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Community Spotlight

Community Spotlight

By Mark Morris

Lyn Simmons says the town’s former adult center may become the future home of municipal offices.

Lyn Simmons says the town’s former adult center may become the future home of municipal offices.

While two major construction projects reached completion in 2021, it’s no time to slow down for Longmeadow officials, who are planning several more projects for 2022 and beyond.

In June, Department of Public Works staff moved into their new $24 million facility on Dwight Road. Town Manager Lyn Simmons said the new location provides a cleaner, safer work environment with amenities that save money for the town over time.

“The DPW now has vehicle wash bays to clean dirt and salt off their equipment as well as lifts that are appropriate for the vehicles we have,” Simmons said. “We also have covered storage for everything, which, in New England, is critical for maintaining all this expensive equipment.”

Marybeth Bergeron, who chairs the Permanent Town Building Committee, said the DPW facility has come a long way from its old location on Pondside Road. After operating out of a couple buildings constructed in the early 1930s that she described as “incredibly poor condition,” the new location improves efficiency and morale.

“Our new DPW director, Geoff McAlmond, is working to unify all the entities in Public Works, and it’s much easier to do that with all the staff and department heads in one place,” Bergeron said.

Simmons said the new facility will have a positive impact on town business beyond the DPW. “Police, fire, and other departments that have town vehicles now have a fueling facility they can use as well.”

“People who never set foot in the old center are coming to the new one because it is, quite frankly, gorgeous, and it offers people what they want.”

In early November, Simmons cut the ribbon for the new Longmeadow Adult Community Center on Maple Road. The $14 million building features plenty of space for seniors looking to take part in exercise, activities, or one of the many other programs available.

Bergeron pointed out that older residents use fewer town resources, such as the school system and even trash pickup, because their households are smaller. At the same time, their numbers are growing as more people retire every day, and they are looking to stay active and social. For all those reasons, she said many communities are investing in their elders.

“People who never set foot in the old center are coming to the new one because it is, quite frankly, gorgeous, and it offers people what they want,” she added.

Thanks to a $250,000 donation from S. Prestley Blake toward the end of his life, the center has something few such facilities have: a dedicated gymnasium at one end of the building, featuring a full court that can be used for basketball or volleyball and an elevated walking track around the perimeter. On the day BusinessWest toured, three pickleball courts were set up, with games in progress.

The new facility is located less than 100 yards away from the old adult center, which was a former elementary school at Greenwood Park. In the immediate short term, the commercial kitchen in the old center will be used by staff from Armata’s Market to prepare holiday meals for their customers after a fire in November destroyed the market, a longtime fixture in Longmeadow (see story on page 15).

Looking ahead, the former adult center may be the future home for the town municipal offices. Currently, municipal staff are located in Town Hall and the adjacent Community Hall. Town Hall offers limited space, and Simmons said bringing it into compliance with current standards under the Americans with Disabilities Act (ADA) would be cost-prohibitive. A recent feasibility study looked at reusing the Greenwood site as combined office space for the town.

“We would move municipal employees from Town Hall and Community Hall to one location and consolidate under one roof,” Simmons said. If the plan is approved, Simmons said the town can pay for renovations to the Greenwood site out of the $4.6 million allocated to Longmeadow under the American Rescue Plan Act (ARPA).

Before the town can consider re-using the former DPW site, Simmons said the first goal is to demolish the old buildings which are deemed unsafe.

“We’ve done a feasibility study to see if ground mounted solar panels would make sense for us financially,” she said. “It looks like that would be a good use, but we have a ton of work to do before it can go out to bid.” Right now, it looks like the town will tackle this project in the spring or summer of 2022.

 

Doing Their Homework

Though mask measures are still in place and students are still adjusting to daily in-person learning, Longmeadow Schools Superintendent Martin O’Shea said having students back in class full-time makes it feel more like a typical school year.

In addition to what he termed as “the ebbs and flows of the school day,” he also recognizes the town is at a crossroads when it comes to deciding the future of its two middle schools.

Glenbrook Middle School, built in 1967, and Williams Middle School, built in 1959, are two well-maintained buildings, neither of which has had any significant renovation work since they were completed. Despite all the care and maintenance, time has a way of catching up with many of core systems, and the HVAC, plumbing, and electrical infrastructure in both buildings have reached the end of their useful life. A study by Colliers Project Leaders identified more than $30 million of essential maintenance and repair issues at the two schools.

O’Shea said the Longmeadow School Committee has petitioned the Massachusetts School Building Authority (MSBA) to help answer the question: should Longmeadow repair the two schools or bring all the middle-school students into one new building?

“If we commit to the repairs Colliers identified, we would make critical improvements to the two schools, but we’re left with the old footprint and the old design,” he explained. “We still wouldn’t have the types of learning spaces we think would be best for students for the next 50 years.”

Longmeadow at a glance

Year Incorporated: 1783
Population: 15,853
Area: 9.7 square miles
County: Hampden
Residential Tax Rate: $24.74
Commercial Tax Rate: $24.74
Median Household Income: $109,586
Median Family Income: $115,578
Type of Government: Open Town Meeting; Town Manager; Board of Selectmen
Largest Employers: Bay Path University; JGS Lifecare; Glenmeadow
* Latest information available

Working with the MSBA can be a six- or seven-year process. That’s why O’Shea believes Longmeadow is at a crossroads right now. He and others in town support building new rather than investing in the old.

“Our sense is that it would be more cost-effective and more educationally effective to build a new school,” he said, adding that modern schools are built to be fully accessible, with rich digital-learning spaces, as well as spaces for small-group support and intervention.

O’Shea recognizes many residents value having two neighborhood-based middle schools in town, but both need extensive repairs and modernization to continue to serve today’s students. One new middle school can easily accommodate the 648 students currently attending Glenbrook and Williams.

“If we combined our two middle schools under one roof, we could potentially create educational economies of scale, and the new building would reflect a more typically sized middle school,” he said. “The average middle school in Massachusetts accommodates right around 600 students.”

Unlike many communities, Longmeadow does not experience significant school-enrollment swings, but instead stays fairly steady over many years. O’Shea said that’s an important consideration when going through the MSBA process.

“The whole building project begins when MSBA engages the community in demographic studies to better understand enrollment and population trends,” he noted. “That way, they can make sure the school that is eventually built is positioned for future enrollment.”

The middle-school project represents another chapter in Longmeadow’s continued commitment to academic excellence. O’Shea said education is an important part of the town’s economic engine.

“Longmeadow places a premium on education,” he told BusinessWest. “It’s the reason people move here and why it’s a great place to raise a family.”

 

Great Outdoors

Longmeadow also prides itself on its many recreation areas. Simmons is looking to bring in a consultant to assess all swimming pools, basketball courts, playgrounds, and other sites to assess their condition. Once the town has a baseline on the needs for each area, Simmons’ goal is to have a community conversation with town departments and committees as well as with residents to identify the most pressing projects.

“We want a roadmap so we can get strategic on how we eventually fund that work and complete those projects,” she said.

With these projects and others on the horizon for Longmeadow, Bergeron acknowledged she and the Building Committee will have plenty of work ahead. “I’m looking forward to the next five to 10 years as we get some of these projects off the ground and up and running.”

Daily News

LONGMEADOW — A shopping plaza at 909 Shaker Road in Longmeadow has been destroyed by fire. Six businesses were destroyed in the blaze, which drew 13 different fire departments to the scene.

The fire started about 6:15 a.m. Tuesday, Western Mass News reported, adding that Longmeadow Town Manager Lyn Simmons met with the business owners Tuesday to talk about ways to help, including the 74 employees left without paychecks moving forward. The cause of the fire is under investigation.

Banking and Financial Services

Taking the Long View

By Mark Morris

Matt Landon and Jeff Liguori saw an opportunity for Napatree Capital to better serve Western Mass. out of its new location in Longmeadow.

In a co-working office space at the historic Brewer-Young mansion, Jeff Liguori and Matt Landon help people build their financial futures.

Liguori, founder and chief investment officer of Napatree Capital in Providence, R.I., relocated to Western Mass. in 2015 and began to sense increasing demand for his firm’s services in this area. In January, he hired longtime acquaintance and Western Mass. native Landon as a partner in the firm. Together, they discussed opening a local office, and on Feb. 1, Napatree Capital opened its five-person firm in the restored mansion in Longmeadow’s center.

While Napatree could have served clients here from Providence, Liguori and Landon both thought it was important to have a physical presence in Western Mass.

“It was serendipity that there was one opening left in the Brewer-Young mansion,” Landon said. “We felt this iconic and different building fit with our image, so we jumped on the opportunity to locate there.”

Liguori, who grew up in Westerly, R.I., named his firm after Napatree Point in Watch Hill.

“Our investment committee is skilled at finding temporarily undervalued, underloved, and underappreciated companies that are selling at a discount. But we feel they’ll get the recognition they deserve in the near- or medium-term horizon.”

“It’s a beautiful stretch of beach where I’ve spent many summers,” he said. “As the southwesternmost point of Rhode Island, it separates Block Island Sound from Long Island Sound, so it really splits Rhode Island from New York.”

Because he liked the symbolism of its location and the relative obscurity of the name, he sought copyrights for several variations of the Napatree name in anticipation of one day starting his own firm. “Very few people have heard of it; even many Rhode Islanders don’t know Napatree Point.”

Liguori explained that his firm specializes in two areas: working with private investors looking to reach long-term financial goals, and managing endowments for nonprofits, which he called a growing area of business.

The firm’s business philosophy starts with ‘value investments,’ which Liguori says has to do with how a stock measures up against its industry or sector. The firm has had success taking a contrarian approach by investing in companies that are currently under the radar and might be underpriced by the market.

“Our investment committee is skilled at finding temporarily undervalued, underloved, and underappreciated companies that are selling at a discount,” Landon explained. “But we feel they’ll get the recognition they deserve in the near- or medium-term horizon.”

Landon also made it clear that Napatree takes the long view toward investing. “We’re not traders; we are long-term owners of companies.”

All advisors at Napatree are fiduciaries, meaning they can only recommend investments that are in the client’s best interest. By contrast, financial advisors who are not fiduciaries are held to a much more lenient ‘suitability’ standard. For example, two index funds based on stocks listed in the Standard and Poor’s 500 may seem similar on the surface. If one fund charges high fees and the other low fees, they are technically both suitable investments. A fiduciary, however, is required to recommend the fund with the lower fee because it is better for the client. Landon pointed out that he enjoys sticking with a fiduciary approach.

“It makes doing business very simple when you operate from a fiduciary standard,” he explained. “If you do what’s in the client’s best interest all the time, it’s an easy path to follow, and everyone wins.”

 

Upward Projections

Liguori pointed out that growth in his business comes in two ways: investment performance and taking on new clients. When the world came to a halt last March, however, meeting with potential new clients became extremely difficult. As advisors and investors, Liguori and his colleagues listened to the concerns of panicked clients, while at the same time they continued to research and act on investment strategies.

“We are also business owners worried about our business,” Liguori said. “We saw assets evaporate, so that meant our fees went down 30%.” Digging in and working harder was a key to getting through the trying times, he added. “As the founder of the firm, and on a personal level, I couldn’t be more grateful for where we are now after what we went through last March.”

Landon added that the pandemic strengthened client relationships as communication became more important and frequent, especially for clients whose industries were hit hard by coronavirus. While there are clear challenges and roadblocks ahead, the market horizon looks further out and toward more recovery.

“We try to reinforce to our clients that better earnings and brighter days are ahead, along with being empathetic to where they are right now,” Landon said.

After a slowdown at the beginning of COVID, Napatree saw a big uptick in the fourth quarter of last year. Liguori said that set the table for projected 20% growth in 2021.

“The last 12 months have been similar to a full market cycle, something that usually takes place over a five-year time period,” he said. “Clients who were full-on panicked in the beginning and were able to stay invested are now reaping the rewards of their patience.”

He admitted that even clients who have stayed invested are still anxious about the future. Most concerns are ones that existed long before COVID-19. In addition to parents who worry about saving enough for their children’s college education, the number-one concern Landon hears involves retirement.

“About 80% to 90% of the people we talk to have not been trained in investing; they would rather be gardening or hiking. So, if we can help put them at ease and feel good about the path they are on, it’s enormously rewarding.”

“People often ask if they will have enough to retire comfortably and live with dignity,” he said, noting that, because people are living longer, financial planning for retirement now involves making sure people have money for up to three decades after they retire.

Recent findings prove the point. Data from the CDC shows the average life expectancy for everyone born in the U.S. to be 78.9 years, but when calculating life expectancy after reaching age 65, it’s a different story. According to 2018 findings from the Society of Actuaries, there’s a 50% chance that a 65-year-old male lives to age 87, and that a 65-year-old female lives to age 89. For couples at age 65, there is a 50% chance at least one of them will live to age 93, and a 25% chance one will live to 98.

Disruptive events, like pandemics, can create the kind of fear and anxiety in people that lead to bad decision making in their efforts to reach long-term savings goals such as college and retirement.

Liguori said behavioral investing, whether it’s driven by fear or greed, usually leads to dangerous outcomes. His firm looks to avoid the herd mentality that can happen during volatile markets and instead focus on the client’s long-term objectives. He noted the GameStop stock bubble as an example that may look good in the near term, but the usual outcome for a small investor in events like this is disaster. Napatree’s philosophy, Landon added, is the exact opposite of chasing bubbles.

“We want to buy compelling long-term businesses that are selling at a discount right now because we’ve researched the likelihood they will be going up, not down,” he explained, adding that, when Napatree recommends a company to a client, the firm also own it.

“When we believe in an investment, it’s where we are putting our own money as well,” he said. “We think it’s important to show that we invest in the same companies as our clients.”

Another part of Napatree’s business involves helping small and medium-sized companies manage their employee 401(k) programs. Landon said the firm works with a couple dozen businesses to make sure programs are designed well and priced fairly, and that employees feel confident about participating in the plan.

“About 80% to 90% of the people we talk to have not been trained in investing; they would rather be gardening or hiking,” he added. “So, if we can help put them at ease and feel good about the path they are on, it’s enormously rewarding.”

 

Bottom Line

Landon said he and his colleagues love to meet with people to dissect their financial situations, and if it leads to someone being a client, that’s even better.

“We’re excited to be here in Western Mass. to expand the Napatree footprint,” he told BusinessWest. “We look forward to helping a lot of people and doing good things in the community.”

Community Spotlight

Community Spotlight

By Mark Morris

For Longmeadow Town Manager Lyn Simmons, it’s been quite a first year on the job.

With 16 years of experience in municipal government in of Northampton — the last six years as chief of staff for Mayor David Narkewicz — Simmons became Longmeadow’s town manager a year ago this month. After three months on the job, Longmeadow — like the entire world — found itself in uncharted territory.

As challenging as the pandemic has been, Simmons said one positive has been the opportunity to build relationships with department heads and the emergency-management team much faster than she might have under less-hectic circumstances.

“We had to come together quickly and navigate all of this together,” Simmons said. “As difficult as the pandemic has been, the team that’s in place here and the relationships that we’ve formed have made dealing with it much easier.”

She also credits Longmeadow residents for their response in handling the pandemic, noting that people in town are adhering to public-health guidelines and taking personal responsibility. “We see people social distancing, wearing masks, and doing what they need to do to help protect themselves, their families, and our community.”

Lyn Simmons

“People like living in Longmeadow because it’s a great community, it’s very walkable, and there are lots of outdoor recreation activities. It really appeals to every generation.”

Because most residents complied with state mandates, Longmeadow experienced low numbers of the coronavirus throughout the summer. While the number of cases in town has begun to increase during the fall, this reflects the overall trend in Western Mass. and across the state, Simmons said, adding that a team of municipal employees is monitoring pandemic-related grants and other funding sources that might be available through the state and federal government.

“The pandemic has certainly been a disruption to normal life, whether it’s doing business with town offices or making adjustments to programs that are run by the Parks and Rec department, or the Adult Center,” she noted. But business not been halted, and as she spoke with BusinessWest, she outlined some of the ways progress continues in this small, residential town.

Worth Their Salt

In the midst of all the COVID-related disruption, Simmons points to two town projects she calls bright spots during these challenging times. First, a new Department of Public Works (DPW) facility — a $24 million project on Dwight Road, on the site of a former tennis club — is nearing completion.

The second project is the $14 million Adult Center, where finishing touches are being applied as it gets closer to opening day. While the Council on Aging will have a large presence, the Parks and Recreation department will also run programs and activities from the facility, making it a resource for all residents.

After COVID-19 hit, safety protocols were implemented at the DPW and Adult Center sites to allow construction work to continue and keep both projects on track to open in early 2021.

“The only disruption we had occurred earlier in the spring when the subcontractor who was providing and installing a salt-storage shed was quarantined crossing the state line from New York,” Simmons said. “We’ve been able to move past that, and the salt shed is fully constructed now.”

With 95% of property in Longmeadow devoted to residential dwellings, town officials pay close attention to activity in the real-estate market. Like most towns, the normal sales bump that occurs each spring was delayed by the pandemic. Sales activity returned in July and has remained brisk since then, with most houses selling at the asking price.

“We’ve been able to capture that strong real-estate market,” Simmons said. “On average, houses are staying on the market for about 20 days; low interest rates have certainly helped.”

The demographics in Longmeadow have remained similar to what they’ve historically been. Simmons said the town has a healthy mix of approximately 29% families and about 30% in the over-60 demographic. One key indicator that remains steady is school enrollment, where no declines have been reported.

“People like living in Longmeadow because it’s a great community, it’s very walkable, and there are lots of outdoor recreation activities. It really appeals to every generation,” she noted.

Looking to the future, the town owns a 10-acre parcel on Academy Drive known as the Water Tower property. Prior to the pandemic, the area was under consideration for an over-55 housing development. If this project moves forward, Simmons said, it might solve a dilemma for many seniors in town. Many aging residents want to continue to live in Longmeadow but would also like to downsize from their current home to one-level living, and an over-55 housing development could be a good solution.

Longmeadow at a glance

Year Incorporated: 1783
Population: 15,784
Area: 9.7 square miles
County: Hampden
Residential Tax Rate: $24.21
Commercial Tax Rate: $24.21
Median Household Income: $109,586
Median Family Income: $115,578
Type of Government: Open Town Meeting; Town Manager; Board of Selectmen
Largest Employers: Bay Path University; JGS Lifecare; Glenmeadow
* Latest information available

“Once we get the pandemic behind us, I expect our discussions of this site to be dusted off and brought back into the public sphere,” she added.

Meanwhile, conversations about two other potential projects are continuing, including development of a former church at the intersection of Williams Street and Redfern Drive with a different use, and a project on Williams Street that involves building a long-term-care facility. “As far as I know, those plans are still in the works,” Simmons said of the latter plan, “but it’s been slow-moving.”

 

Sharing Resources

More concrete progress can be found on a regional level. Last year, Longmeadow joined with Chicopee to form an emergency communications center called WESTCOMM. By taking a regional approach to emergency dispatch calls, both towns save money, increase efficiency, and have backup support when multiple calls come into either town.

Now nearly a year into the program, WESTCOMM has been a great success — and is growing, Simmons said. “Since WESTCOMM launched in December, we’ve added two more communities this year, when East Longmeadow and Monson came on board with Longmeadow and Chicopee.”

WESTCOMM currently operates out of the Chicopee Police Department, but officials are exploring a move to a larger facility as more communities come on board. Simmons said she expects to hear more about that in the coming year.

Before the pandemic, Longmeadow was looking to share some public-health services with neighboring East Longmeadow. Because the health departments and boards of health for both towns are expending all their energy on COVID-19 concerns, that project has been set aside at least until the pandemic is over, she added. “Looking at a merger of two health departments right now is a little more than we can take on at the moment.”

Simmons was born and raised in Northampton, and she first became familiar with Longmeadow while pursuing her undergraduate degree at Bay Path University.

As she completes her first year as Longmeadow’s town manager, she’s proud of how well people in the community have responded throughout the pandemic.

“I appreciate everyone’s understanding and support as we all try to get through this time together,” she said. “I am really looking forward to the new year when we will open both the new DPW and Adult Center in town.”

Simmons added that she can’t wait for the public to see both buildings and hopes to take residents on tours of the new facilities when they formally open in 2021 — a year when municipal leaders in all communities hope they can put COVID-19 behind them and are able to focus fully on the future once again.

Architecture

History Lessons

At right: from left, project partners Chris Orszulak, Henry Clement, and Andrew Lam.

In its heyday, the Brewer-Young mansion was the center of Longmeadow’s social scene. Those who don’t remember those days know it more as an eyesore alongside the town green, after a string of owners over the past 30 years were unable to maintain the decaying structure. Enter a trio of investors with a commercial vision for the property, one that would pump economic vitality into the building while restoring its original architecture — and historic importance.

Andrew Lam says he’s “very invested in Longmeadow’s history,” and not just because he lives next door to it.

Specifically, his home abuts the Brewer-Young mansion, a sprawling, Colonial Revival estate built in 1885 that has, to put it charitably, seen better days.

Restoration work aims to return the mansion to its former glory (top photo, courtesy of the Longmeadow Historical Society).

“I’m very interested in making sure we preserve this property and turn it into a positive on our green — not to have it torn down or turned into something negative,” said Lam, an eye surgeon, author of three history books, and co-owner, along with financial-services professional Chris Orszulak and contractor Henry Clement of Innovative Building and Design, of the mansion that will soon begin the next phase of its intriguing story — as a professional office complex for small businesses.

The 10,900-square-foot house, at 734 Longmeadow St., has undergone a slow decline since it left the Young family — of Absorbine fame — in 1989, and has fallen into significant disrepair over the past decade, especially after its last owner, Shahkar Fatemni, was foreclosed on in 2013 and evicted in 2015.

The problem is that — as a string of owners since 1989 have learned — with its massive size and the restoration work it requires, it’s just not viable as a residence anymore; when the front columns collapsed several years ago, it cost Chase Bank $120,000 just to repair the porch. Even if the town got lucky and a wealthy investor stepped in to buy it, Lam noted, what would happen when he moved out? Longmeadow would be in the same situation all over again.

Orszulak also lives in town — in fact, with kids at Center Elementary School, right across the street, and a commute to work that takes him right past the mansion, he’s had a good view of it for a long time. He discussed some sort of commercial development at the site with Lam several years ago, when Lam still believed a residential use was possible.

Jason Pananos in 734 Workspace, the co-working center he’s developing on the third floor.

“I basically said to him, ‘listen, if it ever gets to a point where it comes on the market and you agree it’s not a viable single-family residence, why don’t we talk about partnering on repurposing it and putting it back on the path to sustainability?” Orszulak told BusinessWest. “I’ve always felt like the property was a key part of the town center, and there was a way to sustain and repurpose it.”

Fast-forward a few years — and a massive restoration effort — and the three owners will welcome a nearly full house of commercial tenants in September. The Youngs’ ballroom is now the home of financial advisers Shawn Torres and Alecka Kress of Vitae Wealth Management. The minister’s parlor is occupied by event planner Lindsay Maloni. Setting up shop in the formal dining room are Melissa Buscemi and Maria Arsenieva, program director and financial advisor, respectively, for Reboot, a national nonprofit organization dedicated to promoting Jewish heritage. Psychologist Bonnie Connell will practice in the mansion’s former kitchen.

Meanwhile, Dr. Melissa Johnson, a surgeon at Baystate Medical Center, will operate a practice on the entire second floor, and the third floor is given over to a large co-working space.

The public will have an opportunity to tour the restored mansion as part of the Friends of Storrs Library Tour of Homes fundraiser on Oct. 5. What they’ll find is a lot of history — and, for the first time in many years, hope that a new, vibrant chapter is being written within what was, very recently, only an eyesore alongside the town green.

Singing the Praises

The mansion’s first resident was Rev. Samuel Wolcott, known for writing more than 200 Christian hymns. It was built for him by his two sons, who made their fortune in silver mining in Colorado. Ownership passed to State Sen. Edward Brewer in 1901, but the mansion’s third owner, Mary Ida Young, truly put it on the map.

The matriarch of a family that had made its fortune from Absorbine, a horse liniment popular in the days before automobiles, Young lived there from 1921 to 1960, and during this time it was truly a Gilded Age mansion, with extensive grounds and many servants and gardeners, serving as the site of important social gatherings.

A worker from Blackburn Building Conservation engages in the painstaking work of repairing the original wallpaper.

The Young family retained it until the 1980s, over the years selling off parts of the estate toward the Connecticut River — some was given up for I-91, more to enable development of the Ely Road neighborhood in the rear. A series of residential owners owned the home it in the 1990s and 2000s, each with plans to restore it and put it to use (among the plans were an event space and a bed and breakfast) — but each kept running into the high cost of repair and maintenance.

As it decayed further, Fatemni, five years before his eviction, sought a residential buyer, but found none. And once the property was abandoned, it went downhill quickly.

“Over these eight years, it really started decaying rapidly,” Lam said. “The front portico columns collapsed. The porches were rotting and threatened to fall. The inside had water damage from roof leaks. It was a terrible eyesore for the town because it is located prominently at the center of the historic green.”

Lam, who served for years on the Longmeadow Historical Commission, wanted to preserve it, but every historical preservation society or benefactor he approached realized it was too expensive to maintain — “it was a true money pit” — and declined to help. One society said taking the project on would have bankrupted it.

Finally, he came around to the idea that a commercial use would make sense, and teamed with Orszulak and Clement to purchase the property for $470,200. But not just any commercial use, like a bank or chain store that would be out of character for the town center. Instead, they envisioned a professional office complex that would require renovating and restoring, not tearing down, this piece of history.

“It is probably the best example of Colonial Revival architecture in the Pioneer Valley,” Lam told BusinessWest. “All three of us cared deeply about preserving the mansion in the best possible way.”

That use, however, required a zone change — and a two-thirds vote at a special town meeting. “We had a strong case it was in such terrible condition that it was quite obvious something needed to be done, but any time there’s a change, there are always going to be people for and against it.”

Their effort was buoyed by an informational campaign — and the support of Todd and Tyler Young, the last of the Young family to reside in the mansion.

The striking conservatory at the mansion was restored with new tempered, shatter-proof glass.

“When considering the various use cases (bed and breakfast, condominiums, etc.) and related market and financial analysis the current owners have undertaken, our family honestly believes that the proposal of re-zoning this property for professional office space is the most realistic and best use of this uncommon structure,” they wrote to Longmeadow Buzz, an online forum, in January 2018. “Outside of a viable repurposing and renovation, we sincerely believe demolition of this prominent building is a certainty once it is officially deemed uninhabitable or a catastrophic event such as a partial structural collapse or fire occurs — whichever comes next.”

The vote that month was close, as 69% approved the zone change from a residence to professional offices. “That’s different from commercial zoning,” Lam said. “We didn’t want it to be a McDonald’s or a gas station or any building that didn’t look historic.”

Since then, he, Orszulak, and Clement have poured $1.3 million into renovations, with more to come — the original budget was $2 million, and Lam thinks it will wind up in that ballpark.

Melding Old and New

It has been a delicate dance. On one hand, Lam said, “everything needed to be modernized — HVAC, plumbing, electrical. There was no central air, and the roof was collapsing. Every day brought a new challenge. ‘Oh, we need handrails.’ ‘Oh, we need an elevator.’ ‘Oh, we need a fire escape.’ But we didn’t want to take away from the historic look.”

Original features include marble floors and a grand staircase, lined by stained-glass windows, in the front foyer; a glassed-in conservatory based on the Crystal Palace from London’s Great Exhibition of 1851; and embossed leather wallpaper on the first floor designed by Zuber & Cie, an 18th-century French manufacturer that also designed wallpaper for the Diplomatic Reception Room in the White House.

“The wallpaper was literally falling apart, full of cracks and peeling,” Lam said, noting that the team commissioned Middleborough-based Blackburn Building Conservation return it to its original glory, a painstaking process involving tiny scalpels and other equipment — and plenty of patience.

“The whole staircase is priceless,” Lam said. “The goal when you walk into the building is for it to appear as it did in 1885 when it was first built — exactly the same. The staircase and stained glass are all the same.”

But today’s Brewer-Young mansion reflects the 21st century in many ways, too, such as 734 Workspace, the co-working complex Jason Pananos has developed on the third floor, featuring 10 small offices — already mostly rented — a large shared workspace, and amenities including a kitchen and office equipment.

The mansion’s grand staircase is highlighted by large panels of stained glass.

“It’s very exciting. It’s going to be a vibrant place — a place where entrepreneurs and professionals come together and cross-pollinate ideas,” Lam said. “It’ll be a wonderful environment to work in. All our tenants are local; they all believe in our goal to save this mansion, and they’re willing to join us in doing just that.”

Saving the 134-year-old house means modernizing it in other ways, too, many of which require significant funds.

“Frankly, it was not clear how much it would truly cost,” Lam said. “Asbestos was discovered that would have to be removed. We needed to install a giant sprinkler system that includes the exterior porches to comply with codes. The conservatory serves no purpose from a profit standpoint, but it’s beautiful, so we replaced the old glass with tempered, shatter-proof glass.”

Even more beautiful, the partners said, was the speed at which the building was rented.

“It was a stronger response than I anticipated,” Orszulak said, noting that the tenants on board are virtually all from Longmeadow — impressive in a town that has a lower density of commercial properties than any other in the region, by far. “For us to be almost occupied before completion was really reassuring to me personally. This level of support, I think, speaks to the broad community interest in repurposing this property.”

Lam never assumed that kind success, although he was hopeful.

“That was one of the major risks we were taking — that no one would want to be there,” he told BusinessWest. “But the town strongly believes in our goals to preserve it in an aesthetically beautiful way, and that’s reflected in the people who want to be there. They’ve trusted us and agreed to rent before the building was beautiful. That’s telling, and very fulfilling to us.”

Joseph Bednar can be reached at [email protected]

Community Spotlight

Community Spotlight

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

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

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

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

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

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

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

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

Taxing Concerns

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

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

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

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

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

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

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

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

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

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

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

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

Moving Right Along

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

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

Longmeadow at a glance

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

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

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

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

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

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

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

‘A Good Place’

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

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

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

Joseph Bednar can be reached at [email protected]