside Road bridge over the Housatonic River was closed down by the state after a routine inspection revealed it was unsafe for vehicular traffic, and there have been two other bridge shutdowns since 2019 — creating some real inconvenience for residents and visitors alike, he noted.

But despite all this, Great Barrington is a picture of vibrancy and energy. For the latest installment of its Community Spotlight series, BusinessWest looks at how this picture is ever-changing and always intriguing.

Taking It to the Streets

As he talked with BusinessWest, Carr was gearing up for Labor Day, the last weekend of Berkshire Busk! The lineup was set to include the Cate Great! Show, an act that combines high-end circus with comedy, at Lower Railroad Street; singer/songwriter Garrin Benfield on Upper Railroad Sreet; Rick and Marilyn, who perform “guitar-centric, edgy, acoustic rock music,” at Carr Hardware; poet Kevin Devaney at TP Saddleblanket, and much more.

That lineup typifies what the program has been about since it was conceived during COVID and launched in 2021 with the support of town officials and several corporate sponsors, including Big Y, Adams Community Bank, and the Geoffrey C. Hughes Foundation, among others.

“Many of our employees have to live in larger groups or further out — maybe in Pittsfield or in New York State. In Great Barrington, the demand for workers is high, and that puts a lot of stress on many businesses.”

As Carr explained, outdoor dining was exploding onto the scene in the summer and fall of 2020, and Berkshire Busk! — busk is a verb referring to street performing — was created to bring that street dining experience to a new and much higher level.

“I went to the town and said, ‘you have such a wonderful outdoor opportunity … why don’t we add some buskers, some street performers, who can perform all over town in Great Barrington, and we can bring people downtown who can dine and shop and be with each other — why don’t we create a real festival?’” he recalled, adding that is exactly what has materialized.

Each weekend, there are between five and seven buskers at different locations in the downtown, he went on, adding that the lineup varies each week and includes local performers and professional buskers.

Carr said about 25,000 people turned out during the 10 Friday and Saturday night weekends of the festival, with two rain days.

“About half the attendees said they specifically came because of Berkshire Busk!, and the vast majority said they came to also to dine and shop … which means that we generated more than $1 million of incremental economic impact,” he noted.

“We reached all ages, particularly families with kids, and the audience was about 50% local Berkshire county and surrounding areas and 50% tourists, with the majority of the tourists coming from the New York metro area. Also, 97% of respondents said that Berkshire Busk! improved their perception of the town of Great Barrington.”

Great Barrington at a glance

Year Incorporated: 1761
Population: 7,172
Area: 45.8 square miles
County: Berkshire
Residential Tax Rate: $13.89
Commercial Tax Rate: $13.89
Median Household Income: $95,490
Median Family Income: $103,135
Type of Government: Open Town Meeting
Largest Employers: Fairview Hospital; Iredale Mineral Cosmetics; Kutscher’s Sports Academy; Prairie Whale
* Latest information available

As noted earlier, Berkshire Busk! is one of many draws in Great Barrington. Another is its array of arts and cultural attractions, including the historic Mahaiwe Performing Arts Center, in continuous operation since 1905, and also an eclectic mix of shops along Main and Railroad streets.

This collection of shops is in an almost-constant state of change, said Andrus, noting that, in addition to new shops opening on a fairly regular basis, existing businesses will often move to different storefronts. All this keeps the downtown fresh, she said, adding that it attracts a mix of locals, many from neighboring New York, and tourists from across New England.

They come … not quite year-round, but for at least three seasons, she said, noting that, while spring is relatively slow, summer and fall are very busy, and winter can be, especially if the conditions are good for skiing.

Happ agreed, but noted that winters, especially lately, have been more hit or miss, with generally less snow and even fewer opportunities to make it.

Lager Than Life

Fall is perhaps the busiest season, here and across the Berkshires, and this year, there will be an additional draw.

Indeed, 15 years after the last one, Barrington Brewery is staging Octoberfest, Happ said. When a wedding slated for Oct. 20 at Crissy Farm, the brewery’s events venue, was canceled and he couldn’t fill the date, he decided to turn back the clock.

“It will be a celebration of beer and food, with entertainment,” he said. “It will be a nice late-fall event.”

In general, business is good, but these are certainly changing times for the craft-beer industry, said Happ, who was one of the local pioneers, if you will. He told BusinessWest that those who just brew beer are struggling — he knows this from all the brewing equipment for sale online from operations that have gone out of business — and that a taproom, and, preferably a full restaurant, is now needed to be profitable.

“To be in the microbrew business without a restaurant attached like we do … it’s hard,” he said. “A lot of those little breweries are struggling because it’s hard to find that space; it’s hard to get taps in bars, and it’s hard to find shelf space in package stores.”

Barrington Brewery & Restaurant not only fits that bill, it’s one of the only businesses of its kind that is solar-powered, and it has Crissy Farm nearby, which hosts a wide array of events, including weddings, rehearsal dinners, anniversary parties, and more.

And while the business has had fewer workforce issues than many other hospitality-related businesses in town, Happ noted that his employees increasingly struggle to both work and live in Great Barrington, and this represents a problem for the town.

“Many of our employees have to live in larger groups or further out — maybe in Pittsfield or in New York State,” he noted. “In Great Barrington, the demand for workers is high, and that puts a lot of stress on many businesses.

“You talk to guys in construction, they can’t find anybody to work — masons, plumbers, electricians, they’re all busy as can be, but there’s no workers,” he went on. “And that does create some problems.”

Still, by and large, most businesses are getting by and having a good summer and good year, said Andrus, even if many shops are seeing an overall drop in consumer spending due to a combination of COVID, the economy, and maybe even the election.

The community remains a popular destination, she said, adding that visitors are drawn to the downtown, the hiking and biking trails the ski resorts, and myriad other events and attractions in and around town.

“There’s so many different reasons why people come,” she said. “Sometimes they come for one specific reason, and then they get here and they say, ‘I want to do that, too. There’s just a lot going on all at once, and there really is something for everyone.”

Visitors come from all over, and many will stay a day or two, but some are simply passing through — quite literally, in the case of those hiking the Appalachian Trail.

The trail, which stretches more than 2,000 miles from Georgia to Maine and passes through 14 states, draws more than 3 million people to hike segments of it each year.

A very small percentage of those hikers will step off the trial in Great Barrington for a break to eat, rest, resupply, or all of the above, but those who do certainly contribute to the local economy and individual businesses, Andrus said.

“It’s amazing the volume of hikers that go through here, and Great Barrington absolutely has become a stopping point for them,” she noted. “A friend of mine who’s retired calls himself a trail angel; he will shuttle people around from one location to the next — to town, to get groceries at the Big Y, etc.

“And he keeps statistics on everyone who gets in his car,” she went on. “He said that 99% of the time he’s driving them into town to eat a meal, go grocery shopping, or stay overnight, usually at the Travelodge, because they accommodate for the hikers, or even to a camping facility. People are in town, and they’re purchasing things — there’s a big impact.”

As Redpath noted, this community has something that appeals to just about everyone — especially that small-town feel with an extra dose of culture and sophistication.

Managing Different Generations Can Be Challenging, but Rewarding

By Joseph Bednar August 29, 2024

Business Management Special Coverage

Culture Clash

Allison Ebner says everyone — including the older cohort of workers — is benefiting from workplace changes being driven by Gen Z and younger Millennials.

‘Zoomers to Boomers.’

That’s how folks at the Employers Assoc. of the NorthEast (EANE) refer to the four main generations that populate today’s workforce: Baby Boomers, Gen X, Millennials (sometimes referred to as Gen Y), and Gen Z.

“We are at a point where, nationally, almost 50% of our workforce is Millennials and Gen Zs. And there are pluses to having all those different perspectives,” said Allison Ebner, EANE president. “You have the thought processes of the Baby Boomers and the X-ers who have all the knowledge, and they are transferring that knowledge to the Ys and the Zs, but the Ys and the Zs are bringing in new, creative ways to do things and tackle projects.”

It’s a diversity of experiences and perspectives from which savvy companies can benefit by considering their varied needs and expectations, said Cindy Ryan, head of Human Resources for MassMutual, one of the region’s largest employers.

“While you can’t make sweeping assumptions about any generation, it is safe to say that there are different drivers and motivators for employees across different age groups,” she told BusinessWest. “In our eyes, the best way to address these differences is creating a workforce where we place trust in our people to do their work thoroughly and do that work in an environment that best suits them.”

For MassMutual, she said, that includes offering a diverse range of benefits that support mental, physical, and financial health; providing flexible working dress codes and arrangements; and delivering opportunities for networking and internal connection. “We’re always seeking to increase the breadth and flexibility of what we offer, ensuring our benefits meet employees’ diverse needs at each stage of life.”

Ebner agreed that generational differences certainly become evident around employee benefits.

“We moved away from that cafeteria model of benefits where we had a bunch of different things, and you could sign up for whatever was important to you, to more standard benefits packages,” she noted. “But now, we’re kind of back to asking, ‘what are you looking for?’

“When we’re building our employee value proposition,” she went on, “what’s going to retain my staff? What’s going to help me attract and retain the best talent? And one area where there are some distinct differences generationally is employee benefits, for sure.”

“You have the thought processes of the Baby Boomers and the X-ers who have all the knowledge, and they are transferring that knowledge to the Ys and the Zs, but the Ys and the Zs are bringing in new, creative ways to do things and tackle projects.”

For instance, she said, Millennials and Zoomers express more needs around both mental health and financial education.

“There’s a lot of mistrust from the younger generations in the stock market and what’s going on economically today,” Ebner said of the latter. “They’ve lived through 9% inflation, they know that going to the grocery store is costing them a ton of money, they know they can’t buy a house right now with mortgage rates so high. So giving them a financial holistic wellness picture is important, and what a lot of them are looking for.”

At the same time, older workers can also benefit from that kind of perk, she added, in the same way that younger workers have driven the shift toward remote work and hybrid schedules that everyone now enjoys.

“It’s interesting to see some generational trends, and they’re not the same for everybody,” said Irene Costello, director of Operations at the Markens Group, an association-management firm in Springfield. “It’s forced us to become more flexible in our policies: remote work, time-off policies, reducing dress-code expectations. Earlier this year, we changed our time-off policy at the beginning of the year to adjust to the growing requests. A lot of organizations are doing it as well; some organizations are getting super flexible.”

It’s easier for a company like Markens, a small business where most staffers are under age 40, to make those changes, Costello added, but for larger companies with a more prominent cohort of Boomers and X-ers, it can be difficult to change the culture, alter policies around work-life balance, and … well, be flexible at all. “From the employer’s side, it’s challenging.”

For this issue’s focus on business management, BusinessWest delves into the different work styles and expectations of the four main generations in the workplace, how they influence each other, and why their differences can be positive.

Change Agents

It should be noted that two other generations are in play as well: the pre-Boomer Traditionalists, the youngest of whom are entering their 80s, and some of whom still work; and Gen Alpha, the oldest of whom are in high school and starting to seek summer jobs and internships.

Cindy Ryan

“While you can’t make sweeping assumptions about any generation, it is safe to say that there are different drivers and motivators for employees across different age groups.”

That’s quite a broad spectrum of employees working together, often with dramatically different expectations and work styles. While broad stereotypes hardly fit everyone, Traditionalists and Boomers are known for appreciating structure, stability, and clear expectations, while Gen X and Millennials are more apt than their older counterparts to prioritize work-life balance, collaboration, efficiency, and, as noted, benefits that speak to personal wellness.

“With older generations, there’s some aversion to change, some difficulty adapting to new technologies and new processes overall,” Costello said, adding quickly that there’s plenty of crossover in what different workers want. “We have a very young staff. I’m 29 years old. But even though I’m younger, I love to see people coming into the office five days a week, to be visible.”

What many employers are dealing with now, in a post-COVID era where companies in many sectors are struggling to recruit and retain talent, is the fact that the growing cohort of younger workers has some leverage to stand up for their own needs and desires, Ryan said.

“As such, we can start to draw different conclusions as to what different generations want from their employers,” she added. “Younger generations, for example, often feel more drawn to work for a company that is committed to bettering their communities.”

As a result, she explained, MassMutual offers a volunteer time-off policy that allows employees to take paid volunteer days to support local initiatives they are passionate about. “In the grand scheme, offering benefits and perks that meet the needs of different generations are now major points of emphasis for employers who are looking to attract and retain talent.”

That’s true of other benefits as well, Ryan said, noting that MassMutual offers benefits that support mental, physical, and financial health; provide flexible working arrangements; and deliver opportunities for networking and internal connection, all priorities for younger workers, not to mention a bereavement-leave policy where employees can define who their loved ones are.

Irene Costello says open communication in the workplace can create a healthier environment for workers of all ages.

“Holistically,” she added, “it’s about supporting all employees’ well-being in ways that are meaningful to them.”

And, as noted earlier, many changes driven by the youngest workers wind up benefiting everyone.

“The X-ers and the Boomers have learned that, ‘hey, we’re getting this better life-work balance because these younger generations have demanded it. And employers can’t throw down the 60-hour work week demands anymore,’” Ebner said. “So it’s a gift that has been given to them by these younger generations.”

At the same time, she added, the pendulum may be starting to swing back in some sectors — layoffs at large technology companies have been in the news recently, for example — which may reduce some of that employee leverage and change the power dynamic.

One interesting — and, to some, concerning — generational trend, Costello noted, is the reluctance of Zoomers and younger Millennials to engage in chambers of commerce and other business associations.

“Boomers, Gen X, and maybe older millennials are of the mindset where it’s the right thing to do. Someone goes and buys a membership to be part of the chamber of commerce, part of an industry association, paying dues to the industry as a whole,” she explained.

“Now, with the younger generations, folks are looking for a tangible takeaway. Is it a résumé builder? Is there something of value at this conference, some credentialing? Instead of just going to build community, what am I getting from this networking?”

That’s an unprecedented shift, Costello added.

“It’s getting harder and harder to keep growing association memberships because of that. And it’s causing everyone in associations to reconsider their offerings: ‘what do you want? What can we do to change the offerings to keep you as a member, as a part of this community?’”

Though it’s difficult to pinpoint the exact reasons, she suspects people feel life is more hectic and stressful post-COVID, and don’t necessarily want to commit time to a two-hour board meeting at the end of the day.

“The younger generation is prioritizing work-life balance, mental health, and their personal lives over what they’re giving to the community, what they’re putting into work,” she told BusinessWest. “They’re protecting and advocating for themselves and their own interests rather than looking at it from a community perspective.”

Let’s Talk

When it comes to managing multiple generations, Ebner said, EANE has been asked to develop some unique trainings, like etiquette training, and how to come back to the office and dress properly. “You know, the yoga pants usually aren’t allowed in the office; flip-flops are a big no-no.

“And we’re getting asked to go back to the basics for some organizations — how to have a conversation with someone when you’re sitting in a room with them. We’re all very bold on the phone, by email, via Zoom. But we’re not in a room with someone watching body language. We need to relearn some of these skills, like how to have a respectful conversation. Being polite is something we’re kind of retraining people on.”

Speaking of communication, teaching the different generations how to talk to one another is critical as well — and can strengthen workplace culture.

“Different generations will naturally bring different perspectives to the table, which is especially important when building a workforce that reflects the markets and communities that we serve,” Ryan said. “This is why we’re always working to create an environment where all feel seen, heard, valued, and respected.”

One innovative initiative is MassMutual’s reverse mentoring program, where members of its Young Professionals Business Resource Group mentor senior executives, she added. It’s a concept that’s been discussed at EANE as well.

“We have some employers that are doing reverse mentoring,” Ebner said. “They’re pairing a Z with a Boomer or an X-er, and they’re having them work together on projects. So, instead of the Boomer mentoring just one way to the newer employee, who’s just coming into the work world, it’s kind of a collaborative back and forth, where the Z is also teaching the Boomer a few tricks. It’s very positive.”

That doesn’t diminish the importance of the traditional mentorship model, of course.

“I have somebody on my team who’s been there for 30 years in association management,” Costello said. “I’m her manager, but she comes into the office and teaches me something every day. I turn to her in confidence. I say, ‘I trust you. Obviously, you’ve done this for 30 years. You have a different perspective.’

“You want everyone on the team to question everyone else — to question everything, in a good way,” she added. “Does this make sense? Is there a better way to do this? Why are we doing this? Why are we still doing this?”

The alternative is a non-communicative culture than can quickly turn toxic, where everyone is putting up walls, Costello noted.

“When no one wants to hear somebody else’s perspective, that’s emotionally draining; no one enjoys it, and no one stands to benefit from it on either side. We have a really strong focus on our culture and that full-circle communication, giving and receiving feedback, no matter who we are, no matter what position we’re in or what project we’re working on.”

Ebner agreed that communication is crucial in effective business management.

“You need to pay attention to the differences, but also don’t think we’re so different that there aren’t some similarities. When employers are struggling, I always say, focus on the things that we have in common. Focus on building that respectful workplace culture where you’ve got one-on-one conversations happening between employee and manager.”

And make sure younger workers have a voice, she added, because at most companies, they’ll be the majority of the team soon, if they aren’t already. “That’s your strategic secret weapon right there: building cross-generational work teams, so they can collaborate and bring the best of all the different thought processes together.”

In other words, bridging the generation gap brings benefits across the board — from the company’s office culture to its bottom line.

Prepare for the Rise of AI in the Workplace

By Contributor August 29, 2024

Law Special Coverage

Attention, Employers

By Sabba Salebaigi-Tse, Esq.

Artificial Intelligence (AI) is rapidly changing how we live and work. To keep up with this technological revolution, both federal and state governments are introducing new rules to ensure AI is used responsibly in the workplace. Here’s an overview of what you need to know about recent federal, state, and local AI developments.

The White House’s Executive Order

In October 2023, President Biden issued a groundbreaking executive order on the “Safe, Secure, and Trustworthy Development and Use of Artificial Intelligence.” This order pushed federal agencies to create guidelines ensuring AI is used responsibly, especially at work. The goal is to make sure AI helps improve workplaces without causing unfair treatment or discrimination.

Sabba Salebaigi-Tse

“Ensure transparency by clearly communicating to employees and applicants about the use of AI in employment decisions and their rights related to AI.”

Department of Labor’s New Guidelines

Wage and Hour Division’s Bulletin: On April 29, the Department of Labor (DOL) Wage and Hour Division released a bulletin explaining the risks of using AI at work. This bulletin emphasizes the inherent risks associated with AI use and underscores that AI should not replace human oversight. According to the guidelines outlined in FAB, employers must ensure that responsible human oversight accompanies the deployment of AI technologies.

Given the various challenges associated with AI technologies, it is crucial for employers to navigate the complexities while adhering to laws like the Fair Labor Standards Act (FLSA) and others, which stipulate that employers remain accountable for legal issues arising from the use of AI. Even if AI systems autonomously take adverse actions against employees, such actions could potentially constitute retaliation under FLSA and related statutes.

Guidance of Federal Contractors: On April 29, the DOL Office of Federal Contract Compliance Programs issued guidelines aimed at federal contractors utilizing AI, which are valuable for all employers to consider.

These guidelines emphasize several critical practices for the ethical and effective deployment of AI tools in the workplace. Employers are advised to ensure that AI technologies are not only fair and job-related, but also regularly monitored for biases that could inadvertently impact decision-making processes. Additionally, keeping employees well-informed about the use and implications of AI systems fosters transparency and helps mitigate potential concerns or misunderstandings.

“As AI continues to evolve and integrate into the workplace, new and expanded laws will emerge to govern its use. Employers must proactively adapt to these changes to harness AI’s benefits while ensuring compliance with legal standards.”

These proactive measures not only enhance compliance with federal regulations, but also promote a more inclusive and equitable work environment where AI technologies are used responsibly to benefit both employers and employees alike.

AI Principles for Employers: On May 16, the DOL introduced a comprehensive set of principles aimed at guiding the development and implementation of AI technologies in the workplace. These principles underscore the importance of ethical considerations and employee welfare in AI deployment. They stress the need to keep workers informed about how AI is utilized, ensure transparency in AI decision-making processes, and safeguard worker data throughout the entire AI life cycle.

These guidelines aim to foster a fair and secure work environment where AI enhances operations while upholding privacy and ethical standards. Adhering to these principles helps employers build trust, mitigate risks, and integrate AI technologies responsibly for the benefit of all stakeholders.

State-level Developments

New York: Since July 5, 2023, New York city has a law regulating automated employment decision tools (AEDTs). Employers must conduct annual audits to check for bias, publish the results, and let applicants know when AEDTs are used. In addition, a new bill introduced this past February aims to regulate AEDTs across New York State. This bill requires annual bias analyses and public summaries of the findings.

New Jersey: In February, two bills were introduced in New Jersey to manage AI in hiring. One bill requires annual bias audits for AEDTs. The other regulates AI-enabled video interviews, demanding transparency and consent from applications.

Other States: California is working on regulations to prevent algorithmic discrimination and ensure AI tools are used transparently and responsibly. Starting Feb. 1, 2026, Colorado will require AI developers and users to protect against discrimination with high-risk AI systems. And both Illinois and Maryland have laws in place requiring employers to notify and get consent from applicants before using AI in hiring.

What Should Employers Do?

To navigate these new regulations and ensure compliance, employers should:

• Stay informed. Regularly review federal and state guidelines on AI use in the workplace.

• Conduct regular audits of AI tools to detect and mitigate bias or inequitable outcomes.

• Ensure transparency by clearly communicating to employees and applicants about the use of AI in employment decisions and their rights related to AI.

• Provide training to HR and management teams on the ethical and responsible use of AI tools.

• Consult with legal experts to say ahead of regulatory changes and implement best practices tailored to your organization.

Conclusion

As AI continues to evolve and integrate into the workplace, new and expanded laws will emerge to govern its use. Employers must proactively adapt to these changes to harness AI’s benefits while ensuring compliance with legal standards. If you have questions about any of these developments, it is prudent to consult with labor and employment counsel.

Sabba Salebaigi-Tse is an attorney who specializes in labor and employment-law matters at the Royal Law Firm LLP, a woman-owned, women-managed corporate law firm certified as a women’s business enterprise with the Massachusetts Supplier Diversity Office, the National Assoc. of Minority and Women Owned Law Firms, and the Women’s Business Enterprise National Council.

Sexton Roofing & Siding Thrives Under New, ‘Extreme’ Ownership

By Joseph Bednar August 29, 2024

Home Improvement Special Coverage

On the House

Owner Sasha Wilde

After almost 40 years operating the small roofing company that bears his name, Everett Sexton was looking to retire.

At the same time, Sasha and Tim Wilde, who had spent about a decade as project managers in the corporate world, were looking for a new, entrepreneurial challenge.

They found it in roofing, acquiring Sexton Roofing & Siding from its founder a little over a year ago.

“We did large-scale pharmaceutical construction projects, and we decided, after 10-plus years in that career, that we wanted to break out and do something on our own,” Sasha, now president of the company, explained. “A couple of friends of ours bought a business in 2022, and that’s when we learned about buying businesses. So I started doing all the research, doing analysis, reading books, listening to podcasts, just doing everything I could to get educated on the subject of buying businesses.”

The Wildes were living in New Hampshire at the time and wanted to stay in New England, and relocated to Western Mass. to buy Sexton, which is headquartered in West Hatfield.

“People will come to us for siding, windows, or they want to do their roof and their siding, or their roof and their gutters. So we like being able to be that one-stop shop for them so that they don’t have to go and deal with multiple contractors to try to get a project done.”

“Everett Sexton founded it in 1985 and just kind of slowly built his business over the years,” Sasha noted. “The amount of work that he did was very impressive. He had a really great work ethic. It was just work he did, and then, about 10 years ago, he started using subcontractors, so he was able to run one or two jobs a day for the whole roofing season.”

It was a model that appealed to her and Tim, who are among just four full-time employees — Tim is the sales manager and roofing and siding specialist, while they also employ a general manager and business manager — and the field work is subcontracted.

“She really did a lot of homework, and then used that to evaluate 50 or 60 businesses of all types,” Tim said. “She had a very elaborate spreadsheet to evaluate how much they make, what their staff looks like, all this different criteria. And by looking at so many in so many different sectors, she could see this was a good one. You have to see a lot to know what’s good and bad. She put in the time.”

A year later, they’re growing their presence in the region, and while the anxiety of going into business for oneself never completely goes away, it’s also been tempered by a steady flow of roofing jobs, as well as siding, windows, and doors.

“We were kind of buried with learning how to run it last year,” Sasha told BusinessWest. “So we spent a lot of our offseason really thinking about that, and trying to refine our core values, our mission.”

That mission, posted on the wall of their office, is simple: “to change the way people think about the roofing industry, one roof at a time. We lead with integrity, treat everyone like family, and strive to make a positive impact on our community. By taking extreme ownership of our roles, we lift our team members up and pave the way for a better future.”

When asked what extreme ownership means, she responded, “it really just means that we don’t make excuses for anything. We see something, and we solve the problem. We don’t wait for things to become a problem. This is a small business; there’s only four of us. So there’s no one else to do the thing. If we see a thing that needs to be done, we have to do it.”

Getting Up to Speed

Under new ownership, Sexton expanded quickly, Sasha said.

“When we got the business, he just did roofs — asphalt shingle and flat. We quickly ended up expanding into siding, windows, and doors because the salesman we had at the time really wanted to sell those things. And we said, ‘OK, let’s try it.’

“For the most part, we spend most of our marketing budget on roofing. That’s what we like focusing on,” she added. “But people will come to us for siding, windows, or they want to do their roof and their siding, or their roof and their gutters. So we like being able to be that one-stop shop for them so that they don’t have to go and deal with multiple contractors to try to get a project done.”

Like under Everett Sexton’s ownership, the company’s bread and butter is asphalt shingle roofing for residential and commercial clients, and it also offers EPDM rubber membranes for flat roofs.

Tim and Sasha Wilde

“We have a couple different flat-roof options that we offer,” she said. “There’s a mineral-roll roofing, which is also an asphalt product that you can use on low-slope and flat roofs. And we’ve expanded our roofing services; our crew installs corrugated metal, and we have a relationship with a metal roof company, so we can do standing seam as well.”

In many ways, Sasha is satisfied with how the first year has gone. “I say that thoughtfully because I’m not sure what expectations I had going into this. Last year was just pretty wild, with us executing as fast as we could and learning. This year, it’s been a lot more thought and a lot of processes being put in place,” she noted, from bringing in customer relationship management software in the spring to hiring a general manager with 15 years of experience in the field.

“I have pretty ambitious plans to grow the business,” she added. “But, most importantly, I don’t want to lose touch with our mission and our core values. We’re also always looking to hire — we’re bringing on a new salesperson in a few weeks who will specialize in siding and windows and really help build out our services in that way. So we have ambitious plans to grow, but we want to stay local and family-owned and community-focused.”

“Our life is so different now. I mean, it’s been quite drastically changed from the corporate world to being your own boss. The difference between talking to a high-level pharma client versus a homeowner is just so much different, and this is more enjoyable.”

In doing so, she also wants to continue to invest in employees as one key to the company’s collective success and continuous improvement, through efforts like training programs, access to educational resources, and support for career-advancement initiatives.

Meanwhile, Sexton Roofing & Siding continues to obtain new certifications, recently becoming an IKO roofing craftsmen premier contractor, a certified Velux skylight installer, and WeatherBond certified.

Steady Slope

Sasha said it’s gratifying to work with many different types of customers.

“We work with real people solving real problems. It’s rewarding to see the transformation from what they had to what they have now,” she said, adding that another motivating factor for stepping into the world of entrepreneurship was to set an example for their two sons.

“When we bought the business, we just wanted to show our boys that there are many paths to choose in life, and you don’t necessarily have to go the W-2 route. You can do entrepreneurship. We just wanted to show them there are many paths, and to take risks and not be afraid of failure, because you learn so much in failure.”

Tim credits Sasha for easing some of the initial anxiety.

“When we finally decided on this business, I think some of the fear was taken away because she had done so much homework and seen how much potential there was,” he said, adding that, like any entrepreneurial venture, “it felt … not safe, but at least it wasn’t terrifying.”

Sasha agreed. “With my background in operations, I can understand, if we make this amount of money, I can see where it’s coming from, where it’s going to, and we’ll have this amount of money at the end. Now, does it always go to plan? Not so much, but I at least have a guiding force to push us through this. So I would say it was a calculated risk. And rewarding, challenging, and stressful.”

She also gave Tim plenty of credit for getting the business off the ground — literally and figuratively.

“When we started, he was running all of our projects. He was actually out there stripping roofs with our crew. He was doing the hard work, meeting the homeowners, getting educated on exactly what goes into every single project that we have. And now that we’ve brought on a GM, we’ve been able to move Tim over into sales. And he really knows what he’s talking about now. He’s a very, very good speaker.”

Tim, for his part, has enjoyed the career change. “Our life is so different now. I mean, it’s been quite drastically changed from the corporate world to being your own boss. The difference between talking to a high-level pharma client versus a homeowner is just so much different, and this is more enjoyable.

“I like talking to people,” he added. “I like meeting people every single day, helping them solve their problems.”

Massachusetts Broadband Institute Continues to Narrow Digital Divide

By BusinessWest Staff August 29, 2024

Special Coverage Technology

Connecting Communities

It’s all about connecting communities, Comcast says — and public-private partnerships that continue to bear fruit in closing the digital divide.

Comcast recently submitted 91 applications in the second round of the Broadband Infrastructure Gap Networks Grant Program, administered by the Massachusetts Broadband Institute (MBI), a program that funds the deployment of high-speed broadband to unserved or underserved locations in Massachusetts.

“Comcast has a proven track record of connecting residents and businesses in the Commonwealth to reliable and fast internet service, and we look forward to partnering with MBI to further expand the Xfinity network to fully connect local communities,” said Carolyne Hannan, senior vice president of Comcast’s New England Region.

“We have completed five broadband expansion projects in partnership with the MBI, connecting more than 3,000 homes and businesses since 2018,” she added. “Endorsement by the MBI of the applications would build on the successful public-private partnership.”

Throughout Massachusetts, Comcast has invested almost $909 million over the last three years in private capital to build, maintain, and operate its Xfinity network. The company notes that this investment has enabled it to expand its network capabilities and stay ahead of consumer demand, as the need for fast, reliable, and secure internet continues to grow.

Meanwhile, public-private partnership models, like MBI’s grant program, are necessary to reach locations where the economics prevent private investment alone. The company has already received more than 140 letters of support from communities across the state for the applications.

Carolyne Hannan

“We have completed five broadband expansion projects in partnership with the MBI, connecting more than 3,000 homes and businesses since 2018.”

“Comcast wants to serve as many customers as is geographically and economically feasible,” the company told BusinessWest. “As we continue to evaluate these opportunities for network expansions, especially in rural areas where there can be significant infrastructure challenges, we partner with municipalities and groups like the Massachusetts Broadband Institute for grants that help change the economics to expand in the most cost-efficient manner.”

Through the first round of the Broadband Infrastructure Gap Networks Program, Comcast was awarded grants to connect unserved and underserved residents in Monson, Palmer, and Ware, as well as communities in Martha’s Vineyard and Nantucket. Additionally, it has expanded its network in partnership with the MBI in Western Mass., connecting previously unserved homes and businesses.

It completed its first public-private partnership with the MBI in 2018, enabling the launch of gigabit services in nine Western Mass. towns, bringing Buckland, Conway, Chester, Hardwick, Huntington, Montague, Northfield, Pelham, and Shelburne to the MBI’s overall coverage goal of 96% or above. Since then, Comcast has completed four ‘last mile’ projects in Middlefield, Montgomery, Tolland, and Worthington.

Seeking Equity

Among the Massachusetts Broadband Institute’s other initiatives is its Municipal Digital Equity Planning Program, which provides municipalities with free strategic planning from pre-qualified consultants to help determine the main impediments to internet access and focus on solutions to bridge the existing digital divide, while tackling issues around affordability, digital-literacy training, device access, and other barriers.

“Massachusetts continues to lead the nation in addressing the digital divide, empowering municipalities statewide with vital resources to enhance accessibility and education,” Economic Development Secretary Yvonne Hao said earlier this year in announcing that 16 more cities and towns joined the program.

“This program will enable more municipalities to empower their residents, providing not only internet access, but also with the necessary training, devices, and expertise to compete in the digital economy. As commerce, job opportunities, and essential resources shift online, ensuring robust connections is crucial for residents to excel now and in the future.”

Michael Baldino

“Alongside our planning partners, we are excited to provide these communities with the support to help connect with their residents, to ask the right questions, and to receive data-driven results that will enable them to get the right mix of support to their residents.”

Michael Baldino, director of the MBI, added that, “alongside our planning partners, we are excited to provide these communities with the support to help connect with their residents, to ask the right questions, and to receive data-driven results that will enable them to get the right mix of support to their residents.”

There are now 78 municipalities participating in the Municipal Digital Equity Planning Program, a $145 million initiative launched last October. The latest round of 16 includes Springfield, as well as Hampden, Leverett, Otis, Shutesbury, and Westhampton.

The projects vary in scope. Springfield is building on the work done by its City Council’s digital equity subcommittee and interest from residents. The city acknowledges several barriers to digital equity, including equitable access to devices and skills, and intends on using surveys, public meetings, data collection, mailings, community events, tabling in public spaces, and interviews to uncover the reasons for these barriers. Working with consultants to build a digital-equity plan, Springfield aims to establish a coordinated, focused process.

Meanwhile, the town of Otis will spearheard several planning activities through its Municipal Light Plant to expand and improve digital equity. The municipality has previously installed a fiber-to-the-home network, but some seniors and students are unable to access it due to lack of training and equipment. In order to solve this, the town will conduct outreach to residents who are not typically involved in public meetings or do not respond to surveys.

And in Westhampton, the town’s 2022 master plan survey found that 92% of respondents noted the importance of reliable broadband for functioning city services (including emergency response) and to maintain the local economy. So Westhampton is prioritizing reliable access to high-speed internet by working with service providers and the MBI to learn more about existing network availability and reliability. The town will also focus on distributing devices, expanding literacy, and creating financial resources to help last-mile neighborhoods and remote locations.

In short, the MBI’s Municipal Digital Equity Planning Program aims to accomplish two goals: to guide municipal decision making and investments that will increase access, adoption, and usage of the internet, and also to prepare municipalities to submit grant proposals to state or federal programs to support digital equity activities.

Into the Future

Meanwhile, private-sector efforts to connect communities continue. Comcast recently announced higher upload and download speeds are now available to all customers in Holyoke, Longmeadow, West Springfield, and Westfield. In addition, work is nearly complete to provide these faster speeds to all customers in Southwick and Springfield, with the vast majority of those customers already experiencing these faster speeds.

“Modern networks require constant investment and innovation to remain resilient, secure, and future-ready,” the company noted. “The need for fast, reliable, and secure Internet will continue to grow, and Comcast is ensuring customers can stream, surf, and share on a network and service they can rely on today and in the future.”

MassEducate Opens Up Free Community College to Everyone

By Joseph Bednar August 15, 2024

Education Special Coverage

Access Granted

John Cook calls it “historic.”

And he’s not alone among the region’s community-college presidents in lauding the potential of MassEducate, a state-funded program that makes community college free for everyone who meets enrollment requirements and does not yet have a bachelor’s degree.

MassReconnect, which the state launched last summer to fully fund tuition, books, and supplies at community college for students over age 25, has already been a “game changer,” said Cook, president of Springfield Technical Community College, contributing to a 15% enrollment increase at STCC from the previous year.

“That’s an almost-unheard-of gain in higher education. And it’s hard not to attribute so much of that to the attention of adults on this idea of, ‘oh, I can come back; there’s a pathway for me.’ So it really did change our fortunes,” Cook noted. “We’ve seen about a 10-year decline in enrollments. With this major policy change, we were able to halt that and go in a different way.”

MassEducate, then, has the potential of building on MassReconnect significantly — and putting a college education within reach for everyone, regardless of economic status, Holyoke Community College (HCC) President George Timmons said.

“We’ve eliminated barriers and dealt with equity and access issues,” he told BusinessWest. “Regardless of your socioeconomic status, background, ethnicity, whoever you are, you can go from kindergarten to getting an associate degree as a right in the state of Massachusetts. That’s phenomenal. And it’s huge for the lowest socioeconomic members of society. While there still may be other barriers, finances will no longer be a barrier.”

George Timmons

“Regardless of your socioeconomic status, background, ethnicity, whoever you are, you can go from kindergarten to getting an associate degree as a right in the state of Massachusetts. That’s phenomenal.”

Michelle Schutt, president of Greenfield Community College, said GCC enrolled 256 MassReconnect students last year, which contributed to turning around an 11-year enrollment decline — a common story among community colleges over the past decade — with a 13% increase last fall. And MassEducate is expected to drive those numbers higher.

“It is so incredibly exciting,” she said when she spoke with BusinessWest on Aug. 7. “Applications are up 22% from last year on this date, acceptance is up 33%, and head count is up 11%. And last year, we got 300 students from August 10 to the first day of class, so those numbers should get even better. We couldn’t be more excited and appreciative of our elected officials who had the vision for this.”

MassEducate, a $117.5 million annual investment by the state, covers tuition and fees for all students, plus books and supplies for some. The program aims to support both economic opportunity for students and workforce development across a Massachusetts economy that has struggled, sector by sector, to recruit and retain talent in recent years.

Importantly, the program is a ‘last dollar’ investment, meaning students will still access federal funds, like Pell Grants, as well as state aid and scholarships, and MassEducate will pay the costs that remain, so it’s not funding anywhere near the full cost of a student’s education.

“It’s important to note that we didn’t leave any money on the table,” Timmons noted. “Basically, the state comes in and closes the deal for whatever gaps you may have.”

Schutt believes the program will have far-reaching impacts on students, families, and the economy.

Michelle Schutt

“Now higher education can be attainable for more people, and that will change families for decades. I’m very passionate about the effects of education, particularly generationally. This will have such a huge impact on families, on the workforce, on social mobility.”

“It is surreal that K-12 education became free in the Commonwealth in the early 1800s, and here we are, almost 200 years later, finally giving higher education the support it needs,” she said. “Now higher education can be attainable for more people, and that will change families for decades. I’m very passionate about the effects of education, particularly generationally. This will have such a huge impact on families, on the workforce, on social mobility.”

Back to School

Schutt served on a MassEducate planning committee that met every other week throughout most of the 2023-24 academic year; the group, about 30 in all, included elected officials, business leaders, union representatives, administrators, financial-aid officers, faculty, and others.

“I’ll be honest — I’ve spent my entire life in higher education, but I never guessed this would be so complicated. People had all different perspectives on it, and that’s what these committees should be — we shouldn’t be all monolithic thinkers,” she said.

“Some people wanted to cap the total; other people wanted the students supported up to the total cost of attendance at a community college, which can be $20,000 a year. Others thought it should only be for students in particular majors — high-demand fields. Some thought if they already had an associate degree, they shouldn’t get another. All voices were brought to the table, and we had great conversations.”

Cook said the college presidents, through the Massachusetts Assoc. of Community Colleges, had a strong voice in the process.

“It was a great lift last year to help launch MassReconnect, and now, the universalness of MassEducate will further add to that. And we’re excited,” he said. “I’ve said before that MassReconnect was a game changer. But MassEducate is historic.”

While many graduating high-school seniors will still prefer to attend a four-year college right from the outset, time will tell how many will pivot to a debt-free first two years before entering the workforce with an associate degree or transferring to earn a bachelor’s degree.

“We have some very robust early-college pathways, and we work closely with a couple of different high schools to put credits in high-school students’ hands,” Cook added. “So it’s just natural to have them know there’s a no-cost avenue to continue on with STCC.”

The committee Schutt participated in discussed whether MassEducate should cover only tuition and fees, but the final bill that passed also included books and supplies for those who qualify based on family income.

John Cook

“I’ve said before that MassReconnect was a game changer. But MassEducate is historic.”

“We talked a lot on the committee about the opportunity cost of education. Tuition and fees are not the only cost,” she explained. “Transportation, childcare, all the things that we face every single day, those don’t go away because you have free tuition. So that was the motivation behind helping with book costs.”

Schutt expects some prospective students will hear about MassEducate too late this summer to meet the requirements for the fall semester, and as a result, she feels enrollment increases won’t happen all at once.

“Students found out about this two weeks ago, they haven’t started the FAFSA process, and it’s challenging to get enrolled for the fall because of the steps they have to take to be eligible to enroll in this program. My gut says we’ll see a much more significant uptick in the spring, and then, next fall, we’re going to see the full effect.”

Timmons agreed. “Given the cyclical chain of events, we’ll probably see a greater impact in the spring and in subsequent years. You’ll see a significant bump as people know about it and have time to apply to FAFSA and MASFA again.”

Cook, like Timmons and Schutt, is gratified with the outcome of the bill, and grateful for the legislators who supported it.

“We saw some real champions out this way, and we saw a willingness by the House and the Senate to negotiate to this point,” he told BusinessWest, adding that, because of the success of MassReconnect, “we really had a way last year to build a line of sight toward this outcome. Many, many people saw the value and benefit, and that helped us arrive here today.”

Degrees of Progress

Timmons noted that community colleges in Massachusetts saw an 8% enrollment bump in 2023 following passage of MassReconnect — and 45% among the over-25 crowd. That was heartening in more ways than one; not only did colleges benefit, but the program was actively targeting the fact that some 750,000 Massachusetts adults have started a college degree but not finished it.

“That seemed like low-hanging fruit, and MassReconnect really bears evidence of that,” he said, before noting that MassEducate has, at its heart, the same goals of access and equity.

“I’m so passionate about this work of education. It is the great equalizer. Once you have an education and all the rights and privileges of that degree, you can earn a livable, sustainable wage, you can take care of yourself and your family, and you can literally change the trajectory of a family. You’re not only changing your own life, but the lives of your children and your grandchildren.

“That’s amazing,” he went on. “Think about the impact on people in Massachusetts who will be paying taxes, earning livable wages, and entering the middle class and beyond, who otherwise would not be able to do so. And from a workforce-development standpoint, employers are getting a much more educated and prepared workforce to do the work that is needed.”

Graduates can connect with those jobs in more than one way, Cook said, noting that some might not realize they can enter good careers at a sub-bachelor’s level, in fields ranging from STEM to healthcare, and now do it without debt.

“And we know that our baccalaureate partners will also be the recipients down the road when students transfer. We look forward to that. This is just so significant for Massachusetts,” he added. “The term I use is, community colleges can become an equity engine for higher education.”

At STCC, where more than half the population are students of color, many of whom are first-generation college students in their families, the idea that even more students, especially those from lower-income families, may be able to access and education and a career is exciting, Cook said. “MassConnect demonstrated that, when you can get people’s attention, you will get the outcomes that you want.”

“Think about the impact on people in Massachusetts who will be paying taxes, earning livable wages, and entering the middle class and beyond, who otherwise would not be able to do so.”

One challenge now, Timmons said, is to make sure new students at HCC have the resources they need to succeed.

“With an influx of students, we have to focus on success and completion and how to scale up our support services for students. We’ve dealt with equity and access. Now, how do we remove the barriers to get them across the finish line and right out into the workforce or transferring to a four-year institution? These are good problems to have. I’d rather have these problems than not have them. And over time, we’ll address them as we need to.

“There’s still time to enroll,” Timmons was quick to add. “All you have to do is approach your local community college, express interest, and as long as they meet the program requirements and follow the steps, anyone in Massachusetts can start a new path toward a better way of life, which is pretty exciting for me.”

Springfield Museums Ride Wave of Momentum, Innovation, Entrepreneurship

By George O'Brien August 15, 2024

Special Coverage Tourism & Hospitality

The Seuss Effect

Kay Simpson, left, and Cynthia Campbell at the soon-to-open Chestnut Street Café and Bakery.

‘Bold.’

That’s the word Kay Simpson used as she talked about the Springfield Museums’ decision back in 2018 to acquire what she called a “somewhat blighted” property on Chestnut Street, adjacent to its Wood Museum of Springfield History, with the intention of repurposing it into something else.

The property wasn’t actually for sale, she said, but the Museums essentially made it for sale with an offer that ultimately wasn’t refused, with the intention of improving the landscape and creating a far more positive impression of the Quadrangle. And six years later — a timespan lengthened by COVID, rising construction prices, and other factors — that something else is turning into a nod to Dr. Seuss, or his grandparents, to be more precise.

Indeed, Ted Geisel’s grandparents operated a bakery on Howard Street, a site now part of the MGM Springfield footprint. The two former storefronts on Chestnut Street, a liquor store and convenience store, will become a bakery and café, with the latter featuring plant-based foods (more on that later). The venue has been outfitted with a replica of the kind of delivery truck the children’s author’s grandparents might have used.

This latest initiative at the Museums is innovative, entrepreneurial, and, yes, bold, operating traits that have been inspired by, or amplified by, the runaway success that is the Amazing World of Dr. Seuss Museum, the importance of which to the Springfield Museums, from the bottom line to exposure nationally and globally, simply cannot be overstated, Simpson said.

“We’ve been using the experience of opening the Dr. Seuss museum and the kind of family engagement that it engendered, and spreading it out all over the Quadrangle.”

“It’s been … monumental,” she told BusinessWest, noting that, before the facility opened in 2017, the Museums had logged operating deficits for several years running. In the one month it was open before the end of FY 2017, it helped balance that year’s budget, she went on, adding that there have been balanced budgets and even surpluses since, at a time when many museums have struggled to come back from COVID.

As for exposure, stories about the RMV offering a new license plate honoring Dr. Seuss and featuring the Cat in the Hat have appeared in news outlets across the country.

But the Seuss museum has done more than enhance visitorship, revenues, and the profile of the Springfield Museums, she went on. It has also helped to inspire a number of new programs to make the Museums more interactive, immersive, accessible, and family-friendly.

“We’ve been using the experience of opening the Dr. Seuss museum and the kind of family engagement that it engendered, and spreading it out all over the Quadrangle,” Simpson said, adding that this has always been the case with the Springfield Science Museum (for which there are some intriguing new initiatives in various stages of development), but now extends to all corners of the museum complex.

“When we look at any of our museums, the work that we’re trying to do now is really about making them interactive, making them more participatory, and using the points of accessibility,” she went on, adding that Dr. Seuss has helped make the museums more accessible because he is a worldwide brand associated with fun. “People feel like there’s something to see and do when they’re here at the Museums.”

The Grinch’s Grotto is just one example of how leadership at the Museums is bringing more family-oriented, immersive experiences to its spaces.

Cynthia Campbell, chair of the Museums’ board of directors and a 10-year member, agreed.

“The impact of opening the Amazing World of Dr. Seuss Museum really marked a transformative point for the Museums,” she explained, noting that it has not only doubled overall attendance and led to other Seuss-related opportunities, from the license plate to to a growing Grinchmas celebration, but it has inspired efforts for more innovative and immersive exhibits and programs, including the ambitious upgrades to Dinosaur Hall, including an animatronic T-rex.

Dr. Mark Keroack, the recently retired president and CEO of Baystate Health and longtime Museums board member, concurred.

“The board embarked on the first strategic plan in recent memory about three years ago, and one of the key things we did was to pivot the mission of the Museums and pivot it away from being just a sanctuary for beautiful things to defining its success by the experience of the people who come there,” he said. “There’s an interest in making sure we’re contemporary and relevant, and that we’re appealing to more diverse audiences, particularly in the city of Springfield but also beyond.”

For this issue and its focus on tourism, we take an in-depth look at how the Springfield Museums have caught a Seuss-inspired wave of momentum, innovation, and entrepreneurship, and how those traits are taking the complex to new places — and new heights.

Entrepreneurship on Display

They’re called Free First Wednesdays, or FFWs for short. The name tells you all you need to know.

Admission to the Museums is free the first Wednesday of every month, said Simpson, noting that the FFW on Aug. 7, which drew 1,723 visitors, was the best-attended since the program was launched in January with the help of a three-year, $800,000 grant from the Art Bridges Foundation, founded by Alice Walton, an heiress to the Walmart fortune.

“There’s an interest in making sure we’re contemporary and relevant, and that we’re appealing to more diverse audiences, particularly in the city of Springfield but also beyond.”

Those visitors were treated to Olympics-themed activities, as well as exhibitions and permanent displays, Simpson explained, adding that the Zip code capture in the Welcome Center confirmed that, in addition to strong participation from Connecticut and Massachusetts, visitors also came California, Texas, Oklahoma, Colorado, and other states.

The Free First Wednesdays are just one example of how the Museums have become … let’s say even more innovative and entrepreneurial. Others include initiatives like the Grinch’s Grotto in the SIS Hall of the Lyman and Merrie Wood Museum of Springfield History for the months of November, December, and early January. Featuring an array of thematic, interactive displays, it “adds another layer to the Seuss experience at the Museums,” Simpson noted.

SIS Hall has become site for many family-friendly exhibitions, like Big Games Big Fun.

“After opening the Amazing World of Dr. Seuss Museum we started thinking of ways to use some of the other spaces in our buildings for large, immersive exhibitions that have broad appeal,” she said, adding that a good example of this is the SIS Hall in the history museum, which has played host to not only Grinch’s Grotto, but other programs and family-friendly exhibitions as well, including a Big Games Big Fun event and a Barbie Day, which capitalized on the excitement of the 2023 movie.

Currently, the space is hosting “Xavier Riddle and the Secret Museum,” an exhibit that brings to life the acclaimed PBS KIDS TV series, which follows the adventures of Xavier and his little sister Yadina and best friend Brad as they tackle everyday problems by traveling back in time to learn from real-life inspirational figures.

“We’ve witnessed many museums struggling and, in fact, closing their doors. Thankfully, we were able to survive that and not only survive — we’re thriving.”

There’s also the Live Animal Center in the Science Museum. With more than $500,000 in funding from a federal earmark and other sources, the tanks in the center have been completely renovated, and new interactive displays are being installed.

Then there’s the new Chestnut Street Café and Bakery, to be operated by the owners of Pulse Café, the 100% plant-based eatery in Hadley, with a soft opening planned for early September.

Funded in part by Leagrey Dimond, Geisel’s stepdaughter, the bakery and café, created at a cost of more than $1 million, will reactivate that space in a way that will bring another dining option to not only Museum visitors, but those who work downtown and the growing numbers of people living there as well.

“I think it’s really exciting that we’re bringing this to downtown Springfield,” she said, adding that the café will be a solid addition to the menu of downtown dining options — and something decidedly different.

It’s also just another example of the Museums being entrepreneurial, innovative, inclusive, and willing to take on new initiatives (and the accompanying risks) at a time when many museums are still struggling in the wake of COVID and doing more hanging on than being bold.

Supporters gather for a celebration in March for meeting the goal for the Dr. Seuss license plate program, which is expected to bring more exposure to the Museums and the city.

Campbell agreed. She said the Quadrangle’s deep portfolio of museums — it’s been called a mini-Smithsonian because of the variety — not to mention the huge boost from the Seuss museum, provide it with advantages that most museums simply don’t have.

“We’ve witnessed many museums struggling and, in fact, closing their doors,” she told BusinessWest. “Thankfully, we were able to survive that and not only survive — we’re thriving.”

Exhibiting Boldness

There are many other examples of innovation, interactivity, and inclusion, said those we spoke with, including efforts in the history museum to move beyond the displays of cars, motorcycles, and firearms manufactured in Springfield and use the facility not only for more family-friendly exhibits and programs like Grinch’s Grotto and Hasbro Game Land, but also telling the stories of the people who have lived here and do now.

“We want to do more to tell the story of Springfield and its people,” Simpson said, adding that these efforts are very much a work in process, with grants to be pursued for various initiatives. “Previously, we focused on industry and objects, but I think it’s really important, especially as the city changes, and as part of the work we’re doing with inclusion, to tell all of the stories, starting with Indigenous people, but also historic Black Springfield, the Latino population and the growth of that community, as well as other communities.

“It’s a reinterpretation of the history that is told in the Wood museum,” she went on. “People relate to people, so we need to integrate that into what is being presented in that museum.”

Meanwhile, and as noted earlier, one of the key focal points of the current strategic plan is the Science Museum, said Keroack, noting there have been many improvements and more on the way.

Keroack grew up in Springfield, and in his youth, he was a frequent visitor to the Museums and especially the Science Museum.

“I was a bit of a nerd,” he recalled, adding that he was drawn to the fish tanks, dioramas, and physical exhibits. That museum remains a real draw for young people, he said, but it has been in need of a refresh, as he called it, and it is getting one.

The planetarium has been completely renovated, noted Simpson, adding that while the Korkosz projector — the oldest operating American-made projector in the world — is still used in the planetarium presentation, the facility now boasts a full-dome video system, creating immersive experiences in astronomy and earth science.

Meanwhile, the Museums were recently granted the long-term loan of a large, touch-screen, interactive virtual tour of the International Space Station.

“The second floor of the Science Museum has been progressively transformed,” said Simpson, adding that there are plans for a reimagined dinosaur experience that has many moving parts, literally and figuratively.

The experience will start before visitors enter the front door of the Welcome Center, she noted, adding that a large T-rex will appear to burst out of the exterior wall of the building, setting the tone for play and learning. Two smaller juveniles will appear to congregate near the doors, inviting visitor engagement.

Once inside the Welcome Center, visitors will hear the dinosaurs even as they get their admission tickets, she went on, adding that visitors will enter a completely renovated Dinosaur Hall, which will feature a new, animatronic T-rex that moves and roars. It will be surrounded by hatching baby dinosaurs hidden behind simulated reeds, which visitors can discover as they move through the hall.

Meanwhile, important fossils will be showcased in the renovated space to help tell stories of local paleontology. An elevated observation deck will enable visitors to walk around the T-rex as well as to look down on the exhibitions, allowing for a high level of interactivity.

From Dinosaur Hall, visitors will enter an immersive display that explores archosaurs, the animal group from which dinosaurs evolved. The exhibit will feature flying dinosaurs, erupting volcanoes, and interactive games that connect dinosaurs to current life on earth.

“The overarching goal of the new, reimagined dinosaur experience is to establish the Science Museum as home to the flagship dinosaur destination in New England, as well as the regional center for STEM education,” Simpson explained. “We anticipate that we will increase our annual attendance by 25% with our enhanced dinosaur experience.”

Campbell agreed, noting that the Science Museum is the second-most popular attraction at the Quadrangle behind the Seuss museum, and the planned improvements could generate another significant boost in visitorship.

And another way to tell prospective visitors, “oh, the places you’ll go.”

Architects Say Project Diversity Is Key to Weathering Challenges

By Joseph Bednar August 15, 2024

Architecture Special Coverage

Drawing on Experience

Aelan Tierney says Kuhn Riddle Architects has long been involved in numerous sectors so it can nimbly shift when the economy does.

When it comes to thriving in the world of architecture, diversity goes a long way.

“During the pandemic, we were working on a lot of large single-family homes,” said Aelan Tierney, president of Kuhn Riddle Architects in Amherst. “That market seems to have slowed down, but higher education is still probably about 50% of our work.”

At the same time, she said, commercial work has declined a bit in the last couple of years. “I’m not quite sure what it is between the economy or construction costs or interest rates, because they all feed into each other,” she noted. But at the same time, the firm has recently tackled numerous multi-family housing developments, both market-rate and affordable, as communities across Massachusetts continue to face an acute need for more of them.

In short, Kuhn Riddle, like many firms, adapts to what the market is offering, she added. “That has always been our strategy, to do a little bit of everything so that we can shift when the economy shifts.”

The situation is similar at Caolo & Bieniek Architects in Chicopee, where educational and municipal projects — schools, public safety, senior centers, libraries, and the like — continue to provide a healthy pipeline of projects, though Curtis Edgin, the firm’s president, doesn’t expect the flow to remain unchanged forever.

“I’m not quite sure what it is between the economy or construction costs or interest rates, because they all feed into each other.”

“That’s why we’re diversified, working in different sectors. Some of that government money, as a result of the pandemic, has begun to taper off a little bit. But they’re still spending it,” he noted. “We’ve also got some commercial projects — healthcare projects, offices, that type of thing — going on. But probably 70% to 75% of our work is public-sector work, whether it’s housing authorities or other projects.”

Kevin Rothschild-Shea, president of ArchitectureEL in East Longmeadow, said his firm continues to stay busy post-COVID, with a number of multi-family residential projects and a growing niche in municipal work, notably a series of projects in Holyoke.

Specifically, AEL has provided services for the city and its public schools as their on-call architect for the past two years, completing a roof and skylight replacement for the Department of Public Works, a roof and skylight replacement for the City Hall Annex, a roof replacement for the Holyoke Children’s Museum and Volleyball Hall of Fame, heating upgrades for the McMahon VRF, historical renovations on the City Council chambers located at City Hall, and HVAC system replacements in the city’s elementary schools. Most recently, it secured an on-call architect contract for the Holyoke Housing Authority.

Principals (from left) Bert Gardner, Curtis Edgin, and Jim Hanifan say Caolo & Bieniek Architects continues to stay busy in the post-pandemic years.

Principals (Principals (from left) Bert Gardner, Curtis Edgin, and Jim Hanifan say Caolo & Bieniek Architects continues to stay busy in the post-pandemic years.
continues to stay busy in the post-pandemic years.

“Diversity continues to be there for us,” Rothschild-Shea said, noting that his firm has significant experience in accessibility, historic preservation, educational, and commercial design, as well as both private and multi-family residential development. “It’s always been competitive, but we haven’t had any trouble with workflow. Word of mouth continues to be one of the strongest methods of obtaining new work on the commercial side. It’s evolving work, and we continue to respond to an ever-changing climate.”

Challenges Persist

What hasn’t changed — though they have eased in some ways — are the challenges architects have felt in recent years from supply-chain issues and higher costs.

“It’s a lot less, but there are some elements — like some particular electrical items — that are still causing delays on projects,” said Jim Hanifan, vice president at Caolo & Bieniek. “If we have a big project, a year-plus, everyone knows what materials have problems and get them ordered the second day of the job. The problem is the smaller ones that are only summer jobs; there’s not enough time. You have to pick the materials that you can get. You can’t wait on certain things, or you’ll never get the job done.”

“We’re educating the end user on how to operate systems. That’s something that’s changed in the last 10 years — as part of the design, we build in the training.”

And these are often critical items, he noted. “You can’t have a police station or a fire station without a generator. That’s the kind of thing you’ve got to plan around. Part of the job now is to make sure you can get the materials and get them on time and get them installed and certified, all within a certain time period.”

Another element regarding equipment is how much more complicated some of it is, particularly in the energy-efficiency realm, Hanifan said, and clients need to take into account both their budget and ease of use.

“If you’re going to spend more money on more efficient and better equipment, how long does it really take to pay for that back, and is it worth it? The other part is maintenance. We’ve had clients that want the most sophisticated, the top of the line of everything, but if you don’t have the staff or the crew to maintain it, it’s a headache; it never will operate or be as efficient as it’s supposed to be. So that’s a factor that should always be considered with those systems.”

Bert Gardner, also a vice president with Caolo & Bieniek, agreed.

“Sometimes it causes confusion. So the challenge is, how do you simplify that for the end user as much as possible, because a lot of places don’t have the staff to troubleshoot when things go wrong. We’re educating the end user on how to operate systems. That’s something that’s changed in the last 10 years — as part of the design, we build in the training. We talk to the owner about what the systems are going to be and who they’ve got available to be trained on the systems and how long are they going to need to train. We write it right into the specs for the lighting controls — plan for two days for you to get your staff up to speed on how the lights work in the building.”

This architect’s rendering from Kuhn Riddle shows a mixed-use project centered around the historic Hastings building in Amherst, which will include five stories of residential units, helping meet a need for more housing in town.

Tierney said current energy codes are moving the world in a positive direction with respect to reducing energy use and the carbon impact of buildings, but owners, architects, builders, and code officials are all having to learn very quickly how to meet these new code requirements. At Kuhn Riddle, that has led to a recent emphasis on passive-house design and certification, which focuses on dramatic energy-use reduction for space heating and cooling.

“We currently have one certified passive-house consultant and five others training to become passive-house designers,” she told BusinessWest. “We understand the detailing that’s required behind passive-house design and the process you have to get through to get passive-house-certified to meet the energy-code requirements. So that’s an expense that, as designers, we’re taking on in terms of getting our staff certified, but then there are layers of construction costs associated with that as well, and testing that needs to happen. It’s all good; it’s just expensive.”

It’s also one way Kuhn Riddle provides professional-development opportunities to its team, Tierney said.

“I think they appreciate having the opportunity to learn a new skill, and it’s obviously a benefit to us to have that expertise, to be able to say to developers, ‘yes, we have five people who are passive-house-certified consultants, and we can do your projects.’”

More broadly, she went on, “in becoming an architect, you have to go through education, training, and then take exams. We’ve been paying for the study software and materials, and then we also pay for people to take their exams. Anybody coming out of college is in debt from going to school, so that additional expense of having to pay for study materials and exams, we just want to take that pressure away. And as people get licensed, that’s a benefit to the firm.”

Opportunity Knocks

The firms we spoke with have all had success bringing in young talent, even though they acknowledged it’s not the easiest field.

“It’s hard work. There are more lucrative industries to get into, given the amount of work versus the salary,” Edgin said. “So what do we do to attract them? We give you a lot of opportunity, I’ll say that. You’re not pigeonholed into doing just one little task. Continuing education is important to help folks grow and reach their goals. We support that and encourage that.”

Angela Johnson

“Someone going into architecture doesn’t necessarily have to choose a certain role. You can be in all kinds of different places within the field.”

Angela Johnson, who went to school for architecture and is now the firm’s marketing assistant, agrees.

“I’ve been here almost three years now, and I’ve definitely learned a lot. Seeing different sides of how it all connects is really eye-opening,” she said. “Someone going into architecture doesn’t necessarily have to choose a certain role. You can be in all kinds of different places within the field. Whether you want to go into the sustainability side, or if you want to go into spec drawing or doing renderings or other things, it’s all about how you want to approach the field, and I think that’s unique to architecture. A lot of industries don’t have that much of a bandwidth.”

Rothschild-Shea said his firm has had success with entry-level interns and entry-level architects, adding that his team members appreciate the relationship aspects of the business. “I think we continue to be people-centric at our core; what we’re doing is designing buildings for people, and we certainly continue to focus on service and taking care of people.”

After all, Tierney said, this is a career in which professionals can bring a job from the drawing board to often very impressive fruition, and that’s a draw for many young people.

“That’s probably my favorite part of the job,” she told BusinessWest — “to draw something on a piece of paper, show it to a client who gets excited about it, and then see it literally come out of the ground and walk through the building with them and have them say, ‘this is exactly what I wanted.’”

Upcoming Auction May Decide Fate of Springfield Landmark

By George O'Brien August 15, 2024

Commercial Real Estate Special Coverage

Of Paramount Importance

Paramount Theater

Over the past year or so, while the historic Paramount Theater property in Springfield has somewhat quietly been on the market, Bill Low has taken more than a dozen interested parties through the landmark.

Slicing through the comments made by those taking the tour, he said he’s counted quite a few people saying “what a shame,” or “it’s really sad,” as they view the theater portion of the property — which has hosted shows by the likes of Jerry Seinfeld, the Three Stooges, and Bob Dylan over the years — and the many visible forms of deterioration there.

He’s also heard several of these visitors talk about how, while renovation of the former Massasoit House Hotel portion of the property is likely doable, the theater is … well, another story.

“Over the past year, I probably had 12 to 15 physical tours,” said Low, president of Springfield-based L&P Commercial, which has been handling the sale of this and most other properties within a large portfolio of real estate once owned by the New England Farmworkers Council. “There was lots of interest, which I would expect because it’s a grand property. But when you think about the theater … what do you do with it? It’s beautiful, but what can you do with it?”

Such comments are in many ways helping to set the stage, figuratively but also literally, for what will be a closely watched auction of the Paramount property that was originally slated for mid-August and is now set for Sept. 23.

“There was lots of interest, which I would expect because it’s a grand property. But when you think about the theater … what do you do with it? It’s beautiful, but what can you do with it?”

Low, like Tim Sheehan, Springfield’s chief Development officer, says he doesn’t know exactly what to expect at the auction, to be conducted online by the national real-estate agency Crexi.

According to Crexi’s web page for the Paramount property, the starting bid will be $250,000. That’s roughly one-tenth of what it is assessed at and about one-seventh what the New England Farmworkers Council paid for it in 2011, with plans to author the next chapter in its history — plans that never materialized, due in part to COVID, but also to market conditions and the high degree of difficulty associated with the project.

Theater

The low initial bid price might be another indicator of just how complex and difficult a project this is, but Low also suspects it was set to “generate some action.”

And he believes there will be a good amount of action, but just what it will translate into remains to be seen. The theater portion of the property remains an extreme challenge, he said, not merely because of the high price tag (which has been prohibitive for many of the arts-related groups that have toured the property), but because of the need within the marketplace for another performance venue — or lack thereof.

Sheehan agreed.

“Everyone keeps talking about performance space, but how much performance space is a city the size of Springfield going to be able to support?” he asked rhetorically. “You have Symphony Hall, you have the MassMutual Center. You have MGM, with smaller venues … I’m just not certain you can get positive cash flow out of performance space of that size.”

But he noted that there are other projects in various stages of development in that area, including recently announced plans to convert the floors above the Student Prince Café and the Fort into condominiums (see related story on page 35), and the Paramount could be another building block on that section of Main Street and possible catalyst for still more development.

For this issue and its focus on commercial real estate, we look at how the upcoming auction has cast the Paramount property back into the spotlight, and also why this property with a rich past has so many question marks about its future.

Back in the Spotlight

The marketing language created by L&P Commercial for the Paramount property when it was on the market speaks to everything from its history and architectural significance to the challenges that await those who might want to take this on.

“This endeavor calls for dreamers, history enthusiasts, and architects of the future,” it reads. “Whether you envision a cultural center, boutique hotel, great thriving entertainment hub, this restoration project awaits your touch. Embrace your opportunity to make your mark on history while preserving the city’s rich history. Take the first step toward creating a lasting legacy.”

There has been little if any interest among those who have toured the property to take that first step, said Low, adding that this reality helps explains why the property is now going to auction.

“We just got to the point where we couldn’t find the right buyer,” he told BusinessWest. “It’s a massive undertaking; most of the interest was in the hotel, with people then saying, ‘now what do we do with the theater?’”

By now, most know at least some of the Paramount’s history. Opened in 1926, it was, for decades, all those things listed in the L&P description — a cultural center, thriving hotel, and entertainment hub. Four presidents are said to have stayed in the Massasoit House Hotel. As for the Paramount, formerly named the Julia Sanderson Theater, it has hosted movies and all kinds of live performances, from music to comedy to theater.

Bill Low expects the auction for the Paramount property to draw a good amount of interest.

Renovated in 1999 and renamed the Hippodrome, the property was purchased by the New England Farmworkers Council in 2011 with the intention of restoring it to its former glory. As a casino proposal came together involving real estate just north of the Arch, the Hippodrome was viewed as being a potential key component of such plans.

But the casino was ultimately built in the South End, less than a mile down Main Street, and plans to renovate the Paramount/Massasoit property — with a price tag around $40 million — were never realized.

COVID played a factor, but so did the inability to secure the private funding needed to advance the project to the construction phase, said Sheehan, adding that the Farmworkers Council, burdened with the various costs associated with the real estate, needed to relieve itself of that burden.

Which brings us to next month’s auction. Both Low and Sheehan said it will be “interesting.” Beyond that, they’re not entirely sure what to expect from whomever prevails in that event.

Show of Interest?

They do know that the new owner, whoever that might be, will face the same challenges that the New England Farmworkers Council had in renovating the theater portion of the property and making it viable from a business standpoint.

As Sheehan pointed out, there are several other performance venues in Springfield and elsewhere in the region. Meanwhile, those involved with plans to renovate another historic old movie house — the Victory Theater in Holyoke — are trying to close a funding gap and move forward with 45-year-old efforts to restore that landmark.

That said, he noted that some developers have reached out to him to have discussions about the property and float potential development concepts.

“Hopefully, they’ll show up at the auction and at least gauge a level of interest associated with the properties,” he went on, noting that the decision to take the property to auction has come about rather quickly, so potentially interested parties have not had much time to do their due diligence.

Sheehan said that, if he has a suggestion, or cautionary note, for potential developers of the property, it would be to take on this project in stages.

“I think they should work with scalable pieces of the overall development and begin in the easiest spot that you possibly can,” he said, adding that this spot would likely be the ground-floor retail spaces on the property.

Meanwhile, redevelopment of the Massasoit House Hotel might be the next spot.

“The office component in the former hotel … that won’t be as difficult an undertaking,” he noted. “The really hard part is the Paramount itself; what are you envisioning for the redevelopment of that space that will actually bring positive economics to the overall equation?”

Both the theater and hotel are listed on the National Register of Historic Places, Sheehan noted, adding that the site is significant from both a historic and architectural standpoint, and this needs to factor into happens next, whatever it is.

“Both of those properties have significant historical importance and architectural significance,” he said. “And the city has an interest in making sure that those properties are reactivated and preserved in an appropriate way.”

Low acknowledged the historic nature of the property and the architectural significance, but wondered out loud if something might have to give from a preservation standpoint if something is to happen at this property.

Meanwhile, his only predictions for the auction, based on the interest shown since Crexi started marketing it, are a sale price above (probably well above) $250,000, and “lots of action.”

And maybe, just maybe, from that action, progress will be made in securing a future for this big slice of the city’s past.

Fort Building’s New Owners Plan Condo Development

Peter Picknelly says he and other members of an investment group that recently acquired the property on Main Street in Springfield that is home to the Student Prince Café and the Fort did so to essentially control their own destiny.

Indeed, this same group, which includes Picknelly, chairman of Peter Pan Bus Lines and a principal with OPAL Real Estate Group; the Yee family; and Michael and Kevin Vann, acquired the restaurant in 2014 with the intention of preserving it for future generations of area residents. And as they embark on a series of renovations to the famous restaurant, they understood that their overall path would be easier to negotiate if they owned the property.

But their motivations certainly don’t end there. The new owners have ambitious plans to renovate the long-vacant upper floors of the property into 50 or more condominiums, which Picknelly anticipates will fall into the ‘affordable’ category.

As he talked about these plans, he drew a number of similarities between the Fort building, as it’s known to many, and another project he recently led — conversion of 31 Elm St., the former Court Square Hotel, into mostly market-rate housing units.

Both buildings are historic, to one degree or another (31 Elm St. is on the National Register of Historic places, while the Fort building is not), both have been vacant or mostly vacant for decades, and both are “bears,” as Picknelly put it, when it comes to the many challenges associated with reimagining them as housing.

“But 31 Elm was more of a bear,” he said with a laugh, adding that, while the upper floors of the Fort building do, indeed, present a number of construction and financing challenges — he expects this project will cost $25 million to $30 million — he described it as certainly doable.

“This building is a lot like 31 Elm — it has great bones, but it’s been left to decay for decades,” he explained, noting that the ownership group will work with Winn Development, another partner on 31 Elm, on the Fort Building initiative. “It certainly comes with a challenge, but we’ve teamed up with Winn, who I think are masters at renovating old structures like that and modernizing them and making them great places to live and work.”

Meanwhile, the runaway success of 31 Elm — the building was fully leased when it opened, and there is already a lengthy waiting list — provides both inspiration for the Fort building endeavor and proof of need for this kind of development.

“I think the success of 31 Elm has certainly demonstrated that people want to live in downtown Springfield,” said Picknelly, adding that, just as the Court Square project has injected vibrancy into downtown, the Fort building project can do the same, especially for that section of Main Street.

“I hoping that this serves as a catalyst for further development toward the North End,” he said. “I think that’s the natural course of progress for our city.”

The new ownership group, known as Fort Street Realty Assoc., acquired the property from the New England Farmworkers Council, which has been selling off its portfolio of real estate over the past year or so. The Farmworkers Council acquired the Fort building in 2011 with the intention of renovating the vacant upper floors, but those plans never materialized.

The property, which has been on the market for some time and listed for $2 million, sold for $700,000, an indication of the Farmworkers Council’s willingness to shed properties and get out from under heavy tax and property-maintenance burdens.

Picknelly said the new ownership group has several priorities for the property, including improvements to the restaurant (work in the kitchen, bathrooms, and other areas), efforts to clean up and shore up the “streetscape,” as he called the storefronts along Main Street, and conversion of the upper floors into condos.

—George O’Brien

Val Francis Takes a Different Route to Leadership in Financial Services

By George O'Brien August 1, 2024

Special Coverage Women in Businesss

Forging Her Own Path

Val Francis

For a long time, Valerie Francis said, she was rather shy about telling her backstory, especially the part about how she didn’t go to college.

When asked why, she said she was concerned about how elements of that story — the lack of a college education and 10 years spent working on the floor at a distribution center — might reflect negatively upon her and perhaps sow doubt about whether she was really qualified for some of the jobs that have appeared on her business card over the years, including her current one — vice president of Employee Benefits for HUB International New England.

Meanwhile, she was concerned that, with her lack of a college degree, she wouldn’t be a good mentor to young people.

“Everyone goes through a little bit of impostor syndrome or not wanting anyone to question your capabilities, especially in my field,” she explained. “I’m in insurance — this had been a male-dominated industry for a very long time, with women kind of breaking through; you don’t want your ability to be questioned. But I see the bigger picture now.”

Indeed, these days, she’s far less shy about sharing that story. She’s done so in many ways and with different audiences, especially women facing the myriad challenges she did growing up and as a young adult (more on that later).

As for how that story is received, Francis believes the confidence she’s always exuded, coupled with her proven aptitude, strong work history, and track record of strong customer service, should override any doubts. And they have.

“Everyone goes through a little bit of impostor syndrome or not wanting anyone to question your capabilities, especially in my field.”

So much so, she said, that when she was being considered for her current job, the latest of many roles she’s filled with various organizations, no one asked her about whether she went to college.

In fact, after she gave a presentation recently, a colleague remarked that she read the audience so well, she must have excelled in a psychology course while in college.

“I said, ‘you, know, Bill, I probably would have, but I never had the opportunity to go to college,’” she recalled, adding that this revelation blew his mind.

To be clear, Francis is a strong advocate of higher education and understands its importance to entering and then advancing within many sectors. But she also acknowledges that a college education is just one of many ingredients to career success, and if one possesses those other ingredients, as she does, then one can advance while also finding work that is fulfilling and promotes work/life balance.

“I’ve been very fortunate throughout my career, especially as a female, a woman of color,” she explained, “in that people have recognized my skill set, my experience, and my capabilities without questioning my background and my education.”

As for that backstory … where to start? Maybe when she was 19, when, after the unexpected death of her mother, a nurse, she was on her own, working in the Springfield Public Library, living with a friend, getting by without a car, and … well, managing. Later, she would work for a decade as an order selector at a Hallmark Cards distribution facility in Enfield, Conn., before deciding she needed to make a change.

Fast-forwarding a little (we’ll go back and fill in the details later), she would take a long, winding road to her current station, starting at a call center, then advancing in the ranks in the broad insurance sector, working for Aetna, Health New England, the Insurance Center of New England (ICNE), and now HUB (which acquired ICNE), and taking titles raging from member service representative to sales executive to vice president.

“I’ve been very fortunate throughout my career, especially as a female, a woman of color, in that people have recognized my skill set, my experience, and my capabilities without questioning my background and my education.”

Today, Francis manages a staff of nine, with another addition expected soon.

She said her work in employee benefits is important, and also rewarding on many levels, especially when it comes to making benefits, and especially healthcare, affordable for employers and employees alike.

“There are new strategies to truly help lower the cost; it’s all about education and comfort because change is not easy,” she said, adding that she works tirelessly with employers and employees alike at renewal time to find something that works.

For this issue and its focus on women in business, we tell a somewhat different story, one of hard work, perseverance, raising the career bar ever higher, and then clearing that bar.

Hard Work Pays Dividends

Francis said she would walk six to 10 miles a day at that job at Hallmark, where she would push a large cart and load it with the items — cards and other products made by the company — sought by individual stores.

“It was lifting, pulling, walking a lot … I was in great shape, but it was killing me; it was beating my body up,” she recalled, adding that the repetitive nature of the work led to various ailments, including carpal tunnel syndrome.

What she wanted was a one-way ticket out of manufacturing and distribution and to “a corporate job where I could dress nice to go to work and have office hours so that, when my kids got out of school, I could go pick them up.”

Problem was, in the 10 years she was at Hallmark (1997 to 2007), most office duties were handled via computer, and she had few, if any, computer skills.

Val Francis says she’s no longer shy about telling her backstory.

She discussed this problem with her friend Nicole Polite, who would later launch the recruiting and staffing firm ManeHire (now the MH Group), and confided to her that it would likely be hard for her to pivot at this point, and she would probably have to go back to school to make it happen.

“Nicole said, ‘I don’t know about that,’” Francis recalled, adding that she advised her to sharpen what computer skills she had by taking classes at the workforce agency known then as FutureWorks (now MassHire Springfield). And she did, while also pulling a résumé together and sharpening the focus on what she wanted to do next.

Within a few months, she had an interview at Aetna.

“Even then, I didn’t think I was going to get the job because it was a completely different role from what I was doing,” she recalled, adding that, with some coaching from Polite, she made sure those interviewing her understood that she was reliable and had great work habits, a strong attention to detail, and a keen focus on customer service.

“She said, ‘focus on the skills they need,’” said Francis, adding that she not only got the job, one at a call center, but, before she was even out of training, was named a growth and development coach for other call-center workers.

She would spend several years at Aetna, learning the insurance business, acquiring new skills, and laying the groundwork for what would become a career in that sector.

But first, she would take “three steps backward,” as she put it, for reasons that had much more do with family than her career.

“By that time, my kids were a little older, and they needed me home earlier,” she explained. “I had a daughter who was just shy of six feet tall in middle school, and she did not feel good about her height at all. I said to my husband, ‘we have got to get her into basketball.’ And he said, ‘but Val, you don’t get home until after 7 — you would need a different job and a different role closer to home.’”

She applied to Health New England in 2010, taking a job on the phones as a member service representative. But over the next seven years, she would assume eight different titles and progress through the ranks to senior member service representative to supervisor of member services and provider claims; from sales account representative (after she made the switch from member services to sales) to senior sales account representative to sales executive, gaining experience working not only with employer groups but also brokers.

She joined ICNE in 2017 as an account executive and eventually advanced to sales manager and then vice president of Employee Benefits, a role she maintained after the firm was acquired by HUB in 2019.

Making Policy

As mentioned earlier, Francis’ mother died when she was young. She recalls that her mother, who passed at 52, had several chronic conditions and was often reluctant to seek out the care she knew she needed.

Francis suspects this is because she was unsure of — and apprehensive about — how much that care would ultimately cost her.

“She was in the medical field, and she was knowledgeable about things going on with her body, but at the same time, she didn’t truly understand what her cost was,” she recalled. “I can remember when I was younger, her saying, ‘I don’t how much this is going to cost me.’”

And this is one of many reasons why Francis is so diligent — and compassionate — about her work, especially when it comes to health insurance.

“That’s what rings in the back of my mind with my clients,” she went on. “Once I’m done sitting with the key decision makers, that’s when my fun begins; that’s when I get in front of employees, and I make sure that they’re the smartest consumers of their health plan, their dental plan, vision, disability … you name it.

“And I go into great detail,” she went on, “because, when you’re fully educated and understand your plan, you’re going to get more out of it.”

Francis’s current work involves not only maintaining existing client relationships, but bringing in new clients as well, she said, adding that, overall, she makes sure clients understand and maximize benefits and that they work for employers and employers alike.

That’s especially true when it comes to health insurance, a large expense for both constituencies.

“The cost of health insurance is huge right now, and we want to make sure that it’s affordable in both ways — affordable as far as the rates are concerned for the employer and the employees, because they’re both sharing the cost.

“And from there, we have to make sure that the benefits are equitable,” she went on. “We have to make sure that people can afford to use their plan.”

She counts a number of nonprofits in her client portfolio and admits to having leaned on several of those organizations when she was younger and in need of help. So she finds it rewarding to be able to help them now.

“I relied on them, and now they rely on me,” she went on. “It’s incredibly rewarding, and humbling, for me to be able to help businesses in Western Mass. and outside of Western Mass., but especially our nonprofits because of what they do for our communities and because this is a vulnerable time for all our nonprofits. They have employees at all pay grades, and we have to make sure that each employee will find the benefits equitable and affordable for them to utilize.”

As mentioned earlier, Francis is no longer shy about sharing her backstory. In fact, she’s rather proud to tell it.

“It’s a true testament to who you are as a person and having people recognize your capabilities,” she said, adding that hers has been a long and different journey compared to others with similar titles on their business cards, but she’s looking forward to writing some new chapters.

Indeed, in keeping with her track record for moving ever higher, she’s intent on adding new lines to the CV. What they might be, she’s not sure, but she is sure that her résumé and the confidence gained at each stop will speak volumes about what she can do.

More, perhaps, than a college education could.

Senior Planning Guide 2024

By BusinessWest Staff August 1, 2024

Senior Planning Special Coverage Special Publications

According to the U.S. Census Bureau, the number of Americans age 65 and older — which was 35 million in 2000, just 12% of the population — will reach 73 million by 2030, or 21% of U.S. residents. That’s a lot of people. And a lot of planning. And a lot of living left to enjoy.

Achieving your goals — and your desires for your loved ones — requires careful thought, and that was the original thought behind the annual Senior Planning Guide presented by BusinessWest and the Healthcare News.

Go HERE to view the Digital Interactive 2024 Senior Planning Guide

In this year’s edition, we bring you local and national perspectives on everything from the key documents in senior planning — wills, healthcare proxies, living trusts, and more — to discussions on home care, assisted living, adult foster care, and other models; from paying for care to having the talk with your senior loved ones about the next stage of their life.

We present pieces dealing with tough topics like dementia risk and the signs of elder abuse, and also stories about eating well as we get older, easing the stress of caregiving, and the ways in which the senior-living industry has evolved and, in many ways, improved over the years.

In short, stories about the questions families are grappling with every day.

After all, the retirement years should be an enjoyable time, highlighted by special moments with family and friends, the freedom to engage in a range of activities, maybe even a chance to develop new interests and hobbies. But to make the most of that time, knowledge and planning are critically important. Hopefully, the 2024 Senior Planning Guide will be a helpful resource in that process.

Planning for Senior Living

During a Time of Change, Focus on the Many Positives

Two Powerful Tools

Understanding Health Savings Accounts and Medicare

Adult Foster Care

This Can Be a Compassionate Alternative for Senior Living

Making the Transition

Moving Seniors from Long-term Care to Community Living

Recognize the Signs of Elder Abuse

A Crucial Guide to Protecting Vulnerable Loved Ones

An Important Question

Home-care Nurse or In-home Personal Caregiver?

Keeping Alzheimer’s at Bay

While There’s No Cure, Healthy Lifestyle Could Reduce Risk

Easing the Load

Five Ways to Help Reduce Caregiver Stress

Healthy Meal Planning

Eating Well Begins with a Dash of Preparation

Getting Your Affairs in Order

Follow This Checklist to Prepare for the Future

Senior Resources

These Organizations Can Help Families Navigate Decisions

Local Breweries Boost Their Brand with Activities, Events

By Joseph Bednar August 1, 2024

Breweries & Wineries Special Coverage

Beyond the Beer

Ray Berry, owner of White Lion Brewing Co.

In the early days of White Lion Brewing Co., exposure was critical, Ray Berry said — and it still is.

“When the White Lion brand was created, the ultimate goal was to have a brick-and-mortar location in downtown Springfield. We thought that we would be able to accomplish that in a couple of years, but it took longer than that. And because we were contract brewing in another location, it was hard for consumers to identify us because there was no bricks and mortar,” he recalled.

“So it was important for us to engage the community by doing special events, pop-ups, beer gardens, collaborations, partnerships with other community organizations. And that allowed us to really start to have the brand resonate in the Greater Springfield area.”

Almost a decade ago, Berry started having conversations with the Springfield Business Improvement District about bringing the first beer garden to downtown Springfield.

“We rotated in two or three different locations every week for several summers. And that excitement, that engagement, that new option for professionals — and folks just coming to town after work on Wednesday — was incredible. The crowds grew week over week. It really took on a life of its own.”

“There are over 9,000 craft breweries in the United States. There are towns in Western Mass. that have three or four different breweries, and there are only so many consumers. So it’s important for a brand like White Lion to be very proactive and engage as much as it can to keep the consumer aware of what we’re offering.”

COVID put a damper on those events for a while, but after the pandemic, White Lion not only roared back with events, but continues to expand them in neighboring cities (more on that later).

“I guess the gist of it is, it’s important in this hyper-competitive environment,” Berry went on. “There are over 9,000 craft breweries in the United States. There are towns in Western Mass. that have three or four different breweries, and there are only so many consumers. So it’s important for a brand like White Lion to be very proactive and engage as much as it can to keep the consumer aware of what we’re offering. You have to make a strong marketing effort just because of all of the things that have changed since COVID.”

Barks & Brews is always a popular event at Fort Hill Brewery.

Progression Brewing Co. sells beer in hundreds of locations from the Berkshires to Cape Cod, but still relies on business at its downtown Northampton headquarters. Which is why the brewery runs a very busy calendar of events every week, from live music to trivia nights to … bonsai workshops.

“You can find our beer anywhere, but when it comes to getting people in this space, they need specific reasons to go,” said Chris McKenney, taproom manager. “It’s not just about giving a pint to them, but who they’re having a pint with and what they’re doing. It’s all about community engagement. I don’t think any brewery is turnkey anymore — just open the doors, and people will come and drink. I think you need to keep giving people reasons to come, in order to keep the taproom full.

“I can’t believe how busy trivia is week after week,” he went on. “And the live music is great. We’ve got so much talent here in the Valley, so many inquiries from bands who want to play. I don’t charge a cover at the door when we’re trying to get people in; I want people to come and enjoy the place. So maybe you’re losing a little up front, but maybe you get a repeat customer who says, ‘hey, this seems like a cool spot; I want to come back.’”

“It’s all about community engagement. I don’t think any brewery is turnkey anymore — just open the doors, and people will come and drink. I think you need to keep giving people reasons to come, in order to keep the taproom full.”

Eric Berzins, general manager and head brewer at Fort Hill Brewery in Easthampton, called taproom events a critical part of the operation.

“It’s another way to interact and bond with the community,” he said. “Usually, beer drinking has a social dynamic, but adding events, adding music, just facilitates it a little bit more in this age where we’re constantly sort of individualized. So this is just a lubricant to socialization. I guess that’s the best I can describe it in an odd way.

“In terms of music, it’s very eclectic,” Berzins added. “We have big bands, small bands, we’ve got rock and roll, we’ve got folk, we’ve got vocals, we’ve got no vocals. We cover a fairly broad spectrum.”

Then there are annual events like a fundraising 5K and the popular Barks & Brews night, which is what is sounds like — a way for people and their dogs to mingle, eat, drink, and have a good time.

“That’s a very interesting day because everyone’s very rush-rush out on the street, but when everyone’s with their dog on the property, they seem to relax and bring it down a notch. It just doesn’t seem like people are as agitated,” he told BusinessWest, adding that the long-term impact of all this activity is positive for the business. “We’ve got a few people that are here almost every single day.”

Food, Folks, and Fun

This summer, White Lion has a beer-garden presence — featuring live music, food vendors, and, of course, beer — in three cities: at rotating spots in downtown Springfield, in Holyoke’s Armour Yard at the Cubit, and at the new Elm Street Plaza in Westfield.

“That beautiful plaza is right in the heart of downtown,” Berry said of the Westfield park, “so we’re lucky and very happy to be part of that. The last four weeks, the number of people out there has been incredible. I think there’s definite buy-in and appreciation for that new venue in Westfield.

Patrons await entry to the Back Porch Music Festival, which hosted a wide array of bands for three days in March at Progression Brewing Co.

“We try to cater to multiple palates,” he said of White Lion’s events in general. “There’s always food available and different variations of beverages. Then there’s music, so there’s the entertainment piece. People want to just come out and enjoy the music, or they may want to have a beverage and a bite to eat, but they want to be part of this ecosystem of energy. It’s incredible — you see little kids running around, young families, grandparents with their grandkids, and people riding through on skateboards and bikes and grabbing a bite to eat. It really does create a sense of community.”

Speaking of community, area breweries find many other ways to connect with locals. In addition to live music, Fort Hill regularly features food trucks, cruise nights, and events that benefit area organizations, from schools to the Pioneer Valley Ballet. It also supported the development of the Fort Hill mountain bike trail at Berkshire East in Charlemont — one that features 40-foot jumps — and Berzins, a mountain-biking enthusiast, is looking to convert some of his Easthampton property to a BMX track.

These efforts are carefully crafted to attract a broad age range, he noted, while generating on-site energy — and revenues — to complement a distribution business that places Fort Hill brews in liquor stores and taps across Western Mass.

“The cruise nights bring in a slightly older crowd because they’re the ones that can afford the 1962 muscle cars,” he said. “But it’s all about socializing. I try to establish an environment where people socialize and talk to their neighbor.”

Progression also runs activities that benefit local schools and nonprofits, McKenney said. “It’s a way to give back. It’s really easy to cut a check, but when you open the doors, you might be getting whole groups who have never been here before, and you might get a repeat customer or two.”

He’s also leaned heavily into renting out the space, either the whole taproom or semi-private events in a smaller space for up to 50 people. Progression has also hosted more than 200 wedding parties in the last three years — in fact, it had three scheduled the week McKenney spoke with BusinessWest — along with after-hours events held after 10 p.m., when most breweries are closed.

“Just like there’s so much musical talent around here, we’re also surrounded by incredible wedding venues left and right,” he said of a wedding-adjacent business that has surprised him in its robustness. “I don’t want to say I spent the first two years throwing stuff at the wall to see what would stick, but there I some truth to that.

“At the end of the day, most of us in the area are not running ourselves as a destination brewery model, but as a hub for the community.”

“At the end of the day, most of us in the area are not running ourselves as a destination brewery model, but as a hub for the community,” he added. “Any given night, there might be three to five meetups using our space. It could be a shared interest, young entrepreneurs, a group of tabletop gamers; a local running club is here every Thursday. I look around my space, and I see a birthday party or an after-hours office event. The important thing is that everyone is enjoying the space and enjoying a pint or two.”

Community Focus

Berry is proud of the community collaborations White Lion has done over the years, from a celebration of Eastern States Exposition’s 100th anniversary to partnerships with the Springfield Museums, the Basketball Hall of Fame, and the Springfield Thunderbirds, as well as some upcoming events with the Springfield Puerto Rican Parade committee and a new partnership with Ride to Remember, an initiative that supports local law-enforcement families.

“My background has always been the nonprofit, quasi-public space. So, when building White Lion, it was easy for me to take all those relationships and all that experience that I had built up to incorporate it into the fabric of White Lion,” he told BusinessWest. “It’s important for us to be part of those community conversations.”

Events will continue to be important in another, more sobering way, which has to do with the brewery’s location in Tower Square, and downtown Springfield more generally.

“I remember the pre-COVID days, the number of people in the towers. MassDevelopment has statistics that said there were upwards of 7,000 to 8,000 people downtown in these three or four towers. And we built our business model on those pre-COVID numbers. That was part of our business plan.”

After COVID, those numbers have fallen off dramatically as remote work has taken hold.

“Like any other business, you have to pivot,” Berry said. “So we’ve put a stronger emphasis on these different lanes of operation.”

Rebounding Inventory, Return of Incentives Boost Auto Sales Locally

By Joseph Bednar August 1, 2024

Autos Special Coverage

Shifting into a Higher Gear

Brian Houser, general manager of Balise Hyundai, says factors ranging from inventory to incentives are trending in an optimistic direction.

It can be tough to find a parking spot at Marcotte Ford, but Sue Keller says that’s a good problem to have.

Over the past few years, “we got creative, like skipping every space, trying to look like we had more inventory,” she told BusinessWest. “But now, it’s great to see a full fleet out there. And I think it’s just brought up the morale for the whole team here, which is nice.

“When the truck pulls up now, the sales team are like little kids in the window — they want to see what’s rolling off, what’s coming in, and then they sit down and look at who’s put requests in,” added Keller, the dealership’s marketing director. “I feel like the sales team is more upbeat with more inventory. It’s a better vibe out there. They’re ready to sell, and they have it to sell now.”

Inventory, in fact, seems to be the biggest positive development in auto sales across the region, following a pandemic-related shortage that, as Keller noted, forced dealerships to get creative on half-empty lots.

“Inventory is back to being healthy,” said Mike Marcotte, president of the Holyoke-based store. “So when a customer comes in here, compared to six months ago, they have more options, more colors. And then, if they want to factory-order something, Ford has streamlined it, and it’s coming in faster, which is great. Before, the lead time was four to six months; now, it’s a lot faster with the production cycle.

“I feel like the sales team is more upbeat with more inventory. It’s a better vibe out there. They’re ready to sell, and they have it to sell now.”

“So customers can choose exactly what they want instead of settling on something,” he added. “And they can see it. Instead of looking online for a picture, they can see it in person, and drive away that day if they want.”

Brian Houser, general manager of Balise Hyundai in Springfield, has seen a similar inventory rebound.

Mike Marcotte says having plenty of inventory on the lot is important not just to give buyers options, but because they want to see and touch what they’ll be buying.

“Most brands have been able to fill their lots back so customers have more varieties and choices,” he said, adding that, while used-car access continues to fluctuate following a recent drought, new-car selection is strong. “Consumers have been coming out. They have an opportunity to test drive more makes and models. Before, they’d show up on a parking lot, and there wouldn’t be any inventory for them to even test drive. Now, they have more opportunity to see exactly what they’re looking for.”

Carla Cosenzi, president of TommyCar Auto Group, agreed.

“Inventory levels have improved significantly,” she said. “Our used-vehicle inventory is robust, thanks to our trade-in programs and strategic sourcing, ensuring a wide range of options for our customers. Additionally, we have over 500 new vehicles across our five brands, providing an extensive selection for buyers.”

Business across the TommyCar dealerships has been strong in 2024, she added, with consistent demand for both new and pre-owned vehicles.

“We use live market pricing to always ensure we are priced competitively in the market, and these are some of the best incentives we have seen from the manufacturers,” she added, noting a range of incentives to attract buyers, including low-interest financing, lease specials, cash rebates, and loyalty programs, in addition to TommyCar-specific perks like 15% back on service spending (which can be used toward a future car purchase), gift certificates when customers hit certain points in their rewards account, and complimentary service loaners.

“We had a great start to July, and we’re actually looking for a bigger second half of the year than the first half of the year.”

With more inventory, Ford has enhanced its rebates as well, Marcotte noted, like 2.99% financing on a Ford F-150 that kicked off on July 15 and will continue through the summer.

“They’re trying to stay more consistent over a longer period. So it’s not 15 days — it will last the whole month or the whole summer. So we can plan inventory accordingly and reach out to customers that may be in the market or were in the market, and tell them this special is out right now.”

As a result, “we had a great start to July, and we’re actually looking for a bigger second half of the year than the first half of the year,” he added. “Especially as a big commercial truck dealer, with Super Duties and Transits, we’re also ramping up for that, for the end of the year.”

The luxury vehicle market is robust as well, according to Peter Wirth, who co-owns Mercedes-Benz of Springfield with his wife, Michelle Wirth.

“It’s a good environment for us. Inventory levels are back to pre-pandemic levels,” he said, adding that SUV sales are especially strong, citing the brand’s GLC and GLE models.

Michelle and Peter Wirth say customers are often surprised that some luxury cars at Mercedes-Benz of Springfield aren’t far from the price points at other dealerships.

“We have always had a powertrain for any liking, whether you want a gas-powered vehicle, an all-electric vehicle, or a plug-in hybrid,” Michelle added. “People may not realize they can afford a Mercedes — they may not realize that, when they’re driving other cars, their price point is similar to ours.”

EV Landscape in Flux

One trend that seems to have slowed nationally is the realm of electric vehicles. Locally, however, dealers are still embracing their potential.

“We’ve actually been doing steady with it. Our whole team has learned it, so it’s not just one or two specialists; they’re all fluent with it,” Marcotte said, adding that his dealership has invested in high-speed charging stations as well, so customers can familiarize themselves with them. Meanwhile, state and federal incentives and rebates continue to be attractive, he added.

While some customers remain leery about charging infrastructure and how that affects range, he noted that hybrids continue to sell well, serving as a mileage-efficient middle ground between all-gas vehicles and electrics.

“We want people to feel comfortable. We don’t want them to make a purchase and not feel comfortable. Obviously, with all the different chargers in the area, once you start looking for them, you start seeing more and more. And then you can do the at-home charger.”

That said, EVs — Ford offers the Mach-E, the F-150 Lightning, and the E-Transit — represented 8% of Marcotte’s business in June. “And then we’ll have new products in 2026 and 2027. So that’s been going well. We’re glad we can offer all those ranges — EVs, gas, hybrid, and commercial diesels.”

Cosenzi said she’s seeing increased incentives for electric vehicles and hybrid models, reflecting the industry’s push towards sustainable mobility, and TommyCar has prepared for that shift by expanding its EV inventory and investing in charging stations. “These incentives make it an excellent time for customers to explore both traditional and alternative fuel vehicles.”

“We have charging stations on our campus. But until your condo complexes have them set up, your Starbucks, your Dunkin’ Donuts, places that people can spend 15 to 20 minutes charging their vehicle … until you start to see that, it’s going to be tough for the average consumer.”

Houser said “range anxiety” is still a factor, even though range on EVs has increased substantially and charging stations continue to spring up.

“And there are still plenty of incentives from the state and federal government that are incentivizing these customers to buy EVs,” he noted. “But the infrastructure is the most important thing. We have charging stations on our campus. But until your condo complexes have them set up, your Starbucks, your Dunkin’ Donuts, places that people can spend 15 to 20 minutes charging their vehicle … until you start to see that, it’s going to be tough for the average consumer.”

For now, he agrees with Marcotte that many consumers who desire the mileage of an electric vehicle are more comforable with hybrids.

“The benefit of the hybrid is you don’t have to worry about charging it; the battery itself does it,” Houser noted. “When you’re doing your braking, your regenerative braking system powers everything so there’s no range anxiety of what could go wrong if you can’t get it charged — you’re just putting gas in and relying on the mechanics of the vehicle.”

Peter Wirth said EV adoption has been lower than anticipated, while hybrids remain very much in demand, and Mercedes-Benz of Springfield is stocking accordingly. But he agrees with others that, once people become more comfortable with charge-station availability, both locally and nationally, the future is still bright for all-electric cars and trucks.

“Nobody has a crystal ball,” Michelle added. “But it only stands to reason that, as the charging infrastructure grows in the area, so will the adoption.”

Drive Time

That said, business is normalizing, for both Mercedes as a whole and the Wirths’ Chicopee-based dealership.

“It’s been only seven years, so we’re still getting known in this market,” Peter said. “We’re still selling new cars, factory orders are back to pre-pandemic lead times, and, for customers, the deals are back. Leasing and financing deals are important for us so we can stay competitive.”

TommyCar continues to grow, Conzenzi said, even at a time when all sectors are struggling with talent retention. “We focus on creating a positive work environment, offering competitive compensation, and providing continuous training and development opportunities. Our culture emphasizes teamwork, innovation, and customer-centric service, which helps us attract and retain dedicated professionals.”

The main downside for consumers right now, Houser said, is felt by those who bought at a high point in the market and may be upside down on their loan compared to what their always-depreciating vehicle is worth.

“A lot of people avoid that by leasing a vehicle. Or, if you’ve got to hunker down and keep your vehicle, try to put more money into principal because so many consumers put no money down, rolling in all the taxes and registration fees, and then, at that point, you’re financing the full amount at a high retail price that didn’t have incentives or programs before.”

With the average monthly car payment in the U.S. around $700, Houser added, he’s seeing more consumers finance for a longer period — six or seven years instead of five. “But over the long haul, they have to hopefully realize how much money is going to the bank when you’re financing a car for a longer period of time.”

That’s why the return of rate and rebate incentives are so welcome, he noted, and why new cars are starting to look better than used ones, which rely on local bank financing at higher rates than new cars.

“And the rebates are back in play,” he added. “I’m sure you’ve heard the TV ads. When COVID was going on, you didn’t hear the radio, TV, or billboard ads for two, three, four, five thousand dollars off. Now that inventory is back, we have to get these vehicles into people’s driveways, and the manufacturers give us incentives in order to help us out with that.”